LDP2 Preferred Strategy

7.0 The Placemaking Strategy for Abertawe 2038

Introduction

7.1 The 'Placemaking Strategy for Abertawe 2038' sets out how the LDP2 Vision, Objectives and preferred level of growth and spatial approach will be delivered. It is based on 11 'Core Components'.

The Core Components of the Placemaking Strategy

7.2 An overarching objective of LDP2 is to embed a culture of place-led development in all locations and at all scales. In this regard, the Placemaking strategy for 2038 will take forward, and further build upon, the innovative placemaking approach that the Council has been widely recognised for taking in terms of delivering new development and regeneration across Swansea.

7.3 Analysis shows that Swansea's urban area is characterised by a series of connected neighbourhoods that provide a good range of services and facilities to the surrounding population. At the heart of the sustainable placemaking approach is to sustain, enhance, and provide connections to these existing centres. This place-led approach will recognise the particular offer, strengths and challenges that are unique to each centre and its catchment area and requires that development responds to these in a locally and contextually appropriate manner. Where there is a lack of accessible facilities, there may be opportunities for new centres to be delivered at the heart of a new neighbourhood to be created as part of a strategic placemaking approach.

7.4 Aligning locations for new housing, employment, services and facilities to reduce the need to travel is a key focus. The creation of well-connected neighbourhoods will be facilitated to ensure people have easy access to complementary uses and supporting infrastructure. This includes through the delivery of Strategic Placemaking and Regeneration Areas, many of which are already well advanced through the planning process (as detailed in other Core Components below), which will be complemented by a mix and range of a limited number of smaller scale allocations at sustainable locations.

7.5 Proposed development sites will aim to meet targets of 15/20 minute journey times to day to day services and facilities by walking, cycling travel and high quality public transport. The promotion of active travel and sustainable travel choices will be driving factors in creating environments that encourage modal shift with a focus on good connectivity, which is an important element of addressing the Climate and Nature Emergencies. All development sites proposed to be identified in the Deposit Plan will be subject to a detailed sustainability and network analysis to ensure that 'connectivity' underpins decisions on the location for future growth.

7.6 The settlement hierarchy identified in LDP2 will separate the County into 4 tiers reflecting the urban, semi-rural and rural context of individual settlements. The Tier 1 Urban Area is broadly illustrated in grey on the key diagram and is the most sustainable location for major development. This affords the opportunity to direct large scale development opportunities within these areas and to deliver placemaking at a strategic scale at the heart of the Swansea Bay and Llanelli National Growth Area.

7.7 Larger rural and semi-rural settlements have been identified as Tier 2 in the hierarchy. These vary in size, character and extent of supporting infrastructure and facilities. The key diagram identifies the general location of these rural settlements/communities, which analysis shows are generally well served by service provision. The potential for small scale growth in these settlements to meet housing needs will be assessed and this will involve the delineation of settlement boundaries around these areas. The Placemaking approach will need to ensure such proposals integrate into and contribute to sustaining these communities in a manner that is appropriate to their character, with opportunities to enhance local services in these settlements supported.

7.8 Smaller rural settlements are identified as Tier 3. These have smaller resident populations than the identified larger rural settlements but still provide the opportunities for the resident population to 'live well locally' based on the analysis of service provision and connectivity. Such settlements will have defined boundaries and may provide opportunities for small scale growth, including infill developments, to contribute positively to sustaining and enhancing these places.

7.9 Outside these areas, smaller rural settlements without adequate service provision will be considered as places embedded within the open countryside where policies are focussed on protecting these areas from inappropriate development.

