Case studies

The Core Strategy included a single criteria-based one-page policy (CS5) for the two urban extensions, cross referring to other district-wide policy requirements and without any plans other than the proposals map which showed the site boundary.

Following the closure of the brickworks and brickfields in the 1980s the brownfield site was designated as a replacement site for the fourth planned ‘township’ of the Peterborough New Town in the 1980s.  

It took 15 years of land promotion following the identified closure of its radio station activities before the site was allocated as a Sustainable Urban Extension in Rugby Borough Council’s Core Strategy, adopted in June 2011. 

The site is now a strategic allocation made in the adopted South Cambridge local plan in September 2018 (Policy SS/6) for Waterbeach New Town, for approximately 8,000 to 9,000 new homes.

Air Quality reviews locally identified taxi emissions as a significant source of air pollution within the Cambridge Air Quality Management area.

The ‘Revive Network’ runs across authorities in the West of England, as a council-owned network with its operation and management completed by Bristol City Council on behalf of all the participating local authorities.

Newcastle City Council’s Net Zero Team and Strategic Transport Team collaborated with Northumbria University and CoWheels, to determine whether it was feasible to deploy an EV car club vehicle into a targeted neighbourhood in the Elswick Ward of Newcastle upon Tyne.

London Borough of Lambeth has gone through a process of transformation to become a cooperative council, based on giving people more involvement in and control of the services they use and where they live.

South Somerset District Council has a history of successful community engagement and has achieved national recognition through the Beacon Scheme.

Bradford District Council has been leading a programme to improve community cohesion and engagement and reduce inequalities. More than 70 individual projects have been launched and 25,000 people engaged in the process.