Archived decisions
CONSULTATION DRAFT
SPRING 2004
Appendix A
CHANGING LIVES -
THE COMMUNITY STRATEGY
FOR THE
NEW FOREST DISTRICT
2004 - 2007
Prepared by the Changing Lives Partnership
- the Local Strategic Partnership for the New Forest District
PLEASE RESPOND BY 26 APRIL 2004 USING THE PRO-FORMA PROVIDED AT THE END OF THIS DOCUMENT
CONTENTS
Page | ||
1 |
Foreword by the Members of the Changing Lives Partnership |
2 |
2 |
Introduction to the Community Strategy |
4 |
3 |
The Changing Lives Partnership |
5 |
4 |
This Very Special District of Ours? |
6 |
5 |
Our Vision for 2025 |
7 |
6 |
Topic Chapters |
8 |
a Children and Young People b Community Safety c Economy d(i) Environment - Built d(ii) Environment - Natural d(iii) Environment - Quality/Protection e Health f Housing g Leisure h Lifelong Learning i Older People j Tourism k Transport |
9 11 13 16 18 20 26 30 33 36 38 40 42 | |
7 |
Future Reviews |
46 |
8 |
Quality of Life Measures |
47 |
9 |
Key Abbreviations |
51 |
10 |
Index |
53 |
1. FOREWORD BY THE MEMBERS OF CHANGING LIVES PARTNERSHIP
When we were asked to be part of the Changing Lives Partnership we were enthused by the prospect of what it could achieve. It is difficult to argue with the basic principles of working together towards a common goal, attracting and making best use of resources, sharing best practice and information and improving service delivery. All of us are adamant that the Partnership is not going to become a talking shop. Instead it will be focused on action.
It has taken two years to arrive at this point where we have a draft strategy but the time had been well spent understanding the issues facing this District and putting in place the infrastructure to deliver the strategy.
Being a member of the Changing Lives Partnership means commitment from our own organisations to make it work. This has challenged and will continue to challenge some of our ways of working. We all need to give a little for the Partnership to flourish, breaking down organisational barriers to benefit the public. With fewer barriers we are all looking at ways of working together more efficiently and effectively. This includes our work in communities. There is some way to go and whilst it will take time to move from where we are now to where we want to be - with everyone on board, we will make a real difference and add value to existing ways of working.
This Strategy is the start, not the finish as it brings together for the first time a vast array of resource from a wide variety of agencies and sets out an ambitious programme to develop the communities of the District over the next two decades. Priorities and action are bound to change during that time but the overall objective to improve the quality of life for present and future generations will be the guiding principle.
Michael Clowes Michael Seddon
Community First Forestry Commission
Pat Dark Barry Talbot
GOSE Hampshire Constabulary
Cllr Mrs Patricia Banks Cllr David Kirk
Hampshire County Council Hampshire County Council
Carlton Kerr John Korbey
Hampshire Fire and Rescue New Forest Association of Local Councils
John Sanger Laurence Baughan
New Forest Association of Local Councils New Forest Business Partnership
Celia Burgess Ted Johnson
New Forest Citizens' Advice Bureaux New Forest Committee
Cllr Maureen Holding Cllr Maureen Robinson
New Forest District Council New Forest District Council
Anand Chitnis Angela Jeffrey
New Forest Primary Care Trust New Forest Primary Care Trust
Christine Ames Mike Snell
New Forest Tourism Association Post 16 Education
Wayne Morris
Registered Social Landlords
2. INTRODUCTION TO THE COMMUNITY STRATEGY
The focus of the Community Strategy and the Changing Lives Partnership which has put it together, is on improving the Quality of Life for present and future generations. But what does that really mean?
The Changing Lives Partnership recognises that the challenge is to improve the quality of life by seeking solutions that benefit the economy, the environment and the social well being of people at the same time. On some occasions it may be necessary to minimise the negative impacts, rather than maximise the positive benefits.
The Strategy offers something for everyone, now and for the future. The outcomes from the Changing Lives Conference in July 2002 and the responses to the Draft Issues Report in Spring 2003 created a clear picture of:
- the priority issues facing this District;
- an understanding of who was already doing what towards those issues; and
- new ideas for making a positive impact on these issues.
These outcomes can be viewed on the Changing Lives website www.changinglivesnewforest.gov.uk
To show how we can meet these priorities the Partnership will approach them by creating better access - for people, for business and for the natural environment and by adopting the principle of prevention is better than cure. These two themes cut across all the topic chapters contained in the Strategy. The actions identified in the topic chapters come from the priorities identified by all the inputs into the process so far.
This is not a strategy that works in isolation. It is backed up by many specific strategies that have growing partnership dimensions to them. The outcomes from this strategy will work within and complement the framework that operates at all levels of governance eg national priorities, regional strategies, Hampshire Community and other strategies, town and parish plans etc.
We feel that one of the strengths of the Strategy is the way in which the topics interlink with each other and action under each seeks positive impacts across a range of topics. The topic chapters also reflect partnership working. For each topic there exists a Community Action Network (CAN) in action or in development. These CANs provide the resource, expertise and commitment not only to deliver the actions identified in this strategy but also much larger work programmes which are geared towards improving the Quality of Life. Each CAN will be also working to identify action each year for inclusion in the annual action planning process. Details of each CAN are included on www.changinglivesnewforest.gov.uk
As the topics are interlinked so are the CANs. They will need to work together in order to identify the best solutions and make the best use of resources.
3. THE CHANGING LIVES PARTNERSHIP
The Partnership was formed in November 2001 following consultation and involvement of a wide range of organisations.
Why `Changing Lives'? Two reasons: it recognises that society has changed and will continue to change and that all the agencies within the Partnership impact in some way on peoples lives.
The Partnership brings together public, private and voluntary sector organisations covering economic, social and environmental interests. By working together the Partnership seeks to add value in delivering shared outcomes.
Who is involved? Everyone. Most importantly it is about communities themselves. Communities can input into the process through parish, town, district and county councils. There are many specific initiatives taking place that are driven by a desire to understand individual communities better and gearing resources to meet their priority needs. These include the Countryside Agency's Market Towns and Vital Villages initiatives that are being considered or are taking place in New Milton, Brockenhurst, Fordingbridge, Hythe & Dibden, Lymington & Pennington, Ringwood, Godshill, Hyde, Hordle and East Boldre and the Participatory Needs Assessments (PNA's) so far undertaken in Martin, Calshot and Pennington. These are growing areas of work at a locality level. Communities are not just about localities but are also communities of interest such as older people, young people, sports clubs, tourism industry etc. The work of the CAN's will do much to improve the way agencies work together with all communities. So, it is not just about agencies operating at a strategic level but it is about agencies operating together on the ground.
This is a massive agenda and it is very early days. The Partnership has put many of the building blocks in place in order to move forward: - The Changing Lives Strategic Core Group has attracted the lead people from each of the major agencies operating in the District; the Changing Lives Community Action Team (CAT) - the Partnership's Operational Group meets every 2 months and works together between meetings to drive the agenda forward; the Community Action Networks that cover each of the topics included in the Community Strategy are a key resource to deliver the strategy. They will also work with the communities themselves who are willing to become engaged in issues relevant to them.
The Partnership will continue to develop alongside the development of the Community Strategy and time will tell how far it moves forward towards being a totally integrated Partnership.
4. THIS VERY SPECIAL DISTRICT OF OURS?
There is no doubt that for many of us, living or working in or visiting the New Forest District is a real privilege. We do not have many of the pressures that are found in some inner city communities. We do not have a major problem with unemployment, crime levels are relatively low, people living here enjoy longer life than in most areas and our environment is exceptionally good - amongst the finest in Europe. It is often considered that our Quality of Life is therefore very good. But for those who do not have a job, who suffer with crime or poor health or who cannot enjoy what the District has to offer, Quality of Life is not so good. This is made worse by being surrounded by a reasonably affluent society.
The general picture of rural affluence ignores some interesting social statistics in the District:
- Although 42% of the District's 72,000 households have two or more cars it is noticeable that in a primarily rural district, more than 10,000 have none.
- There are still 200 households without their own bathroom and toilet facilities.
- There are more than 5,000 single parent households.
- The District is 98.8% white and 80% Christian, yet the needs of the almost 2,000 people from ethnic minorities, 400 of whom practise other religions must be addressed.
When compared with other districts in the South East of England this District is amongst the seven most disadvantaged in terms of accessibility of services for rural people. This includes access to information, cash, health, education and public transport services. The District is the fifth most deprived area in Hampshire. Three wards are in the top 10% of the most deprived wards in England and the worst 10 in Hampshire when judged against access by people on low incomes to essential services (post offices, food shops, GP's, primary schools). There are seven more New Forest wards within the top 25% of most deprived wards in England and in the worst 45 in Hampshire. There are some small pockets of unemployment, businesses have some difficulties if they wish to expand or relocate within the District.
The general affluence of the area creates pressures on the housing market with house prices in the District over 40% above the National average. First time buyers now need an income above £30,000 in order to buy a new home in the District. Many cannot afford that. More than 2,800 applicants are currently on the District Council's Housing Waiting List.
Our overall population is 170,000 - the second highest amongst all non-metropolitan districts in England. The age profile of the District shows an above average retired and elderly population. Almost 20,000 people (12%) are over 75. Some wards have as many as 25% of residents over 75, rates that are amongst the highest in the country. The provision of adequate social care for the elderly is a major issue in this District.
The needs of the young cannot be overlooked. The District contains a population of almost 46,000 infants, children and teenagers, again with certain wards containing populations above the national average.
The District's very special environment has real pressures placed upon it - the desire for development, the increasing number of cars, changes in the rural economy, the high level of visitor use and the loss of wildlife. Although we tend to think in terms of conservation there is the potential for improvement in the quality of what we currently enjoy.
