Shetland Islands Council

Townhall, Hillhead
Lerwick, ZE1 0HB
UK

General Development Strategy

The Need for Sustainable Development

2.1 Sustainable development is a main aim of Shetland Islands Council and the UK Government and as such touches on all aspects of policy and action. On a global level sustainable development embraces vast issues such as climate change, unrestrained population growth and the over exploitation of non renewable resources. In Shetland, the Council defines sustainable development in its 1999 Corporate Plan as;

"Development that meets the needs of the present without compromising the ability of future generations to meet their own needs".

2.2 In other words, we must ensure that new development allows the generations of people who come after us at least the same level of opportunities and choices that we enjoy today. Resources must therefore be used in a way that maintains them for future generations and does not impose future costs that would prohibit further long term development.

2.3 The negative impacts of uncontrolled development include increased pollution and energy use from heavier car and lorry use; higher costs for Council taxpayers and local businesses to build and maintain new infrastructure; and continued erosion of sensitive environmental areas. All these factors combine to damage Shetland's economic competitiveness by making it a less attractive place to live and establish, or extend a business. Development must enhance people's quality of life, not reduce it.

2.4 This does not mean however that development has to be limited. Rather, it is a call for Shetland to be smarter about how and where it grows - to invent ways in which we can create more compact and efficient growth patterns that are responsive to the needs of people at all income levels, and which help to maintain Shetland's quality of life and economic competitiveness. The availability of good access to facilities is fundamental. This means on the one hand, provision of affordable transport and, on the other, the location of facilities where they can be conveniently reached. The wise planning of transport and land use can therefore make a significant contribution to the reduction of social exclusion.

2.5 If Shetland's remoter rural communities are to remain viable it is vital to create jobs in order to retain sufficient population to maintain existing services. The Structure Plan recognises this and takes a positive view of the opportunities for the diversification of the Shetland economy and the promotion of social inclusion. A sustainable approach to the environment is also vital. Environmental protection is an essential ingredient of balanced economic growth and sound development for present and future generations. The physical environment's ability to provide clean air, fresh water, fertile land, and diverse and stable ecological systems is fundamental to dynamic and healthy development.

2.6 The concept of Sustainable Development is therefore at the heart of the Structure Plan and provides the all important link between the Plan's vision, aims, the topic goals and policies. The vision symbolises the society that could be realised by 2016 as a result of following sustainable development principles. The aims, which stem from the vision, tackle the key issues that need to be addressed in order to achieve sustainable development in Shetland. The topic goals and policies that follow seek to integrate the demands of environmental, economic and social priorities. Balance between these elements will ensure a co-ordinated approach to achieving sustainable development in Shetland.

2.7 The concept of sustainable development is further explained by Diagram 2.1

Concept of Sustainable Development

Diagram 2.1

Partnerships

2.8 A further vital element of sustainability is the involvement of all sectors of the community in working towards the development of policies that are socially, economically and environmentally sustainable.

2.9 The need for partnership is therefore an essential element of this Plan if the sustainable vision of Shetland's future is to be realised. Only by the involvement of all sectors of the community in working together and sharing common goals and resources can we truly shape the future of Shetland.

2.10 The effective delivery of the policies contained within this Plan and the achievement of the main aims and goals will require continuous joint working between agencies, businesses and the local community on a whole variety of fronts. To aid this process key partners together with all the relevant strategies have been identified at the end of each topic chapter. The importance of partnership is also re-emphasised in paragraph 15.3 of this written statement.

2.11 The key to success lies in mobilising such energy and commitment. The role of the private sector is the most important. Local industry will generate the wealth and the jobs envisaged by the Plan. The task of the Council and other agencies is to create the best possible conditions for business growth and to ensure that the benefits are shared by all.

The Key Issues

2.12 The key issues faced by the Shetland community that the Structure Plan needs to address have been identified following discussions during earlier stages of the Development Plan process. In particular, the publication of the Distribution of Development Working Paper triggered an extensive public consultation exercise that recorded the views of local people and a wide range of public, private and voluntary organisations. An analysis of social, economic and environmental trends, as set out in the Human Activity Supplement, also highlighted a number of significant issues that require attention.

