The Planning Act 2008 created a new system of development consent for certain types of nationally significant infrastructure, including major energy infrastructure, railways, ports, roads, airports, water and waste projects which were deemed to be of national significance. The regime is still fairly new, with only 12 applications having gone all of the way through the system to completion. However it is clear that the new regime is working as intended and is leading to quicker planning decisions. For example the approval of Hinkley Point C was approved within the one year statutory timeframe. A large part of the reason why that decision was taken more quickly is because the Energy National Policy Statements make it clear that the construction of new low carbon electricity generation infrastructure is of crucial national importance. The regime has not stood still since it was introduced. It has been amended by the Localism Act and the Growth and Infrastructure Act. The changes made by the Localism Act - the removal of the Infrastructure Planning Commission and the restoration of Ministers as the final decision makers - are seen as restoring democratic accountability to the regime. It is too early too judge the effectiveness of the changes introduced in the Growth and Infrastructure Act.
The National Planning Policy Framework 2012 sets out the Government's planning policies for England in achieving sustainable development and how these are expected to be applied. It sets out the requirements for the planning system only to the extent that it is relevant, proportionate and necessary to do so. It provides a framework within which local people and their accountable councils can produce their own distinctive local and neighbourhood plans, which reflect the needs and priorities of their communities. This Framework does not contain specific policies for nationally significant projects for which particular considerations apply. Divided into thirteen chapters, with three annexes, it looks at the following areas, including: building a competitive economy; ensuring town centre vitality; supporting a high quality communications infrastructure; delivering high quality homes; protecting the Green Belt; meeting the challenges of climate change, flooding and coastal change; conserving the natural and historic environments and facilitating the sustainable use of minerals.
Published as part of the managing radioactive waste safely (MRWS) programme, this white paper sets out the UK Government's framework for managing higher activity radioactive waste in the long-term through geological disposal, coupled with safe and secure interim storage and ongoing research and development to support its optimised implementation. It also invites communities to express an interest in opening up, without commitment, discussions with Government on the possibility of hosting a geological disposal facility at some point in the future. In June 2007 the Government published a MRWS consultation document in conjunction with the devolved administrations for Wales and Northern Ireland. Responses to this consultation have been taken into consideration in the development of this white paper. The paper sets out the framework for the future implementation of geological disposal that includes: the approach to compiling and updating the UK Radioactive Waste Inventory (UKRWI) and using it as a basis for discussion with potential host communities; the Nuclear Decommissioning Authority's technical approach for developing a geological disposal facility, including the use of a staged implementation approach and ongoing research and development to support delivery. The white paper covers the amount of waste for disposal; preparation and planning for geological disposal; protecting people and the environment: regulation, planning and independent scrutiny; site selection using a voluntarism and partnership approach; the site assessment process; timing and next steps.
This Command Paper sets out the Government's strategy for sustainable development, taking into account the national and international developments that have occurred since its previous policy statement ('A better quality of life: a strategy for sustainable development in the United Kingdom', Cm 4345; ISBN 0101434529) published in May 1999, including devolution in Scotland and Wales and the 2002 World Summit on Sustainable Development. The strategy is based on four agreed priorities of sustainable consumption and production, climate change, natural resource protection, and sustainable communities with a focus on tackling environmental inequalities; and uses a new indicator set with commitments to look at new indicators such as on well-being. Proposals include: the establishment of a new Community Action 2020 programme; and strengthening the role of the Sustainable Development Commission to ensure an independent review of government progress, with all central government departments and executive agencies to produce sustainable development actions plans by December 2005.
This is the Government's strategy to tackle the housing shortage, boost the economy, create jobs and give people the opportunity to get on the housing ladder. It covers: help for home buyers; help for housebuilders; improving fairness in social housing; support for the private rented sector; action on empty homes; supporting older people to live independently. The strategy also proposes accelerating the release of public sector land with capacity to build up to 100,000 new homes by 2015, and support up to 200,000 construction and related jobs during development.
Care and support affects a large number of people: eight out of 10 people aged 65 will need some care and support in their later years; some people have impairments from birth or develop them during their working life; some 5 million people care for a friend or relative, some for more than 50 hours a week. The current system does not offer enough support until a crisis point is reached, the quality of care is variable and inconsistent, and the growing and ageing population is only going to increase the pressure. Consequently, two core principles lie at the heart of this White Paper. The first is that individuals, communities and Government should do everything possible to prevent, postpone and minimise people's need for formal care and support. The system should be built around the promotion of people's independence and well-being. The second principle is that people should be in control of their own care and support, with personal budgets and direct payments, backed by clear, comparable information and advice that will allow individuals and their carers to make the choices that are right for them. This paper sets out the principles and approach, with sections covering: strengthening support within communities; housing; better information and advice; assessment, eligibility and portability for people who use care services; carers' support; defining high-quality care; improving quality; keeping people safe; a better local care market; workforce; personalised care and support; integration and joined-up care.
This white paper outlines the Government's proposals to foster and encourage informal adult learning. Informal adult learning is part-time, non-vocational learning where the primary purpose is not to gain a qualification but learning for its intrinsic value. People participate for enjoyment and are driven by their desire for personal fulfillment or intellectual, creative and physical stimulation. Activities cover a huge range, from dance classes and book clubs, visits to museums, galleries and historic properties, online research, volunteer projects. Such activity contributes to the health and well-being of communities by building the confidence and resilience of the individuals involved, developing social relationships, and acting as a stepping stone to further learning and skill development. The Government will establish a clear identity for informal learning and promote four initiatives: a Learning Pledge; a Festival of Learning; an Open Space Movement and a Transformation Fund of £20 million. Partner organisations from the private and public sector will be invited to contribute to the strategy. Increased access to informal adult learning will be addressed through: widening learning opportunities for older people; reaching out to the disadvantaged; developing a package of support for community learning champions; increasing availability of informal working in the workplace. Technology and broadcasting are seen as crucial in transforming the way people learn: 65 per cent of all households now have an internet connection and 90 percent of the population has at least one digital television. Government will act as a catalyst, investing additional funding in building the capacity and linkages that enable innovative learning opportunities to flourish.
This Command White Paper entitled "Communities in control" (Cm.7427, ISBN 9780101742726) sets out an agenda to enhance the power of communities and help people to meet their own priorities. A number of proposals are put forward seeking to devolve more power to citizens and away from both central and local government. The Paper is divided into 8 chapters: Chapter 1: The case for the people and the communities having more power; Chapter 2: Active citizens and the value of volunteering; Chapter 3: Access to information; Chapter 4: Having an influence; Chapter 5: Challenge - holding people acountable who exercise power; Chapter 6: Redress; Chapter 7: Standing for office; Chapter 8: Ownership and control. These chapters set out, from the perspective of individual citizens, seven key issues for developing empowerment in the local community. The proposed policies in this White Paper largely apply to England but UK proposals wil be implemented in consultation with the devolved administrations.
This is a Government response to (HCP 898, (ISBN 9780102981469)), the inquiry into the Mid Staffordshire NHS Foundation Trust on the failure of care. It sets out a collective commitment and a plan of action to eradicate harm and aspire to excellence and to ensure that patients are "the first and foremost consideration of the system and everyone who works in it" and so restore the NHS to its core humanitarian values. This response sets out a five point plan, under the following headings: (A) Preventing problems; (B) Detecting problems quickly; (C) Taking action promptly; (D) Ensuring robust accountablity; (E) Ensuring staff are trained and motivated.
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