So there is much to do to not only preserve current economic, social and environmental conditions but also to improve them.
5. OUR VISION FOR 2025
As with any strategy there needs to be clarity about what is trying to be achieved: In the case of the Community Strategy the question is
`What do we want this District to be like in the future?'
Many of the benefits coming out of the actions identified in the Chapters that follow will be evident in the next year or so. Some actions will take longer to impact. Each action that comes through future Changing Lives initiatives needs to make a contribution towards achieving this end product - the Vision for the District.
In 2025 the New Forest District will be a place where
- all people have opportunities to enjoy safe and healthy lifestyles develop as individuals and shape the communities in which they live;
- businesses thrive within a local economy that harmonises with the special environment and provides everyone with sufficient resources to enjoy plenty of lifestyle choices; and
- the natural and built environment provides opportunities for diversity of nature, the health, education and enjoyment of everyone whilst making a significant contribution towards the local economy.
6. TOPIC CHAPTERS
a Children and Young People
b Community Safety
c Economy
d(i) Environment - Built
d(ii) Environment - Natural
d(iii) Environmental Quality/Protection
e Health
f Housing
g Leisure
h Lifelong Learning
i Older People
j Tourism
k Transport
a. CHILDREN AND YOUNG PEOPLE
OBJECTIVE
The Children and Young People's Community Action Network (CAN) is committed to achieving the best opportunities and highest quality services for every child and young person whatever his /her background or ability. This means every child and young person having the opportunity to:
_ Develop a healthy life style, emotional well-being and confidence.
_ To enjoy their childhood
_ Achieve personal goals and ambitions
_ Develop the skills and self confidence to make fully informed choices for themselves
_ Develop an understanding of their rights and responsibilities as citizens and members of their community
_ Live in a safe and secure environment
CURRENT POSITION
Our key actions for this section of the Community Strategy have been formed against the background of `Changing Lives' consultation and the proposed Government reforms outlined in ` Every Child Matters ` and the `National Service Framework for Health'. The proposals and reforms are poised to change the way services for children and young people are developed and delivered locally.
Within Hampshire, consultation is taking place around these reforms. The proposals include strengthening communication and information sharing across all key agencies taking an overview of children and young people's services. This will be achieved through multi partnership working and ensuring participation in the development of local services by children, young people, families and carers.
The Children and Young People's CAN is well placed to take the lead at District level, working within the structure of the emerging County plans and will maintain a strategic overview of all relevant service plans.
Our actions include the formation of a New Forest Children and Young People's Partnership, bringing together different parts of the local system, including statutory, voluntary and community sectors. In effect, this will be the development of the existing CAN. The Partnership will seek to improve information sharing, add value to development and delivery of services and give a cohesive, co-ordinated and creative local response. In addition the Partnership will address the key issues brought forward through the `Changing Lives' consultation.
The Children and Young People's CAN will establish appropriate links with other CANs to ensure the needs of children and young people are considered in the widest context of community planning
KEY PRIORITY ISSUES
1 Support those working with children and young people through guaranteed funding e.g. youth workers
2 Provide activities for young people out of school hours
3 Focus on empowering parents (eg responsibilities, education and support)
4 Value children and young people and help them to value themselves
5 Focus on preventative services and early intervention
6 Improve access to services for children and young people and their families (eg transport, increased provision, affordability)
ACTION (References in ( ) relate to priority issues above)
b. COMMUNITY SAFETY
OBJECTIVES
_ Reduce crime and disorder
_ Enhance community reassurance
_ Improve community awareness of crime and disorder, tackle anti-social behaviour, and empower the communities and individuals in taking personal responsibility.
CURRENT POSITION
Crime and Disorder figures clearly show that the New Forest is a safe place to live, work and visit but we need to make it safer still. The responsibility for this is not just with the Police or the Council but with all partners and the community itself. We need support from multi-agencies and the public in order to achieve improvements.
Every three years a major Crime & Disorder Audit is carried out which identifies the priorities over the coming years.
In order to deliver the objectives, the Community Safety Partnership is made up of a number of groups. These are:
_ The Community Safety Strategy Group
_ The Community Safety Operational Group
_ Action Groups tackling individual priorities
This partnership forms the Community Safety Community Action Network. Dealing with anti-social behaviour has become a major issue. Tools such as ABCs (Acceptable Behaviour Contracts) and ASBOs (Anti Social Behaviour Orders) are useful in tackling this issue. The community has cited youth crime and youth nuisance as one of the highest areas of concern. While it is a minority of people who persistently behave in a way that ruins the lives of those around them, they have a disproportionate effect. The 2001 Crime Audit discovered when talking to young people that they feel that there is nothing to do in such a rural district, therefore the priority of providing diversionary activities for young people emerged and fits well with the themes of the Community Strategy. One of the challenges ahead is to better recognise the many positive contributions made by young people within our communities and to promote this amongst others.
There are a variety of sources of funds for crime and disorder; the Community Safety Strategy Group oversees the Building Safer Communities Fund of the Home Office. In addition to this the Police have also been given a fund known as the Basic Command Unit Fund for dealing with local issues. In 2003/4 a large proportion of these funds were spent on diversionary activities for young people and for putting mechanisms in place to deal with the effects of their behaviour, for example, the Acceptable Behaviour Contracts Officer.
The Community Safety Strategy is delivered by yearly action plans that are submitted to and approved by the Government Office in March. Projects can change on an annual basis according to the Government's priorities and the local needs of the community. The Changing Lives consultation `flagged up' two further priorities not specifically included in the Community Safety Strategy - Communication and Victims - however these issues are being addressed through the individual projects. It is anticipated that the Crime Audit 2004 - 2005 will also identify these two other priorities.
The District Council, County Council, Police, PCT and Fire and Rescue Service all have a statutory duty under the Crime & Disorder Act to work together to reduce crime and disorder. However, it is clear that we need to work wider than this in order to deliver real benefits for the community. The Changing Lives Partnership provides opportunities to achieve this.
KEY PRIORITY ISSUES
1 Reduce car crime per 1000 population
2 Reduce domestic violence and hate crime
3 Deal with youth diversion, offending and victimisation
4 Reduce crimes of criminal damage and vandalism
5 Reduce the fear of crime
6 Prevent drug and alcohol abuses and related crime
7 Reduce anti-social behaviour
8 Increase road safety and reduce the number of child casualties
ACTION (References in ( ) relate to priority issues above)
c. ECONOMY
OBJECTIVE
To facilitate a sustainable and growing economy for the District that creates economic and employment opportunity while making full use of the District's assets.
CURRENT POSITION
Economic activity in the District forms part of the wider regional, national and international economies, and therefore has strong external relationships and controlling factors which lie outside the District.
While there are a number of shared issues, both within specific sectors or in specific locations, the nature of economic activity is diffuse, with over 5,500 businesses in urban and rural locations seeking to achieve their own business targets.
There have been significant changes in the District economy over the last ten years. The closure of many of the larger employers has led to a more diverse business community without any marked sectoral dependence. There is an increasing proportion of small businesses, with over 90% of firms now having less than 10 employees.
The District mirrors national trends in two ways. There has been a reduction in full-time employment and a growth in part-time jobs. At the same time there has been a long-term trend decline in manufacturing and a growth of service employment. Together, these have resulted in increased female employment, with females now constituting 50% of the workforce. The District experiences relatively low unemployment (0.9% at Aug 03 compared with 2.6% for GB). Much of the new part-time employment which has been created is in relatively low paid service sectors, resulting in District incomes which are close to the national average. With housing in the District being relatively expensive, this in turn has led to issues affecting the affordability of housing.
The economic strategy for the New Forest, developed with significant inputs from business, saw the improvement of relations between business and the Council as a key priority. This establishment of the New Forest Business Partnership, based on a charter between the Council and business, has started to address this issue.
The relationship between business and regulatory agencies is often ambivalent and occasionally unsatisfactory. While public sector contact and influence on business varies according to the sector, it can occasionally be very significant, especially at the level of the individual company. While some business institutions in the District have been effective, they tend to represent local areas or specific sectors, and there has been no single voice to represent the general business interest, and this has in turn reduced the potential for effective views to be expressed and relationships to be established.
Economic prosperity lies at the heart of improving the health and wellbeing of people, promoting social inclusion, and funding the achievement of higher environmental standards. While public sector influence on the local economy as a whole is limited, the regulatory control of investment, especially through planning and occasionally environmental health, can act as very negative controls on individual companies.
The quality of the physical environment can be a positive economic asset: opportunities for developing land based businesses supporting sustainable land management are being encouraged, and towns are encouraged to become effective centres for local service provision. There continues, however, to be difficulty experienced in the accommodation of business development within the District.
At the same time, business needs to be encouraged to involve itself and contribute to the process of policy and service delivery by public agencies. The two-way flow of information and the understanding of the dynamic nature of business, together with its need to change and adapt in order to remain competitive, is a key issue.
KEY PRIORITY ISSUES
1 Increasing reliance on the indigenous business base
2 Raising skill levels
3 Land availability for expansion and relocation
4 Balance between environmental and business needs
5 Perception that the District is not business friendly
6 Enhancing the role of town and village centres
7 Maximising local benefit from visitors
8 Supporting the rural economy
9 Availability of broadband to rural businesses
ACTION (References in ( ) relate to priority issues above)
d(i) ENVIRONMENT - BUILT
OBJECTIVE
Protect and enhance the character of the built environment by ensuring that the integrity of buildings and places is respected, promoting the highest standards of design, and fostering public understanding of New Forest towns and villages and the historic built environment.
