THE STORY OF ALTON
Alton – Old Town, quaint and hoary,Figures in our country’s story,Scene of strife in long-past agesLiving still in History’s pages.
Long may Alton, bright and thriving, Form a theme for praise, and strivingStill to merit joy and gladness, Feel not Time’s mere passing sadness.
Round the scene fair memories linger, Onward points Time’s changeless finger.Hampshire’s “Old Town”, quaint and hoary,Bright be Alton’s future story.
Louisa May 1908(Local Schoolmistress and journalist)
www.altontown.co.uk
CONTENTS PAGE
1. FOREWORD 1
2. ACKNOWLEDGEMENTS 2
3. SETTING THE SCENE 33.1. The History of Alton 33.2. Alton Today 43.3. Alton Tomorrow 53.4. The Healthcheck Process 53.4.1. The Market Town Initiative 53.4.2. Formation of Alton Steering Group 63.4.3. Conducting the Healthcheck 63.5. Key Findings of the Healthcheck 83.5.1. Consultation with Local Residents 83.5.2. Consultation with Local Businesses 93.5.3. Response from Local Parishes 103.5.4. Tourism Healthcheck 113.6. The Strengths; Weaknesses; Opportunities; Threats. 12
4. THE VISION FOR ALTON 2020 13
5. ALTON 2020 – A TOWN PLAN TO SHAPE ALTON’S FUTURE 135.1. The Town Plan – by sector 145.1.1. Environment 145.1.2. Local Economy 155.1.3. Health, Community and Recreation 165.1.4. Transport and Travel 17
6. SUMMARY OF PROJECTS 19 to 25
7. ACHIEVING THE VISION 267.1. Creating a New Partnership 267.2. Communicating the Plan 267.3. Community Involvement 267.4. Monitoring, Evaluation and Review 267.5. Resources 277.6. Funding 27
8. PROGRESS TO DATE 28
9. HOW IS THE TOWN PLAN TO BE USED? 28
10. GLOSSARY 29
11. APPENDICES SCHEDULE 29
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1. FOREWORD
Welcome to Alton 2020 – A Town Plan to Shape Alton’s Future.
This plan has been developed by the community for the community and is the result of considerable localeffort and public participation, driven and managed by the Alton Steering Group. Following a process, calledthe “Market Town Healthcheck” developed by the Countryside Agency, the Plan is the result of more thantwo years work.
Most importantly it sets out a Vision for the future of Alton. This will strongly influence the way in whichAlton develops. The Plan contains a comprehensive town profile, listing services and facilities currentlyavailable to residents as well as a review of current strengths and weaknesses. It also identifies theopportunities presently open to Alton, which can safeguard and build a sustainable and prosperous futurefor the town.
Based upon this review, a number of key projects have been identified, as have potential partners whocould help bring the projects to fruition. As the plan is implemented, these projects will help secure the longterm Vision for the town.
The plan will build upon events which have recently benefited Alton: improvements to Normandy Street;the completion of a new library and the proposal to build a new Community Centre, which is out to publicconsultation. The Plan envisages further new developments to provide a “full service” town for those livingand working in Alton and its hinterland villages. It is, however, important to stress that this document is a“working document” – the process of revitalising Alton as a market town will be an evolving task and regularreview will take place to ensure that the actions and projects we propose to deliver, take account ofchanging circumstances and continue to meet the needs of all sections of the local community.
We commend this plan and ask for your continuing support and involvement as we begin the exciting phaseof implementing its proposals.
Mike HeelisFor and on behalf of Alton Town Steering Group
2. ACKNOWLEDGEMENTS
The Alton Steering Group was formed in 2002 and consists of local, enthusiastic, experienced peoplerepresenting a wide range of active groups and organisations in the town.
A large number of individuals and organisations has also given generously of their time and expertise.
Particular mention should also be made of those who gave their time to the working groups. Officers andmembers of Alton Town Council, East Hampshire District Council and Hampshire County Council havealso made a significant contribution to the Healthcheck.
Hampshire’s Market Town Co-ordinator has also provided invaluable support to this project.
Next steps.
A new body – the “Alton Town Partnership” is to be formed. It will be the “Alton Town Partnership” thatdrives the town plan, progressing, monitoring and evaluating projects and in particular, keeping thecommunity involved and informed. The “charter” for this new entity and membership is currently beingdrawn up.
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3. SETTING THE SCENE
3.1. THE HISTORY OF ALTON
Alton is an historic Market Town with considerable character, situated at the head of the Northern RiverWey valley, surrounded by stunningly beautiful Hampshire countryside. The name “Alton” derives from anAnglo-Saxon word meaning “farmstead at the source of the river”.
Evidence of a Roman posting station, or mansion, on the Roman road, running from Chichester toSilchester, has been found in the immediate area, as has a Saxon settlement. A large 7th century cemeterywas discovered and a selection of grave goods was retrieved from the site including the famous “AltonBuckle” - the finest piece of Anglo Saxon craftsmanship to have been found in Hampshire.
The first recorded Saturday market to be held in Alton was in 1288. It flourished, covering a much largerarea than the present day market square. In 1307 King Edward II presented the town with a charter giving itthe right to hold an annual fair – mainly for cattle and toys.
Vital to the life of the community was its field system, essential for agriculture and the creation of a surplus tobuy other goods. The tracks leading to the common fields were a basic feature in the town plan and itsboundaries - as they are today.
Over the centuries it has been allied to various industries including weaving, paper and brewing. Merchantswere making increasing use of the port of Southampton, passing through the town on their way to London.In this way supplies for the dyers of the locally woven cloth and brewers of the beer were obtained. Ofthese industries, only brewing remains in the town today (although the hops are no longer grown locally!).
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3.2. ALTON TODAY
Alton is a popular place to live, situated in pleasant countryside with reasonable road and rail links, and closeto many major conurbations in the southeast.
People living here identify with Alton; there is a strong sense of community with the townsfolk supportingmany voluntary organisations enjoying and participating in social, cultural and sporting activities. The sense ofcommunity, together with the fact that Alton is one of the safest places in the country to live, are just two ofthe primary reasons for Alton’s population growth.
Alton also boasts a number of public green spaces, which are cherished by the local community. Inparticular, Kings Pond; Flood Meadows; Anstey Park and Alton Public Gardens.
Alton is an interesting combination of rural and urban development. The periphery of the town is mainlygiven over to agriculture but within Alton light industry and educational facilities such as Alton College, aremajor employers.
There are two main industrial estates with smaller industrial operations elsewhere within the hinterlands.The town centre offers a limited range of distinctive “specialist” shops together with national retailers such asWoolworth and Boots. A weekly street market, and less frequent speciality markets, attract shoppers fromAlton and its’ hinterland villages.
The town has experienced growth in its housing stock over the past ten years but as household size hasdeclined, in line with national trends, so the population has grown at a slower rate and today is circa 16,600.However, the town serves approximately 34,000 people living in the town or its’ hinterland villages.
Some of these villages, such as Four Marks and Selborne, have experienced considerable growth inpopulation with increases of 25% over 13 years. Unfortunately public transport links have not kept pacewith this trend and most journeys into Alton from villages have to be made by private transport.
The town and its’ hinterland are home to several tourist attractions, such as Jane Austen’s House(Chawton); Gilbert White’s House (Selborne) and The Watercress Steam Railway. Visitors can beaccommodated in one of three hotels in the centre of Alton or “bed & breakfast” accommodation.
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3.3. ALTON TOMORROW
“By 2020 Alton will be a thriving and economically sustainable market town in which
all people living, visiting or working – feel safe, and are cared for both in mind and
body and are able to pursue activities of their choosing which enrich their lives and
help build a stronger community for everyone, whilst respecting the local
environment.”
