HART LOCAL STRATEGIC PARTNERSHIP

`PLANNING THE FUTURE OF HART TOGETHER'

DRAFT COMMUNITY STRATEGY

2004 - 2016

`To improve, sustain and promote the social, economic and environmental well being of communities in Hart District'

1.0 THE VISION FOR HART

1.1 To improve, sustain and promote the social, economic and environmental well being of communities in Hart District.

1.2 The Hart Local Strategic Partnership (HLSP) identified five main cross-cutting priorities underlying this vision:

¬ Community safety

¬ Health and well-being

¬ Environment

¬ Affordable and safe housing

¬ Transport

2.0 FORWARD

2.1 Introduction from the Chairman of the Hart Local Strategic Partnership

Welcome to `Planning the Future of Hart Together'.

This the first Community Strategy for the District sets out a vision for the future of Hart. It has been prepared by a unique partnership of local organisations called the Hart Local Strategic Partnership. The Partnership is working with the local community to identify priorities and develop services. The work is ongoing. The publication of this strategy is the beginning of a process which the Partnership hopes will develop over the next few years to achieve lasting improvements to the quality of life for everyone in the district.................. To be completed in consultation with the chairman

3.0 THE HART COMMUNITY STRATEGY (HCS) - INTRODUCTION

3.1 Hart is an excellent place to live and work. Its market towns and historic and picturesque villages are set in beautiful countryside, enriched by ecological diversity, and cultural associations and relatively free from crime.

3.2 The district is generally affluent, and relatively well served by health and educational facilities either within it or adjacent to it. People tend to want Hart to either stay like this or become even better.

3.3 However this is not the whole story. There are problems of traffic congestion within the main settlements, a slowly deteriorating fabric to the centre of Fleet, pockets of disadvantage and deprivation, and an ageing population to support, and facilities for the young people of the district need improving. Also if you don't have a car there can be significant problems moving around the district. High house prices and land values make accessing the housing market difficult for certain sectors of the population. Also pressure for further development is high and the impact on the quality of life of the local population and the rich ecology of the district needs careful balancing.

3.4 Under the Local Government Act 2000 every local authority has a duty to prepare a Community Strategy to provide an integrated approach to promoting and improving the economic, social and environmental well-being of the local community.

3.5 Community strategies are required to set out:

· a long-term, shared vision for the area focussing on achievable outcomes;

· specific goals and priorities that will contribute to those outcomes; and

· an agreed action plan for meeting those goals and priorities.

3.6 However, many issues of concern to local people are handled most effectively if a wide range of organisations work together. No one organisation, for example, has all the answers to problems of housing, health or safety. But if all the relevant organisations work together they can share knowledge, expertise and resources and avoid duplication.

3.7 The Hart Local Strategic Partnership comprises the public and private sectors, business, local community and voluntary agencies operating in the area. The full membership of the Hart Local Strategic Partnership is set out in appendix 1. The local authorities, Hart District Council, Hampshire County Council and the Parish Councils, plus the main services; fire, police and health together with transport representatives are the key figures. However youth and religious groups as well as many voluntary and community organisations are involved and have a voice in planning and delivering the strategy.

3.8 This strategy sets out a vision for the future of Hart that the Partnership considers reflects the views of those who live, work and visit here. It provides a common framework within which the individual partners can develop not only their own plans and strategies but more importantly work together on a few key priorities directing resources effectively and efficiently to promote the future prosperity of the area.

3.9 In this strategy we set out a vision for the future of this district that reflects the views of the people who live, work and visit here and provide a common framework that we can work to.

3.10 By sharing our aims and focussing on a few key priorities, through this strategy we can direct our resources most effectively and efficiently to promote the future prosperity of the area, working with and through local communities.

3.11 In Hampshire there is also a Community Strategy, which spans the whole county, and has been developed by the Hampshire Strategic Partnership (HSP). It is important that the HSP and the HLSP work closely together to effectively deliver both the district and the county-wide strategy. It is also important that where parish planning processes or market town plans are developed, offering an even more local focus, these are also taken into account'

3.12 The Community Strategy prepared by the HSP has two fundamental underlying principles which were considered in its preparation, namely sustainability and positive action to promote equality, diversity and social inclusion. The HCS endorses and confirms these principles and sets out a future that will be sustainable, in that future generations should be able to benefit from a quality of life that is at least as good as the one we enjoy, and to succeed in improving the accessibility of all sections of its communities to the quality of life currently enjoyed by the majority of its population.