CURRENT POSITION
The New Forest District has a high quality and diverse environment. Scattered settlements, villages and towns sit in an area of internationally renowned landscape with its unique blend of woodland, heath, downland and coastline, in the final stages of designation as a National Park.
Despite the District's largely rural character, it has a significant number of towns and villages, and its population of 170,000 currently ranks second highest amongst all non-metropolitan districts in England. All of the District's main towns and villages are close to or in the New Forest. 30,000 of the District's residents live within the New Forest, where population is concentrated in Ashurst, Bransgore, Brockenhurst, Lyndhurst and Sway.
Many of the District's built areas have grown substantially in recent decades and there has been concentrated growth in the Waterside eastern parishes and to the south of the Forest in the coastal towns. Today housing represents the main pressure for built development in the District.
The District has a rich built heritage. There are 37 conservation areas, including historic town centres (four of the six main town centres, Lymington, Hythe, Ringwood and Fordingbridge, are in conservation areas), New Forest villages, scattered settlements and farmsteads. There are more than 1,500 listed buildings, including churches, small country houses, farm buildings, cottages and town houses.
The importance of preserving and enhancing the special character and appearance of the built environment is well recognised. Special attention is focussed on the preservation of historic buildings and areas. Considerable effort is made through statutory planning processes and implementation programmes and the application of sound urban design to ensure that new development is effective integrated and that opportunities for positive change across the whole of the built environment can be realised.
The importance of the appearance and management of the street environment is well recognised. This includes clean and well-maintained rural roads, town centres that create a positive impression and look clean and well cared for, and well-kept housing estates. Street cleaning, grounds maintenance, litter collection, highways maintenance and car parking are all involved. Another important dimension is community safety, including the quality and safety of public spaces, and specific measures such as CCTV.
KEY PRIORITY ISSUES
1 Raising awareness and understanding
2 Protection of the special qualities of landscape, wildlife, and cultural heritage
3 Improving street environment and appearance
4 Improved response to local complaints and concerns
5 Dealing with litter and graffiti
6 Links to community safety and improved "liveability"
ACTION (References in ( ) relate to priority issues above)
d(ii) ENVIRONMENT - NATURAL
OBJECTIVE
Conserve and enhance the special and distinctive landscapes and natural habitats of New Forest District for the enjoyment of present and future generations, recognising the essential part played by sustainable land management in shaping and maintaining the natural environment.
CURRENT POSITION
The natural environment of the New Forest District is an exceptional resource at both the local and national level. More than 80% of the district is within the boundary of the proposed New Forest National Park and the Cranborne Chase and West Wiltshire Downs Area of Outstanding Natural Beauty, both characterised by a diverse range of high quality landscapes. In addition sites recognised to be of national or international importance for wildlife cover some 44% of the District's land area.
The character of the landscape and natural habitats has to a large extent been shaped by the continuation of traditional land management practices, and in particular by the survival of the medieval pastoral economy of commoning on the unenclosed lands of the Forest. The international importance of this cultural landscape has been recognised by the inclusion of the New Forest on the UK Government's list of potential World Heritage Sites.
The quality of the Forest's natural environment is highly valued by local people, many of whom feel very strongly about its protection and proper management. It is however an environment faced with many pressures that threaten its special qualities. These include:
_ continued pressure for built development, particularly in view of the proximity of the major conurbations of Bournemouth and Southampton, and the cumulative effects of even small scale development on landscape quality
_ the increasing numbers of cars using the road infrastructure
_ changes in the rural economy which affect the viability of commoning and traditional farming practices
_ the high level of visitor use, particularly by those living within the District or in surrounding areas
_ loss of wildlife value through inappropriate management or the wider effects of pollution and climate change
A whole range of policies, projects and partnerships are already in place. The overall approach to the conservation of the natural environment has been one of integrated and sustainable management. This recognises the links between conservation, land use, the local economy and the social well-being of the local communities.
Actions which will help address the issues form part of the work programmes of many organisations, including Hampshire County Council (sustainable transport), English Nature (management of protected habitats), Forestry Commission (conservation and recreation management on the Crown Lands), New Forest District Council (planning policies) and the Environment Agency (water quality and conservation of riverine habitats). In addition the area has been particularly successful in gaining external funding for specific partnership projects. These include the LIFE2 and LIFE3 partnerships to restore habitats of European importance, the PROGRESS project to carry out a detailed study of the impacts of recreational use on nature conservation, and LEADER+ funding to develop community-based rural development projects through the Forest Friendly Farming Project.
There is no room for complacency however, and the strong voice of the local community is a reminder of the passion and determination of local people to put the environment of the District first. It is certain that much needs to be done in the future to maintain the District as one of the highest quality natural environments in the UK.
KEY PRIORITY ISSUES
1 Raising awareness and understanding
2 Conservation of the special qualities of the Forest's landscape, cultural heritage and wildlife
3 Integrating conservation with access and recreation
4 Developing sustainable rural economies
5 Pressure for built development
ACTION (References in ( ) relate to priority issues above)
d(iii) ENVIRONMENT - QUALITY/PROTECTION
OBJECTIVES
A Coast Protection/Flooding
Maintain the health of the physical environment through monitoring, regulation and intervention, balancing the needs of natural processes and economic activity with wider social objectives.
B Home Energy Conservation
To meet the aims of the Home Energy Conservation Act 1995:
_ To increase energy efficiency by 30% by 2010
_ To ensure everyone has access to affordable warmth
C Pollution
To protect the public health by controlling pollution and public nuisances that are likely to have an adverse effect on the population or the environment.
D Waste Management
To minimise creation of waste and reuse and recycle a larger proportion of waste arising.
CURRENT POSITION
A Coast Protection/Flooding
The New Forest coastline is extremely varied and most of it is of national or international importance for its flora and fauna, or for its geological features. Waterside industries on Southampton Water represent some of the District's major employers, whilst the river estuaries and marinas provide safe moorings for thousands of leisure craft. Foreshore erosion is a common feature of the whole District coastline, which together with groundwater induced slipping of the Barton and Milford cliffs, creates an on-going public demand to extend and enlarge coast protection works.
Large tracts of the New Forest hinterland are occupied by low-lying wetlands that drain to a network of ditches, streams and rivers extending to hundreds of kilometres. Most of these watercourses pass through private land where the landowner is responsible for their maintenance. Poor watercourse maintenance is a common problem throughout the District and can cause, or exacerbate, flooding of land and property. Some watercourses flow through areas of ecological importance where restrictions on maintenance operations or flood alleviation works may apply. Frequent flooding events over the last three years have led to an increased public awareness of the consequences of flooding and demand for improved flood defences and watercourse maintenance.
Coast protection, land drainage and flood defence works can have significant impacts on nature and landscape conservation, water supply, recreation and features of cultural and amenity value. In many cases adverse effects can be minimised if the works are designed and implemented sensitively and opportunities taken to incorporate appropriate environmental improvements. Early consultation is vital in order to identify social and environmental concerns in time to resolve them, where possible, during the planning of a scheme. DEFRA will only approve and grant aid coast and flood defence works that have been developed through strategic planning studies and which meet stringent economic, technical and environmental criteria.
Coast protection and land drainage powers and responsibilities are widely dispersed due to the way that legislation has developed. Multi-agency approaches are, therefore, required for all but the smallest schemes. Project partners include town and parish councils, Hampshire County Council and other local authorities. District Council staff take lead roles in the local coastal group Standing Conference on Problems Associated with the Coastline (SCOPAC), the Hampshire Districts Land Drainage Working Group and the coastal committees that advise the Local Government Association and the Institution of Civil Engineers. They also support the County Council's lead on the Hampshire Flood Steering Group.
B Home Energy Conservation
Since the introduction of the Home Energy Conservation Act (HECA) the District Council has employed a dedicated officer to meet the needs of the Act and fulfil the Council's Energy Efficiency and Affordable Warmth Strategy. Working in partnership with other statutory and non statutory agencies, the business and voluntary sectors, the Council seeks to improve the health and well being of residents across all tenures of housing, involving 72,000 properties. By working with partners the Council can influence the level of energy efficiency within the New Forest District. Through partnership advice is given on the grants available to enable householders to afford to heat their home to a realistic level.
Apart from the partners' resources, additional Government funding streams are becoming available from the Department of Trade and Industry, The Energy Saving Trust and the Carbon Trust.
Using the last six years of data submitted by each local authority, DEFRA report that the English national average for energy savings is 9:85% and the average for the South East region is 9:62%. New Forest has made energy savings of 19.62%.
C Pollution
There are 2000 sites listed on the contaminated land survey - more than double some of our neighbouring districts.
A second review and assessment of air quality in the District is being conducted. Air quality is regularly monitored from three stations in the District (Lyndhurst, Fawley & Marchwood) with monitoring taking place from other sites as and when required. Additional monitoring is likely to be required in Lyndhurst and Totton for Nitrogen Dioxide and in Fawley for Benzene. Sulphur Dioxide levels are of particular concern in Fawley. Exceedences of the standards may result in Area Quality Management Areas being declared.
The quality of bathing water around the coast of the district is good with the three main beach areas having accreditation for their cleanliness. Drinking water supplied by the three water companies are regularly monitored and it is very rare for standards not to be met.
Noise pollution comes from a variety of sources - domestic, industrial / commercial, construction, mineral extraction, traffic, recreation and alarms. Each has its own characteristics and ways of resolving the problem. The District Council deals with approximately 600 complaints relating to noise nuisance each year.
Light pollution is something that impacts more on the urban areas of the District and is increasingly becoming an environmental concern. This can take the form of either light trespass or urban glow and can result in wasted energy. Between 35% and 50% of all light pollution is produced by roadway lighting.