Presented to local residents and businesses, this Vision has universal acceptance, but it cannot be achievedwithout growth – growth which local people are concerned will change the nature and character of thetown. We believe that growth is vital to ensure that present businesses thrive and that new businesses canbe attracted to Alton.
However, it is not the intention that through such growth the appeal and character of the town will becompromised. Rather we plan to build upon these strengths. Individuality will be preserved; communityspirit will be fostered; green spaces protected and the desire to live and work in Alton will be strengthened.This will be achieved by having clear and timely communication; focussed plans and activities; realistic short,medium and long term goals together with clear and agreed prioritisation.
The growth can, and must be controlled and as you read further, measures are outlined in the plan thatdemonstrate how that growth will be managed.
3.4. THE MARKET TOWN HEALTHCHECK
3.4.1. BACKGROUND
In May 2002, Alton Town Council recognised the importance of having a Vision for the future town. It wasimportant that the Vision be produced by the community, and for the community, in order to influence allthose who make decisions affecting the town. The Town Council then brought together many localorganisations to discuss how this might be achieved.
It was decided to follow the “Market Town Initiative ” process which had been developed by theCountryside Agency. Taking a “bottom up” approach, the Market Town Initiative enables local communitiesin towns and the surrounding countryside to plan their futures.
Lessons learned from towns using this “tool” and the experience of implementing resultant plans have beendrawn together by the Countryside Agency and solutions developed that can be built into futureGovernment policy and practice. In this way it is expected that funders and policy-makers will support therevitalisation of market towns.
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3.4.2. FORMATION OF ALTON STEERING GROUP
In 2002, following public consultation, The Alton Steering Group was formed. The Group is made up oflocal, experienced volunteers from within the community, representing the business, public and voluntarysectors active in Alton. Hinterland villages were also invited to take part in the process.
The aim of the Group was to create a focus for and manage the community-led action of developing a“Vision” and long term plan to ensure a “better Alton for future generations”.
Smaller Working Parties were established to focus on specific aspects of the Healthcheck.
See Appendices 1,2 & 3 for members and remit.
3.4.3. CONDUCTING THE HEALTHCHECK
During 2002 and 2003 The Alton Steering Group oversaw the implementation of the CountrysideAgency’s “Healthcheck” process.
The Steering Group/Working Parties consulted and sought input from both the general public of Alton andits hinterland villages (See Appendix 4). Consultation with key stakeholders, service providers and localbusinesses was also central to the process ensuring that all views, issues and possible solutions weregathered and taken into account at each stage when putting together the Vision.
Information was gathered relating to the quality of life in Alton together with the economic health ofcommercial enterprises. The information was both qualitative and quantitative.
The four Working Parties focussed upon
i) the economy;
ii) social and community issues;
iii) traffic and transport;
iv) the environment.
The details of the activities undertaken are set out in the following table, in chronological order:
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STAGE HEALTHCHECK PROCESS PARTICIPANTS
Stage 1. THE FACTS Steering Group; Year: 2002 Completion of Worksheets on:- Economy; Working Groups.
Environment; Social & Community; Traffic & Transport. S.W.O.T. analysis completed by each Working Group. “Snapshot” report of Alton completed, providing comprehensive profile of Alton, its community and the services it offers.
Stage 2. CONSULTATION – LOCAL RESIDENTS Steering Group/Year: 2002/3 Public meetings held to identify local issues Working Groups
Self-completion questionnaire mailed to all households Residents of Alton in Alton. 1200 responses received.Questionnaires analysed key issues identified. Draft Vision for Alton published and mailed to all households, together with 45 potential actions to be prioritised.Responses analysed and Actions prioritised.
Stage 3. CONSULTATION – LOCAL BUSINESSES & AIM/Local businesses/Year: 2003/4 COMMERCIAL ORGANISATIONS ACCI/NFU/
Business Initiatives Meetings Tourism StakeholdersInvites extended to 600 locally based businesses.Consultation - tourism stakeholders Tourism Healthcheck MeetingMystery Visitor Evaluation ACCI – A Vision for the future of Alton published.Meetings held with local NFU representatives.
Stage 4. S.W.O.T. finalised. Steering GroupYear: 2004
Stage 5. Creation of a Vision – overall, and sector visions. Steering GroupYear: 2004/5 Identification of projects
Final prioritisation of projects, with reference to local Steering Groups/resident surveys, local businesses. Discussions with AIM/Local Businesses/local parish councils. Local organisations
Stage 6. Development of: Alton 2020 - A Town Plan to Steering GroupYear: 2005 Shape Alton’s Future.
Endorsement of the Town Plan given by Alton Town Council on 11th March 2005.
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3.5. KEY FINDINGS OF THE HEALTHCHECK
3.5.1. CONSULTATION WITH LOCAL RESIDENTS – A SUMMARY IN ORDER OF PRIORITY
a) Protect and enhance all existing parks, defined green spaces and allotments, minimisingdevelopment on green spaces.
b) Produce a Town Design Statement. Ensure that any development of the town is undertaken in asympathetic and realistic manner and is supported by adequate infrastructure.
c) Pursue the enhancement of medical services including A & E capability, supported by improvedambulance and domicilliary care services.
d) Ensure that the Town Council takes as much direct responsibility as legislation allows for all aspectsof the town including planning, local services and facilities – reclaiming Alton for Altonians.
e) Pursue ways of improving the quality and range of retail facilities within the town.
f) Vigorously pursue higher standards of environmental maintenance and cleanliness throughout thetown and its surroundings.
g) Demand priority to be given to low cost housing for first time buyers and alternative types oftenure, rather than social housing. In addition, new housing should reflect the demographic andsocial needs of the town and hinterland villages.
h) Increase police presence on the streets, particularly at vulnerable times.
i) Press for traffic evaluations for through traffic and future developments in the town.
j) Introduce 24 hour CCTV in the town centre.
k) Restore the dual railway track to Farnham.
l) Work in harmony with the farming community to maintain the character and beauty of thesurrounding countryside.
m) Protect and enhance the environs of the River Wey, Cut Pound, Kings Pond and Flood Meadows.
n) Campaign for a modern integrated travel centre, with a combined railway, bus and taxi station,and adequate car parking facilities to meet the needs of both local people and tourists using theWatercress Steam Railway.
o) Work with relevant authorities to ensure the building of a replacement multi-discipline SportsCentre that reflects existing and future sporting needs.
p) Engage with young Altonians, through the creation of a Youth Council, voluntary organisations andeducational establishments to encourage citizenship of Alton and identify the facilities they wantand would use
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Further analysis of the questionnaires highlighted issues that particularly affect the youth of the town:
a) Transport links between Alton and the outlying villages, particularly at night.b) Employment opportunities in and around Alton are perceived as limited.c) There was recognition that in the future there would be a need for cheaper rental
accommodation.d) Shopping in Alton for clothes, music and skate/surfing equipment could be improved.e) Alton is not home to a fast food outlet!f) Youth club facilities should be extended and additional evening “entertainment”, such as a
disco/nightclub and mainstream cinema complex would be well received.
(Source: Postal Surveys. See Appendices 6, 7, 8 and 9 for details).
3.5.2. CONSULTATION WITH LOCAL BUSINESSES, COMMERCIAL ORGANISATIONS & FARMINGCOMMUNITY – A SUMMARY
The main concerns of the group were that:
i) The image of Alton needs to be modernised and marketed professionally.
ii) In a competitive field, Alton needs to “punch above its weight” in order to compete effectivelyagainst other similar towns for the attention of potential new businesses and also district, countyand regional resources.
iii) There are implications for the farming community, as a result of growth through the establishmentof new business parks and affordable housing developments in hinterland villages.