7.10 In noting the Placemaking Wales Charter Cymru, the Placemaking Strategy ambitions and place-led approach can be summarised under the 6 principles of the Charter:

• People and Community – Recognising Swansea as a city of interconnected neighbourhoods, LDP2 will focus on sustaining existing communities through ensuring the place led strategy supports the enhancement of the City Centre and network of large and neighbourhood centres whilst ensuring new homes are well located in neighbourhoods with appropriate facilities. The place-led approach to development is as much about the process of planning as it is the design and appearance of buildings. It requires an integrated and collaborative approach with positive dialogue between all key stakeholders. This is best addressed via early and meaningful community engagement and utilising the pre application planning process at all scales. Policy SP4 sets out the masterplan led approach for future residential led developments which will be a fundamental tool to ensure a place-led approach to new development.
• Movement – Promoting sustainable and connected growth as a key ambition of LDP2 will require alignment with emerging active travel and strategic infrastructure improvements. The growth strategy will aim to minimise the need to travel by car and support active travel and public transport by reinforcing existing centres and aligning development opportunities to key sustainable growth corridors. This includes acknowledging the potential afforded by emerging South West Wales Metro proposals. A place and people led approach will also seek to limit the impact of traffic and parking on communities.
• Location – The strategy is fundamentally about a 'centres first' approach for development and regeneration, alongside maximising opportunities at sustainable brownfield locations. This includes at the top of the hierarchy the Swansea Central Area and City Waterfront recognising its role as a regional scale retail and leisure destination as well as acknowledging the importance of the large and small neighbourhood centres situated at the heart of communities across Swansea. The challenge is to regenerate these focal locations for communities to diversify and intensify appropriate uses. These locations may give opportunities for higher density living and complementary mixed uses, that add vibrancy and reduce the need to travel. The ongoing roll out of Placemaking Plans for these centres provide the opportunity to work with resident populations, including businesses, to understand the forms of development and mix of uses most appropriate to achieve these aims.
• Mix of Uses – The place-led strategy will aim to foster resilient and vibrant places across Swansea and to create places with an appropriate mixture and intensity of uses.
• Identity – The Strategy recognises that placemaking is not a one size fits all approach and instead aims to recognise local distinctiveness and enhance positive aspects of local identity. This includes incorporating designated heritage assets and 'locally listed' assets that warrant protection for current and future generations.
• Public realm – The placemaking strategy recognises that communities need public spaces and places where people can come together for benefits that include health, well-being and community cohesion. Development must provide opportunities for people to enjoy spending time in public spaces as part of both the natural and built environment. The importance of open spaces and green infrastructure is clearly understood for wildlife and wellbeing. The LDP2 challenge is to ensure these green assets are appropriately integrated to engage with communities without compromising ecosystem functions. LDP2 can ensure that all homes are within walking distance of good quality open spaces with play, recreation and nature. It also recognises that quality environments with green infrastructure is a key element of sustaining centres at all scales.

7.11 The place-led approach is not reserved for strategic locations, centres or special places. It should be applied at all scales in all locations and can include for example schemes to enhance shopfronts and commercial frontages as the colourful focal elements of centres, or ensuring any new home can be adapted and/or extended to sustain communities without detriment to amenity or character.

7.12 The Placemaking Strategy recognises the importance of infrastructural capacity as a key facet in the delivery of sustainable development. The sustainable settlement strategy focuses larger scale development to locations that are well serviced and where the infrastructure, services and facilities considered necessary to deliver and support the development proposal are available or can be readily achieved. The broad continuity in strategic approach that the Placemaking Strategy exhibits provides consistency and continued certainty for the market, the community and critically for key infrastructure providers. The Plan will be supported by an extensive evidence base, including the preparation of an Infrastructure Delivery Plan. Detailed information on specific policy requirements and planning obligations will be set out within the Deposit Plan.

7.13 This core component will primarily be delivered through Strategic Policies SP4 Placemaking Principles, SP5 Masterplanning Residential Developments, SP6 Planning Obligations for Infrastructure and Other Measures and SP13 Health and Well-being.

7.14 The Placemaking Strategy seeks to provide a sustainable level of growth which will deliver an aligned level of housing and jobs provision. It identifies a level of growth that is ambitious as well as deliverable. Future growth will be focussed on highly connected locations within the urban area, revitalising our network of retail centres and taking advantage of those opportunities to deliver placemaking at a strategic scale, maximising the delivery of Affordable Housing. This includes transformative change at key brownfield locations in central and waterside areas. The Placemaking Strategy will also facilitate acceptable small scale growth to support existing rural and semi-rural communities, whilst also seeking to provide for a range and mix of sites and respond to identified needs. In this regard, it fully recognises the 'One Swansea' ethos which supports the 'Abertawe 2038' Vision.

