LEICESTER & LEICESTERSHIRE - 2050: LLEP
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LEICESTER &
LEICESTERSHIRE
2050:
OUR VISION
FOR GROWTH
SEPTEMBER 2018
FOREWORD
The Strategic Growth Plan has been prepared by the ten partner
organisations in Leicester & Leicestershire to provide a long term
vision that will address the challenges we face and the opportunities
presented to us. It is a non-statutory plan but it sets out our agreed
strategy for the period to 2050. We will deliver the strategy through
our Local Plans.
We have listened to the comments submitted in response to our
consultation and this document is the final version of the Plan. It
explains the approach that we have taken in preparing the Plan,
identifies broad locations where we think that development should
take place and the infrastructure needed to deliver it. We will
now work with local people, businesses, developers, landowners,
government and statutory organisations to deliver the strategy and
secure the infrastructure which is so critical to its success.
Cllr Trevor Pendleton
Chair, Members’ Advisory Group for the Strategic Growth Plan
Our Partners:
This document has been prepared on behalf of: Blaby District Council, Charnwood Borough Council,
Harborough District Council, Hinckley & Bosworth Borough Council, Leicester City Council, Leicestershire
County Council, Leicester & Leicestershire Enterprise Partnership, Melton Borough Council, North West
Leicestershire District Council and Oadby & Wigston Borough Council.
© OpenStreetMap contributors | openstreetmap.org
1 LEICESTER & LEICESTERSHIRE 2050: OUR VISION FOR GROWTH
CONTENTS
01 02 03
LEICESTER & RECOGNISING THE PLANNING FOR
LEICESTERSHIRE CHALLENGE OUR GROWTH AND
TODAY INFRASTRUCTURE
04 05 06
THE BUILDING BLOCKS OUR OVERALL OUR SPATIAL
FOR OUR PLAN APPROACH STRATEGY
07 APP
OUR COMMITMENT APPENDIX A
TO DELIVERY
APPENDIX B
STRATEGIC GROWTH PLAN: SEPTEMBER 2018 2
LEICESTER &
LEICESTERSHIRE
TODAY
OUR STRENGTHS:
Great location and connectivity
– at the heart of the UK, with
nationally significant road, rail
and air services, and businesses
that have the potential to export
more goods and services
Growing and diverse economy
– with employment opportunities
ranging from traditional
manufacturing, logistics and
Distinctive environmental,
historic and other assets -
beautiful countryside, valuable
flora and fauna, thriving market
towns and popular villages,
country parks, waterways and
canals
A diverse and multi-cultural
city - with a young population,
unique history, global tourism
1
Three outstanding universities
– globally significant in space,
engineering and sports science,
and high quality FE colleges.
IN SHORT, A
COMBINATION
distribution to cutting edge, appeal, and attractive city THAT OFFERS
research and enterprise,
innovation and technology
centre with great shops, leisure,
arts and entertainment
EXCEPTIONAL
sectors QUALITY OF LIFE
AND BUSINESS
OPPORTUNITY
OUR WEAKNESSES:
Congestion on our roads and Poor economic productivity Outside the City, an ageing
railways - we are tackling this per head of population - lower population, not economically
but further investment is needed than the national and regional active but relatively wealthy.
to continue improvements and averages A strong influence on the
support our long term growth number and type of dwellings
Low pay structure – many
Gaps in the road and rail highly skilled employees and Pressures on existing
network - travelling north- graduates move away, travel communities from new
south is relatively easy (albeit costs are high for those on a development, lack of
congested) but east-west links low wage making it difficult to infrastructure and services
are slow and unreliable access jobs such as education
and health
High levels of commuting -
some of the most important
employment areas are remote
from places where people live
3 LEICESTER & LEICESTERSHIRE 2050: OUR VISION FOR GROWTH
RECOGNISING
THE CHALLENGE
Leicester & Leicestershire has The Strategic Growth Plan has The Strategic Growth Plan
huge potential for growth. been prepared by the ten partner focuses on four key matters:
Located at the very heart of the organisations - the City Council,
UK, with a population of over the County Council, the seven ■ delivering new housing
1 million, a thriving and vibrant boroughs and districts, and
city, distinctive and characterful the Leicester & Leicestershire ■ supporting the economy
market towns, three universities Enterprise Partnership – to
and an international airport, provide a plan which will shape ■ identifying essential
our economy contributes some the future of Leicester and infrastructure, and
£23bn to the UK economy. We Leicestershire in the period
have much to offer in terms of to 2050. It is a ‘non-statutory’ ■ protecting our environment
quality of life. plan but it provides an agreed and built heritage.
framework which we will use
We want to play our part in when preparing our individual We have not started with a
developing the UK economy, Local Plans and other strategies. blank sheet. Government, local
improve productivity and create and regional agencies are also
the conditions for growth. We making plans. Where these
want to increase the speed already have a measure of
of housing delivery, remove support, we have used them as
the barriers that have slowed a basis for our work. We have
progress to date, and ensure that also commissioned evidence
there is a good supply of new to inform our work and this is
NEWCASTLEE
housing for people who need CARL
LISLE UPON TYNE
E available on our website.*
it. We also want to protect the
places and features that make GREAT
2
Leicester & Leicestershire special.
LOCATION AND
If we are to be successful, we CONNECTIVITY
need to plan for the future at a
‘larger than local’ level and for LEEDS
YORK
– AT THE HEART
the longer term. This allows us OF THE UK
to consider a wider range of MA
ANCHE
E
ESTER
LIVERPO
VERPOOL
OO
OOL
OO
possibilities. SHEFFIE
FIE
EL
ELD
E
STO
TO
OK
OK
KE-ON NOTTTII
TINGHAM
T
-TRE
ENT
E DERBY
FIGURE 1: LEICESTER & P
PETERBOROUGH
LEICESTER & LEICESTERSHIRE
BIRMIINGHAM
INGHAM
N HA
AM
A
NORWIC
CH
LEICESTERSHIRE:
COVENTR
CO NT
NTRY
TRY
A CENTRAL WORC
RCET
TER
T NORTH
RTH
TH M
THAMPTON
BEDFORD
OR
CAMBRI
M RIDGE
IPSWI
WICH
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MILTO
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ON
LOCATION GLOUCEST
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KEYNESS FELIXSTOW
OWE
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OXFORD
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LONDON
BRISTOL
BRIS READING
SOUTHAM
UTHAM
UTHAMPTON
HAM
MPTON
MPTON
BRIGHTON
EXET
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T ER
STRATEGIC GROWTH PLAN: SEPTEMBER 2018 4
*llstrategicgrowthplan.org.uk
3
PLANNING FOR
OUR GROWTH AND
INFRASTRUCTURE
CALCULATING OUR HOUSING
AND EMPLOYMENT NEEDS
2011-31 (AND 2036)
The Strategic Growth Plan covers
the whole of the period from
2011-50. It is not possible to
produce accurate estimates of
the scale of growth that is likely
to be required for the whole of
the period up to 2050 but we
can divide it into stages.