The group had a clear vision for the future of Alton:
“Alton should become a superior traditional Market Town with an individual and high quality retail andcommercial sector, integrated with a managed “Town Centre Events and Activities Programme”. Togetherthese would provide Alton with a vibrant and continuously evolving Town Centre and offer the districtcommunity and visitors premium shopping, service, education and employment opportunities”.
The outcome would be a town centre, coupled to and supportive of a modern industrial environment thatsustains advanced, conventional and traditional businesses and provides the circumstances for businessinitiation and long-term growth.
Alton would, ideally, be at the centre of a modern, efficient and reliable communication network, providingrapid access to the Capital, major airports, rail centres, cities and ports in the south-east of England.
(Source: Local Businesses/ACCI /NFU. See Appendices 10, 11 and 12 for details)
* ACCI view represents 100+ local business members.
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3.5.3. Response from parishes within the hinterland
When the decision had been taken to conduct the Market Town Initiative Healthcheck, Alton SteeringGroup invited Parish Councils to take part in the process. Initially, several representatives attended themeetings but unfortunately the attendance dropped off. In January 2005, the Steering Group againcontacted parish councils within Alton’s hinterland, requesting time at the next Parish Council meeting topresent the status of the Town Plan and asking for response and input. Five presentations have already takenplace. We have received feedback from 3 of these parishes. (Binsted; Four Marks and Medstead).
In summary, the parishes are reasonably satisfied with Alton as a “service centre”. However, it is clear thatresidents of the hinterland villages do not consider Alton to be a “preferred shopping destination”. Theshopping experience could be improved if there were more distinctive “specialist” shops in keeping with amarket town.
It is felt that an “incentive” might persuade specialist retailers and small businesses to establish themselves inAlton.
Any growth in the housing stock should include affordable housing to help keep young people in Alton.Public transport, and the cost thereof, is important particularly to elderly residents and again could beimproved. If this were not to happen, it would be vital to ensure that public car parking was not reducedand the costs not increased!
Finally, the character of Alton, as defined by its green spaces, buildings of interest, active sporting communityand small, specialist shops should be protected.
(Source: Written Responses. See Appendix 13 for details)
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3.5.4.Tourism Healthcheck
Alton and its’ hinterland villages are home to a number of nationally (and internationally) renowned touristattractions . These include Jane Austen’s house; Gilbert White’s house and The Watercress Steam Railway.Its’ location also makes Alton a natural “gateway” to the planned South Downs National Park.
Alton offers good, reasonably priced parking for tourists, including spaces for disabled drivers.It has a good selection of catering outlets although fewer coffee shops than would be expected.However, Alton does not cater adequately for mothers and babies, having no “Baby Change” facility in thetown or “Mother and Toddler” parking spaces.
Alton does have a good selection of both national retailers such as Boots and Woolworth as well asindependent, distinctive “specialist” retailers. However, not as many of the stores open on Sundays or after5.30pm as might be expected.
It is clear, from the Healthcheck, that Alton has the ability to attract more visitors and tourists but to do soAlton must increase awareness of its attractions and develop a consistent brand image through all itscommunications (literature/website etc). It must build upon its appeal and character to promote itself as afriendly market town.
Linking “gateways” to the town, e.g. Alton Railway Station to the market square and town centre should beimproved through better directional signage. These issues will be addressed in the Town Design Statementand the Marketing Plan for Alton.(See Economic and Environmental Action Plans)
Alton must also give consideration as to how it can increase the range of distinctive “specialist” shops toattract visitors from outside its natural catchment area to allow it to compete with other market townswithin the area, such as Petersfield.
(Source: Mystery Visitor Assessment; Postal Survey of local Accommodation & Attraction Providers; TourismStakeholder Meeting. See Appendix 15 for details)
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3.6. STRENGTHS; WEAKNESSES; OPPORTUNITIES; THREATS
Evaluating the responses from all major “stakeholders”, the SWOT analysis reveals very clearly that thereare key issues to be addressed in order to safeguard the character and appeal of the town and set it on apositive future course. Of particular concern is the town centre, which does not meet the expectations ofresidents, those working in Alton or visitors. The “exodus” of young people from Alton is also ofconsiderable concern.
The SWOT also highlights the opportunities open to Alton, such as improving the Town Centre and thesubsequent shopping and leisure experience for those living, visiting or working in Alton as well aspromoting the very enviable educational facilities based in Alton.
The redevelopment of industrial areas also provides an opportunity to rejuvenate the local economy andcreate new jobs.
In addition, the enrichment that could be offered to residents through enhanced community facilities is anopportunity to be vigorously pursued. Provisional agreement has already been received to build a new“landmark” Community Centre in Alton.
(See Appendix 14 )
STRENGTHS
Location.
Safe & CleanEnvironment.
Educational/LearningFacilities.
Sporting Facilities.
Green Spaces.
Tourist Attractions.
Healthcare Services.
The town’s markets.
CommunitySupport.
WEAKNESSES
Marketing of Alton.
Poor ShoppingCentre.
Poor provision foryoung people.
Public Transport.
Inadequate disabledfacilities/access.
Lack of affordableHousing.
Road layout andsignage.
Commuting.
OPPORTUNITIES
Manage the expansion ofAlton.
Improve marketing of Alton.
Improve Alton’s shoppingexperience.
Capitalise upon SouthDowns Park opportunity.
Improve transport services.
Improve Alton’s communityfacilities.
Development of brownfieldsites.
Strengthen Alton’semployment base.
THREATS
Inertia.
South Downs National Park.
Uncontrolled housingdevelopment.
Population balance shifts.
Large commercialdevelopments.
Quality of transport linksreduced.
Reduced number of retailers.
Sports Centre provisionreduced.
Bordon & Whitehallexpansion.
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4. THE VISION FOR ALTON 2020
At the heart of the Town Plan is the vision for the future of Alton. The Vision sets the direction of the planand guides future action. It expresses the collective desire and identifies desirable change. The Vision hasgradually evolved and has now been crystallised by the Steering Group into one all-embracing statement:
“By 2020 Alton will be a thriving and economically sustainable market town in which all
people, living, visiting or working – feel safe, and are cared for both in mind and body
and are able to pursue activities of their choosing which enrich their lives and help
build a stronger community for everyone, whilst respecting the local environment.”
5. ALTON 2020 – A TOWN PLAN TO SHAPE ALTON’S FUTURE.
THE TOWN PLAN STRUCTURE AND CONTENT
Based on the information and key findings that have been gathered during the Healthcheck process, and insupport of the Vision, a clear set of strategic aims/guiding principles has emerged.
These provide the focus for the development of the Town Plan and a framework against which to assessand prioritise emerging projects.
The projects are grouped into four sectors:
a) Environment
b) Local Economy
c) Health, Community & Recreation
d) Transport & Travel
The key projects within each sector have been categorised as short, medium and longer term according to:
i) scale of the project
ii) ease of implementation and most importantly
iii) the views and priorities expressed during the process of public consultation
Many of the projects require sustained commitment and may not be fully realised until 2020 (and evenbeyond).
It will be critical that the projects are monitored and regularly reviewed to ensure that they are trackingagainst the agreed objectives. The list of projects will also be updated or reprioritised as circumstanceschange and as new opportunities arise.
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5.1. THE TOWN PLAN – BY SECTOR
5.1.1. Environment
The Vision
• Nestling in the Hampshire countryside, Alton will continue to be a market town of uniquecharacter and history. New building developments will complement the existing architectural styleand character of Alton and will not unnecessarily interrupt the present views of the surroundinghillsides.
• Altonians and visitors will be able to appreciate and enjoy Alton’s public green spaces, which thelocal council will continue to maintain and improve.
Aims/Principles
• To protect and maintain Alton’s public green spaces and ensure that future developments do notunnecessarily interrupt the present views of the surrounding hillsides and, architecturally, integratewith the existing style and character of Alton.