7.15 Facilitating the delivery of an appropriate number and range of quality new homes that will meet the identified housing requirement for future generations is a fundamental aim of the Plan. The Placemaking Strategy recognises the County's important role as an economic driver for the Swansea Bay City Region. In noting that the NGA is the focus for strategic economic and housing growth within the South West region, the Placemaking Strategy seeks to realise investment opportunities and to make an ambitious but yet deliverable contribution to necessary provision of housing opportunities and new job creation across the region.

7.16 The Welsh Government's estimates in Future Wales: the national plan 2040 for future homes needed in the region is 25,600 to 2039. By reflecting on this as a starting point for identifying future need in the region, the Placemaking Strategy will make provision for 11,410 new homes over the plan period to 2038. This incorporates a 20% flexibility allowance over the housing requirement of 9,510 new homes to allow for certain sites not coming forward as anticipated and other unforeseen factors affecting delivery. With reference to the Regional Collaboration Background Paper, (see Appendix A), it is considered that Swansea's contribution to the overall housing provision is proportionate, acceptable and reflective of its strategic position in the region. Regard has been given to the other respective LDP's (and Reviews) in the South West region. The annual delivery figure of 634 homes in the Placemaking Strategy represents an approximate 30% uplift on the average build rate over the current plan period, so is therefore considered suitably ambitious and reflective of the authority's position within the NGA.

7.17 Housing will not only be provided by new site allocations. A substantial amount will be contributed by existing commitments (sites already with planning permission, under construction or built in the Plan period so far). The housing provision to be provided also accounts for a forecast for future unknown sites (windfall) that could come forward based on an estimate of past rates. The potential supply from these sources is set out in policy SP1. New sites to meet the remaining housing requirement will be allocated within the Deposit Plan once the full assessment process of candidate sites has been completed.

7.18 The Placemaking Strategy for the delivery of new homes will be guided by the following principles and strategic aims:

• Prioritising the re-use of previously developed land, including maximising opportunities for redevelopment within defined centres, for example through infill redevelopment opportunities and above shop conversions, but supporting greenfield opportunities where these are necessary to deliver on the strategy;
• Delivering existing unbuilt commitments (including significant strategic sites with planning consent) within and on the edge of established settlements;
• Creating strategic placemaking opportunities in highly connected locations within and on the edge of established settlements within the National Growth Area;
• Supporting windfall development at appropriate sites within the defined settlement boundaries in line with the Settlement Strategy, focusing on the re-use of previously developed land;
• Supporting rural housing needs through providing opportunities at appropriate sites within established well serviced settlements in accordance with the Settlement Strategy that will deliver high proportions of affordable housing and meet the identified need set out in the LHMA;
• Seek to provide a range and mix of site sizes which reflects the settlement strategy and the role and function of places, with strategic scale releases as well as sites that can be attractive to SME scale developers; and
• Ensuring the plan reflects a presumption against inappropriate development in the countryside outside any defined settlement boundaries.

The Analysis of Housing Supply Background Paper (see Appendix A)sets out further detail on the provision of the required housing supply.

7.19 The Plan will make provision for a range and choice of employment sites at strategic locations across the County to support sustainable and resilient forms of economic growth. The Placemaking Strategy sets out an ambitious level of job creation of 10,238 net jobs which is at the upper end of the background forecasting work. This is reflective of Swansea's growth ambitions and evidence of investments in the pipeline. To meet employment land requirements, the Placemaking Strategy will seek to provide land opportunities at the higher end of employment land forecasts of 25ha for development of new B1, B2 and B8 uses. It is considered that adopting levels of job creation and employment land provision at the upper end of evidenced forecasting work suitably aligns to the need for the NGA to be the focus for strategic economic growth.