D Waste Management
The creation of waste has been growing as the population, household formation, overall levels of consumption and the marketing of packaged products have all grown. The first two drivers are set to grow further, so unless waste creation is `decoupled' from them, waste too will grow. The fraction of waste, which is not reused or recycled, will become increasingly expensive/difficult to be disposed of in socially acceptable ways. Minimisation, reuse and recycling will help both to reduce this problem and lower environmental resource-depletion rates.
Changes to legislation and regulation are creating a dynamic context to current local policy and action making even the shorter-term future uncertain. But it is clear that existing methods and levels of minimisation, reuse, collection, separation, recycling and disposal will have to change.
New Forest along with the other district councils (and 2 new unitary councils) work together on these issues with Hampshire County Council and with collection and disposal contractors, in a partnership called Project Integra.
In 2002/03, NFDC had a domestic refuse collection of 58,300 tonnes of which 9,800 tonnes was recycled. Additionally, 6,000 tonnes of material is collected for recycling each year via `bring' sites (e.g. bottle banks). This gives a recycling rate for last year of 24.5%, compared to a national average of 12.4%.
At the three Household Waste Recycling Centres in the District, 50% of the total waste arising (36,200 tonnes) is recycled. Taking all recycled material together, the recycling rate last year was 33.7% compared to the national average of about 15%.
KEY PRIORITY ISSUES
A Coast Protection/Flooding
1 Government review of funding arrangements and responsibilities for flood and coastal defence
2 Strategic management of the coastline
3 Responding to flooding
4 Flood warning
5 Climate change
6 Householder responsibility for flood protection
7 Justifying the cost of Environmental Impact Assessment
8 Meeting DEFRA high level targets
9 Insurance cover for properties at risk from flooding
B Home Energy Conservation
10 Partnership working to improve access to affordable warmth
11 Partnership working with Shecane (The Southern Home Energy Conservation Network)
12 Increasing energy efficiency and reducing carbon dioxide emissions
C Pollution
13 Air quality
14 Noise pollution
15 Water quality
16 Contaminated land
17 Light pollution
D Waste Management
18 Partnership working/ Project Integra
19 Achieve statutory recycling targets by 2005/2006
20 Waste minimisation
21 Source separated recycling schemes
ACTION (References in ( ) relate to priority issues above)
A Coast Protection/Flooding
e HEALTH
OBJECTIVE
To improve the health and well-being of the people and communities of the New Forest by reducing health inequalities and enabling people to make informed choices about their health.
CURRENT POSITION
Health is more than the absence of disease and is hard to define simply. Strategies to improve health and tackle health inequalities in the local population need to take account of local patterns of demography, ethnicity, socio-economic deprivation, and social isolation. Behaviour and lifestyle also impact upon health in complex ways, and we need to better understand how the population's health is influenced by local patterns of exercise, diet, substance misuse, smoking and alcohol use. Alone or in combination, these factors can have profound effects on the health of individuals, families, and communities, and we need more sophisticated information on these dimensions of the population's health and health related behaviours.
Overall the New Forest population enjoys better health than the country as a whole, with life expectancy from birth that exceeds the national average by a significant margin. Conversely, the 2001 health census indicated that 17.8% of New Forest residents reported a limiting long term illness compared with 17.9% across England and 15.5% in the South East, suggesting that the community experiences a similar level of disability and illness to the national average. Some notable local health improvements can be observed in conditions such as cancer and heart disease, where mortality rates are less than the national average and continue to fall steadily
National data point toward increased tobacco and alcohol consumption among younger people and rising obesity and overweight among children and adults. These trends are linked to problems with nutrition and exercise, and will lead to significant health problems in future. Overall the forest population is ageing steadily, with a growing proportion of people over 75. Nearly a third (32.4%) of all households are made up solely of pensioners; this compares with 23.8% nationally. There are approximately 12,500 pensioners living alone in the New Forest, and demand for health and social care is consequently greater than in areas with a younger population.
Housing, transport, education, together with the natural environment can have profound effects on health and well-being, and the social "capital" within communities and neighbourhoods is a key factor, and an important route to tackling local health inequalities. Health is consequently affected by many of the topics areas described in the community strategy, and we will continue to sponsor a programme of community developments within the New Forest.
Priorities for health have been identified by processes involved in the creation of the local Health Strategy (Improving life in the New Forest) and the Local Health Delivery Plan (LHDP, 2003-2006).These priorities were reinforced by the Changing Lives Conference and Draft Issues Report. Two key areas of action have been identified. The first is action on tobacco - prevention and cessation of smoking. The second is obesity and overweight - where plans are needed to halt, or even better, reverse the increasing tend toward obesity and overweight. The LHDP contains 44 targets including access to health services and NHS waiting lists, cancer, heart disease, mental health, older people, children, patient experience, health inequalities, and drug misuse. The health strategy mirrors these domains or topic areas, with the addition of new local targets on sexual health, transport and access, and a wider approach to health inequalities. Details of these targets are available on www.changinglivesnewforest.gov.uk.
KEY PRIORITY ISSUES
1 Cancer
2 Heart Disease
3 Children and Young People
4 Health Inequalities
5 Mental Health
6 Older People
7 Sexual Health
8 Substance Misuse
9 Transport and Access
ACTION (References in ( ) relate to priority issues above)
Future years |
||
1.19 |
Development of cancer diagnostics pathways at Lymington hospital (1) |
NFPCT |
1.20 |
Develop prevention programme, healthy schools, and nutrition programmes (1) |
NFPCT |
1.21 |
Develop healthy heart groups in the community (2) |
NFPCT |
1.22 |
Appoint a heart disease facilitator to co-ordinate improvement programmes (2) |
NFPCT |
1.23 |
Health provision into special schools in the New Forest (3) |
NFPCT |
1.24 |
Increase access to information and support for young people through drop-in facilities, more school nursing, and health partnerships (3) |
NFPCT/ Community First |
1.25 |
Integrate health targets with community development activities in areas of need identified by community profiling (4) |
NFPCT |
1.26 |
Raise awareness and uptake of health through warmth scheme in the New Forest (4) |
NFDC |
1.27 |
Ring-fenced funding to increase supported housing provision for people with serious mental health problems (5) |
NFDC |
1.28 |
Increase funding into mental health services (5) |
NFPCT |
1.29 |
Review/develop dementia care services and carers support (6) |
NFPCT |
1.30 |
Develop sources of information on sexual health (7) |
NFPCT |
Future years |
||
2.18 |
Develop multi-agency approaches to planning sexual health services, and expand condom distribution via general practitioners (7) |
NFPCT |
2.19 |
Develop and improve capacity of substance misuse services and increase level of provision and access (8) |
NFDC |
2.20 |
Increase awareness of alcohol related issues and continue to provide and enhance service provision (8) |
NFDC/DRG |
2.21 |
Improve infrastructure for pedestrians and cyclists (9) |
NFDC |
2.22 |
Secure more funding for future community transport proposals (9) |
NFPCT/NFDC |
2.23 |
Increase focus on health promotion in areas such as nutrition, smoking, exercise, cerebral stimulation, and dental health (6) |
NFPCT |
f HOUSING
OBJECTIVE
To create sustainable communities, meet a diverse range of local housing needs, provide housing choice and increase affordable housing supply by promoting joint action by stakeholders.
CURRENT POSITION
Of the 72,000 households in the District, roughly 85% are privately owned, around 11% are in the Council or housing association sector and 4% privately rented.
The affordability of housing is one of the most significant problems facing the area. Average house prices are £210,000 and the income of around £30,000 needed to afford even the cheapest property is more than the majority of households earn.
In addition to a growing housing register - now including 3000 households in housing need - high house prices have helped fuel a rise in homelessness. More affordable housing is needed to address these growing problems.
The increasing affordability gap between house prices and incomes mean that households who would not historically have had to access traditional affordable housing are finding themselves in need of assistance. This growing need for intermediate affordable housing is creating additional local pressures. A number of public sector employers have identified high property prices as being one of the factors that contribute to recruitment and retention problems.
Land availability and cost, and lack of financial resources all impact on the ability to provide more affordable homes. Whilst planning policies ensure that sufficient housing land is available to meet Structure Plan requirements, it is expected that new housing completions will average in the region of only 330 dwellings per annum over the next few years, around one-third of which will be affordable dwellings. This scale of development falls well short of the numbers of new affordable dwellings that are necessary to make significant inroads into meeting housing needs.
Whilst housing across the District in all sectors is generally in a good condition, and the decent homes standard which applies to social housing will be achieved by 2010, additional resources are necessary to improve the stock over the next 7 years. Attention also needs to be paid to private sector stock, particularly that owned by vulnerable groups, to ensure decent homes standards are. It is also apparent that there is an imbalance between the size of dwellings and the size of households. In many areas there is a shortage of small market dwellings.
The private rented stock makes an important but limited contribution towards meeting local housing needs. High rent levels reflect high demand and limited supply and are a barrier to access for low income households.
A significant proportion of households in the District require some form of housing support, for instance due to their age, a physical or learning disability, or a mental health problem. While provision is made in the private and Council/voluntary sectors there is evidence that this is insufficient to meet needs.
While the scale of the challenges facing the District should not be underestimated, much is being done to address problems.
Planning policies, the Housing Strategy and a strong partnership with housing associations are ensuring new affordable homes are being provided. Planning policies are also aimed at delivering additional smaller market dwellings. The Council's Housing Advice and Homelessness service together with the voluntary sector has been successful in reducing homelessness and the use of bed and breakfast.
The Council is undertaking a stock options appraisal to determine the future ownership and control of Council homes. Tenant and resident involvement ensures that communities have a say in how local housing services are delivered and in the future of their neighbourhood. Strategies are being developed to help improve the condition of private sector properties.
Close collaboration between the public and private sectors and voluntary groups is delivering improvements in support services for vulnerable groups and the Supporting People Strategy is setting clear goals for further improvements.