• Existing accommodation, for either residential or business purposes should be fully utilised, tomeet increased demand, minimising the need for “new build”.
• Housing developments will be carefully planned and managed to provide appropriate/affordablehousing for the increased population.
Projects
Short Term (Delivery within 3 years)
� Develop a brief and commission a Town Design Statement.
� Produce an “up-to-date” schedule of buildings for public listing.
� Identify, and then monitor sites under development pressure. Identify town sites (including infilland brownfield) suitable for development.
� Develop and implement policies to manage controlled expansion of Alton.
� Develop a strategy to fully exploit the opportunity presented by the South Downs National Park.
� Lobby for improved radio and television reception.
Medium Term (Delivery within 4 -6 years)
� Determine services suitable for delegation to Alton Town Council within current legislativeconfines.
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5.1.2. Local Economy
The Vision
• Alton town centre will be the shopping destination of choice for those living and working in Altonand its hinterland villages, supporting an appealing range of distinctive “specialist” shops andattractive markets.
• Bespoke business premises will encourage new hi-tech and traditional businesses into the town,which, in turn, will provide employment for local people.
• Housing developments will be carefully planned and managed to provide appropriate, affordablehousing for the increased population, particularly young first-time buyers.
• The necessary infrastructure will be in place to support the increased population, particularlyschools, hospitals and all mains services.
• Tourists will be drawn to the town, visiting its’ attractions and using the local facilities.
Aims/Principles
• To continue to be the premier town within the East Hampshire District with a clear businessstrategy to attract new retail and commercial businesses into the town and support existingbusinesses.
• To engage and retain young people by effectively communicating the work and social benefitsAlton can offer.
• To build tourism by effectively marketing, and making easily accessible, the sites and attractions ofinterest in Alton and its outlying villages
Projects
Short Term (Delivery within 3 years)
� Commission a Planning Study to re-develop Alton Station area into mixed commercial use (start-ups and retail park).
� Develop and implement a Marketing Plan for Alton.
� Develop and implement an incentive scheme to encourage both commercial businesses andretailers currently trading elsewhere, together with “start up” businesses, to choose Alton.
� Increase appeal of town markets by attracting more varied and unusual stallholders to attend.
� Create a single website for Alton www.altontown.co.uk.
� Lobby to improve appearance of Mill Lane industrial estate.
� Develop a comprehensive service support package for both large and small businesses toimprove business effectiveness and efficiency.
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� Develop a support package for start-up businesses, providing business advice and localknowledge.
� Create B2B marketing campaign to encourage local sourcing and joint bidding for contracts.
� Develop a plan to support local farmers
Medium Term (Delivery within 4 -6 years)
� Commission a Planning Study to re-develop the Mill Lane industrial estate.
� Assist local businesses with young person recruitment by promoting at universities and careerexhibitions, as well as Alton College, Eggars School, Amery Hill and Alton Convent.
5.1.3. Health, Community and Recreation
The Vision
• Alton will continue to be a town that cares for all sections of its community where everyone feelsand is safe. Police will regularly patrol the town centre.
• A purpose-built Community Centre will provide a wide range of educational, recreational andcultural courses and activities for residents of Alton, its outlying villages and beyond.
• A new Sports and Leisure facility will offer a comprehensive choice of leisure pursuits for all toenjoy.
• Local health, welfare and social services will be further strengthened, thereby reducing the needfor residents to travel.
Aims/Principles
• To ensure Alton is a place where all citizens and visitors feel safe and are safe in their homes and inpublic places.
• Healthcare and educational service quality will be maintained whilst meeting an increased need.
• Alton will provide accessible and effective modern facilities for all members of the community whowish to participate in sporting, educational, cultural and leisure activities.
• To encourage people to both live and work in Alton, reducing the numbers of commuters.
• Alton Town Council, where possible, will manage local services.
• To safeguard the facility of a cinema and create an enhanced venue for live performances in Alton
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Projects
Short Term (Delivery within 3 years)
� Support and implement plans for the construction of a new fully accessible Community Centre.
� Investigate need for increased policing and/or CCTV in both town centre and within the largercommunity.
� Secure Sunday opening for The Allen Gallery and Curtis Museum
� Investigate how ambulance and trauma response times can be reduced.
� Lobby for review of domicilliary care services to ensure current and future demand can be met.
� Investigate how NHS dental services can be provided to meet local need.
� Develop case for 24/7 minor injuries unit and local diagnostic and treatment centre to be locatedin the town.
Medium Term (Delivery within 4 - 6 years)
� To work with relevant Authorities to ensure the construction of a new enlarged Sports Centre tocope with increased demand for both wet and dry side activities.
� Investigate options for the continued provision of cinema and live performance to meet localdemand.
� Develop a communications plan to keep residents informed of health service developments andhow to access services.
5.1.4. Transport and Travel
The Vision
• Alton and its hinterland villages will be accessible and convenient to residents, workers,commuters and visitors, having an integrated and synchronised public transport system. Improvedrail links will reduce commuting time for residents. Reliable, frequent and clean buses that use “ondemand” technology will run to outlying villages during both the day and the late evening.
• A new road layout will be in place, alleviating current traffic pressure points and making the towncentre more accessible to locals and visitors alike.
Aims/Principles
• To make Alton accessible and convenient to residents, workers, commuters and visitors, usingeither private or public transport.
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Projects
Short Term (Delivery within 3 years)
� Commission Traffic Survey to optimise traffic management in and around Alton town centre.
� Lobby Stagecoach to provide an integrated train and bus timetable.
� Monitor Cango bus scheme and if beneficial, encourage HCC to extend and develop the scheme.
� Determine feasibility of re-opening peak-time railway link between Alton and Alresford.
Medium Term (Delivery within 4 - 6 years)
� Lobby South West Trains to “dual-track” the rail line between Alton and Farnham.
Long Term (Delivery with 7 – 10 years)
� Lobby HCC to improve the A339 between Alton and Basingstoke to alleviate pressure pointsduring peak times.
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deve
lopm
ent p
ress
ure
both
in a
nd a
roun
d Al
ton
vuln
erab
le to
dev
elop
men
t and
to th
e EH
DC
; Id
entif
y ar
eas w
ithin
Tow
n bo
unda
ries (
inclu
ding
infill
su
rrou
ndin
g hi
llsid
es a
gain
st v
isuall
y Lo
cal G
roup
ssit
es a
nd b
row
nfie
ld si
tes)
whi
ch w
ould
be
suita
ble
for
intru
sive
deve
lopm
ent.
££££
£de
velo
pmen
t.2)
Bet
ter u
tilisa
tion
of si
tes s
uita
ble
for
(Ref
: EH
DC
See
App
endi
x 16
/3:3
d; 7
and
9)
deve
lopm
ent.
Out
com
e w
ill be
fed
into
To
wn
Des
ign
Stat
emen
t.
MEE
TIN
GD
evel
op a
nd im
plem
ent p
olici
es fo
r ens
urin
g m
anag
ed
Sust
ainab
le h
ousin
g de
velo
pmen
t tha
t AT
C; A
CC
I; Sh
ort &
G
RO
WIN
Gex
pans
ion
of A
lton
with
in re
ason
able
geo
grap
hic
refle
cts A
lton’
s nee
ds a
nd c
hara
cter
, EH
DC
; HC
Con
-goi
ng/H
igh
HO
USI
NG
NEE
Dbo
unda
ries a
nd w
ith a
dequ
ate
supp
ortin
g in
frast
ruct
ure.
and
prov
ides
a b
alanc
e of
hou
sing
££££
£(R
ef: E
HC
P an
d EH
DC
. See
App
endi
x 16
/2i a
nd 1
6/3:
3b;
inclu
ding
exe
cutiv
e an
d alt
erna
tive
7; 9
and
10)
socia
l hou
sing.
