2 VISION AND OBJECTIVES
2.1 The Vision for the South Downs National Park was set out in the first Partnership Management Plan (2014-2019). This Vision describes where we want to be in 2050 and it is the overarching vision for the adopted South Downs Local Plan. It applies across the whole National Park, but the ways in which it could be achieved will vary from area to area based on the characteristics and opportunities in that area.
By 2050 in the South Downs National Park:
The iconic English lowland landscapes and heritage will have been conserved and greatly enhanced. These inspirational and distinctive places, where people live, work, farm and relax, are adapting well to the impacts of climate change and other pressures.
People will understand, value, and look after the vital natural services that the National Park provides. Large areas of high-quality and well-managed habitat will form a network supporting wildlife throughout the landscape.
Opportunities will exist for everyone to discover, enjoy, understand and value the National Park and its special qualities. The relationship between people and landscape will enhance their lives and inspire them to become actively involved in caring for it and using its resources more responsibly.
Its special qualities will underpin the economic and social wellbeing of the communities in and around it, which will be more self-sustaining and empowered to shape their own future. Its villages and market towns will be thriving centres for residents, visitors and businesses and supporting the wider rural community.
Successful farming, forestry, tourism and other business activities within the National Park will actively contribute to, and derive economic benefit from, its unique identity and special qualities.
2.2 A number of strategic objectives, based on the National Park purposes and duty (see 1.1), outline the direction that the South Downs Local Plan took in order to achieve the vision within the remit of the Local Plan and consideration of planning applications. The thematic and allocation policies were intended to deliver these objectives.
1. To conserve and enhance the landscapes of the National Park
2. To conserve and enhance the cultural heritage of the National Park
3. To conserve and enhance large areas of high-quality and well-managed habitat to form a network supporting wildlife throughout the landscape
4. To achieve a sustainable use of ecosystem services thus enhancing natural capital across the landscapes of the National Park and contributing to wealth and human health and wellbeing
5. To protect and provide opportunities for everyone to discover, enjoy, understand and value the National Park and its special qualities
6. To adapt well to and mitigate against the impacts of climate change and other pressures
7. To conserve and enhance the villages and market towns of the National Park as thriving centres for residents, visitors and businesses
8. To protect and provide for the social and economic wellbeing of National Park communities supporting local jobs, affordable homes and local facilities
9. To protect and provide for local businesses including farming, forestry and tourism that are broadly compatible with and relate to the landscapes and special qualities of the National Park
2.3 During the ‘early participation’ engagement in the summer of 2024 we asked people whether they thought the vision for the National Park was still right and should be retained in the Local Plan Review. 85% of respondents were either neutral, satisfied or happy with the existing 2050 vision for the National Park. Those unhappy with it made suggestions about how it could be improved which are summarised in the Consultation Report at . www.southdowns.gov.uk/planningpolicy/the-south-downs-local-plan-review/previous-engagement/ summer-2024/.