PAPER C1
Purpose:
For Decision
Committee: EXECUTIVE
Date: 2 JULY 2002
Title COMMUNITY STRATEGY
In April this year the Executive
approved a second stage of formal consultation on the draft community strategy
for the Island. A copy of the consultation draft was circulated to all
members. The consultation period is
now completed. The key results from the consultation are contained in this report.
A more detailed analysis of the consultation results is underway and will be
sent to all members when completed along with any suggested responses. Copies
will be placed in the member lounge and made available for the public. Changes
to the strategy relating to the Councils contribution will be incorporated into
a final draft strategy after the full Council has given consideration to them
on 24 July.
The Executive is asked to note the
consultation results and recommend the strategy for adoption by the full
Council.
BACKGROUND
The Local Government Act 2000
requires all local authorities to see that a Community Strategy is developed
for their area. Work on the final draft is now underway following wide-ranging
consultation with the public and partner organisations.
Since the Executive last
considered the matter:
Initial Consultation results
The public response both at public
meetings and by returning questionnaires has been disappointing. Fewer than 250 people attended the various
public meetings - although some represented larger organisations / networks -
and only 170 questionnaires had been returned by the end of the formal consultation
period. Experience shows that more responses will follow, but such a limited
response does not appear to provide a good basis for making significant changes
to the draft of the community strategy which itself emerged from a more widely
supported consultation exercise.
Despite the obvious weaknesses;
the questionnaire responses received so far are supportive of the draft
strategy as the following table shows
|
SUBJECT |
% AGREE |
% DISAGREE |
|
|
|
|
|
The overall vision for the
Island |
58 |
42 |
|
|
|
|
|
The example aspirations for
the: |
|
|
|
Quality of life and
sustainability theme |
92 |
8 |
|
Developing learning and skills
theme |
86 |
14 |
|
Access to services and
facilities theme |
81 |
19 |
|
Supporting jobs and the local
economy theme |
81 |
19 |
|
Promoting equality theme |
76 |
24 |
|
Ensuring quality in the built
environment theme |
75 |
25 |
|
Developing tourism theme |
68 |
32 |
|
|
|
|
|
The example actions underpinning
the |
|
|
|
Developing learning and skills
theme |
82 |
18 |
|
Access to services and
facilities theme |
76 |
24 |
|
Quality of life and
sustainability theme |
75 |
25 |
|
Supporting jobs and the local
economy theme |
61 |
39 |
|
Promoting equality theme |
66 |
34 |
|
Ensuring quality in the built
environment theme |
68 |
32 |
|
Developing tourism theme |
63 |
37 |
A considerable number of
additional comments were received both on the questionnaires and as a result of
the various public meetings. These are currently being analysed. The comments
fall into three categories; on the content of the strategy itself, on the
format, language etc of the strategy and on the community strategy process both
now and in the future. These comments will be examined further to see if they
form the basis of any amendments to the draft strategy. The fuller analysis and
any suggested response will be available before the Council meets on 24 July
The way forward
It has now been some18 months
since the Council took the lead in developing a community strategy for the
Island and the first stage of this ongoing process is now reaching a
conclusion. The Council and partners organisations need to endorse the final
draft and take responsibility for the actions that all to them. The Island
Futures partnership will need to consider how progress will be monitored across
all partners as well as how to receive new ideas and provide feedback.
It is important to remember the
strategy is not just another council document. It is over-riding and provides
the context for many other plans, bids and organisation. The council is just
one contributor and other organisations and individuals have major roles to
play in achieving the vision for the future. Individual members of the LSP are
also being asked to formally adopt the strategy and, like the Council, their
separate plans will increasingly contain the details of how the vision for 2012
is to be achieved.
The Island Futures strategy is
clearly a key document. Through its seven themes, it will provide a framework
for the Council’s own strategy as well as for the rest of the Island. It will
provide the link between many future plans, strategies and bid documents. It
may encourage a rationalisation of plans and partnerships and lead to more
productive joint working. It is also a visible sign of the continuing process
of engagement between the people of the island and the public, private,
voluntary and community sectors. As such, the Council as the prime democratic
body on the Island has already re-considered its own objectives for the future.
RECOMMENDATIONS
To note the results of the
formal consultation exercise.
To recommend the draft
strategy to the full Council for adoption.
FINANCIAL IMPLICATIONS
BACKGROUND PAPERS
Preparing Community Strategies -
Government guidance to local authorities - December 2000
Agenda and minutes of the
Executive - 23 April 2002
|
A KAYE Head of
Paid Service |
S SMART Leader of the Council
|