The development of the partnerships that are delivering these initiatives will be key to meeting local housing needs in a co-ordinated way.
KEY PRIORITY ISSUES
1. Maintain an up to date knowledge of the housing market and local housing needs and develop strategies to meet identified needs
2 Promote sustainable communities and foster social inclusion
3 Increase the supply of affordable housing
4 Minimise homelessness
5 Maximise and make the best use of resources to provide additional homes
6 Provide decent and suitable homes
7 Engage with New Forest communities
ACTION (References in ( ) relate to priority issues above)
g LEISURE
OBJECTIVE
To work together to improve the delivery of leisure services, so as to meet the needs of the community; industry; visitors and the environment in a way that improves the quality of life in the District for the benefit of present and future generations.
CURRENT POSITION
Leisure opportunities are delivered by a wide range of organisations and many of those will have more than one role. Even brief examples illustrate the diversity: local clubs in sport; trusts in arts and heritage; Hampshire County Council for libraries; town and parish councils with parks and recreation grounds and New Forest District Council with recreation centres and development work. There is scope for the Changing Lives Partnership to play a key role in bringing these elements together.
As well as being of benefit in themselves, these activities are known to have positive benefits in a range of other ways. For example, improvements in physical and mental health; fostering independence in older age; reductions in reported crime; helping social inclusion and improving environmental conditions. Therefore, there are important links to other topic areas.
The Changing Lives Conference produced the key priority issues and the related actions. In fact, the key priorities largely reflect the role of leisure as a tool to contribute to wider objectives. Young people are top of the list and this reflects the feeling across the conference and indeed other surveys done locally. In this case and with the other key priorities, there will be a requirement for organisations from the leisure and other sectors, to work together to make things happen. The findings of the Conference suggest there is support for that to happen.
KEY PRIORITY ISSUES
1 Provision for Children and Young People
2 Healthy communities: participation and rehabilitation
3 Role of NFDC recreation centres and the balance between social and economic objectives
4 Distribution of facility investment areas in the District and the proposal for the extension of Lymington Recreation Centre
5 Accessibility - transport and safe routes to leisure opportunities; and extend outreach programmes
ACTION (References in ( ) relate to priority issues above)
Future years |
||
2.6 |
Implement programme of activities at Lymington Recreation Centre to deliver the Development Plan and consequent community benefit (4) |
NFDC |
2.7 |
Deliver an extended Exercise Referral programme to more Recreation Centres following review of impact of the programme to date (2) |
NFPCT |
2.8 |
Implement the next Active for Life programme in the next identified area of need (2) |
NFDC |
2.9 |
Develop the Obesity and Overweight Programme in the light of a review of its operation to date (1) |
NFPCT |
2.10 |
Identify shared objectives between leisure and health providers and clear mechanisms for delivery (2) |
NFDC |
h LIFELONG LEARNING
OBJECTIVE
A comprehensive and inclusive education system in which every learner:
_ is given appropriate support to access education fully
_ is accorded equal worth and protected from harm
_ enjoys learning
_ is equipped with the values, knowledge, skills, and attitudes they need to live life to the full.
CURRENT POSITION
There are 58 primary and 9 secondary schools in the New Forest District, serving a pupil population of 22165. There are also 3 special schools and one Education Centre maintained by Hampshire County Council. Six of the secondary schools have specialist school status. There are five 11 - 18 schools, a sixth form college and a tertiary college in the New Forest District. Together they cater for about 4,000 16 - 18 students. In addition the sixth form and tertiary colleges provide for around 15,000 adult learners. Several schools within the New Forest District also cater for adult learners.
There are pockets of severe disaffection in young people in the Pennington area; New Milton; in the Netley View Estate and in Totton.
The primary source of funding for pre-16 education is through Hampshire County Council. Other sources of school funding include direct grants from the Government and particular projects supported by New Forest District Council. The main source of funding for colleges is through the Learning and Skills Council.
Recent Government strategy announcements point to significant changes to the delivery of secondary education over the next few years (particularly 14-19) and potential for more flexible use of school resources as `extended schools', providing other services to the community to benefit their pupils in the broadest possible way. This will open opportunities for partnerships with a wide range of providers of community services.
The Government's strategy for post-16 education and training is outlined in "Success for All" (November 2002). This stresses the importance of greater choice and higher standards for 14 - 19 learners, with a wide range of academic and vocational programmes providing clear opportunities to progress to higher education and skilled employment. It also emphasises the need for adult learners to have greater access to excellent provision for basic skills, training for work and learning for personal development and the need for employers to have a productive engagement with responsive providers committed to meeting skills needs.
The Government is encouraging much greater collaboration and sharing of provision between schools and Further Education establishments, and between both those providers and the business community.
KEY PRIORITY ISSUES
1 Provision of wider range of services and opportunities for the use of the community on school and college sites
2 Teacher and lecturer recruitment and retention
3 Collaboration between education providers and development of the range of educational opportunities for the 14 - 19 age group
4 Improvement of the transitions between stages of education
5 Develop sustainability in school management and the curriculum
6 Development of further opportunities for sport and physical activities for young people
7 Encouragement of more adults to participate in learning
8 Reduction in the proportion of adults with low skill levels, including literacy and numeracy
ACTION (References in ( ) relate to priority issues above)
i OLDER PEOPLE
OBJECTIVE
To improve the quality of life of older people by enhancing opportunities for increased levels of independence.
CURRENT POSITION
The New Forest has an over 65 population of 38,659, which represents 22.4% of the total population which is well above the national average. This is higher than any other Hampshire district. More significantly in terms of resources, the over 85 population stands at almost 5200.This forms 3% of the total, and on projected trends from 2001 census figures is set to rise by an average of 19% across the area between 2003 and 2008, and by over 20% in some parts of the Forest.
Although longevity is increasing, the age of onset of long term disabilities remains at around 75 years, with the result that although people are living longer, their health is not improving. A key component therefore of any joint strategy is to improve health gain in the over 75's in order to improve quality of life alongside increased longevity, maximize independence and decrease dependence on scarce health and social care resources.
The National Service Framework issued by the Department of Health sets out a series of objectives, which have been developed into a local strategy by the Older People's Modernisation Team set up by the Primary Care Trust, and in turn translated into a Local Health Delivery Plan (LHDP). These objectives cover a wide range of target areas, from age discrimination through to improving the health and well being of older people via the public health agenda, and including en route hospital and community based health and social care services.
Social Services and New Forest Primary Care Trust continue to develop strategies that share common goals with partner agencies. An older people's housing strategy action plan has also been developed, which encapsulates the guidance offered by the Government, and which focuses on services intended to support people at home.
The Changing Lives Partnership has a role to help pull together overall planning of services for older people. Transport, leisure, education and initiatives to combat crime and disorder all have a crucial role to play in promoting healthy and independent lifestyles, and in ensuring that the social inclusion agenda is relevant to older people. The Forest offers an ideal opportunity for the development of an older people's strategy which encapsulates all of these aspects, as well as taking into account other factors such as projections around the impact of home-ownership/pensions and related financial issues, advances in technology, pharmaceutical developments etc and links them into resource and access planning.
KEY PRIORITY ISSUES
1 Predicting need and linking to resource planning
2 Information, publicity and access
ACTION (References in ( ) relate to priority issues above)
j TOURISM
OBJECTIVE
New Forest District to become a tourism destination where the visitor, tourism industry, local community and environment are in complete harmony, and thus make a significant contribution to improving the quality of all life.
CURRENT POSITION
Tourism is intimately connected with so many aspects of life in the District. The Changing Lives Partnership is particularly well placed to consider the wide reaching relationships into social, economic and environmental aspects - plus of course the added dimension of visitors.
With well-established partnerships, this sector is well placed to join the growing number of Community Action Networks that keep the Changing Lives Partnership in touch with what is happening on the ground. Through this mechanism the benefits achieved from over a decade of partnership working can be taken on another step.
Tourism needs to be managed in order to be sustainable. The priority actions therefore reflect the need for integration of Visitor, Industry, Community and Environment. Each of these needs the involvement of a range of agencies so that the actions that are carried out will be effective. Therefore most of those connected to the Partnership have a stake.
There is an expectation that there will be particularly strong links between tourism and other aspects of the Community Strategy. Examples are shown in the key priorities - transport, environment and economy.
KEY PRIORITY ISSUES
1 Visitor - Value for money versus quality. Increase visitor payback
2 Industry - Becoming more competitive in a dynamic global market place
3 Community - Tangible community benefits from tourism
4 Environment - Improved management and use of access and travel arrangements for all visitors to sustain the environment
ACTION (References in ( ) relate to priority issues above)
k TRANSPORT
OBJECTIVE
All partners to work together to enhance transport availability and choices because good access to schools, jobs and all community facilities is a key ingredient for a healthy community and a successful and sustainable local economy. This to be achieved through
_ Safety - reduce the number of road casualties in line with national targets.
_ Demand Management - reduce the rate of traffic growth in favour of other modes without creating transport poverty.
_ Sustainable Transport - provide viable alternatives to the private car.
CURRENT POSITION
General
There is a real need to make public transport more accessible for people particularly in the rural parts of the District.
The lack of adequate public transport especially in rural areas can contribute towards social exclusion. This impacts particularly on young people especially those wanting independent access to services, for example to sexual health services. A local survey of young people attending such services indicated that 47% travelled there on foot, 40% by car & 8% by bus. Only 2% were prepared to travel for over 30 minutes highlighting the need to make public transport convenient if services are not close by.
