Economic Development Strategy & Action Plan 2024 - 2028
While there is no identified Green Belt in South Kesteven, the challenge is to protect the District's uniqueness and tranquility as the area continues to grow and develop.
Planning obligations (also known as Section 106 agreements) are legal agreements between a developer and the Local Planning Authority (i.e. the Council), and any others that have an interest in the land. Developers can enter into a voluntary legal agreement to carry out works and these are known as a unilateral undertakings.
The purpose of planning obligations is to ensure any new development does not put a strain on existing services and facilities, such as roads, schools, open space or other community facilities and services. They are used to reduce the impacts of the development and mitigate and address any specific needs of the local community that may be negatively affected by any proposed development.
The Council's Planning Team negotiates Section 106 agreements on a case-by-case basis, where the contribution meets the statutory legal tests.
Not all developments will require obligations. However, those that do, present an opportunity for the Council to ensure wherever possible a development makes a positive contribution to the local area and community.
The obligations within a Section 106 agreement can include:
- Accessibility, transport and movement
- Biodiversity
- Community services
- Children and young people
- Flood risk management, water services and pollution control
- Heritage and archaeology
- Landscape
- Open space, sports and recreation facilities
- Town centres, community safety and public realm
- Waste reduction and recycling
- Local employment and training strategies
- Securing the long-term affordable space organisations need to continue to work locally
A key role in this process is to identify and prioritise needs within the District and consider these alongside present and proposed developer contributions.
Planned for growth
The adopted Local Plan provides the vision and framework for how long-term housing, commercial and infrastructure growth will be delivered in South Kesteven.
The policies within the Local Plan cover a range of topics including housing, sustainability, heritage transport, the visitor economy and employment. These policies are used to determine whether new developments, including new housing and commercial floor space, are suitable to go ahead.
The Local Plan sets out a requirement for 16,125 homes to be built over the period 2011-2036, at an average of 650 homes per year. The housing requirement for the next 13 years is 9,317 dwellings.
Introduced a plan aimed at securing investment funding
The Council endorsed a plan to identify and secure millions of pounds of infrastructure and improvement needed across South Kesteven. The Infrastructure Delivery Plan (IDP) sets out what is needed, where and when. It includes projects relevant to transport, education, utilities, health, community and leisure facilities, open spaces as developments and the emergency services.
Infrastructure Funding Statement
Since 2020, the Council has annually published an updated Infrastructure Funding Statement (IFS) summarising the its position in relation to Section 106 funds, what funds have been spent in the reporting period and what has been secured for the future.
The IFS provides information on the monetary (and non-monetary) contributions sought and received from developers for the provision of infrastructure to support development in South Kesteven. The total funds held on 31 March 2023 was £3,575,719.46. Monies agreed in Section 106 Agreements (S106) which were signed in 2022/2023 for the future and were not yet due to be received, totalled £7,225,090.80.
Advanced Grantham's High Street
The Council was successful in securing £5.56m from Government to deliver the Grantham Future High Streets Fund programme aimed at improving access to, and the appearance in and around, the Grantham Station Approach area, enhancements to and widen participation opportunities in Grantham Market Place and increase the amount of town centre residential units by converting empty upper floor retail space.
Supported, regenerated and improved the economic, social and cultural vitality of Grantham
The Grantham Town Team was established to promote the town internally and externally, provide new ideas and concepts of how Grantham can develop in the future and to support the development of a continuous programme of events and promotional activities.
The aim of the Town Team is to provide a sounding board for new policy and strategy to develop and regenerate Grantham and assist with generating funding and sponsorship for events and promotional activities.
Invested in and maintained heritage areas
The Council was successful in securing £1.2m to deliver the Grantham High Street Heritage Zone (HSHAZ) programme. This has seen extensive improvements to shop fronts and buildings of historical significance, with many of the shop fronts reinstated to their original design.
Consulted with the community
In 2022, funded by the HSHAZ specialists were commissioned to undertake a Community Charette (consultation) which allowed local residents and stakeholders to participate in the development of a vision for Grantham to 2045.
Introduced an exciting range of heritage interpretation activity
With funding supplemented from the HSHAZ to support public consultation into how Grantham residents and visitors would like to see Grantham Museum explore, highlight and present the town's history, the Trustees were supported with their application to the Arts Fund 'Reimagine' grants programme. £18,600 was secured to support building the museum's operational capacity, volunteer development and training, and curatorial support.
In 2023, a colouring book highlighting and celebrating the Trigge-Chainer Library in Grantham was produced thanks to funding from the HSHAZ. This was in addition to a community print and ceramics projects delivered from Grantham Museum, a dedicated lamppost banner campaign highlighting historic imagery of Grantham and a cultural programme that included costumed and audio tours.
Secured external funding
Other initiatives where external funding has been secured are:
- £90k for cultural activities arising from the Heritage Action Zone programme
- £68k secured from National Lottery Heritage Fund and Lincolnshire Community Foundation for Wake House in Bourne and Deeping St James signal box project.
- £250k from Government Welcome Back Fund
- £3.9m of UK Shared Prosperity Fund
- £540k of Rural England Prosperity Fund
- £170k through the Safer Streets Fund to tackle violence against women and girls and make streets safer
Distributed funding to businesses, community groups, sporting organisations and cultural bodies
The Council received just shy of £4 million from the Government's United Kingdom Shared Prosperity Fund (UKSPF) and Rural England Prosperity Fund (REPF).