7.20 The housing and job growth provision within the placemaking strategy are suitably balanced to achieve a broad alignment. This ensures that the strategy is sustainable through the provision of housing opportunities and job opportunities being broadly aligned so that enough housing is provided to cater for the potential generated labour force to fulfil housing and employment needs. A significant mismatch between housing and employment provision would lead to unsustainable levels of commuting or not generating a sufficient labour force to meet employment needs. By adopting this strategy Swansea can contribute to delivering a sustainable level of housing and economic growth at the heart of the National Growth Area. The level of growth chosen is considered to be suitably ambitious yet ultimately deliverable. It can also contribute to the achievement of wider socio-economic goals. For example, in regards the Welsh language, the approach can contribute towards the retention of younger age cohorts, noting that in the 16-19 age group, the increase in the number of Welsh speakers in Swansea between 2011 and 2021 was 12.8% (with a similar increase for the 20-44 age group also).

7.21 The assessment of housing and economic growth has been informed by the Economic and Housing Growth Assessment Study (see Appendix A) which is available as a background paper.

7.22 This core component will primarily be delivered through Strategic Policies SP1 Growth Strategy and SP2 Sustainable Settlement Strategy.

7.23 The strategy identifies a number of strategic scale sites that have significant potential to contribute to the overall housing growth requirement. Strategic Placemaking and Regeneration Areas (SPRA's) are focused at strategic locations across the urban area to deliver new growth opportunities. The Analysis of Housing Supply background paper and Appendix B provides further detail on the status of these sites. The inclusion of SPRAs is consistent with the LDP Review Report which concluded that the existing spatial strategy of the current LDP was sound in terms of its focus on a number of large strategic allocations to deliver new homes and other facilities, services and other mixed use development.

7.24 Existing strategic commitments including residential led sites at Llangyfelach and Garden Village, and the commercial led regeneration proposals for Swansea Central Area and City Waterfront will be realised. These and other opportunities will allow for the creation of sustainable, cohesive and quality new places and their scale will enable the level of infrastructure required to be provided which will address existing deficiencies within communities.

7.25 A number of the existing commitments have either commenced development or have planning permission in place. Others are advanced with pre application work, or with live Outline Planning / Reserved Matters planning applications with active discussions with site promoters providing strong confidence that they could be brought forward for development.

7.26 This core component will primarily be delivered through Strategic Policy SP8 Strategic placemaking and Regeneration Areas.

7.27 The regeneration of the Swansea Central Area and City Waterfront is a corporate priority of the Council and, given its regional and national significance, it will be a key driver of economic prosperity in the Swansea Bay and Llanelli NGA. Development that enhances its status and profile as a focal destination for commercial and leisure activity will be pursued as part of a co-ordinated strategy to ensure the Swansea Central Area and City Waterfront enters a new era of opportunity, continues to benefit from investment and becomes a vibrant centre for work and social interaction for many generations to come. Alongside its commercial function, the Swansea Central Area and City Waterfront will be considered the focus for future civic, education and cultural development projects.

7.28 The operational port and docks is an important commercial asset, providing jobs and business opportunities that contribute towards economic regeneration and international trade. The Port of Swansea and Dock areas provide a highly significant investment and regeneration opportunity at this key strategic location. The Placemaking Strategy will support proposals that serve to enhance the viability of Swansea's port and docks and deliver potentially transformative regeneration of the area through appropriate industrial uses, energy generation development and other employment and investment opportunities.

7.29 LDP2 will recognise that the port and docks area offers significant potential for Swansea to harness opportunities afforded by zero carbon industries and the plan will facilitate emerging transformative regeneration schemes in this area including from: transformative proposals being led by DST innovations and Batri for the creation of a £6.25 billion renewable energy scheme at the port; opportunities from the Floating Offshore Wind in the Celtic Sea (FLOW); and the designation of the Celtic Freeport.

7.30 This core component will primarily be delivered through Strategic Policy SP11 Port of Swansea and Docks Regeneration.