SDN
PTo
rese
arch
and
dev
elop
a st
rate
gy to
exp
loit
the
Incr
ease
d vi
talit
y an
d su
stain
abilit
y of
AT
C; S
DN
P Sh
ort/
oppo
rtuni
ties o
ffere
d by
the
Sout
h D
owns
Nat
iona
l Par
k.th
e to
wn.
ATP;
EH
DC
Med
ium
(Ref
: Cou
ntry
side
Agen
cy a
nd E
HC
P. Se
e Ap
pend
ix 1
6/1
££££
£an
d 16
/2iii)
TO
WN
DES
IGN
Com
miss
ion
a To
wn
Des
ign
Stat
emen
t To
wn
Des
ign
Stat
emen
t will
have
an
ATC
; EH
DC
;Sh
ort/H
igh
STA
TEM
ENT
(Ref
: Cou
ntry
side
Agen
cy, E
HD
C a
nd E
HC
P. in
fluen
ce o
n lo
cal p
lanni
ng p
olicy
.AC
CI
See
Appe
ndix
16/
1, 1
6/3:
3d a
nd 1
6/2i
ii; 7
; 9 a
nd 1
5)££
£££
Prod
uce
upda
ted
sche
dule
of b
uild
ings
to b
e co
nsid
ered
An
up-
to-d
ate
sche
dule
.Lo
cal G
roup
sSh
ort/L
owfo
r pub
lic lis
ting
££
LOC
AL
To id
entif
y se
rvice
s sui
tabl
e fo
r del
egat
ion
to A
TC w
ithin
To
enh
ance
loca
l fee
ling
of
ATC
; EH
DC
Shor
t/Hig
hSE
RV
ICES
curr
ent l
egisl
ativ
e co
nstra
ints
.(Ref
: App
endi
x 7
and
9)se
lf-go
vern
ance
.
19
6.2.
ECO
NO
MY
ECO
NO
MIC
PR
OP
OSE
D A
CT
ION
OU
TC
OM
EP
OT
ENT
IAL
TIM
ESC
ALE
/ P
RO
JEC
TS
(out
put)
PAR
TN
ERS/
CO
STS
PR
IOR
ITY
REG
ENER
AT
ION
To c
omm
issio
n a
Plan
ning
Stu
dy, f
rom
Plan
ning
A st
udy
prov
idin
g se
vera
l AC
CI;
ATC
; Sh
ort/H
igh
OF
KEY
SIT
ESC
onsu
ltant
s or A
rchi
tect
s, to
re-d
evel
op A
lton
deve
lopm
ent o
ptio
ns fo
r the
are
a.
EHD
C; A
IM;
Stat
ion
area
, the
reby
effe
ctiv
ely
linkin
g th
e to
wn
with
Th
is st
udy
wou
ld b
e th
e pr
elud
e to
a
SEED
A;th
e R
ailw
ay S
tatio
n.M
aste
r Plan
to p
ut fo
rwar
d fo
r pub
licLa
ndlo
rds;
Age
nts;
Con
sider
atio
n to
be
give
n to
mix
ed c
omm
ercia
l use
cons
ulta
tion,
onc
e Pl
anni
ng A
ppro
val
(sta
rt-up
uni
ts a
nd re
tail p
ark)
supp
orte
d by
an
impr
oved
ha
d be
en so
ught
.££
££££
sust
ainab
le tr
ansp
ort i
nter
chan
ge. (
SWT/
MH
R)(R
ef: S
EED
A. S
ee A
ppen
dix
16/4
; 10
and
11)
To lo
bby
key
decis
ion
mak
ers t
o im
prov
e th
e ap
pear
ance
An
impr
oved
, attr
activ
e w
orkin
gAC
CI;
ATC
; Sh
ort/H
igh
of M
ill La
ne in
dust
rial e
stat
e an
d to
pro
ject
- man
age
envi
ronm
ent t
o en
cour
age
new
AI
M; E
HD
C;
the
chan
ge.
busin
esse
s to
set u
p.
Land
lord
s; A
gent
s(R
ef: S
EED
A Se
e Ap
pend
ix 1
6/4;
10
and
11)
Net
job
crea
tion
targ
et: 4
00££
£££
SMA
LL
Prov
ide
supp
ort t
o sm
all b
usin
esse
s as p
er R
ural
Ente
rpris
ei)
Impr
oved
qua
lity
of se
rvice
toAC
CI;
AIM
;Sh
ort/
BU
SIN
ESSE
SG
atew
ay to
:-cu
stom
erSE
EDA
Med
ium
- C
reat
e le
arni
ng o
ppor
tuni
ties t
o bu
ild/e
xpan
d bu
sines
s ii)
Red
uced
staf
f tur
nove
r££
£££
skills
e.g
. man
agem
ent a
nd c
usto
mer
car
e sk
ills.
iii)Im
prov
ed b
usin
ess e
fficie
ncy
iii) Im
prov
ed p
rofit
abilit
y- P
ro-a
ctiv
ely
enco
urag
e an
d su
ppor
t new
bus
ines
s i)
Impr
oved
long
evity
of n
ew st
art-
ups
star
t-up
s by
prov
idin
g lo
cal k
now
ledg
e an
d bu
sines
s adv
ice.
ii)A
balan
ced
busin
ess m
ix a
s (R
ef: E
HD
C P
riorit
ies.
See
App
endi
x 16
/3:1
d; 1
0 an
d 11
)ou
tline
d in
the
stra
tegy
iii)N
ew e
mpl
oym
ent o
ppor
tuni
ties
20
21
ECO
NO
MIC
PR
OP
OSE
D A
CT
ION
OU
TC
OM
EP
OT
ENT
IAL
TIM
ESC
ALE
/ P
RO
JEC
TS
(out
put)
PAR
TN
ERS/
CO
STS
PR
IOR
ITY
STA
RT-
UP
Dev
elop
a su
ppor
t pac
kage
for s
tart-
up b
usin
esse
s,
Impr
oved
long
evity
of n
ew st
art-
ups.
AC
CI;
AIM
Sh
ort/
BU
SIN
ESSE
Spr
ovid
ing
busin
ess a
dvice
and
loca
l kno
wle
dge.
At
tract
and
reta
in m
ix o
f bus
ines
ses
££££
Med
ium
(Ref
: App
endi
x 10
and
11)
as o
utlin
ed in
stra
tegy
.N
ew e
mpl
oym
ent o
ppor
tuni
ties c
reat
ed.
To d
evel
op a
n in
cent
ive
sche
me
for “
star
t-up
” bus
ines
ses
An im
prov
ed sh
oppi
ng e
xper
ienc
e, a
ndAC
CI;
ATC
Shor
t/Hig
han
d th
ose
cons
ider
ing
relo
catin
g to
Alto
n. In
par
ticul
ar,
econ
omica
lly v
iable
tow
n ce
ntre
.££
£££
spec
ialist
/inde
pend
ent d
estin
atio
n re
taile
rs.
Few
er “v
acan
t” re
tail a
nd c
omm
ercia
l (R
efer
ence
: Cou
ntry
side
Agen
cy a
nd E
HC
P. ou
tlets
.Se
e Ap
pend
ix 1
6.1
and
16.2
ii; 1
0 an
d 11
)
Cre
ate
B2B
Mar
ketin
g C
ampa
ign,
pro
mot
ing
new
Im
prov
ed B
2B c
omm
unica
tions
and
AC
CI;
AIM
Shor
t/in
tegr
ated
web
site,
to e
ncou
rage
loca
l sou
rcin
g an
d ne
twor
king.
££
££M
ediu
mjo
int-
bidd
ing
for c
ontra
cts.