2031-50
For the period 2031-50, we can
use government statistics and
economic forecasts only for the
period 2031-36. Beyond that,
there are no reliable estimates of
population growth or household
change, nor economic forecasts,
but we need to have some
These are referred to as our
‘notional’ needs and have been
produced by projecting forward
the annual figures given in our
study of housing and economic
development needs. This
indicates that, across Leicester
& Leicestershire, we will need an
understanding of how much additional 90,500 dwellings in
Up to 2036, we can use growth we might be expected this period.
government statistics and to accommodate. Having this
economic forecasts to plan with information allows us to consider The results will need to be
some confidence. The results are a wider range of options than if monitored and reviewed as
set out in our study of housing we were to focus only on shorter Government statistics become
and economic development term needs. available but they are considered
needs which calculates the need to be a reasonable basis on
for both new homes and jobs.*1 For the purposes of the Strategic which to proceed. If we do not
Because our Local Plans are Growth Plan, we have chosen look to this longer timescale we
being prepared to end dates of to work with an estimate of our will not be able to plan for, and
either 2031 or 2036, the study housing needs for whole of the secure funding for, the essential
sets out our need for new homes period 2031-50. infrastructure that we need.
and jobs to the same end dates.
The detail is set out in Appendix
A but, in summary, across TABLE A: TOTAL HOUSING AND EMPLOYMENT
Leicester & Leicestershire we LAND NEEDS 2011-50
need some 96,580 homes
and 367-423ha of land for Housing Employment Land (B1/B2/B8)*3
employment use in the period
2011-31 96,580*1 367-423ha.*1
2011-31 (See Table A).
2031-50 90,516*2 Not quantified at this stage
Total (2011-50) 187,096
Notes:
1. As shown in Housing and Economic Development Needs Assessment (January 2017)
2. ‘Notional’ needs calculated by projecting forward estimates set out in the Housing and
Development Needs Assessment (January 2017)
3. Small scale B8 only (i.e. less than 9,000 sqm); the amount of land needed for strategic
distribution facilities has not been quantified because it is so heavily dependent upon property
market considerations.
5 LEICESTER & LEICESTERSHIRE 2050: OUR VISION FOR GROWTH
* Reference: Leicester & Leicestershire Housing and Economic Development Needs Assessment (January 2017)
WHETHER DEVELOPMENT
TAKES PLACE BEFORE OR
AFTER 2031, IT IS CLEAR THAT
MORE HOMES AND JOBS WILL
BE NEEDED. WE NEED TO
PLAN FOR THIS NOW.
In terms of economic growth, it Beyond, 2031, we have assumed ALIGNING
is very difficult to predict needs
with any accuracy beyond 2036.
that neither Leicester City
Council nor Oadby & Wigston
GROWTH,
We have decided, therefore, Borough Council will be able to INFRASTRUCTURE
not to quantify the need for
additional employment land for
accommodate their needs. An
important aspect of the Strategic
AND SERVICES
this period, at this stage. Again, Growth Plan, therefore, has been
in accordance with normal to consider how any unmet needs We are very clear that significant
practice, we will monitor and might be shared between the new development cannot
review needs as necessary. other local authorities in Leicester be accommodated within
& Leicestershire. Leicester & Leicestershire
Our total requirements for the without significant investment
period 2011-50 are shown in We have decided that these in infrastructure and services.
Table A on page 5. additional needs will be satisfied, We welcome government’s
in part, by development in recognition of this problem at a
strategic locations in accordance national and regional level, and
ACCOMMODATING with the strategy set out in this the investment that is already
OUR HOUSING Plan. being committed to projects in
our area.
AND EMPLOYMENT The agreed distribution will be set
NEEDS out in an agreed statement. In
line with the needs of our Local
We will continue to work with
government, landowners,
Plans, this will cover the time developers and other
We have analysed the amount periods to 2031 and 2036. The stakeholders to accelerate
of development that has statement will be used with the development and to align this
already been built, has planning Strategic Growth Plan as the basis with essential infrastructure.
permission or is allocated in for preparing or reviewing Local
adopted or emerging local plans Plans.
that have been published. This
demonstrates that much of our
housing and employment land is
already provided for in the period
2011-31.*
Only Leicester City Council has
declared that it will be unable
to meet its housing needs. We
are confident, however, that any
shortfall in the period 2011-31
can be met through Local Plan
allocations in other areas.
STRATEGIC GROWTH PLAN: SEPTEMBER 2018 6
* Reference: Joint Position Statement on Housing and Employment Land Supply (March 2018)WITHOUT ADDITIONAL
INFRASTRUCTURE WE WILL
BE UNABLE TO DELIVER
LONG TERM GROWTH ON
THIS SCALE, OR IN THE
TIMESCALE PROPOSED.
To accelerate the speed of Other statutory undertakers Through the Strategic Growth
development, we will address the will be able to use the Strategic Plan we can maximise the
lack of essential infrastructure Growth Plan and Local Plans benefits of this investment by
(highway capacity, schools, as a clear statement of the focusing growth in areas close
healthcare facilities, etc.) We will proposed growth in Leicester to new infrastructure proposals.
also consider financial viability & Leicestershire. This will allow This does not mean to say that
which can be a problem on some them to identify their own these are the only road and
sites. In others, the costs of the investment priorities. We will rail projects that are needed
necessary infrastructure might support them in their requests to support the growth that we
need to be shared across several for funding, lobbying government will have. Existing schemes
development sites. and supporting applications are already in the pipeline (e.g.
for funding through the normal improvements to the A5, the
We are working with developers, processes. A511 and Melton Mowbray Relief
landowners and statutory Road) and we are working
agencies to remove the barriers to deliver these. Additional
to development and will focus MAXIMISING THE schemes will be needed to
on this more intensively as we
move forwards. Our highway
RETURNS ON provide better connections to the
strategic network. We will also
authorities have already INVESTMENT look for ways to improve public
identified key road and rail transport, cycling and walking.