7.31 A Centres First focus for the regeneration of established centres will be at the heart of the Placemaking Strategy. It will seek to build on and continue the successful regeneration of the City Centre which has a key role in driving forward the economy of the NGA. The Placemaking Strategy reflects the importance of the City Centre as a focus for investment and regeneration, but also recognises the network of District and Local Centres as hubs for service provision. These centres are well connected for serving wider neighbourhoods and communities and as such the potential for redevelopment/regeneration opportunities should be harnessed. This includes opportunities for intensification of development within and adjacent to centres which would support their vibrancy and vitality.

7.32 The Placemaking Strategy places a significant emphasis on the important role that the Swansea Central Area and City Waterfront has in driving forward transformative regeneration in Swansea. Its strategic commercial role within the NGA is recognised and is at the heart of efforts to drive forward the economy of the Swansea Bay area.

7.33 The City Centre has recently benefitted from significant investment and its role as an economic driver is exemplified through the regionally significant COPR Bay Development. This has created a new landmark destination to the city incorporating the 3,500 capacity Swansea Arena, a 1.1 acre coastal park, spectacular new pedestrian bridge, food and beverage units and cutting edge digital connectivity. The project is estimated to be worth £17 million a year to Swansea's economy. Aside from this scheme, significant new office developments, sustainable town centre living with innovative use of green infrastructure, transformation of historic buildings into new community uses and new civic uses are underway and in the pipeline to drive footfall.

7.34 The regeneration ambitions for the central area will be facilitated by the emerging strategic Regeneration Framework that will drive forward future regeneration of the area. The emerging Swansea City Centre Placemaking Plan will set a vision for the Swansea Central Area and City Waterfront, propose delivery strategies for interventions and provide a clear context to guide investment decisions and encourage further regeneration in the future. The centres first approach in LDP2 will facilitate this by providing a policy framework that directs significant new retail and leisure developments to the area so as to complement the regeneration objectives of the Placemaking Plan. It is envisaged that the Placemaking Plan will inform the detailed policies for the Swansea Central Area and City Waterfront in the Deposit LDP.

7.35 The Placemaking Strategy reflects the County as a City of Connected Neighbourhoods. The role of the network of large and small commercial centres acting as neighbourhood hubs for surrounding communities is becoming increasingly important, particularly in efforts to respond to the climate emergencies by minimising the need to travel and indeed change in working patterns (e.g. advent of significantly increased levels of home working). These focal areas typically lie at the centre of the local transport network and provide much of the day-to-day services and amenities such as schools, health provision, and opportunities for day to day shopping. Supporting the vitality and vibrancy of these centres including supporting regeneration where they provide new supporting facilities is a key aim of the Placemaking Strategy. These neighbourhood hubs are key service centres meeting the day to day needs of local communities and it is important that this role is strengthened acknowledging the need for diversification where this can complement the vitality of these centres in providing services for the surrounding population. A number of Placemaking Plans are being advanced for our larger neighbourhood centres and the Deposit Plan policies for these areas will respond to emerging regeneration priorities for these centres.

7.36 This core component will primarily be delivered through Strategic Policies SP9 Swansea Central Area & City Waterfront and SP10 Centres First.

7.37 A fundamental part of the Placemaking Strategy is the focus on connectivity and ensuring that the plan responds to the climate emergency. This includes reflecting the Sustainable Transport Hierarchy (set out in Planning Policy Wales edition 12 February 2024) as a guiding principle for the assessment and location of new development. The significance of connectivity is set out in Future Wales: the national plan 2040 which includes encouragement for longer-distance trips to be made by public transport and supporting the delivery of investments in associated networks. This includes supporting sustainable growth and regeneration in urban areas, prioritising the improvement and integration of active travel and public transport.