Bette
r acc
ess t
o re
leva
nt in
form
atio
n(R
efer
ence
: EH
DC
Prio
ritie
s. S
ee A
ppen
dix
16.3
:2c
and
10)
Incr
ease
d op
portu
nitie
s for
loca
l bus
ines
s to
win
loca
l con
tract
s.
BU
SIN
ESSE
SD
evel
op c
ompr
ehen
sive
serv
ice su
ppor
t pac
kage
for b
oth
i) A
busin
ess s
uppo
rt in
frast
ruct
ure
for
ACC
I; AI
M
Shor
t/EF
FIC
IEN
CY
large
and
small
bus
ines
ses t
o im
prov
e bu
sines
s effe
ctiv
enes
s sm
aller
bus
ines
ses:
££££
Med
ium
and
effic
ienc
y.ii)
Shar
ed p
rovi
sion
of se
rvice
s(R
ef: A
ppen
dix
10 a
nd 1
1)ii)
Impr
oved
loca
l kno
wle
dge/
expe
rtise
.iii)
Prov
ision
of a
“mat
chin
g se
rvice
” w
ith lo
cal p
rofe
ssio
nals.
Assis
t loc
al bu
sines
ses w
ith y
oung
per
son
recr
uitm
ent,
i) A
grea
ter a
war
enes
s, a
mon
gst
ACC
I; AI
M;
Shor
t/pr
omot
ing
thro
ugh
univ
ersit
ies a
nd c
aree
r exh
ibiti
ons,
yo
ung
peop
le o
f the
em
ploy
men
t Al
ton
Col
lege
;M
ediu
mAl
ton
Col
lege
, Egg
ars a
nd A
mer
y H
ill.op
portu
nitie
s in
Alto
n.Al
l loc
al se
cond
ary
(Ref
: App
endi
x 7;
9 a
nd 1
0)ii)
Mor
e yo
ung
peop
le e
mpl
oyed
in th
e sc
hool
sto
wn.
££££
Esta
blish
feas
ibilit
y of
offe
ring
Men
torin
g se
rvice
, usin
g i)
Prov
ide
netw
orkin
g op
portu
nitie
s.AC
CI;
AIM
Shor
t/Low
loca
l exp
ertis
e to
impr
ove
busin
ess e
fficie
ncy.
ii) C
reat
e a
regi
ster
of w
illing
par
ticip
ants
.££
£(R
ef: A
ppen
dix
10 a
nd 1
1)iii)
Dev
elop
laun
ch p
lan.
ECO
NO
MIC
PR
OP
OSE
D A
CT
ION
OU
TC
OM
EP
OT
ENT
IAL
TIM
ESC
ALE
/ P
RO
JEC
TS
(out
put)
PAR
TN
ERS/
CO
STS
PR
IOR
ITY
MA
RK
ETIN
GTo
dev
elop
a M
arke
ting
Plan
for A
lton.
To
inclu
de:
A co
hesiv
e pl
an to
effe
ctiv
ely
prom
ote
EHD
C,
Shor
t/Hig
hi)
A br
and
iden
tity
for A
lton
appl
icabl
e ac
ross
all f
orm
s of
Alto
n an
d co
mm
unica
te p
lans a
nd
Sout
hern
Tou
rist
com
mun
icatio
n in
cludi
ng d
irect
iona
l sig
nage
and
pr
ogre
ss to
key
gro
ups i
n or
der t
o Bo
ard;
ATC
;vi
sitor
info
rmat
ion.
achi
eve
the
long
-ter
m v
ision
for A
lton.
AI
M; L
ocal
(Ref
: Cou
ntry
side
Agen
cy a
nd E
HC
P. Se
e Ap
pend
ix 1
3.1
Key
grou
ps in
clude
:O
rgan
isatio
nsan
d 13
/2ii;
10;
and
15)
i) Lo
cal c
omm
unity
(tow
n an
d ££
£££
hint
erlan
d) in
cludi
ng sc
hool
child
ren
ii) R
egio
nal a
nd n
atio
nal b
usin
ess
com
mun
ities
iii)
Partn
ers,
stak
ehol
ders
and
med
ia ow
ners
iv
)Tou
rists
MA
RK
ETIN
GC
reat
e a
singl
e Al
ton
Tow
n w
ebsit
e w
ww
.alto
ntow
n.co
.uk
Ease
of a
cces
s to
info
rmat
ion
AIM
; ATC
Shor
t/Hig
h(R
ef: C
ount
rysid
e Ag
ency
and
EH
CP.
See
Appe
ndix
13.
1 ££
and
13/2
ii; 1
0)
ENH
AN
CED
To a
ttrac
t mor
e va
ried
and
unus
ual s
tallh
olde
rs to
all
Incr
ease
d fo
otfa
ll and
impr
oved
AI
MSh
ort/
MA
RK
ETS
mar
kets
.m
arke
t tow
n ec
onom
y££
Med
ium
FAR
MIN
GW
ork
with
the
Farm
ing
com
mun
ity to
bro
aden
kno
wle
dge
Loca
l plan
s tak
e ac
coun
t of t
he lo
cal
ACC
I; AI
MM
ediu
m/
and
unde
rsta
ndin
g of
agr
icultu
re, i
ts im
pact
and
its l
ocal
farm
ing
com
mun
ity re
quire
men
ts,
£££
Med
ium
depe
nden
cies w
ith sp
ecific
focu
s giv
en to
div
ersif
icatio
n.pa
rticu
larly
whe
n as
sess
ing
busin
ess
Ensu
re th
at th
e ne
eds o
f and
the
impa
ct u
pon
the
farm
ing
park
and
new
hou
sing
sche
mes
.co
mm
unity
are
con
sider
ed w
hen
deve
lopi
ng p
roje
ct p
lans,
pa
rticu
larly
relat
ed to
tran
spor
t, th
e en
viro
nmen
t and
tour
ism.
(Ref
: App
endi
x 10
and
12)
22
6.3.
HEA
LTH
, REC
REAT
ION
& C
OM
MU
NIT
Y
HEA
LTH
,P
RO
PO
SED
AC
TIO
NO
UT
CO
ME
PO
TEN
TIA
L T
IMES
CA
LE/
REC
REA
TIO
N &
(out
put)
PAR
TN
ERS/
PR
IOR
ITY
C
OM
MU
NIT
YC
OST
SP
RO
JEC
TS
SPO
RT
S &
To w
ork
with
rele
vant
Aut
horit
ies t
o en
sure
the
Supe
rior s
port/
leisu
re fa
ciliti
es fo
r all
Loca
l Aut
horit
ies;
Sh
ort-
Med
ium
/LE
ISU
RE
cons
truct
ion
of a
new
enl
arge
d Sp
orts
Cen
tre to
cop
e to
enj
oy a
nd e
ncou
rage
hea
lth, f
itnes
s EH
DC
;ATC
; M
ediu
m
with
the
incr
ease
in p
opul
atio
n.an
d w
ell b
eing
of t
he lo
cal c
omm
unity
.Al
ton
& D
istric
t (R
ef: C
ount
rysid
e Ag
ency
/EH
CP
and
EHD
C.
Spor
ts C
ounc
ilSe
e Ap
pend
ix 1
6/1
and
16/2
i and
16/
2ii a
nd 1
6/3:
1a; 7
and
9)
£££
To su
ppor
t and
impl
emen
t plan
s for
the
cons
truct
ion
of a
A
21st
cen
tury
Com
mun
ity C
entre
toAT
C; E
HD
C; H
CC
; Sh
ort/H
igh
fully
acc
essib
le C
omm
unity
Cen
tre.
prov
ide
cultu
ral,
educ
atio
nal (
U3A
/life
-Lo
cal G
roup
s(R
ef: E
HD
C. S
ee A
ppen
dix
16/3
:1a;
7 a
nd 9
)lo
ng le
arni
ng) a
nd le
isure
facil
ities
for
£££
both
disa
bled
and
abl
e pe
ople
alik
e.