projects and are progressing Where infrastructure has already
these through formal approval been committed, we now have In undertaking this work, we
and funding regimes. Outside the opportunity to maximise recognise that, on our own, we
the City, the County Council has the returns on this investment cannot deliver growth on this
summarised the key projects in and use it to the advantage of scale. Government, statutory
its ‘Prospectus for Growth’.* our local communities. We have agencies, landowners, developers
taken as one of the building and local authorities all have
Together the City and the blocks for our Plan, proposals for an important role to play in
County Councils, as highway infrastructure investment that this process. The partnership
authorities, are collaborating on already have a degree of support approach that we have achieved
a Strategic Transport Plan which from government, executive to date provides a secure
will identify additional projects agencies and other organisations. foundation on which to move
and set out short and long All of the strategic infrastructure forward with other organisations.
term aspirations for sustainable in our Plan is acknowledged as Without additional infrastructure
transport initiatives including being required to resolve national we will be unable to deliver long
public transport inprovements, and regional problems. term growth on this scale, or in
ways of reducing the use of the the timescale proposed.
private car and green transport
initiatives.
7 LEICESTER & LEICESTERSHIRE 2050: OUR VISION FOR GROWTH
* Reference: Prospectus for Growth, Leicestershire County Council, September 2017THE BUILDING
BLOCKS FOR
OUR PLAN
Other agencies are preparing
plans and strategies which will
influence what we do. In many
cases, we have contributed
to these documents so their
contents are already aligned
with our own aspirations. At the
same time, the Strategic Growth
Plan must be firmly rooted in
the character of Leicester &
Leicestershire and must protect
our environmental, historic
and other assets. This chapter
summarises the principal building
blocks that we have used to
THE EXISTING
SETTLEMENT PATTERN
The first building block for our
Plan is the settlement pattern
that we already have. Looking
beyond the county boundaries,
the settlement pattern can be
described as a series of separate
towns and cities, extending
from Derby and Nottingham
in the north to Coventry and
Birmingham in the south-west,
mostly focused around the M1 and
4
Within Leicester & Leicestershire
the settlement pattern is quite
distinctive:
■ A strong ‘central’ city
(Leicester), located at the
heart of the County, with
suburbs extending into
adjoining boroughs and
districts. With strong office,
shopping, arts, culture,
prepare our Plan. the M69 with intervening rural heritage and visitor profiles,
areas. On either side, extensive the City is a focus for the
rural areas separate Leicester market towns, rural areas and
FIGURE 2: & Leicestershire from the West major employment areas that
SETTLEMENT PATTERN Midlands and Cambridgeshire. are linked to it.
Key:
Settlements focused around M1/M69
Rural Areas
© OpenStreetMap contributors | openstreetmap.org
STRATEGIC GROWTH PLAN: SEPTEMBER 2018 8NATIONAL
■ A ring of strong,
independent and
POLICIES THE HOUSING STRATEGY
characterful market towns
each connected to Leicester The second building block of Government has also published
by radial routes and with our Plan is an understanding its strategy for tackling problems
strong physical, functional, of national policies. These in the housing market. This
social and economic ties to influence what we can do, recognises that if more new
the City. The market towns particularly in relation to our housing is to be built, at a
contribute much to the priority areas: housing, the faster rate, it will have to be
character of Leicestershire, economy, infrastructure and accompanied by investment in
are economically buoyant the environment. They also set new infrastructure. The housing
in their own right and are the government's agenda for strategy also recognises the
an important focus for local funding so it is important that we importance of strategic planning
communities. reflect these priorities. We want for long term growth.
to be ready to take advantage
■ Extensive rural areas of opportunities that will bring Government has already
encircling the City and the benefits to our area, yet able to committed to new investment
market towns, villages and control excessive development in housing, industry and
hamlets. The landscape is pressures. infrastructure in Leicester &
beautiful and varied, and Leicestershire through various
has an economy of its own, funding programmes, and
from nationally significant THE INDUSTRIAL more is promised. We want to
agriculture and food STRATEGY maximise the benefits of this
production to a growing investment, nationally, regionally
professional services sector. The Government’s Industrial and locally.
Strategy sets out a long term
Together, this mix of urban plan to boost the productivity
and rural areas underpins our and earning power of people
quality of life. The long-standing throughout the UK. It provides
relationship between Leicester, a framework for our own
the market towns and the rural Local Industrial Strategy* and
areas is a feature that we wish investment by the LLEP. The
to enhance. It is not lost on Strategic Growth Plan considers
us that our settlement pattern how existing employment areas
resembles that of the ‘social can be supported and where new
city’, a phrase coined by the growth should be directed.
garden cities movement of the
early 20th Century to describe a
cluster of new garden cities in the
countryside. The garden cities
movement sought to deliver the
perfect partnership between town
and country.
9 LEICESTER & LEICESTERSHIRE 2050: OUR VISION FOR GROWTH
* Local Industrial Strategies are prepared by economic partnerships when invited by government.
The Leicester & Leicestershire Economic Partnership has already been invited to do so.WE CONSIDER THAT OUR
STRATEGIC GROWTH PLAN
RESPONDS VERY POSITIVELY
TO THE GOVERNMENT’S
PRIORITIES FOR INVESTMENT
AND NEW PLANNING POLICY
THE NATIONAL
PLANNING POLICY
FRAMEWORK
The National Planning Policy We have used the standard Although the National Planning
Framework has recently been methodology to calculate Policy Framework states the
revised. The emphasis of the housing needs so that we can government’s preference for
new document is very much compare the results with our statutory plans, this has come at
on strategic priorities, housing own study. We have found that, a late stage in the preparation of
delivery and joint working. It across Leicester & Leicestershire our Plan. We consider that the
includes a number of significant as a whole, the scale of need is current Plan fulfils many of the
changes: very similar, although there are government’s requirements. We
variations at the local level. also have a need for an agreed
■ the re-introduction of strategy to set a framework for
strategic planning In terms of a Statement of our Local Plans and investment
Common Ground, our Strategic priorities. For these reasons, we
■ the use of a ‘standard Growth Plan already fulfils much have decided to complete our
methodology’ for calculating of what is required: it is a clear work on the Plan but we will, of
housing need, and statement of acknowledged course, consider the need for a
issues, it identifies our priorities statutory plan in line with the
■ the requirement to prepare and it sets out an agreed requirements of national planning
a ‘Statement of Common strategy for our Local Plans. It policy as we move forwards.
Ground’. provides a good foundation for
future work on our Statement of
In terms of strategic planning, Common Ground.
authorities must now, as a
minimum, ensure that there
is a plan which addresses the
priorities for an appropriate
geographical area. It is
acknowledged that in many
cases, this will highlight the need
for collaborative working on a
joint plan.