7.38 Detailed connectivity analysis will underpin the allocation of potential development sites to ensure that new locations for growth are well served by existing sustainable transport infrastructure or emerging new infrastructure proposals and are well served by a range of day to day facilities that people can access within reasonable walking distances. To enable people to 'live well locally', the aim will be for proposed development sites to meet the targets of 15/20 minute journey times to day to day services and facilities by walking, cycling and high quality public transport. The strategy will maximise opportunities arising from the investment in public transport, including identifying opportunities for higher density, mixed use development close to Metro stations.

7.39 The regionally significant Swansea Bay and South Wales Metro being developed in partnership by Swansea, Neath Port Talbot, Carmarthenshire and Pembrokeshire local authorities, working alongside Welsh Government and the new Corporate Joint Committees will support the delivery of a new integrated transport system across Wales. The future investment in the Metro will enable better access to jobs and services and facilitate growth in housing and employment. The Metro priorities to 2029 include a new station at Cockett with feasibility work ongoing. This will improve access to mainline services in the area.

7.40 Future Metro proposals within the LDP2 plan period also include a new rail link between Swansea and Pontardulais through reopening of the District line for passenger services with new stations identified at Pontlliw, Felindre, Morriston, Winch Wen and Landore. This has the potential to be transformative for the connectivity of these locations and for plan objectives relating to modal shift and reduced reliance on the private car. Opportunities to align strategic growth areas to emerging Metro and other local transport infrastructure improvements will be considered as part of the Deposit Plan. Key Strategic Placemaking and Regeneration Areas are identified as potential opportunities that could benefit from delivery of these key infrastructure improvements.

7.41 The Placemaking Strategy also allows for proposals set out within the emerging Regional Transport Plan for South West Wales recognising the importance of and the interrelationship between spatial and transport planning.

7.42 This core component will primarily be delivered through Strategic Policy SP14 Sustainable Transport and Active Travel.

7.43 The delivery of affordable housing is a national priority as set out in national planning policy and is a key part of the Plan's strategy. A Local Housing Market Assessment (LHMA) has been prepared to gather information on the need for different types of affordable housing to inform the strategy. The LHMA has identified that there is need for all types of affordable housing but in particular smaller homes and social rented accommodation.

7.44 The Deposit Plan will set a target for the amount of affordable housing that can be delivered through the strategy. However, it is also recognised that the delivery of affordable homes through the planning system is only one of a variety of means to achieving a supply of such housing. LDP2 will deliver a mix of market and affordable house types, tenures and sizes to cater for the range of identified housing needs and contribute to the development of sustainable and cohesive communities. The Plan will explore all opportunities to increase the supply of affordable housing.

7.45 Further work will be undertaken in the preparation of the Deposit Plan to determine the financially viable levels of affordable housing that can be delivered in different parts of the County on private developer led sites through Section 106 obligations to inform the policy approach and site allocations. Further work will also seek to identify deliverable and viable sites for allocation in the Plan for affordable housing led (e.g. RSL and Council More Homes sites) developments. Some of these sites may be in rural and semi-rural locations in line with the Sustainable Settlement Strategy where evidence shows that affordability is a particular issue. The Deposit Plan will set out the circumstances where provision of affordable housing exception sites will be considered as a further way to help meet the needs of local people in perpetuity. The Plan will support the delivery of the Council's 'More Homes' affordable housing program, including through the allocation of appropriate land for residential use.

7.46 While the SPRAs provide a significant opportunity to deliver sustainable development, it would not be appropriate to focus all development in these areas. Opportunities for appropriate development opportunities that can deliver a range and mix of sites, and which align with the sustainable settlement strategy will be explored as part of the Deposit Plan. As well as meeting needs of communities in different parts of the County, this will enable all sectors of the housing market and house‑builders to make an important contribution to meeting the housing requirement. In this regard, the Placemaking Strategy embeds a 'One Swansea' approach, recognising the contribution and needs of contrasting areas, including rural communities. Providing Affordable Housing for local needs in rural and semi-rural settlements will be required to ensure that the existing character and cohesion of the community will be maintained or improved by development. It is also important to acknowledge in these locations a balance is required by the aim for highly connected sites with the need to sustain communities in our rural locations.