A Sustainable Vision for 2016

2.13 A clear, long term, sustainable vision for Shetland is of fundamental importance. Without a vision for the future, there is a danger of merely planning for short term trends. The vision is the driving force of the Plan, providing the values to be followed in the policies and giving direction in tackling the key issues that confront Shetland.

Today's Key Issues Vision for 2016
A Declining population. Shetland’s population is now in gradual decline with out-migration exceeding in-migration. Most rural areas are experiencing difficulty in retaining population and maintaining viable communities together with the services they require. There is a need for economic and housing policies to support rural communities by providing opportunities for all sections of society and encouraging new business activity and service provision.	By 2016 The gradual decline in the population of Shetland has been reversed through increased economic opportunity throughout Shetland, the continued promotion of social inclusion, the retention of an outstanding and healthy environment, continued sustainable improvements to public assets and the provision of affordable housing for all sectors of society.
Housing Needs. Despite the forecast decline in population, it is estimated that the number of households will increase by 7% by the year 2016.	By 2016 Local communities have benefited from new households helping them to retain essential services and facilities.
A Fragile Economy. Although Shetland enjoys a relatively low unemployment rate, many of Shetland’s employment sectors face uncertainty and some districts have particularly pressing problems. Shetland is increasingly dominated by service employment and has a lower than average percentage of manufacturing jobs. If the economy is to flourish, jobs need to be created in the growth sectors, and the industrial base must focus on value added products in industries such as fish processing. The potential also exists to capitalise on the high quality of Shetland’s produce by creating a stronger Shetland identity and devoting much greater imagination and effort to marketing.	By 2016 Shetland’s existing settlements can offer a wide range of land and business premises for both new industry and the expansion of existing industry. The rural economy has reacted to the demands of the highly competitive global economy by embracing the need to diversify, developing local supply networks, identifying and successfully exploiting niche markets and adding value to their products. Shetland has managed to build on its education successes enabling all sectors of the Shetland population to have easy access to lifelong learning.
Natural Environment. Shetland’s land and sea resources make up a particularly rich natural environment which is not only of international significance but forms the foundation for substantial parts of the Shetland economy. The future challenge is to integrate the protection of these areas with the involvement of local communities to ensure that livelihoods are not threatened.	By 2016 Shetland’s natural environment has become a key priority for the Shetland community with the interdependence of the economy and the health of the environment clearly recognised. Local communities have taken the leading role in regenerating their areas via the Council’s Local Agenda 21 process, including the constantly evolving Biodiversity Action Plan for Shetland.
Built Environment. Shetland’s built environment is an essential part of the islands’ heritage. It is therefore important that new development is sympathetic to existing patterns of development and that opportunities are taken to preserve and promote our outstanding archaeological and built heritage.	By 2016 The standard of design in Shetland is now a central issue to the consideration of new development. Shetland has continued to find innovative new uses for its traditional buildings, thereby reducing the need for new build. The promotion of Shetland’s outstanding archaeological and built heritage has been considerably enhanced through improved visitor facilities and attractions.
Peripherality. Shetland’s peripheral location within the UK and Europe makes access to the main markets very difficult. The safeguarding and strengthening of external transport and other communication links is, therefore of strategic importance.	By 2016 Shetland has embraced new technology to combat the negative effects of peripherality and population sparsity on further economic development. Transport links to the UK Mainland have been strengthened and made more affordable for business and the local community.
Integrated Transport. Good passenger and freight transport is essential for the development of business and for access to services. There are, however, environmental and social inclusion arguments for seeking to reduce the reliance of the community on the private car by improving the attractiveness and viability of public transport and encouraging walking and cycling.	By 2016 Shetland’s reliance on the private car has been substantially reduced through the introduction of an integrated public transport system. Improvements to the existing road network have enhanced access to the rural areas and the safety of all road users is the Council’s highest transport priority. More people now have the opportunity to work locally, or from home using video and computer networking
Drainage and Water. Housing and business development is dependent upon adequate and affordable drainage and water supply facilities. With the removal of Council control over drainage and water schemes a clear settlement strategy is needed in order to support the case for investment from the utility provider.	By 2016 The creation of a clear settlement strategy has allowed sufficient infrastructure to be built to meet the demands of human activity. The construction of new waste water treatment plants has significantly reduced pollution into the surrounding environment and the health of the Shetland population has been safeguarded with improvements to the fresh water supplies.
Energy, Resources and Waste. Shetland relies almost exclusively on non renewable sources of fuel to power human activity. Only 7% of our waste is currently recycled.	By 2016 The consumption of resources has been dramatically reduced with the development of waste minimisation and the recycling of all our recyclable waste, where practicable. Renewable energy projects are commonplace.