Young people across the district are disadvantaged through rural isolation and a lack of targeted Leisure facilities and focused young people's services. Access to opportunities are a challenge and there is a need for creative and innovative thinking involving young people to identify transport related issues to have a positive impact on their lives. There is a need to recognize the diversity of young peoples situations, abilities, skills and aspirations and look to offer solutions that target young people as individuals and members of specific groups rather than seeking an all-encompassing solution. Positive moves in this direction have seen the emergence of the moped scheme and the widening of the concessionary fares for young people.
In Hampshire nearly 20% of households are without a car. New Forest District, along with Basingstoke & Deane, has the largest number of these households. The 2001 Census indicates there are now 14% (10,236) households in the District without a car.
Milton Ward has over 23% of households that are "Pensioner Only" households with no car. 7 other Wards have more than 15% of such households. This puts NFDC in the top 5 (i.e. highest %) of the Hampshire Districts. Access to services necessary for a healthy community will be denied to some of those who live in the parts of the District with restricted public and community transport services
Safety
Last year there were 97 child casualties in the New Forest District, which was the highest of all Hampshire Districts and, having regard to demographics, higher than the average. Of these, 56 were vehicle occupants.
Last year there were 116 casualties aged over 60 in the District, which was the highest of all Hampshire Districts and, having regard to demographics, slightly higher than the average. Of these, 75 were drivers.
Demand Management
Traffic growth on A337 west of Lymington between1996-2002 was 1.8%. This compares with 2.9% in Hampshire during 2001 and 1.2% nationally during 2001. Land use planning policies are in place to deter unsustainable development.
Sustainable Transport
The New Forest District is identified, along with 3 other Districts, as having, at the very least, some potential for developing new public transport bus services.
The majority of the District area does not benefit from frequent bus services so there is high reliance on the private car. Evening bus services are only available along the main routes. Rail travel has similar limitations.
New Forest Transport Strategy
A series of local long-term targets have been agreed as part of the New Forest Transport Strategy. Many of these are geared to 2020 and can be viewed on the www.changinglivesnewforest.gov.uk
KEY PRIORITY ISSUES
1 Demand Management - Identification of locally acceptable measures to reduce rate of traffic growth
2 Demand Management - Introduction of car parking charges
3 Introduction of Decriminalised Parking Enforcement
4 Public Transport - Need for improved links and reliability
5 Safety Concerns
6 Promotion of Utility and Recreational Cycling
7 Car Sharing
8 Improving Accessibility to Local Services etc
9 Freight
10 Maintenance
ACTION (References in ( ) relate to priority issues above)
Future years |
||
2.8 |
Taking account of stakeholders view's, implement effective demand management measures which have a significant degree of local support (1) |
HCC |
2.9 |
Introduce Decriminalised Parking Enforcement (3) |
HCC/NFDC |
2.10 |
Resist car parking provision on new development in excess of agreed standards (1) |
HCC/NFDC |
2.11 |
Monitor developers / occupiers compliance with site travel plan agreements made with Local Planning Authority and encourage compliance (1,7) |
HCC/NFDC |
7. FUTURE REVIEWS
This first Community Strategy for the District is the start of an ongoing process of understanding issues and identifying action. There are two ways in which the strategy will be reviewed.
The Annual Review Process
Each year the Partnership will want to know whether it has achieved what it has said it would do. The Strategy identifies lead agencies for each of the actions. It will be the responsibility of those agencies to ensure the action is carried out and that the Partnership, through the Community Action Team is kept informed of progress. To do this they will work with their Community Action Networks, and in some cases, other networks. Each year, a new set of proposals will be developed by these networks. The Partnership will take those proposals, plus any consultation feedback and performance information to assess which actions will have the most positive impact on the priority issues in the Strategy. These will then feature as key targets for the Partnership in the next year's Strategy Action Plan.
The Partnership will report to the community each year on its achievements and targets and will use consultation feedback and performance information to help identify the right action.
The Fundamental Review
As `Changing Lives' implies, things do not stand still. Society, priorities and resources can all change so every three years the strategy will undergo a fundamental review - challenging the themes and criteria adopted, revisiting what the priorities are for the District and monitoring the success of the action against the Vision. That will involve significant opportunities for input by communities and organisations throughout the District and a strategic use of consultation feedback and performance information over the three-year period.
8. QUALITY OF LIFE MEASURES
Which Way is the District Moving?
The Changing Lives Partnership is committed to understanding the District better in order to help shape decision - making. Part of this approach is the use of Quality of Life Measures. Through annual measurement and reporting the use of these will develop important trend information, to help assess whether the work of the Partnership and its member agencies are making a difference to the Quality of Life.
The following menu of measures form part of the Partnership's approach to measuring performance and are designed to help understand which way the District is moving in economic, social and environmental terms.
Q o L Ref |
Quality of Life Indicator |
A. CHILDREN AND YOUNG PEOPLE | |
8 |
Proportion of children under 16 who live in low income households |
20 |
Number of childcare places per 1000 population aged 0-5 not in early education |
21 |
Facilities for young people (PI under development) |
Local Hants Matrix |
Total of registered childminders, day care and playgroup places available per 1,000 population for aged 0-5 not in early education |
B. COMMUNITY SAFETY | |
Local Hants Matrix (BV174) |
No of racial incidents recorded per 100,000 population |
15b |
Percentage of residents surveyed who feel 'fairly safe' or 'very safe' during the day whilst outside in the local authority area |
15a |
Percentage of residents surveyed who feel 'fairly safe' or 'very safe' after dark whilst outside in the local authority area |
16.1 |
Domestic burglaries committed per 1000 households |
16.2 |
Violent offences committed per 1000 households |
16.3 |
Vehicle crimes committed per 1000 households |
C. ECONOMY | |
1 |
Proportion of people of working age in employment |
2 |
Proportion of people claiming unemployment benefit |
3a |
Proportion of young people (18-24 year olds) in full time employment |
4 |
Percentage increase or decrease in the total number of VAT registered businesses in the area |
5 |
Percentage increase or decrease in the number of local jobs |
7 |
Percentage of population of working age who are claiming key benefits |
Q o L Ref |
Quality of Life Indicator |
C. ECONOMY (continued) | |
Local Hants Matrix |
a) Number of farmers markets held per annum |
b) Attendance figures | |
c) Number of producers present | |
d) Average spend per head | |
Local Hants Matrix (BV166) |
Percentage of disabled people in employment |
D(i). ENVIRONMENT - BUILT | |
34 |
Percentage of highways that are either of a high or acceptable standard of cleanliness |
33 a |
Proportion of land stock that is derelict |
33 b |
Percentage of new housing development on previously developed land |
D(ii). ENVIRONMENT - NATURAL | |
38.1 |
The area of land designated as a Site of Special Scientific Interest (SSSI) and that is in a 'favourable condition' |
38.2 |
Number and hectares of land designated as an SSSI in a local authority area |
38.3 |
Percentage of assessed area in favourable and unfavourable recovering condition, within SSSIs |
38.4 |
Area of Local Nature Reserve per 1000 population |
38.5 |
Local species count, for example wild birds, amphibians, voles etc |
D(iii). ENVIRONMENTAL QUALITY/ PROTECTION | |
17 |
Percentage of residents who are concerned about different types of noise in their area |
28 |
Carbon dioxide emissions by sector (tonnes per year) and per capita emissions (tonnes) |
29 |
Percentage of main rivers and canals rated as 'good' or 'fair' quality |
30 |
Household energy use (gas and electricity) per household |