7.47 This core component will primarily be delivered through Strategic Policies SP1 Growth Strategy and SP3 Affordable Homes and Specialist Housing.

7.48 The Placemaking Strategy recognises the role of the planning system in contributing to wider objectives to address the Nature emergency and to facilitate positive net enhancement to biodiversity through development. The Swansea Nature Recovery Action plan sets out a core ambition to reverse the current decline in biodiversity and increase the resilience of ecosystems. Swansea has an ecologically diverse network of statutory and non statutory designated areas for nature including seven national network sites that are partly within the administrative boundaries. The placemaking strategy will provide the framework to ensure these are appropriately protected and managed. Facilitating enhancements to ecological connectivity across Swansea to strengthen existing wildlife corridors will help address issues of habitat fragmentation. Development will be expected to maximise opportunities for biodiversity enhancement as part of the design of schemes to achieve an overall net benefit which will contribute to this objective.

7.49 The Initial Green Infrastructure Assessment (see Appendix A) provides a strategic overview of key opportunities to strengthen the connectivity of the County's Green infrastructure network. Development should seek to contribute to improving GI connectivity which will assist in facilitating the movement of species and building ecosystem resilience. The Deposit Plan will set out a robust detailed framework to ensure protection of important ecological resources but ensuring that development provides an effective contribution within the design and layout to facilitate enhancement.

7.50 Multi-functional Green Infrastructure helps support biodiversity and makes an important contribution to the quality of the environment. Access to green spaces such as parks, active travel routes and formal and informal play areas supports both physical and mental health and well-being, as well as helping to improve air quality.

7.51 This core component will primarily be delivered through Strategic Policies SP13: Health and Wellbeing, SP16 Facilitating Nature Recovery, SP17 Green Infrastructure and SP18 Safeguarding the County's Landscape.

7.52 The Placemaking Strategy reflects the Council's declaration of a climate emergency and its 'net zero by 2030' ambitions, together with the wider just transition to net zero by 2050 societal target. Whilst the Strategy cannot tackle these challenges in isolation, it does provide a framework for sustainable growth that contributes to addressing the climate emergency, reflecting the provisions of the Well-being of Future Generations (Wales) Act 2015. As part of net zero ambitions, the Council's Local Area Energy Plan presents the strategic vision for Swansea's future energy system delineating the essential characteristics it will need to achieve a net zero energy system by 2050. The placemaking strategy will contribute to the key action of facilitating renewable and low carbon energy through the planning process.

7.53 The Plan will promote the need to mitigate the causes of climate change as well as adapt to its likely effects and deliver increased resilience. It is recognised that there are communities within the County at risk from flooding and/or coastal erosion and the Strategy will reflect and embed a precautionary approach in respect of flood risk and coastal erosion in this regard but recognising the need to deliver regeneration opportunities where this is feasible.

7.54 Whilst historic carbon emissions have fallen, mainly due to the decarbonisation of the electricity grid since 2013, fossil fuels still make up the majority of energy consumption. As such, the Placemaking Strategy reflects the Energy Hierarchy for Planning set out in Planning Policy Wales (Edition 12, February 2024), which promotes sustainable buildings standards and the circular economy, and also sets out a framework for unlocking the County's renewable energy production potential.

7.55 Road transport is another energy intensive and polluting sector. The Placemaking Strategy reflects the Transport Hierarchy for Planning as set out in Planning Policy Wales (Edition 12, February 2024) and ensures that growth is directed to sustainable locations in order to reduce reliance on private motorised vehicles.

7.56 In recognising that the climate and nature emergencies are interlinked, the Strategy acknowledges the importance of retaining key soil assets, and also reflects the importance of maintaining and enhancing ecological resilience – including through green infrastructure. The Strategy also reflects that increasing the climate resilience and adaptation of physical, social and digital infrastructural assets, as well as increasing growing spaces and tree coverage, can provide wider societal and well-being wins.

7.57 This core component will be primarily delivered through Strategic Policies: SP14 Sustainable Transport and Active Travel, SP15 Climate Change and Decarbonisation, SP20 Facilitating a Circular Economy, and SP21 Sustainable Provision of Minerals.