To in
vest
igat
e op
tions
for t
he c
ontin
ued
prov
ision
of c
inem
a A
perm
anen
t, se
cure
loca
l Cin
ema
and
ATC
; EH
DC
; M
ediu
m/
and
live
perfo
rman
ce to
mee
t loc
al de
man
d.Th
eatre
ven
ue.
Com
mun
ity
Med
ium
(Ref
: Cou
ntry
side
~Ag
ency
/EH
CP.
See
Appe
ndix
16/
1 an
d As
socia
tion;
16/2
i and
9)
Palac
e C
inem
a££
££
To lo
bby
for A
llen
Gall
ery
and
Cur
tis M
useu
m to
ext
end
Incr
ease
d vi
sitor
s to
Alto
n on
Sun
days
.AT
C; H
CC
;EH
DC
Shor
t/op
enin
g ho
urs.
££M
ediu
m(R
ef: C
ount
rysid
e Ag
ency
. See
App
endi
x 16
/1 a
nd 1
5)
SAFE
TY
To e
stab
lish
a w
orkin
g gr
oup
to d
evel
op a
cas
e fo
r Re
duce
d va
ndali
sm a
nd A
.S.B
. as a
AT
C; W
orkin
g Sh
ort/
incr
ease
d po
licin
g in
bot
h th
e to
wn
cent
re a
nd th
roug
hout
re
sult
of h
ighe
r visi
bilit
y po
licin
g an
d G
roup
; M
ediu
mth
e co
mm
unity
, tar
getin
g vu
lner
able
tim
es a
nd p
laces
as
bette
r pub
lic e
nviro
nmen
t.Lo
cal P
olice
; AC
CI
wel
l as C
CTV
.££
(Ref
: EH
CP.
See
Appe
ndix
16/
2iii;
7 a
nd 9
)
23
HEA
LTH
,P
RO
PO
SED
AC
TIO
NO
UT
CO
ME
PO
TEN
TIA
L T
IMES
CA
LE/
REC
REA
TIO
N &
(out
put)
PAR
TN
ERS/
PR
IOR
ITY
C
OM
MU
NIT
YC
OST
SP
RO
JEC
TS
HEA
LTH
&To
wor
k w
ith N
orth
Ham
pshi
re P
rimar
y C
are
Trus
t Fa
ster
acc
ess t
o tre
atm
ent.
ATC
; Sh
ort/H
igh
EDU
CA
TIO
Nto
pro
vide
:N
orth
Han
ts P
C T
rust
i) 24
/7 m
inor
inju
ries u
nit i
n th
e to
wn.
G
PSIs
(G.P.
s with
Spe
cial I
nter
est).
££
ii) A
loca
l Diag
nost
ic &
Tre
atm
ent C
entre
. C
ISS
(Com
mun
ity N
ursin
g).
(Ref
: EH
CP.
See
Appe
ndix
16/
2ii;
7 an
d 9)
To c
reat
e aw
aren
ess o
f loc
al se
rvice
s ava
ilabl
e an
d ho
w
Loca
l res
iden
ts w
ill ha
ve im
prov
ed
ATC
; Nor
th H
ants
Shor
t –
to a
cces
s the
m.
conf
iden
ce in
loca
l ser
vice
s.Pr
imar
y C
are
Trus
tM
ediu
m/
(Ref
: EH
DC
. See
App
endi
x 16
/3:1
b; 7
and
9)
££M
ediu
m
To re
view
cur
rent
and
futu
re se
rvice
requ
irem
ents
for
Resp
onse
tim
e to
a c
all-o
ut is
AT
C; H
ants
Am
bulan
ce
Shor
t/am
bulan
ce/tr
aum
a se
rvice
to e
nsur
e re
spon
se ti
me
is re
duce
d.N
HS
Trus
tM
ediu
mm
ainta
ined
/impr
oved
.££
(Ref
: EH
CP.
See
Appe
ndix
16/
2ii;
7 an
d 9)
To lo
bby
for a
revi
ew o
f dom
icillia
ry c
are
serv
ices t
o m
eet
Adeq
uate
dom
icillia
ry se
rvice
s for
the
ATC
; HC
C;
Shor
t/cu
rren
t nee
ds a
nd th
ose
likel
y of
a b
igge
r pop
ulat
ion.
antic
ipat
ed g
row
th in
pop
ulat
ion.
Socia
l Ser
vice
s.M
ediu
m(R
ef: E
HC
P. Se
e Ap
pend
ix 1
6/2i
i; 7
and9
)££
To e
ncou
rage
mor
e de
ntist
s to
set u
p pr
actic
e in
Alto
n.
Adeq
uate
den
tistry
pro
visio
n in
Alto
nAT
C; F
DP
Shor
t/(R
ef: E
HC
P. Se
e Ap
pend
ix 1
6/2i
i)fo
r inc
reas
ed si
ze o
f pop
ulat
ion.
££M
ediu
m
YO
UT
HTo
con
tinue
to w
ork
with
Alto
n &
Dist
rict Y
outh
Cou
ncil
Youn
g pe
ople
hav
e ac
cess
to lo
cal
ATP;
You
th S
ervi
ce;
On-
goin
gIN
TER
EST
San
d th
e D
istric
t You
th S
ervi
ce to
pro
vide
leisu
re a
nd c
ultu
ral
even
ts a
nd v
enue
s whi
ch m
eet t
heir
ADYC
activ
ities
/ven
ues t
o m
eet n
eed
of y
oung
loca
l peo
ple.
requ
irem
ents
.(R
ef: A
ppen
dix
16; 7
and
9)
24
6.4.
TRA
NSP
ORT
& T
RAVE
L
TR
AN
SPO
RT
&P
RO
PO
SED
AC
TIO
NO
UT
CO
ME
PO
TEN
TIA
L T
IMES
CA
LE/
TR
AV
EL(o
utpu
t)PA
RT
NER
S/P
RIO
RIT
Y
PR
OJE
CT
SC
OST
S
PU
BLI
CLo
bby
SWT
to d
oubl
e th
e ra
il lin
e to
Far
nham
.Sh
orte
ned
com
mut
er jo
urne
ys a
nd
ALU
A; A
TCM
ediu
m/
TR
AN
SPO
RT
(Ref
: Cou
ntry
side
Agen
cy a
nd E
HC
P. m
ore
frequ
ent t
rain
s££
£H
igh
See
Appe
ndix
16.
11 a
nd 1
6.2i
i; 7a
nd 9
)
Esta
blish
feas
ibilit
y of
re-o
peni
ng lin
e at
pea
k tim
es, f
rom
M
ore
conv
enie
nt fo
r com
mut
ers/
AL
UA;
Mid
Han
ts R
ail;
Shor
t/Low
Alto
n to
Alre
sford
via
Four
Mar
ks a
nd M
edst
ead.
re
duce
d co
nges
tion
at A
lton
Rail
way
N
ew A
lresfo
rd T
own
(Ref
: Cou
ntry
side
Agen
cy a
nd E
HC
P. Se
e Ap
pend
ix 1
6/1
Stat
ion
Cou
ncil;
an
d 16
.2ii;
7 a
nd 9
)££
£
To lo
bby
Stag
ecoa
ch to
inte
grat
e its
train
and
bus
tim
etab
les
Tim
etab
led
links
bet
wee
n bu
ses a
nd
ATC
; Sou
th W
est
Shor
t/to
and
from
Alto
n.
train
s to
impr
ove
publ
ic tra
nspo
rt Tr
ains;
Stag
ecoa
ch;
Med
ium
(R
ef: C
ount
rysid
e Ag
ency
and
EH
CP.
serv
ice b
etw
een
tow
n ce
ntre
and
stat
ion.