4.0 HOW HAS THE STRATEGY BEEN DEVELOPED?

4.1 The partnership has approached the task of developing this strategy in two stages.

· First it looked at what life is like in Hart at the moment and back at how the district has developed to become what it is today. It has examined the main drivers for change such as proximity to employment, ease of travel and rural environment. It has built up a profile of the district looking at its people, its economy and its character. It has looked at safety, health, education, housing, and the various matters that together measure quality of life. Research has been done about what people expect to need in the future. Not only have the partners views on these various matters been considered but many other groups have also been consulted

· Second, the Partnership looked at predictions for the future of the district. Based on trends of the past it explored how the population would change over the next ten or twenty years and what these changes could mean for the services that the partners provide. It speculated on the external pressures that might influence development and change in Hart. The partners were asked how they propose to meet their future responsibilities. The people of Hart were asked in a MORI (see appendix 2) survey about their own priorities and preferences for their own well being. The results of the various studies and surveys were refined in the light of the MORI survey and other community-based consultations into a broad strategy and five key priories for action.

4.2 What does the Hart Local Strategic Partnership do?

4.2.1 In essence the HLSP does three things:

I. It looks back - It looks at what life is like in Hart at the moment and looks back at how the district has developed to become what it is today. It examines what the main influences were, such as proximity to employment, ease of travel and rural environment. In building a profile of the district it looks at its people - their safety, health, education, housing, interests, abilities and way of life. Research has been done about what people expect to need in the future. The district itself has also been examined - what's good about living here, what could do with improving, what needs changing, and what needs preserving. Many groups have been consulted on this as well as the residents.

II. It looks forward - The HLSP looks at predictions for the future of the district. Based on trends of the past, how is the population going to change over the next 10 or 20 years? What will residents need over the next decade? What will the external pressures be on the district and how will it cope? How will society as a whole develop and what effect will this have on the people of hart? How are individual organisations such as the police service planning to meet their future responsibilities?

III. Planning - The HLSP has pulled together joint priorities for the district and decided on five key themes: community safety, health and well being, the environment, affordable and safe housing, and transport.

4.3 The Community Strategy for Hart does not try to recreate all the plans and strategies of all the partners but aims to add value by sharing information and resources, it also takes into account the work of existing partnerships that have been established in Hart and that are working well and achieving real outcomes; for example, the Community Safety Partnership. In this case readers are referred tot the Action Plan for the Hart Community Safety Partnership which can be obtained from the Community and Customer Access Service at hart District Council. Telephone no. 01252 XXXX

5.0 A PROFILE OF HART

Location

5.1 Hart District is to be found in North East Hampshire, a part of the South-East Region of England. The Council's offices are in the town of Fleet which although only some forty miles from Central London is centred within a predominantly rural area.

5.2 The plan identifies Hart in the South East of England and on the larger scale the boundaries and principal settlements within the District.

5.3 The M3 motorway and A30, A33, A287, A323, and A327 roads pass through the district.

5.4 The Southampton/Waterloo main rail line passes through the district. There are three mainline railway stations at Hook, Winchfield, and Fleet.

Character

5.5 The District covers an area of 53,146 acres (83 square miles) and is mostly rural in character with approximately 90% of the land being in open countryside. The overall impression is that the district is rural, with a varied landscape made up to woodland, heath land, common, and arable land.

5.6 The urban areas are concentrated in the north-east and east of the district around Yateley, Blackwater, and Fleet. Hook is a recently expanded village on the western boundary. The remainder of the district's settlements are villages, particularly notable for their historically and architecturally important buildings.

5.7 There are thirty-two Conservation Areas and the District has a varied and widespread architectural heritage with about 1,000 buildings listed as being of special architectural or historical interest.

5.8 From Hart's northern boundary with Berkshire, the land rises to the North Downs in the south of the district. Three small rivers cross the area flowing northwards into the river Thames, one of these, the Blackwater, forming part of the boundary with Surrey and Berkshire. The Whitewater flows from the western side into the river Hart, from which the district takes its name. The Basingstoke canal winds through the southern half of Hart and, after extensive restoration, is now a popular recreational asset.