7.58 The Placemaking Strategy seeks to create some 10,238 jobs over the plan period and to widen and diversify the County's traditional economic sectors. It seeks to provide the positive and aspirational planning framework that will facilitate new business opportunities and inward investment that contribute to the continued transformational change undergoing across Swansea. It will support the continued ambition for Swansea as a place to invest taking advantage of opportunities in new and emerging industries that can facilitate new and exciting job opportunities such as the green economy. LDP2 will seek to provide the facilitative planning framework to complement key priorities within the Council's Local Economic Delivery Plan. Emerging green industries range from sustainable electronics and making houses fit for the future to natural product development for the environment. Natural Products BioHUB is a Swansea University collaboration with Swansea Council and is one of five UK centres that bring together researchers, businesses, local leaders and key partners to help co-develop and deliver new products and processes to bring them successfully to market, as well as bringing jobs, skills and prosperity to areas across the UK.

7.59 The County has a burgeoning creative scene, fuelled by Swansea Art College and a vibrant creative community. The Council is seeking to sustain and grow the creative sector by developing a creative network in Swansea and surrounding areas. Creative industries include music and performance arts, crafts, film and media, video games, museums and heritage, publishing, design and advertising and marketing.

7.60 Tourism and the visitor economy play an important part in the wider economy of the County, contributing some £609 million in 2023 and supporting over 5,000 jobs. The Placemaking Strategy seeks to enhance and diversify the tourism assets of the County, for the benefit of both visitors and residents, recognising the opportunities for new leisure and visitor attractions, not only in terms of high quality accommodation for visitors, but also enhancing an all year round visitor economy and experience.

7.61 This core component will be primarily delivered through Strategic Policy: SP12: Tourism and the Visitor Economy.

7.62 The historic environment comprises all the surviving physical elements of previous human activity and illustrates how past generations have shaped the world around us. It is a finite, non-renewable and shared resource and a vital and integral part of the historical and cultural identity of Swansea. It contributes to a sense of place, to economic vitality and culture, civic pride, local distinctiveness and character, and quality of life.

7.63 By promoting the protection and enhancement of these assets, the Placemaking Strategy recognises that historical evidence and an understanding of how places have evolved provides a deep context to inform the making of better places for current and future generations.

7.64 Ensuring that development protects, conserves, promotes and enhances historic and cultural assets requires full consideration of the setting of an historic asset which might extend beyond its curtilage. The Deposit Plan will set out a policy framework for scheduled ancient monuments and archaeological sensitive areas; Listed buildings and their curtilage; Conservation Areas; Registered Historic Parks and Gardens; Registered Historic Landscapes, and Historic Assets of Special Local Interest.

7.65 In recognition of the locally important buildings and heritage assets (including places and features) across Swansea that currently do not benefit from statutory protection, but that make a significant local contribution to culture, distinctiveness and community identity, work is underway to prepare a 'Local list of historic assets of special local interest' that warrant safeguarding and management. This will enable preservation of the special qualities that have resulted in their inclusion and bring forward positive restoration where this is required. The Deposit LDP will set out a detailed policy framework for their conservation and safeguarding so that their special interest can be taken into account when changes are proposed that require planning permission.

7.66 The Placemaking Strategy will seek to support appropriate proposals that facilitate positive change to historic buildings at risk, enable heritage and cultural led regeneration benefits, and increase the capacity to manage climate change impacts and build resilience.

7.67 An important element of the County's distinctive historic and cultural assets is the Welsh Language, which is an integral part of the social fabric of many communities. The Placemaking Strategy recognises the need to safeguard and promote the Welsh Language, noting the national target of achieving a million Welsh speakers by 2050.

7.68 This core component will be primarily delivered through Strategic Policies: SP7: Safeguarding and promoting the Welsh language, SP18 Safeguarding the County's Landscape and SP19: Historic and Cultural Assets.

Figure 5 The Key Diagram

The Key Diagram