31 |
Water leakage rates from main and customer pipes |
32.1 |
Percentage of the total tonnage of household waste that has been recycled |
32.2 |
Percentage of the total tonnage of household waste that has been composted |
32.3 |
Percentage of the total tonnage of household waste that has been used to recover heat, power and other energy sources |
32.4 |
Percentage of the total tonnage of household waste that has been land filled |
27a |
Number of days per year when air pollution is moderate or higher for PM10 |
27b |
Annual average nitrogen dioxide concentration |
27c |
For rural sites, number of days per year when air pollution is 'moderate' or 'higher' for ozone |
Q o L Ref |
Quality of Life Indicator |
D(iii). ENVIRONMENTAL QUALITY/ PROTECTION (continued) | |
Local Hants Matrix |
Quality of local drinking water |
Local Hants Matrix |
Compliance with EC Bathing Water Directive (76/160.EEC) |
Local Hants Matrix (BV84) |
Average kg of waste collected per head |
Local Hants Matrix (BV91) |
% of population which are serviced by kerbside collection of recyclables or within 1 km radius of a recycling centre |
E. HEALTH | |
10.1 |
Death rate of cancer in under 75s |
10.2 |
Death rate circulatory diseases in under 75s |
10.3 |
Death rate for suicide and undetermined injury |
10.4 |
Death rate for all accidents |
11 |
Infant mortality rate (number of deaths of infants under a year old and number of stillbirths - per 1000 live births) |
12 |
Rate of conceptions among girls aged less than 18 years |
F. HOUSING | |
13 |
Affordable housing (house price/ earnings affordability ratio) |
14 |
Number of unfit homes per 1000 dwellings |
Local Hants Matrix BV183a |
Average length of stay in B&B of households which include children or pregnant women |
Local Hants Matrix (Ex BVPI) |
Standard Assessment Procedure (SAP) rating average of housing stock (from Stock Conditions Survey) |
G. LEISURE | |
PIs to be developed | |
H. LIFELONG LEARNING | |
3 |
Proportion of young people (18-24 year olds) in full time education |
9a |
Proportion of 19 year olds with level 2 qualifications (5 GCSE's A* - C or NVQ equivalent) |
9b |
Percentage of 15 year old pupils in schools maintained by the local authority achieving 5 or more GCSE's at A* - C or equivalent |
Local Hants Matrix |
Proportion of population aged 16-60 with below average literacy and numeracy skills |
Q o L Ref |
Quality of Life Indicator |
I. OLDER PEOPLE | |
PIs to be developed | |
J. TOURISM | |
PIs to be developed | |
K. TRANSPORT | |
35 |
Annual average traffic flow per 1000km of principal roads |
36 |
Percentage of residents surveyed who used different modes of transport, their reasons for, and distance of, travel |
37a |
Percentage of children travelling to primary school by different modes of transport |
37b |
Percentage of children travelling to secondary school by different modes of transport |
L. COMMUNITY | |
6 |
Proportion of the population who live in wards that rank within the most deprived 10 per cent and/ or 25 per cent of wards in the country |
18 |
Percentage of residents surveyed who are satisfied with their local area as a place to live |
19 |
Percentage of residents surveyed who consider that their local area is getting worse |
23 |
Percentage of adults who feel they can influence decisions affecting their local area |
24 |
Percentage of voluntary/ community organisations functioning in a specified locality per 1000 residents that performed well in the past year |
25 |
Percentage of people surveyed who feel that their local area is a place where people from different backgrounds and communities can live together harmoniously |
22a |
Percentage of residents surveyed finding it easy to access key local services |
22b |
Actual distance to key local services |
26a |
Percentage of people surveyed who have carried out specified actions, unpaid, for someone who is not a relative in the past 12 months |
26b |
Percentage of people surveyed who have received specified actions, unpaid, for someone who is not a relative in the past 12 months |
Local Hants Matrix |
Ratio of most to least deprived wards |
Local Hants Matrix (BV6) |
Percentage turnout at elections |
9. KEY ABBREVIATIONS
ABC |
Acceptable Behaviour Contracts |
ABI |
Association of British Insurers |
ASBO |
Anti Social Behaviour Order |
BV |
Best Value |
CABE |
Commission for Architects and the Built Environment |
CAN |
Community Action Network |
CAT |
Community Action Team |
CCTV |
Closed Circuit Television |
COW |
Critical Ordinary Watercourses |
DEFRA |
Department of Environment, Food and Rural Affairs |
DRG |
Drug Reference Group |
EA |
Environment Agency |
EC |
European Commission |
FC |
Forestry Commission |
FE |
Further Education |
GCSE |
General Certificate of Secondary Education |
GIS |
Geographic Information System |
HCC |
Hampshire County Council |
HECA |
Home Energy Conservation Act |
LA21 |
Local Agenda 21 |
LEADER + |
Links Between Actions for the Development of the Rural Economy |
LHDP |
Local Health Delivery Plan |
LIFE 2 & 3 |
Financial Instrument for the Environment |
LSC |
Learning and Skills Council |
LSP |
Local Strategic Partnership |
NFBP |
New Forest Business Partnership |
NFC |
New Forest Committee |
NFDC |
New Forest District Council |
NFPCT |
New Forest Primary Care Trust |
NFTA |
New Forest Tourism Association |
NT |
National Trust |
NVQ |
National Vocational Qualification |
PI |
Performance Indicator |
PM10 |
Particles of less than 10 micrometer in diameter |
PNA |
Participatory Needs Assessment |
PRIME |
Problem Resolution in a Multi-agency Environment |
PROGRESS |
Promotion and Guidance for Recreation on Ecologically Sensitive Sites |
RSPB |
Royal Society for the Protection of Birds |
SAP |
Standard Assessment Procedure |
SCOPAC |
Standing Conference on Problems Associated with the Coastline |
SHECANE |
Southern Home Energy Conservation Network |
SSSI |
Site of Special Scientific Interest |
SUDS |
Sustainable Urban Drainage System |
SWS |
Southern Water Services |
T&ETC |
Totton and Eling Town Council |
T & P Cls |
Town and Parish Councils |
WHT |
West Hampshire Trust |
10. INDEX
Abandoned vehicles |
17 |
Acceptable Behaviour Contracts |
11, 12 |
Accidents |
49 |
Active for Life Programme |
34, 35 |
Adults/Adult learners |
36, 37 |
Affordable warmth |
21, 22 |
Age profile |
6 |
Air pollution |
48 |
Air quality |
21, 25 |
Air Quality Management Areas |
21 |
Alcohol |
12, 26, 29 |
Anti social behaviour |
11, 12 |
Arts |
33 |
Ashurst |
16 |
Asset management strategies |
31 |
Association of British Insurers |
24 |
Avon Valley/Water |
24 |
Bartley |
23 |
Barton |
20 |
Basic Command Unit Fund |
11 |
Basingstoke and Dean |
42 |
Bathing water |
21, 49 |
Beaulieu River |
24 |
Benezene |
21, 25 |
Bottle banks |
22 |
Bournemouth |
18 |
Bransgore |
16 |
Broadband |
14, 15 |
Brockenhurst |
5, 16 |
Building Safer Communities Fund |
11 |
Built development |
18, 19 |
Burglaries |
47 |
Bus services |
43, 44 |
Business Link Wessex |
14 |
Businesses |
13, 14, 15, 20, 21, 33, 36, 41, 47 |
Calshot |
34 |
Canals |
48 |
Cancer |
26, 27, 28, 49 |
Car |
6, 18, 42, 43 |
Car crime |
12 |
Car parking |
16, 45 |
Car parking charges |
43 |
Carbon dioxide |
22, 48 |
Carbon Trust |
21 |
Care services |
38 |
Casualties |
43 |
CCTV |
16 |
Cerebral stimulation |
29, 39 |
Changing Lives Conference |
4 |
Changing Lives Partnership |
10, 39 |
Changing Lives Strategic Core Group |
5 |
Child casualties |
12, 43 |
Children & Young People |
6, 9, 10, 26, 27, 28, 33, 34, 47, 50 |
Children & Young People's Community Action Network |
9 |
Childrens Fund Partnership |
10 |
Christchurch Bay |
23 |
Churches |
16 |
Circulatory diseases |
49 |
Climate change |
18, 22, 23 |
Coast flooding |
22, 23 |
Coast protection |
20, 21, 22, 23 |
Coastal committees |
21 |
Coastal Management Plan |
23 |
Coastal Strategy Studies |
23 |
Coastal towns |
16 |
Coastline |
16 |
Colleges |
15, 27, 36, 37, 38 |
Commission for Architects and the Built Environment |
17 |
Commoning/Commoners |
18, 19 |
Community |
10, 33, 40, 41 |
Community Action Network (CAN) |
4, 5, 40, 46 |
Community Action Team (CAT) |
5, 46 |
Community development |
34 |
Community First |
12, 27, 39 |
Community halls |
34 |
Community organsiations |
50 |
Community safety |
11, 12, 16, 17, 33, 38, 47 |
Community Safety Action Groups |
11 |
Community Safety Community Action Network |
11 |
Community Safety Operational Group |
11 |
Community Safety Partnership |
11 |
Community Safety Strategy Group |
11 |
Community sector |
10 |
Community Tourism groups |
41 |
Community transport |
27, 29, 42 |
Community Transport Development Plan |
44 |
Composting |
48 |
Concessionary fares |
27, 42 |
Connexions |
10 |
Conservation |
16, 17, 18, 19, 20 |
Contaminated land |
21, 22, 25 |
County Council's preventative strategy |
10 |
Cranborne Chase and West Wiltshire Downs Area of Outstanding Natural Beauty |
18 |
Crime and disorder |
11, 12, 16, 17, 33, 38, 47 |
Critical Ordinary Watercourses |
23 |
Crown Lands |
19 |
