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THE STORY OF ALTON Alton – Old Town, quaint and hoary, Figures in our country’s story, Scene of strife in long-past ages Living still in History’s pages. Long may Alton, bright and thriving, Form a theme for praise, and striving Still 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
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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

A plan to shape Alton’s futureJULY 2005 / ISSUE 1

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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6.1.

EN

VIRO

NM

ENT

ENV

IRO

NM

ENTA

LP

RO

PO

SED

AC

TIO

NO

UT

CO

ME

PO

TEN

TIA

L T

IMES

CA

LE/

PR

OJE

CT

S(o

utpu

t)PA

RT

NER

S/C

OST

SP

RIO

RIT

Y

FUT

UR

EId

entif

y, th

en m

onito

r site

s like

ly to

com

e un

der

1) A

fford

pro

tect

ion

to si

tes

ATC

; AC

CI;

Shor

t/Hig

hD

EVEL

OP

MEN

TS

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

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23

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24

6.4.

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00; £

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=£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


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