5.9 Good communication links make the district an attractive area especially as a location for high technology firms. Employment is mainly within the service sectors and a significant proportion of the workforce commute to work out of the area.

5.10 There are 33,000 dwellings within the District of which 73% are either detached or semi-detached homes. 81% of dwellings within the District are owned outright or are being purchased by residents.

Demography

5.11 The District has a population of 87145 and has experienced rapid growth since the 1960s from a population of only 37,000 in 1961. There is no detailed knowledge of the ethnicity of the District but the 1991 census results indicated that at that time 97.9% of the population was white. The ethnic minority amounted to 1700 individuals. The Crondall Ward had, due to the then Gurkha Barracks at Church Crookham, the highest ethnic representation, although since the relocation of the Gurkhas to Kent in 2000 this is no longer so.

5.12 89% of the population is under the age of 65 years.

5.13 Hart District with a workforce of 47,000 of whom half commute out of the District also has the second lowest unemployment rate in Hampshire having a rate of only 0.4%.

5.14 Of the workforce 58% are male and 42% female.

5.15 Almost 90% of households in the District have at least one car with 51% having two or more cars.

6.0 A VISION FOR THE FUTURE

6.1 Every strategy needs a vision to illuminate and guide its purpose. Two fundamental principles underpin the Partnership's vision for Hart: to develop sustainable communities and to promote equality, diversity and social inclusion.

6.2 The sustainable communities are the key to lasting rather than temporary solutions and important if development is to respect the needs of future generations as well as succeeding now. Equality, diversity and inclusion is important to ensure that all sections of the community are able share in the quality of life currently enjoyed by the majority and adapt as swiftly to the changing demands of modern life. Accordingly, the vision adopted for this strategy is:

To improve, sustain and promote the social, economic and environmental well being of communities in Hart District

6.3 Whilst the process of long-term change is gradual, every short-term decision contributes to it. The Partnership has, accordingly, identified five main cross-cutting priorities within which actions should take place:

o Community safety

o Health and well-being

o Environment

o Affordable and safe housing

o Transport

6.4 These five priority areas are seen as part of delivering the whole strategy and not as isolated tasks. It is inevitable that taking actions to achieve one of them will affect one or more of the other priorities. Sections 7.0 to 11.0 below outline the five main priorities in more detail, identifying how the priorities will be tackled.

6.5 The Action Plans contained in Appendix 2 to this document set out in greater detail the actions, projects, timescales, targets and responsibilities for achieving these objectives.

7.0 PRIORITY COMMUNITY SAFETY

AIM To increase public reassurance and reduce the fear of crime

HOW?

· Involve local businesses and the wider community in helping to reduce town centre crime, violence, anti-social behaviour and alcohol related disorder

· Promote a greater feeling of safety at home by increasing awareness and prevention of domestic violence, antisocial behaviour, nuisance and fire setting

· Reduce juvenile nuisance and support youth leisure activities such as SNAP discos and SCAMFEST

· Encourage parents to take more responsibility for the family unit

· Reduce crime and disorder caused by drugs and alcohol by promoting responsible behaviour

· Promote community responsibility for improving the quality of life of all local people

· Reduce crime by increasing crime prevention, targeting burglary, robbery, and vehicle and violent crime. Look at new ways to respond to emerging crime trends

8.0 PRIORITY HEALTH AND WELL BEING

AIM To encourage personal health and well being

HOW?

· Work better with community groups to identify specific needs and work to providing service that meet those requirements

· Appoint community champions to kick start specific health projects such as smoking cessation and coronary heart disease prevention

· Hold more health and well being events and promotions

· Establish one stop health and well being centres that provide help, advice and promotion

· Work with community leisure centres to expand services and encourage more people in the community to participate in facilities offered

· Make more use of informal recreation such as footpaths, cycle ways and open spaces

· Youth (age 13 - 19) is a group in need of special attention, research and support (via SCAMFEST event, special promotions and formation of a youth council)

9.0 PRIORITY ENVIRONMENT

AIM Enhance the environment whilst providing for the needs of local communities

HOW?