STRATEGIC GROWTH PLAN: SEPTEMBER 2018 10OUR ECONOMY AND THE
MIDLANDS ENGINE STRATEGY
The third building block of our The Midlands Engine Strategy
Plan is an understanding of also recognises the growth
the local economy and how it potential of major employment
is supported by the Midlands areas such as East Midlands
Engine Strategy. The economy Airport, East Midlands Gateway,
in Leicester & Leicestershire is the two enterprise zones – MIRA
recovering strongly from the last Technology Park near Hinckley
recession but there is still much and the Loughborough &
to be done. Productivity and Leicester Enterprise Zone – the
wages remain below the national logistics and distribution industry
average but we have many and the potential of Leicester
important growth sectors and City Centre. Since the strategy
key employment locations. was published government
funding has been put in place for
The Midlands Engine Strategy key projects.
has been prepared by
Government and sets out a
collective ambition for economic
growth and prosperity. It aligns
with the national industrial
strategy and highlights how the THE MIDLANDS ENGINE
region can build upon existing
business sectors and areas of
STRATEGY HAS BEEN
opportunity. It highlights many PREPARED BY GOVERNMENT
of our key industries, universities
and employment areas as places
AND SETS OUT A COLLECTIVE
of national, and even global, AMBITION FOR ECONOMIC
significance.
GROWTH AND PROSPERITY
11 LEICESTER & LEICESTERSHIRE 2050: OUR VISION FOR GROWTHFIGURE 3:
ECONOMIC GROWTH AREAS*
Key:
13. Leicester University
© OpenStreetMap contributors | openstreetmap.org
1. Toton Station (High Speed 2)
2. East Midlands Gateway (Strategic Rail 14. De Montfort University
Freight Interchange) 15. Global Space Technologies Hub
3. East Midlands Airport 16. Space Research Centre & Earth
4. Engineering Skills Training Centre at MIRA Observation Centre
5. MIRA Enterprise Zone 17. IBM Client Innovation Centre
6. Centre for Connected Autonomous Vehicles 18. Agri-Food and Drink Processing
7. Birmingham International Airport 19. Loughborough & Leicester Enterprise
Zone
8. Arden Cross Station (High Speed 2)
20. Loughborough University
9. Magna Park Distribution Centre
21. Life Sciences Opportunity Zone
10. Agri-Food and Drink Processing
11. Fosse Park Retail Centre
12. City Centre and Strategic Regeneration
Area in Leicester
STRATEGIC GROWTH PLAN: SEPTEMBER 2018 12
*Places and activities highlighted in the Midlands Engine Strategy (2017)INFRASTRUCTURE AND THE
MIDLANDS CONNECT STRATEGY
The fourth building block of Whilst the electrification of Similarly, the railway lines from
our Plan is an understanding the Midland Main Line north Leicester to Melton Mowbray
of the local road and rail of Kettering will not now and from Melton Mowbray to
networks and how they are proceed as originally planned, Nottingham/Newark do not
supported by proposals in the we will continue to press for feature in the Midlands Connect
Midlands Connect Strategy. A improvements to the track, Strategy. Improvement of
particular feature of the road stations and services to support these lines would also improve
and rail network in Leicester & our local economy and housing connectivity and provide
Leicestershire is its emphasis on growth. additional public transport
north-south movement and the options to support growth.
difficulty of east-west movement. The improvement of the At present, however, the cost
All routes, however, are heavily Leicester-Burton Railway Line of improved lines and services
congested and few have the does not form part of the requires further investigation
capacity to support growth Midlands Connect Strategy. to establish the economic
beyond 2031. Currently, the cost of improving case and availability of
the track for passenger use, re- funding solutions.
The Midlands Connect Strategy instating stations and operating
has been prepared jointly by the services on this line far exceeds
Midlands Connect Partnership available funding and the
and government agencies. It likely income. If viable funding
supports the Midlands Engine solutions were to emerge,
Strategy and sets out a series of however, supported by new
long term transport investment development in the vicinity of
priorities to help unlock jobs and the line such that it could be
growth. It proposes a rolling re-opened for passenger use,
25-year programme of strategic the matter could be reviewed
road and rail improvements in future.
around a series of economic hubs
and intensive growth corridors.
The Strategy endorses a number
of key rail projects in Leicester & THE MIDLANDS CONNECT
Leicestershire including improved STRATEGY HAS BEEN
rail services between Leicester,
Coventry and Birmingham. Key PREPARED JOINTLY BY
road projects include improving THE MIDLANDS CONNECT
the A5, M42/A42 and A46 to
expressway standard, including a PARTNERSHIP AND
new road to the south and east GOVERNMENT AGENCIES
of Leicester linking into strategic
highways to the west.
13 LEICESTER & LEICESTERSHIRE 2050: OUR VISION FOR GROWTHFIGURE 4:
ROAD AND RAIL
IMPROVEMENTS
© OpenStreetMap contributors | openstreetmap.org
(referenced in the Midlands Connect Strategy
and shown diagrammatically)
Key:
ROAD IMPROVEMENTS RAIL IMPROVEMENTS
1. Smart Motorway M1 J19-23a A. Midland Main Line Upgrade
2. M1 J23/A512 improvements and Electrification
3. A46 Expressway (route to be defined) B. Leicester-Coventry Upgrade
4. A5 Expressway C. Leicester-Birmingham Upgrade
5. M42/A42 Expressway D. High Speed 2
STRATEGIC GROWTH PLAN: SEPTEMBER 2018 14Based upon O.S. mapping with the permission of the Controller of Her Majesty’s Stationery Office. Crown Copyright. Unauthorised reproduction infringes copyright and may lead to prosecution. Leicester City Council Licence LA 100019264 (2018) © OpenStreetMap contributors | openstreetmap.org 15 LEICESTER & LEICESTERSHIRE 2050: OUR VISION FOR GROWTH
PROTECTING OUR
ENVIRONMENTAL,
HISTORIC AND
OTHER ASSETS
The fifth building block in the In a strategic document such as
Plan is a recognition of the assets this, it is impossible to convey
that are most important to us. the range of assets that we
We have identified key features have. This information has been
and designations to help us make assembled, however, and is
decisions about areas that need available on our website. Further
to be protected (See Fig 5). We detailed information is held by
have few national or international each of the local authorities and
constraints but there are key will be used to make decisions
features that are important about potential development
to Leicester & Leicestershire, sites. Balancing the need for
not least the National Forest, growth with protection of
Charnwood Forest, Bosworth our assets has been a critical
Battlefield, areas separating consideration.
urban areas (our ‘green
wedges’), valuable landscape Difficult decisions have had
and townscape, local nature to be made but we know,
conservation designations, civic from previous experience,
heritage, conservation areas, etc. that unplanned growth can
Many other places are important bring even more unacceptable
locally and these too need to be consequences. We will continue
protected. to gather evidence about our
assets and how they can be
protected as we continue our
FIGURE 5: ASSETS work on Local Plans.