Aims of the Structure Plan

2.14 Strategic Aims have been developed in response to the vision. They convey the priorities of the Structure Plan. Each Aim should not be considered in isolation, as progress towards any one may impinge upon the achievement of another. From each Aim stems a series of goals which are highlighted at the beginning of each of the topic chapters.

Aim 1: To maximise the competitiveness of the Shetland economy

2.15 The Structure Plan cannot determine levels of economic growth and prosperity but Structure Plan policies have an important role in promoting employment growth and economic competitiveness by securing, in appropriate locations an adequate and suitable supply of land, infrastructure and premises. Policies can also foster a high quality environment within which to encourage investment and provide marketing opportunities.

2.16 Arising from concern over global warming, however, the Structure Plan has to address the need to reduce the amount of car travel and commuting. In Shetland this can be achieved by encouraging a more dispersed pattern of employment, locating employment opportunities within most communities and thus supporting the concept of sustainable development. The Council will therefore need to work in partnership with Shetland Enterprise to encourage and create the conditions to develop local business opportunities and to diversify the local economy.

Aim 2: To protect and promote the vitality and viability of the existing settlements

2.17 The Council, in partnership with others, has committed substantial resources to providing public assets in, or adjacent to, existing settlements. This has been particularly evident since the coming of the oil industry to Shetland. In order to build on this impressive record of public investment new development in Shetland needs to be concentrated on existing settlements that have developed a range of neighbourhood facilities. This is necessary to ensure that their continued viability and vitality is assured and that new services are not required to be duplicated in other parts of Shetland. The Structure Plan can help achieve this through ensuring that a balanced mix of land uses is available within or adjacent to existing settlements. This will help to reduce the need to commute and, consequently the use of resources. There is also a need to realise the opportunities offered by under-used and derelict sites through a partnership approach involving the Council, landowners, developers and other public sector bodies.

2.18 The future vitality and viability of Shetland's rural communities also depends on the economy of Lerwick, Shetland's main town and principal port. This makes it vital, therefore, that Lerwick's economic and service base is not allowed to decline, otherwise the decline of Shetland's rural areas may be exacerbated.

Aim 3: To protect and enhance the natural and built environment

2.19 Together with its people, Shetland's greatest asset is its natural and built environment and this needs to be protected and, where possible, enhanced so that future generations have at least the same level of opportunities that we enjoy today. The Structure Plan policies can help achieve this by safeguarding key environmental assets and guiding new development to locations that minimise environmental impact. Policies also need to ensure that new development can achieve environmental and community benefits by improving access, safeguarding public health, assisting nature conservation, helping to regenerate the built heritage and conserving and enhancing the Shetland landscape. Appropriate design guidance also has a valuable role to play.

Aim 4: To promote social inclusion

2.20 Poverty and social exclusion are issues in rural communities as in urban areas. In Shetland, they are often less visible because of the low population involved but, for the individuals and families concerned, the problems are just as great. Indeed lack of access to transport, local services, advice and care can often mean that isolation and exclusion are only too real for the less well off in our society. Particularly vulnerable are the young and older people, people with disabilities and those at home with young children.

2.21 Although restricted to land use issues Structure Plan policies can play an important role in promoting social inclusion by supporting strategies aimed at creating a better quality of life in local communities. The Plan can also guide resources to meet housing needs, provide local employment opportunities and ensure, as far as possible, that the whole community has access to the services and facilities it requires. Access to opportunities is therefore an essential element in promoting social inclusion, which is one of the main aims of this Plan.

2.22 These General Development policies apply throughout the Plan and should be read when considering all new proposals.

Shetland Islands Council, Town Hall, Lerwick, Shetland ZE1 0HB, UK
Telephone: +44 (0) 1595 693535 Fax: +44 (0) 1595 695590
E-Mail:sic@sic.shetland.gov.uk