· Devise robust policies within a long term planning document (the Local Development Framework) that will enhance aspects of Hart's environment and take into account local social and economic needs

· Reduce air and noise pollution through traffic reduction and improvements in integrated transport

· Recognise the diverse community needs within Hart and balance these with the needs of the environment

· Keep environmental issues local by encouraging village design statements within Parish Plans

· Encourage everyone to take a balanced and considerate attitude to all aspects of the environment through improved communication

· Handle conflicting interests through transparent processes that involve community groups at all levels

· Encourage community involvement, debate and feedback

10.0 PRIORITY AFFORDABLE AND SAFE HOUSING

AIM To meet the priority housing needs of the community, provide safe homes in a safe environment and

help key workers get into the housing market

HOW?

· Ensure sufficient affordable and safe homes to meet the priority needs of the community

· Maximise the number of affordable homes, increase the number of smaller units and balance the mix of housing to take into account the differing ages and incomes of people in Hart

· No more than six families in bed and breakfast accommodation at any one time

· No one on the housing waiting list for longer than a year

· Source adequate funding to maintain and enhance affordable housing and look at co-ordinating housing across district boundaries

· Investigate alternative ways to help people get into the local housing market

· Raise the standard of safety in existing housing and promote safe housing especially with regard to fire, crime, location and building structures

· Increase the independence and safety of ageing and less mobile people in hart by addressing their housing needs more adequately

11.0 PRIORITY TRANSPORT

AIM To ensure that people can get to essential services

HOW?

· Raise awareness of the impact that transport has upon the environment

· Reduce pollution by promoting alternatives to the car

· Reduce the number and pattern of trips made by using development plans to locate and retain local facilities and services

· Monitor whether public transport adequately meets the travel requirements of people throughout the district

· Establish an integrated and safe transport system that everyone can use and is appropriate to the needs of the communities in the district

· Provide transport for those who cannot otherwise get to essential services such as hospital

· Reduce travel volume and congestion by encouraging use of local school buses, lower traffic speeds, more cycle routes and pedestrian areas

· Reduce the safety risks and promote the health benefits of walking and cycling

12.0 REVIEWING AND MONITORING THE COMMUNITY STRATEGY

12.1 The Partnership will continuously monitor and periodically review the strategy to ensure that it remains a relevant response to the inevitable changing problems and opportunities that will face Hart over the next ten to twenty years. At a minimum the Community Strategy will be reviewed formally and rolled forward every three years.

12.2 The Partnership intends to monitor the action plans on a six monthly cycle to ensure the objectives and targets are being achieved, and to review whether resources need to be re-directed in certain areas to ensure outcomes are delivered.

12.3 The HLSP wants realistic targets that it can achieve rather than an exhaustive list of things which may never be achieved because it is too optimistic. In drawing up the action plans it has sought to identify the key co-ordinating agency and realistic targets and measures. The groups working on the action plans have their own responsibilities for securing delivery of their objectives and are required to report to the HLSP on performance every six months.

12.4 All the partners are committed to the Community Strategy and have committed resources in terms of staff time, finance, sharing information which is vital for this new kind of partnership working to succeed.

12.5 All the partners have also agreed to reflect the priorities contained in this strategy in their own corporate and budgetary plans.

12.6 The HLSP meets quarterly. The adoption of this strategy is only the beginning. We must now work as a partnership to deliver the objectives we have committed ourselves to, for the benefit of all the residents, businesses, the environment and people of the district.

13.0 FURTHER INFORMATION

13.1 If you want to get involved, can help in any way, or would like further information on any of the plans or strategies or partners please let us know:

· Email: To be inserted

· Phone: To be inserted

· Write to: Community and Customer Services Manager

13.2 Up to date information on the HCP and its work can be viewed online at www.hart.gov.uk/xxx or contact as above

13.3 The Hart Community Strategy is also available in large print format or in other formats upon request. Please contact a member of the Community Services Team at Hart District Council on 01252......... or as above.

14.0 ACTION PLANS

14.1 See enclosed Appendix which contains the action plans for all the cross-cutting priority areas the community strategy has decided to focus on, apart from the Community Safety priority which as referred to above is available via the Hart Community Safety Partnership.