Key:
AGRICULTURAL LAND GRADES:
Grade 1 Scheduled Monument
Grade 2 River Mease Catchment Area
Grade 3 River Mease SAC
Conservation Areas
NATIONAL FLOOD ZONES: National Nature Reserve
Level 3 Geology
Level 2 LNRs and Wildlife Sites
Sites of Special Scientific Interest
National / Charnwood Forest
Archaeological Alert
Battlefield
HS2
Parks and Gardens
Ancient Woodland
Green Wedge
STRATEGIC GROWTH PLAN: SEPTEMBER 2018 16OUR OVERALL
APPROACH
5
We acknowledge that Leicester
& Leicestershire will grow. Our
population is increasing and
we need more homes. We
have clusters of businesses,
universities and research
institutions that operate on a
world stage. There is a national
and regional imperative to
OUR PRIORITIES
During the course of our work
we have identified four priorities.
They are:
■ creating conditions for
investment and growth -
balancing the need for
new housing and jobs with
protection of our environment
INVESTMENT AND
GROWTH
Analysis of population and
household statistics tells us
that Leicester & Leicestershire
will continue to grow whether
we plan for this or not. New
jobs continue to be created
particularly in Leicester city
centre, in the northern part of the
provide more homes and jobs. and built heritage. county and around the market
towns.
But we also know that too much ■ achieving a step change
growth in particular locations, in the way that growth is More new jobs are expected in
and insensitive development, delivered – focusing more the LLEP’s priority sectors of life
is having an adverse impact on development in strategic sciences (medical technologies);
our local communities and on locations and less on non- advanced manufacturing and
our environment. The lack of strategic sites. engineering; advanced logistics;
essential infrastructure is also space and digital technologies;
slowing the pace of delivery. ■ securing essential and textiles. These reflect the
infrastructure that is needed priorities of the Midlands Engine
The Strategic Growth Plan is to make this happen – taking Strategy and the growth of the
our proposal for balancing advantage of proposals to national economy.
these competing interests. By improve national and regional
providing a long term strategy networks (as set out in the More locally, individual authorities
and a framework for our Local Midlands Connect Strategy) are focusing on tourism, leisure,
Plans, the Strategic Growth and maximising the benefits health and wellbeing and
Plan gives us the opportunity to from them. supporting the rural economy.
identify strategic development The Strategic Growth Plan
locations and the infrastructure ■ maintaining the essential provides a spatial framework
that is essential to their delivery. qualities of Leicester & within which this investment and
Leicestershire and delivering growth can occur.
high quality development.
This sets an agenda for growth
which is based on achieving
a better relationship between
THIS IS OUR homes, jobs and infrastructure,
OPPORTUNITY increasing the speed of delivery
and ensuring that development
FOR CHANGE does not damage the special
places that we cherish.
17 LEICESTER & LEICESTERSHIRE 2050: OUR VISION FOR GROWTH *llstrategicgrowthplan.org.ukOUR VISION*
Our vision is that:
“By 2050, Leicester & Leicestershire will have
established itself as a driver of the UK economy,
exploiting opportunities for linkages across its
diverse economic base, supporting its urban
and rural centres, and taking advantage of its
exceptional location. Growth will contribute
to people’s health, happiness and well-being
through the timely delivery of well-designed and
high quality development, raising the bar in terms
of environmental standards, quality of life and
local distinctiveness.”
* Reference: Strategic Growth Statement (2016)
SHIFTING THE
FOCUS OF
DEVELOPMENT
To date, the majority of Sometimes those who want We are working with developers
new housing in Leicester & to live in good quality homes and Homes England to increase
Leicestershire has been built close to their place of work the speed at which development
on small and medium-sized find that there is little available sites come forward and are built
sites in the City, market towns, within their price range. Several out. We will continue to seek
villages and rural areas. Some major employers and clusters funding for essential infrastructure
of this development has of economic opportunities are to support development.
been unplanned. Often these located towards the edge of
developments make little or no the County. Not all are close Our analysis has demonstrated
contribution to infrastructure to housing so a great deal of that, through our existing and
or services and, instead, rely on commuting takes place. This is emerging Local Plans, and
existing facilities. This has created a problem not least for those planning permissions, we can
significant problems. Some who do not have a car – public make provision for the amount of
communities feel overwhelmed transport is often limited. new homes and jobs we need in
by the speed and scale of change. the period up to 2031. This will
Others are disadvantaged by Our strategy proposes to build be achieved through a mixture
pressures on local schools, health more development in major of major strategic sites already
centres and recreation facilities. strategic locations and to reduce identified in Local Plans (about
Congestion on local roads and the amount that takes place in 40%) and smaller scale growth on
public transport is a frequent existing towns, villages and rural non-strategic sites (about 60%).
cause of complaint. areas. This will allow us to plan
for new housing and employment
together with new and improved
roads, public transport, schools,
health services, local shops and
open space.
STRATEGIC GROWTH PLAN: SEPTEMBER 2018 18SECURING
ESSENTIAL
INFRASTRUCTURE
Delivering sustainable growth, In terms of road and rail In terms of private sector
before and after 2031, needs improvements, the Midlands projects, we recognise that the
new infrastructure, not only road Connect Strategy lays the lack of funding, or the ability
and rail improvements but also foundations for longer term, to secure finance, and a range
schools, healthcare facilities, strategic investment. Analysis of other factors have caused
venues for sports and leisure, has shown that by investing delay. We need to resolve these
open space, community halls, in road and rail schemes in problems if we are to create
etc. Through our work on Local Leicester & Leicestershire, high quality developments with
Plans we have already identified congestion can be reduced on a sense of place and everything
the road and rail improvements other parts of the regional and that they need to create real
that are needed to support national network. The strategy, communities. Growth after 2031
growth in housing and jobs up therefore, proposes major is also very much dependent
to 2031. Statutory agencies also improvements to road and rail upon earlier infrastructure being
have the information that they facilities throughout the area. put in place.