Cultural heritage |
17, 19 |
Cultural landscape |
18 |
Cycling |
29, 34, 43, 44 |
Dane Stream |
24 |
Decent homes standards |
30 |
Decriminalised Parking Enforcement |
43, 45 |
Dental health |
29, 39 |
Department of Environment Food and Rural Affairs |
20, 21, 22, 23 |
Department of Health |
38 |
Department of Trade and Industry |
21 |
Destination Marketing Programme |
41 |
Dibden |
5 |
Dibden Bay |
15 |
Diet |
26, 39 |
Disability |
30, 38 |
Disability awareness |
28 |
Disabled |
48 |
District Local Plan |
24 |
Divided We Fall |
12 |
Domestic violence |
12 |
Downland |
16 |
Draft Issues Report |
4 |
Drainage |
23, 24 |
Drinking water |
21, 49 |
Drugs |
12, 26, 27, 29 |
Early intervention |
10 |
Early Years |
34 |
East Boldre |
5 |
Economic strategy |
13, 14 |
Economy |
7, 13, 18, 40, 41, 47, 48 |
Education |
6, 7, 17, 25, 26, 28, 36, 37, 38, 47, 49 |
Education Centre |
36 |
Elections - turnout at |
50 |
Employees |
13 |
Employers |
13, 15, 20, 30, 36, 37 |
Employment |
13, 36, 47, 48 |
Energy efficiency |
20, 21, 22, 24 |
Energy Saving Trust |
21 |
Energy use |
48 |
English Nature |
19 |
Environment |
7, 14, 33, 40, 41 |
Environment - Built |
7, 16 |
Environment - Natural |
18, 48 |
Environment - Quality/Protection |
17, 20, 48, 49 |
Environment Agency |
19, 23, 24 |
Environmental health |
13 |
Environmental improvement schemes |
17 |
Environmental standards |
13 |
Ethnicity |
6, 26, 47 |
European |
19, 49 |
Every Child Matters |
9 |
Exercise |
26, 29, 34, 35 |
Farming |
18, 48 |
Fauna |
20 |
Fawley |
21 |
Females |
13 |
Fire and Rescue Service |
12 |
Flooding |
20, 23, 24 |
Flora |
20 |
Food shops |
6 |
Fordingbridge |
5, 15, 16, 23 |
Fordingbridge Parish Council |
15 |
Forest Design Plans |
19 |
Forest Friendly Farming Project |
19 |
Forestry Commission |
19, 23 |
Freight |
43 |
Fridge savers |
24 |
Further Education |
14, 36 |
General Practitioners |
6 |
Geographic Information System |
44 |
Godshill |
5 |
Government |
11, 21, 22, 24, 36, 38 |
Graffiti |
17 |
Grounds maintenance |
16, 17 |
Gypsy communities |
27 |
Habitats |
19 |
Hampshire County Council |
10, 12, 15, 17, 19, 21, 22, 23, 24, 27, 33, 34, 36, 37, 39, 44, 45 |
Hampshire Districts Land Drainage Working Group |
21 |
Hampshire Flood Steering Group |
21 |
Health |
6, 7, 10, 13, 26, 33, 38 |
Health Inequalities |
26, 27 |
Health strategy |
26 |
Health Through Warmth scheme |
24, 28 |
Heart disease |
26, 27, 28, 34 |
Heath |
16 |
Heritage |
16, 17, 19, 33 |
Highways |
16, 48 |
Historic buildings |
16 |
Holiday playschemes |
34 |
Home Energy Conservation |
20, 21, 22, 24 |
Homelessness |
31, 32 |
Home-ownership |
38 |
Hordle |
5 |
Hospital |
38, 39 |
House prices |
6, 30 |
Household waste |
48 |
Household Waste Recycling Centres |
22 |
Households |
6, 30, 42, 47 |
Housing |
10, 13, 16, 17, 21, 26, 28, 30, 31, 38, 48, 49 |
Housing Advice and Homelessness service |
31 |
Housing Association |
30, 31 |
Housing need |
30, 31 |
Housing strategy |
31 |
Housing Strategy Board |
31 |
Hyde |
5 |
Hythe |
5, 12, 16, 17 |
Infants |
6, 49 |
Information Technology |
41 |
Institute of Civil Engineers |
21 |
Insurance |
22, 24 |
Jobs |
13, 47 |
Key worker housing strategy |
31 |
LA21 |
41 |
Land availability |
14, 30 |
Land drainage |
20, 21 |
Land management |
14, 18 |
Land use |
18 |
Landscape |
16, 17, 18, 19, 20 |
LEADER+ |
19 |
Learning and Skills Council |
36, 37 |
Lecturers |
37 |
Leisure |
20, 33, 38, 42, 49 |
Libraries |
33 |
Life expectancy |
26 |
Life Long Learning |
36, 49 |
LIFE2 |
19 |
LIFE3 |
19 |
Light pollution |
21,22 |
Listed buildings |
16 |
Litter |
16, 17 |
Local Government Association |
21 |
Local Health Delivery Plan |
26, 38 |
Local Nature Reserve |
48 |
Lymington |
5, 12, 15, 16, 34, 43 |
Lymington and Pennington Town Council |
15 |
Lymington Hospital |
28 |
Lymington Recreation Centre |
33, 34, 35 |
Lyndhurst |
16, 21 |
Manufacturing |
13 |
Marchwood |
21 |
Marinas |
20 |
Market Towns and Vital Villages initiatives |
5 |
Mental health |
26, 27, 28, 30, 33 |
Milford |
17, 20 |
Milton |
42 |
Moorings |
20 |
Mortality rates |
26 |
National Park |
16, 18, 44 |
National Service Framework for Health |
9, 38 |
National Trust |
19 |
Natural environment |
7, 18, 19, 26 |
Natural habitats |
18 |
Nature (conservation) |
20 |
Netley View Estate |
36 |
New Forest Association of Local Councils |
34 |
New Forest Business Partnership |
13, 14, 15 |
New Forest Child Protection |
28 |
New Forest Children and Young People's Partnership |
9, 10 |
New Forest Children Services Group |
34 |
New Forest Committee |
19, 41 |
New Forest Countryside Stewardship scheme |
19 |
New Forest District Council |
12, 14, 15, 17, 19, 21, 22, 23, 24, 27, 29, 31, 32, 33, 34, 35, 36, 39, 41, 44, 45 |
New Forest Primary Care Trust |
10, 12, 27, 29, 34, 38, 39 |
New Forest Road Safety Council |
44 |
New Forest Tourism Association |
41 |
New Forest Transport Strategy |
43 |
New Milton |
5, 12, 15, 17, 36 |
New Milton Partnership |
15 |
New Milton Town Council |
17 |
Nitrogen Dioxide |
21, 25, 48 |
Noise |
21, 22, 48 |
Nursing |
28 |
Nutrition |
29 |
Obesity |
26, 28, 34, 35 |
Older people |
26, 27, 28, 33, 34, 38, 39, 42, 50 |
Older People's Community Action Network |
39 |
Older People's Modernisation Team |
38 |
Older People's Strategy |
38, 39 |
Operational Flood Plan |
23, 24 |
Ozone |
48 |
Parents |
10 |
Parish/Town Councils |
17, 21, 23, 24, 33 |
Participatory Needs Assessments (PNA's) |
5, 34 |
Partnership for Learning |
15 |
Pedestrians |
29, 44 |
Pennington |
5, 34, 36 |
Pensioners |
26, 42 |
Personal and Social Education programme |
12 |
Pharmaceutical |
24, 38 |
Physical activity |
39 |
Planning |
13, 19, 30, 31, 43, 45 |
PM10 |
48 |
Police |
11, 12, 44 |
Pollution |
18, 20, 21, 22, 25 |
Population |
6, 16, 26, 36, 38 |
Post 16 Education |
36, 37 |
Post offices |
6 |
Pre 16 Education |
36, 37 |
Preventative services |
10 |
Primary schools |
6 |
Private rented (housing) |
30 |
Problem Resolution in Multi-agency Environment |
12 |
PROGRESS |
19 |
Project Integra |
22, 23, 25 |
Protected habitats |
19 |
Public sector |
13, 14 |
Public spaces |
16 |
Public transport |
6, 42, 43 |
Qualifications |
49 |
Racial incidents |
47 |
Rail travel |
43 |
Recreation |
19, 20 |
Recreation Centres |
33, 34, 35 |
Recycling |
22, 23, 25, 48, 49 |
Refuse collection |
22 |
Regional design centre |
17 |
Religions |
6 |
Renewable energy |
24 |
Respite care |
39 |
Ringwood |
5, 12, 16 |
Rivers |
19, 20, 48 |
Road safety |
12, 41, 44 |
Royal Society for the Protection of Birds |
19 |
Rural businesses |
14 |
Rural economy |
14, 18, 19 |
Rural housing development strategy |
31 |
Safety |
39, 43 |
Schools |
12, 27, 28, 36, 37, 42, 44, 49, 50 |
Sexual health |
26, 27, 28, 29, 42 |
Single parent households |
6 |
Site of Special Specific Interest |
48 |
Skills/skill levels |
14, 15, 36, 37, 42 |
Smoking |
26, 28, 29, 39 |
Social care |
26, 38 |
Social Club scheme |
24 |
Social inclusion/exclusion |
13. 31, 33, 38, 42 |
Social isolation |
26 |
Social services |
38 |
Sothern Water Services |
24 |
South Coast Cancer Network |
27 |
Southampton |
18 |
Southampton Water |
20 |
Southern Home Energy Conservation Network |
22 |
Special schools |
28, 36 |
Sport |
37 |
Sports projects |
12 |
Standard Assessment Procedure |
49 |
Standing Conference on Problems Association with the Coastline |
21 |
Statutory agencies |
12 |
Stock options appraisal |
31 |
Streets |
16, 17 |
Structure plan |
30 |
Students |
36 |
Substance misuse |
26, 27, 28, 29 |
Success for All |
36 |
Suicide |
49 |
Sulphur Dioxide |
21, 25 |
Supplementary Planning Guidance |
17 |
Supporting People |
31, 32 |
Sustainability |
37 |
Sustainable transport |
41 |
Sway |
16 |
Tabacco |
26 |
Taxi drivers |
28 |
Teachers |
37 |
Teenagers |
6 |
Tenants |
31 |
Totton |
17, 21, 36 |
Totton and Eling Town Council |
17 |
Tourism |
33, 40, 50 |
Tourism Community Action Network |
41 |
Tourism industry |
40 |
Tourism South East |
23, 24, 41 |
Town and village centres |
14,16, 44 |
Town and village plans |
17 |
Town/Parish Councils |
17, 21, 33 |
Traffic |
41, 43, 44, 50 |
Training |
14, 28, 36 |
Transport |
6, 10, 15, 19, 26, 33, 38, 40, 41, 42, 43, 44, 50 |
Unemployment |
13, 47 |
Unfit homes |
49 |
Urban design frameworks |
17 |
Utility companies |
24 |
Vandalism |
12 |
Verderers |
19 |
Victims |
11, 12 |
Village Flood Plans |
23 |
Village halls |
34 |
Violent crimes |
47 |
Vision |
7 |
Visitor Stewardship Programme |
41 |
Visitors |
14, 17, 18, 33, 40, 41, 44 |
Vital Villages and Market Towns Initiatives |
5 |
Voluntary organisations |
50 |
Voluntary sector |
10, 21, 30, 31 |
Warm Front |
24 |
Waste |
20, 22, 23, 48, 49 |
Water |
19, 20, 21, 22, 48, 49 |
Waterside |
16 |
Waterside industries |
20 |
West Hampshire Trust |
27 |
Wildlife |
17, 18, 19, 48 |
Wilts and Dorset Bus Company |
44 |
Wired Wessex |
15 |
Woodland |
16 |
Workforce |
14, 15 |
World Heritage Sites |
18 |
Young People |
6, 10, 11, 12, 28, 33, 34, 36, 37, 42, 47, 49 |
Young Person's concessionary fares |
44 |
Youth workers |
10 |