ECONOMIC DEVELOPMENT, PLANNING,
TOURISM AND LEISURE SERVICES SELECT COMMITTEE - 27 OCTOBER 2003
HEAD OF CORPORATE POLICY AND COMMUNICATIONS
REASON FOR SELECT COMMITTEE CONSIDERATION
This report is submitted at the
request of the Select Committee. The Select Committee decided at their
development day on 24/3/03 that they wished to receive a regular update/review
of the Local Strategic Partnership.
ACTION REQUIRED BY THE SELECT COMMITTEE
To
receive the comments of Members
BACKGROUND
The
Island Futures Local Strategic Partnership was launched on 18th
January 2002. The Partnership was formed as a direct result of a Government
requirement for all areas of the country to have a vision for their future and
a plan of action to bring this vision into reality (Local Government Act 2000).
It was the Government’s intent that the resultant plan was developed and taken
forward by a local strategic partnership.
The
membership of the Island Futures Local Strategic Partnership comprises of
representatives from the public, private, voluntary, youth and community
sector. The Government requires that each strategy should promote or improve
the economic, social and environmental well-being of the area and contribute to
the achievement of sustainable development in the United Kingdom.
The
Strategy for the Island is called “The Island Futures Community Strategy”. It
is based on the needs and views expressed by local people. It contains actions
drawn from major existing plans of the Council and other key partners like the
NHS Trust to ensure that there is a coordinated, joined-up approach. It will be used to steer the activities of
local public, private and other agencies to meet those needs and aspirations in
a strategic, well-balanced way
The
partnership has seen much activity this year in that they have adopted a
revised structure, which has brought clarity to the role of the partners, and
have formally adopted a constitution, which sets out their terms of reference
and codes of conduct.
The
partnership are currently undertaking a full review of the Community Strategy
to identify which of the aspirations have been achieved and which have not.
Those outstanding are evaluated and prioritised and will form the basis of an
action plan. The review will be completed by December 2003. The action plan
will use the Area Investment Framework to identify funding to enable the
priorities within it to be achieved.
This
activity is being undertaken through a series of workshops, which have engaged
and involved the key partners, the community and other organisations and
agencies responsible for the development and delivery of the Community
Strategy. The workshops are based upon the seven themes within the Community
Strategy:
·
Guaranteeing the
quality of life and Sustainability
·
Improving access to
services and facilities
·
Promoting equality
·
Supporting jobs and the
local economy
·
Developing learning and
skills
·
Developing tourism
·
Ensuring quality in the
built environment
To
date three workshops have taken place. All have been well attended and the initial
results are very promising. The remaining four are scheduled to be completed by
the end of October 2003. The Executive of the Local Strategic Partnership will
then determine the overall priorities, which will form the core of a revised
strategy and action plan.
RELEVANT PLANS, POLICIES, STRATEGIES AND PERFORMANCE INDICATORS
The
Community Strategy, the Corporate Plan, Service Plans
The
Community Strategy builds on other reports, plans and consultations. Most
notably the Corporate Plan makes an explicit contribution to the delivery of
the strategy and, in much the same way; individual service plans should
contribute to the aims of the corporate plan and in turn, the strategy.
a)
Within the Council’s
Best Value Performance Plan there are a number of Performance Indicators
relating to the Community Strategy. The indicators seek to establish whether
the Authority have a Community Strategy which has been developed in
collaboration with the local strategic partnership which will improve the
economic, social and environmental well-being in a way that is sustainable –
the first part of this indicator has already been achieved and the development
of an action plan by the end of 2003 will ensure that the latter part is
achieved in the most appropriate and timely manner.
b)
The indicators also
need to know when a full review of the strategy is to take place and when. The
programme for this is that a full review is currently underway and will be
completed by the end of this year and will result in a revised strategy and
action plan by early 2004.
CONSULTATION PROCESS
The
Community Strategy was the result of an extensive Island-wide consultation
exercise undertaken over an 18-month period, which began in November 2000.
Innovative methods were used in an effort to engage and consult with the Island
people and to contact all sectors of the community, including minority and hard
to reach groups. There are over 200 aspirations contained within the Strategy,
which are grouped into the seven crosscutting themes. The Council and other
partners approved the strategy in June 2002 and it was adopted at full council
on 24th July 2002.
Ongoing
consultation, engagement and feedback with members of the partnership are being
achieved through a series of workshops, which are taking place to review the
strategy, and with the Island Community through an annual summit.
FINANCIAL, LEGAL, CRIME AND DISORDER IMPLICATIONS
The Local Strategic Partnership does not have an identified operational budget. It is the intention of the partnership to identify their budget requirements for the future and how they might best be resourced. The Council has a clear role to play in the ongoing direction, coordination and support of the Partnership and may wish to consider their financial obligations in this respect.
The Community Partnership Manager and a member of her team are currently responsible for the support and development of the Partnership and of the Community Strategy.
There is a legal requirement under the Local Government Act 2000 for all areas of the country to have a vision for their future and a plan of action to bring this vision into reality – the Island Futures Community Strategy. The Government intend that the Strategy is developed and taken forward by the local strategic partnership – Island Futures Local strategic Partnership.
The Council have a duty under Section 17 of the Crime and Disorder Act to promote a safer society and reduce the level of crime and disorder. Both of these issues are included within the Quality of Life theme within the Community Strategy.
APPENDICES ATTACHED
There
are no appendices attached
BACKGROUND PAPERS USED IN THE PREPARATION OF THIS REPORT
The
Community Strategy , the Corporate Plan
Contact Point : Sue Chilton, Community Partnership
Manager, 3632, [email protected]
JOHN BENTLEY
Head of Corporate Policy and Communications