need to organise their investment
priorities. The problem has been We have considered how these We will work collaboratively with
aligning this provision across a road and rail improvements could the private sector and others
number of delivery agencies. support strategic development to remove any barriers which
Solving this problem will lie at in Leicester & Leicestershire. We exist. The Strategic Growth Plan,
the heart of delivering growth in have concluded that there are together with Local Plans, the
the early stages of our plan. major opportunities for strategic Local Industrial Strategy and
development in locations that the Strategic Transport Plan
Beyond 2031, the scale of relate well to areas of housing will demonstrate that we are
infrastructure and service need and economic opportunity. speaking with one voice and are
provision is such that significant It makes great practical and committed to an agreed strategy.
investment by government will financial sense to maximise the
be needed. Our strategy makes benefits that are offered by these
provision for more of our growth schemes.
to be provided in strategic
locations. To do this, we need to: We recognise that, if high quality
sustainable development is to
■ deliver the infrastructure and be achieved, these schemes will
services that have already need to be supported by public
been identified in Local Plans sector investment in local road
and planning applications; and rail improvements, and in
and public transport. The City and
County Councils, as highway
■ secure public sector authorities, are already starting
funding for new strategic to identify what will be needed
infrastructure which will open but decisions cannot be finalised
up sites for development. until specific development
sites have been identified in
Local Plans. The Strategic
Transport Plan will provide
more information on what these
improvements are and how they
will be delivered.
19 LEICESTER & LEICESTERSHIRE 2050: OUR VISION FOR GROWTHDELIVERING
HIGH QUALITY
DEVELOPMENT
We have decided that our We also propose to seek high The Garden City concept
common agenda will be quality environments, with a allows us to plan for new
delivering 21st century garden strong community focus and development which captures
towns, villages and suburbs economic justification, and we the very best of town and
within our strategic growth areas. consider that new strategic country. It would ensure that
This reflects the settlement development should be delivered new development is planned
pattern of the City and County, to a common agenda. with strong social, economic
and establishes a framework for and environmental foundations,
protecting the valuable assets For this we have looked to our and that communities are
that we have. It also allows us distinctive settlement pattern placed at the heart of planning.
to develop a strong agenda - Leicester as a thriving central This is the common agenda to
around social, economic and city surrounded by strong, which we will work as we bring
environmental priorities. independent and characterful forward, through our Local
market towns, and extensive Plans, the major development
The scale of opportunity in rural areas. We are keen to opportunities in the Plan.
Leicester & Leicestershire assists reflect our heritage of garden
these choices. Our strategy suburbs and government
focuses development along support for new garden towns,
transportation corridors and villages and suburbs.
close to important employment
centres. At a local level,
FIGURE 6:
we could expand existing
settlements or create new ones.
THE SOCIAL CITY CONCEPT OF
We could plan for some new THE GARDEN CITY MOVEMENT
development in existing urban
areas. Indeed, given the scale
of opportunity, several of these
options could be delivered in
combination. The decisions will
be made in our Local Plans but
the intention is that individual
decisions will be made in line
with this strategy.
Credit: Town And Country Planning Association
STRATEGIC GROWTH PLAN: SEPTEMBER 2018 206
OUR SPATIAL
STRATEGY
Our spatial strategy
acknowledges the scale of
growth that is already in the
pipeline as a result of Local Plans
and planning permissions. It also
builds upon known road and
rail infrastructure opportunities
or commitments. In delivering
the strategy we will enhance
the role of Leicester at the heart
LEICESTER: OUR
‘CENTRAL CITY’
Leicester has a pivotal role to
play in the strategy. We propose
that it should develop its role as
the ‘central city’ supporting the
market towns and rural areas
around it. More jobs, leisure,
arts, culture and entertainment
facilities would be provided
within the City Centre. The
strategic regeneration area along
The population of the urban area,
in and around Leicester City, is
about 650,000 and increasing
rapidly. We are working
collaboratively to accommodate
all of the homes that the City
needs in places that are well-
connected to it.
Given the scale of housing
of the county and maintain the the Waterside will develop as a need and the potential for
close relationships between mixed use area, extending the new jobs, the City needs to
the City, the market towns and economic opportunities available grow. This needs to be done in
rural areas. In doing so, we will within the centre of the City, but such a way that we can make
prepare Local Plans in line with balancing new jobs with the need full use of existing services
this spatial strategy to ensure for new homes. and infrastructure within the
that growth is delivered in a way City. Also, by providing more
which responds positively to our homes close to jobs in the City
aspirations. Centre and other employment
centres, we will be able to
relieve development pressures in
other parts of the surrounding
authorities.
Given the scale of development
on the fringes of Leicester,
any growth would need to be
accompanied by measures
to increase capacity on the
radial roads and improve public
transport, cycling and walking.
WE WILL ENHANCE THE
ROLE OF LEICESTER AND
MAINTAIN THE CLOSE
RELATIONSHIPS BETWEEN
THE CITY, THE MARKET
TOWNS AND RURAL AREAS
21 LEICESTER & LEICESTERSHIRE 2050: OUR VISION FOR GROWTHFIGURE 6:
STRATEGY PLAN
© OpenStreetMap contributors | openstreetmap.org
Key:
ESSENTIAL INFRASTRUCTURE:
(shown diagrammatically)
Leicester: Our Central City M1 Smart Motorway
A46 Priority Growth Corridor A46 Expressway (route to be defined)
Leicestershire International Gateway A5 Expressway
A5 Improvement Corridor M42/A42 Expressway
Melton Mowbray: Key Centre for Rail improvements
Regeneration and Growth
HS2
Managed Growth in Local Plans
Growth to support local needs only
STRATEGIC GROWTH PLAN: SEPTEMBER 2018 22THE A46 PRIORITY
GROWTH
CORRIDOR
The ‘expressway’ proposal for the Improvements to the railway lines The Midlands Connect Strategy
A46 is critical to our strategy. It and services between Leicester, proposes that the A46 and A5
not only provides an alternative Coventry and Birmingham are expressways will be built by the
route to the M1 but also creates also proposed. early 2030s. Increased capacity
the opportunity for significant on the railways is proposed within
development to the south and The combination of new and the same timeframe. As planning
east of the City. The expressway improved roads and railways in progresses on these road and rail
proposal is included in the this area creates the opportunity projects, and Local Plans make
Midlands Connect Strategy and for major development along a provision for future development,
proposes a new road extending corridor extending around the the Plan proposes that we should
from a new or improved junction southern and eastern fringes of start to shift the balance of new
on the M69, and continuing to Leicester. The proposed new growth, away from small and
the south and east of Leicester, road is of national and regional medium-sized sites, towards
with a new junction on the M1 significance but it also provides major strategic locations within
(J20a). The new road will re-join the opportunity for strategic this corridor.
the existing A46 to the north- development in Leicester &
east of the City. The precise Leicestershire. We estimate that
route of the new road will have this corridor has the potential to
significant implications for accommodate about 38,000 new
encouraging growth in Leicester homes and additional new jobs.
and Leicestershire and will be the
subject of consultation at various
stages in its routing and design.