AT
CSe
e Ap
pend
ix 1
6/1
and
16.2
ii; 7
and
9)
£££
Mon
itor C
ango
bus
sche
me
to e
stab
lish
usag
e an
d Im
prov
ed “o
n de
man
d” se
rvice
s H
CC
Shor
t/en
cour
age
HC
C to
dev
elop
sche
me
outs
ide
peak
hou
rs b
etw
een
Alto
n££
£M
ediu
m(R
ef: C
ount
rysid
e Ag
ency
and
EH
CP.
and
hint
erlan
d vi
llage
s.Se
e Ap
pend
ix 1
6/1
and
16.2
ii; 7
and
9)
BA
SIN
GST
OK
E/Lo
bby
HC
C to
impr
ove
A339
An e
ffect
ive
road
and
tran
spor
t lin
k to
H
CC
Long
/Low
TH
AM
ES(R
ef: E
HC
P. Se
e Ap
pend
ix 1
6.2i
i)Ba
sings
toke
/Rea
ding
(As g
ood
as lin
ks
££V
ALL
EY L
INK
Sto
Win
ches
ter)
ALT
ON
TR
AFF
ICC
omm
issio
n Tr
affic
Sur
vey
Impr
oved
traf
fic fl
ow in
and
aro
und
Stak
ehol
ders
;Tra
nspo
rt Sh
ort/H
igh
MA
NA
GEM
ENT
(Ref
: EH
CP.
See
Appe
ndix
16/
2ii;
7; 9
and
15)
Alto
n to
wn
cent
re, p
artic
ular
ly B
utts
gr
oups
; HC
C; E
HD
CSU
RV
EYBr
idge
s. Im
prov
ed a
cces
s for
visi
tors
; ££
£££
less
traf
fic c
onge
stio
n; e
asie
r disa
bled
ac
cess
and
opt
imal
traffic
calm
ing
mea
sure
s in
the
tow
n ce
ntre
KEY
Tim
esca
le: S
hort
= 0
- 3
year
s; M
ediu
m =
4 –
6 y
ears
; Lon
g =
7-1
0+ y
ears
C
ost:
£= £
10s;
££=
£100
s; £
££=
£000
s; £
£££=
£100
00; £
££££
=£1
00,0
00+
25
7. ACHIEVING THE VISION
7.1. CREATING A NEW PARTNERSHIP
As the project moves into another stage of development, the Steering Group also expects to change and iscurrently considering its future development. Its’ remit will be to act as the new vehicle to deliver the aimsof the town plan, and to be the primary communication vehicle, keeping stakeholders informed of progressagainst objectives. It will also work to facilitate and promote all of the projects once the town plan has beenadopted.
Alternative names and structures for the new body are currently under consideration. Until agreed, the“working title” of the new body is “ Alton Town Partnership “.
7.2. COMMUNICATING THE PLAN
Effective communication is seen as critical to success and considerable effort will be made to ensure that allstakeholders are continually briefed and kept updated. Furthermore, full engagement of Altonians andresidents within the hinterland must be maintained if implementation of the plan is to be achieved. It isintended that all communication be channelled through Alton Town Partnership, with one member of thePartnership having specific responsibility for communication .
7.3. COMMUNITY INVOLVEMENT
The Town Plan was developed “by the people for the people” .A high level of community involvement hasalready been demonstrated throughout the whole of the consultative period and in particular throughexceptionally high response rates to the postal survey and through attendance at public meetings. Theinterest and participation of the local people must be maintained. Alton Town Partnership will ensure that bydeveloping an effective communications strategy and holding regular public meetings the public will remainengaged in the process.
7.4. MONITORING, EVALUATION & REVIEW
Alton Town Partnership will establish a process of monitoring, evaluation and review. Each action planproject will be set up with carefully defined time, cost and performance parameters. It will be the role ofeach “Project Manager” to manage their respective projects, reporting to Alton Town Partnership.
As stated previously, the Town Plan will be subject to change as circumstances alter and/or local or centralgovernment policies change. A process to monitor change will be developed and agreed by Alton TownPartnership.
26
7.4.1. Monitoring
Each project will be assigned a Project Manager who is likely to be a community member. Their role will beto closely monitor each project against the project objectives. He/she will be accountable to the Chair ofAlton Town Partnership for delivery of the project within agreed parameters.
7.4.2. Evaluation
Each project will be fully evaluated, on an agreed staged timetable and against the project criteria principally,but not exclusively to cover:
i) Scope
ii) Budget
iii) Timeline
iv) Measurable results as outlined in the project plan.
7.4.3. Review
Alton Town Partnership will review each project against the agreed project scope on a frequent basis.Should circumstances change during the lifetime of the project, which require amendments to the originalplans, these will be assessed and acted upon where necessary to ensure a successful delivery. Amendmentsto project plans must be agreed by the Project Team and endorsed by the Alton Town Partnership prior tobeing adopted.
7.5. RESOURCES
Initially, work towards development of the town plan was conducted on a voluntary basis with some smallfinancial support from Alton Town Council and E.H.D.C. Additionally the Council also kindly provided freeuse of the Town Hall and a range of administrative support. Key to delivery of the town plan has been andwill continue to be the selfless dedication of volunteers.
7.6. FUNDING
A Resource and Funding budget will be required to bring the town plan to fruition and will be theresponsibility of Alton Town Partnership.
27
8. PROGRESS TO DATE
A number of actions, which have been suggested during the process of developing the vision, have alreadybeen achieved prior to the publication of this document.
i) A youth council has been established in Alton with multi-agency support, giving young people anopportunity to put their views across.
ii) In recognition of the benefits of managing open spaces locally, ownership of Flood Meadows wastransferred from East Hampshire District Council to Alton Town Council in 2004.
iii) Members of the steering group have also been involved in the project to develop a newcommunity centre for Alton; a proposal that received strong support in community surveys.
iv) The feasibility of installing CCTV for Alton is currently being explored by a number oforganisations working in partnership.
9. HOW IS THE TOWN PLAN TO BE USED ONCE PUBLISHED?
The primary purpose is to influence planning at regional and local levels, linking into Regional DevelopmentPlans and Local Development Framework and to influence the Community Partnership Strategy.
The Plan will also support any project requiring external funding. In this instance it is likely that the fulldocument, including all the supporting evidence, will need to be available to potential funding partners.
An Executive Summary will be made available in the first instance. Should it be specifically requested, the fulldocument will be provided.
A précised version will also be available and used as the basis for further consultation across the town and asa stimulus to further extend involvement and ownership amongst voluntary and statutory organisations andordinary townsfolk. It is likely to be a folded A4 leaflet.
28
GLOSSARY
ALUA Alton Line Users Association
ADYC Alton & District Youth Council
ATC Alton Town Council
ATP Alton Town Partnership
ACCI Alton Chamber of Commerce and Industry
AIM Alton Initiatives Management Ltd
EHDC East Hampshire District Council
EHCP East Hampshire Community Partnership
FDP Family Dental Practitioners
HCC Hampshire County Council
NFU National Farmers Union
SEEDA South East England Development Agency
MRF Materials Recycling Facility
SWT South West Trains
29
APPENDICES SCHEDULE
1. Members of Steering Committee
2. Remit of Steering Committee
3. Members of Working Parties
4. List of parishes within hinterland, plus Map
5. Snapshot Report
6. Healthcheck Worksheets
7. First Local Residents QuestionnaireAnalysis of results
8. Draft Vision 2020
9. 2nd Local Resident consultation results
10. ACCI Vision
11. Local Business Initiatives Meeting
12. NFU Response
13. Parish Council Responses
14. Full SWOT
15. Mystery Shopper Town Audit
16. Government Agency Strategies