In February 2023, the Council established a UK Shared Prosperity Fund and Rural England Prosperity Fund (REPF) Programme Board with a specific remit to set the direction for the programme, support the Lead Officer in overseeing the overall progress of the programme and make recommendations to decision- makers in accordance with the Council's scheme of delegation for executive functions.
Launched rural business capital grant scheme
This top-up fund was allocated to the Council in addition to the UK Shared Prosperity Fund, the grant fund was launched to support businesses in South Kesteven (excluding Grantham). The discretionary capital investment-only scheme supports specific categories and seeks to prioritse investments that support green growth in renewables, green power, energy efficient measures that lessen rural reliance on fossil fuels and make a positive contribution to Net Zero. This includes investments aimed at reducing fuel costs.
Secured funding to tackle violence against women and girls
Grant secured from the Safer Streets Fund for a Grantham-based project dedicated to making a difference to the safety of women and girls at a community level. The funding expands work to change attitudes and behaviours and prevent crime in the first place.
Exploring how to bring green space into town centre regeneration
The Council worked alongside the Woodland Trust and with University of Sheffield Masters students to identify ways of adding greening elements, such as trees and shrubs, to Westgate and Market Place in Grantham.
The project aims to help to increase visitor time in the town centre, promote Grantham as the home of the Woodland Trust, and reduce the urban-heat island effect in Westgate and the Market Place.
Supported businesses in times of need
The Council administered and allocated over £53m of Government COVID support grants to close to 3,000 South Kesteven businesses.
National finalists for awards
The Council was shortlisted for the East Midlands 'Best Covid Response Award' for its exceptional work on support and recovery for the business community at the 2022 Federation of Small Business Local Government Awards.
Grantham was a 2022 finalist for the Academy of Urbanism Great Town Award.
- Deploy planning powers to achieve high quality regeneration in South Kesteven's four main towns (Bourne, Grantham, Stamford and The Deepings) and build on the master plans already in place for strategic sites such as, St Martin's Park, Stamford and Turnpike Close, Grantham
Planning ahead
- Develop appropriate spatial development strategies and planning policies to ensure new high quality housing developments and employment sites meet present and expected future needs.
Create pride of place
- Work with developers to influence the way they approach new buildings and homes to create places where it is easy for people to lead healthier lifestyles, access good quality local employment and support wellbeing.
- This includes building on the excellent relations with Rutland County Council and collaborating with other neighbouring authorities to identify where cross-boundary growth can help communities. By adopting this approach, it is envisaged funding will be secured for the infrastructure needed to accommodate new housing, employment creation and connectivity.
Unlock land and stalled development sites
- Create robust policy, a strategic position and auditable backgrounds to implement attractive schemes.
- Work alongside democratically elected bodies, key landowners, Homes England, property, investment and development companies to explore available funding routes and develop master plans.
- In cases where electricity networks are near capacity upgrades stalled and where there is demonstratable demand, engagement will take place with the energy regulator Ofgem to seek the required approvals.
- As part of the planning obligations process, support the Planning Team in maintaining a community and business ideas database containing 'needs' and 'wishes' formally identified by Councillors, Parish and Town Councils, residents' association, business groups and other interested parties.
- There may be the need to explore whether some Section 106 planning agreements negotiated in more buoyant times remain viable. The objective would be to renegotiate agreements where developments have stalled.
Filling empty high street shops
- Explore schemes for putting empty shops to community or charity use to keep high streets vibrant, including pop-up dining events, until a permanent store can open.
Support the path to net zero
- Develop a package of sustainable infrastructure and low carbon capital projects to encourage a District-wide shift to a net zero carbon economy.
Advance shovel-ready projects, supporting better social outcomes
- Develop a portfolio of shovel ready, infrastructure projects to kick-start investment, unlock and stimulate economic activity within the District.
Connected towns
- Install free public Wi-Fi service hubs across the District, providing a foundation for smart town technology and digital services while providing high-quality broadband connectivity for businesses.
Create age-friendly communities
- Develop age-friendly environments enabling all people to: age well in a place that is right for them; continue to develop personally; be included and contribute to their communities while enabling their independence and health.
- Work with partners to apply the Age UK principles of creating age-friendly communities.
Regenerate and improve town centres and manage parking demand
- Through a series of targeted interventions, underpinned by a combination of inclusive local consultation and successful bids for Government funding, regenerate town centres to be a places people want to live, trade, gather and be entertained.
- Reimagine the role of town centres helping them to ensure diversity among retailers with a healthy mix of independents and chains, facilitate social interaction and provide meeting places, sustain the hospitality and leisure economy and deliver high quality housing.
- This includes developing a parking strategy to manage the future needs of the District.
Increase urban tree canopy cover
- Build on the work undertaken by students from the University of Sheffield, the Council and the Woodland Trust will explore how to significantly increase tree cover in Grantham's built environment. Take learning across the District as appropriate.
Refocus Grantham Town Team
- Appoint a Grantham Engagement Manager, refresh the Terms of Reference to include a key qualifying criteria that members of the Town Team must be willing for their involvement to be in the public domain, and relaunch the Town Team.
Safety and accessibility audits
- To complement the Safer Streets Fund award, and by drawing upon the UKSPF, promote inclusive and sustainable design, safety and access audits of the District's four town centres will be undertaken to benchmark accessibility for disabled people and women and girls' safety in public spaces.
Create bustling markets
- Bring forward a step change in the way Council- run street markets are presented, operated, marketed and promoted. Aim to make them self- sustaining and complementary to, and supportive of, the existing retail offering.
Preserve and enhance heritage assets of the District
• Produce a Conservation and Heritage Strategy.