WE ESTIMATE THAT
THIS CORRIDOR HAS
THE POTENTIAL TO
ACCOMMODATE ABOUT
38,000 NEW HOMES AND
ADDITIONAL NEW JOBS
23 LEICESTER & LEICESTERSHIRE 2050: OUR VISION FOR GROWTHMELTON
THE MOWBRAY:
LEICESTERSHIRE THE A5 KEY CENTRE FOR
INTERNATIONAL IMPROVEMENT REGENERATION
GATEWAY CORRIDOR AND GROWTH
The Leicestershire International The A5 provides a long distance Melton Mowbray sits at the
Gateway is focused around the strategic route running from the centre of a largely agricultural
northern parts of the A42 and south-east to the north-west. area in the north east of the
the M1, where there are major The route acts as an alternative county. Somewhat distant
employment opportunities to the M6 motorway between from other centres, strategic
notably East Midlands Airport, J12 and the M1 but suffers from road and rail routes, the town
East Midlands Gateway (strategic increasing congestion and lack functions as a rural hub for the
rail freight terminal) and HS2 of capacity to serve as a relief surrounding villages and rural
station at Toton nearby. The route when there are problems communities, the focus of social
authorities have already made on the M6. Also, it is expected and economic activity, enhanced
provision for strategic new to experience increased traffic by a characterful and distinctive
housing developments in Ashby, growth in the future from landscape. Recently economic
Coalville, and Loughborough and advanced manufacturing and growth has been constrained by
these need to be completed as a logistics developments such lack of sites and poor connectivity
matter of priority to provide the as the MIRA Enterprise Zone & but there is evidence that local
opportunity for people to live Technology Park, phase three of firms are looking to expand and
close to their places of work. At DIRFT near Daventry and Magna new businesses wish to move in.
the same time, some parts of the Park in Lutterworth.
area (e.g. the centres of Coalville The town centre is congested
and Shepshed) are in need of Improvement of the A5 corridor and in need of regeneration but
regeneration and the physical is essential to reduce congestion has a great deal of potential.
fabric needs to be improved. In in the area, to deliver already Investment in the public realm
our Local Plans we intend to planned housing growth and – the buildings, public spaces,
explore the theme of ‘forest to support delivery of major streets – would do much to
towns’ suggested in the National industrial sites which already restore confidence in the town
Forest Strategy. This could be have Local Plan allocations and support its potential as
a way of enhancing the physical and/or planning permission. centre for tourism and leisure in
fabric of the towns and villages Managing the delivery of one of the most attractive parts
in this area and making the most consented/allocated sites in and of the county.
of our environmental assets. It around Hinckley will be achieved
would also support investment in through Local Plans. The recent approval for the Melton
tourism and leisure facilities and Mowbray Relief Road provides the
health and wellbeing agenda. There are long-standing catalyst for change: it will remove
proposals, promoted by the A5 congestion in the town centre and
Loughborough, with a world Partnership, to improve the A5 open up land for development
class university, has also made from Dodwells to Longshoot, to the north and east of the
provision for a science and widening to dual-carriageway town. Similar investment in
enterprise park and this needs to a short section of the A5 near highways to the south of the
be delivered in conjunction with Hinckley, which carries the traffic town could increase this further.
improved access from J23 on the of both the A5 and the A47. New growth will support town
M1, now funded. The A5 Partnership proposals centre shops and services and
also call for improvements to provide the opportunity for
Overall, we estimate that upgrade the A5 between the people to live close to where they
the area has the potential to A38 and the M1 to ‘expressway’ work. The new A46 expressway
accommodate about 11,000 standard. This is supported by and improved connections to it,
new homes. Improvements to the Midlands Connect Strategy will also improve connectivity
the A42, the M1, railway lines and will provide much needed to Leicester, the M1 and the
and services – all set out in the relief to local roads, and provide Leicestershire International
Midlands Connect Strategy – an efficient alternative route to Gateway.
support this opportunity. the M6, between J12 and the M1.
STRATEGIC GROWTH PLAN: SEPTEMBER 2018 24
* Reference: The Department for Transport’s Road Investment Strategy (2015/16-2019/20) includes proposals to upgrade the A5.
The A5 Partnership is made up of 18 local councils supported by other public agencies along a 70 mile stretch from Gailey in Staffordshire,
to Weedon in Northamptonshire (via Leicestershire and Warwickshire). It is supported by Highways England, four Local Enterprise
Partnerships (LEPs), Midlands Connect, East Midlands Councils and the Homes and Communities Agency.AREAS OF
MANAGED OUR VILLAGES
GROWTH IN LOCAL AND RURAL NOTIONAL CAPACITY
PLANS AREAS (EMPLOYMENT LAND)
Coalville, Hinckley, Loughborough, In recent years, our villages and Our study of housing and
Lutterworth and Market rural areas have been under economic development needs*
Harborough vary in size, location intense pressure for growth. The indicates the amounts of
and economic base but all strategy proposes that, in future, employment land that will be
contribute significantly to the there will be limited growth in required in the periods 2011-31
local economy. All are already these areas, consistent with and 2011-36 (see Appendix A).
under intense pressure for providing for local needs. We are confident that, for these
development and have made periods, provision will be made
substantial provision within and in existing and emerging Local
on the edges of the existing NOTIONAL CAPACITY Plans.
towns. Much of this has still (DWELLINGS)
to be built and is dependent Longer term requirements are
upon new local infrastructure. We have estimated the notional not quantified. The need for
Further sustainable development capacity of our strategic growth employment land is subject to
should be consistent with the areas to accommodate new considerably greater market
need to support local growth. In homes and this is shown in Table variability than the need for new
particular, there are aspirations B below. In Appendix B we homes.
for continued town centre indicate how this growth would
regeneration and better services. be distributed across the eight It is, therefore, unrealistic to
local authorities in Leicester & anticipate what these might be so
Leicestershire. far ahead. In principle, however,
it is considered that the spatial
TABLE B: NOTIONAL distribution of new employment
CAPACITY OF will need to reflect the overall
STRATEGIC GROWTH strategy of the Plan, enable
AREAS (DWELLINGS) homes and jobs to be located
in close proximity, and take
advantage of opportunities for
Growth area Notional capacity (dwellings)
commuting by public transport.
A46 Priority Growth Corridor 38,000 The need for new employment
The Leicestershire International Gateway 11,200
land will be monitored and
reviewed on a regular basis
Melton Mowbray: Key Centre for 3,800 through the preparation and
Regeneration and Growth
adoption of Local Plans.
Total 53,000
25 LEICESTER & LEICESTERSHIRE 2050: OUR VISION FOR GROWTH
* Reference: Leicester & Leicestershire Economic Development Needs Assessment (January 2017)OUR COMMITMENT
TO DELIVERY
A PARTNERSHIP DIGITAL
APPROACH CONNECTIVITY
Our analysis demonstrates that We propose, therefore, to Digital connectivity is a
Leicester & Leicestershire has the proceed on the basis of a significant issue in parts of
potential to deliver development non-statutory plan and we Leicester & Leicestershire, both
which is of national and regional will reinforce its provisions as rural and urban. High quality
significance. The fact that the necessary to give confidence communications support
Strategic Growth Plan has been that we are committed to remote working and provide
prepared by the ten partner delivery. We will implement the access to on-line services. They
organisations responsible for Strategic Growth Plan through are an essential part of the
planning, transport and economic our statutory Local Plans, infrastructure planning process
development demonstrates supplemented by additional and need to be funded as such.
the extent of the collaborative documents as necessary.
work that is taking place. Three
strategic documents are being Should circumstances change in OUR OFFER TO
prepared in parallel: the Strategic
Growth Plan, the Strategic
future, we can update housing
need and supply through
GOVERNMENT
Transport Plan and the Local Statements of Common Ground Our offer to government, in return
Industrial Strategy. Together and/or a review of the Strategic for investment in infrastructure, is
with Local Plans, these key Growth Plan. to maximise the benefits that can
documents will demonstrate our be achieved from commitments
commitment to future growth that are already made in the
and infrastructure investment. ALIGNING Midlands Engine and Midlands
INFRASTRUCTURE Connect strategies. We are
confident that we can deliver
STATUTORY VS AND GROWTH genuinely high quality new
NON-STATUTORY It is clear, however, that we will
homes and jobs, in successful
communities at a faster pace than
PLANS need support from government has been achieved to date. New
if we are to achieve the step infrastructure will enable this to
The changes to the National change in the amount and speed happen.
Planning Policy Framework of housing and economic growth
state a preference for statutory that we propose. We started our Given that our growth in the
plans, make recommendations work with a shared commitment period 2011-31 can be provided on
on a standard methodology for to deliver the homes and jobs existing sites or in Local Plans, we
calculating housing need, and that Leicestershire needs over have time to align infrastructure
set out the requirements for a the period 2011-50 and our and new growth. We propose
‘Statement of Common Ground’. strategy is set out in this Plan. to work with government and
The work on our three strategic We wish to take full advantage its executive agencies to put
documents, however, has of the opportunities that are this into effect. We will also
reached an advanced stage. To presented by the Midlands work with local communities
pause and re-work the Strategic Engine and Midlands Connect and government departments
Growth Plan in a different strategies. Our proposals, to ensure that new development
format would cause significant therefore, maximise the brings with it the local services
delay at a time when there are benefits that are delivered by that are needed. For our part,
significant issues to resolve and the infrastructure investment through our Local Plans, we will
opportunities to grasp. proposed in these documents. deliver the growth that is set
We value the government’s out in this Plan, ensuring that
stated commitment to the region. new development is built to the
highest possible standards.
STRATEGIC GROWTH PLAN: SEPTEMBER 2018 26APP
APPENDIX A
HOUSING NEEDS
2011-31 AND 2011-36
We have undertaken a study of
our housing and employment
economic development needs
for the periods 2011-31 and 2011-
36 to align with the different
time periods for which Local
Plans are being prepared. The
results of this analysis are set
out in Tables 1 and 2 and further
We have undertaken an analysis
of completions, planning
permissions and allocations in
adopted and emerging Local
Plans. We have concluded that
sufficient provision has been,
or will be, made in adopted
or emerging Local Plans to
accommodate the OAN for
Beyond 2031, provision will
be made in Local Plans in
accordance with the framework
set out in this Plan.
detail can be found in the study. housing, across the HMA as a
Leicester City Council has whole, for the period 2011-31.
formally declared that it will be The unmet need arising in the
unable to meet its ‘objectively administrative areas of Leicester
assessed needs’ (OAN) for City Council will, therefore, be
housing for the period 2011- accommodated in the remaining
31. Oadby & Wigston Borough borough and district councils
Council has declared that, and this will be reflected in Local
subject to further investigation Plans as they progress, supported
of highway matters, it might by an agreed statement or
be unable to meet its needs for Statement of Common Ground as
the period 2031-36. Planning appropriate.
guidance requires the OAN to
be satisfied across the ‘housing
market area’ (HMA) as a whole.
TABLE 1: HOUSING NEED 2011-31 TABLE 2: HOUSING NEED 2011-36
Authority Housing Need1 Authority Housing Need1
Number of Total number Number of Total
dwellings per of dwellings dwellings per number of
annum annum dwellings
Blaby DC 370 7,400 Blaby DC 361 9,025
Charnwood BC 1,031 20,620 Charnwood BC 994 24,850
Harborough DC 532 10,640 Harborough DC 514 12,850
Hinckley & Bosworth BC 471 9,420 Hinckley & Bosworth BC 454 11,350
Leicester City Council 1,692 33,840 Leicester City Council 1,668 41,700
Melton BC 186 3,720 Melton BC 170 4,250
North West Leicestershire 481 9,620 North West Leicestershire 448 11,200
DC DC
Oadby & Wigston BC 148 2,960 Oadby & Wigston BC 155 3,875
Total (Leicester & 4,829 2
96,5802
Total (Leicester & 4,7162
117,9002
Leicestershire) Leicestershire)
Notes:
1. Source: Housing and Economic Development Needs Assessment, GL
27 LEICESTER & LEICESTERSHIRE 2050: OUR VISION FOR GROWTH Hearn, January 2017
2. The totals do not match the sum of the parts due to the way in which
additional provision to support economic growth in Melton BC and North
West Leicestershire DC is taken into account.You can also read
