Community Strategy accessibility
Sustainable Community Strategies are intended to be documents produced with and for local communities. Their production processes should embrace community involvement and be wholly transparent.
Once produced these Strategies should be easily accessible as the programme they contain:
Is a key to their communities'
access to funding and other resources.
Indicates the general receptivity
of Partnership / Council members to ongoing proposals for
development.
Informs citizens sufficiently
to monitor council and other Partnership members' performance.
Enables communities to
hold decision makers to their Strategy commitments.
SustainabilityLINKS, 3 Park Road, Bedworth, Warwickshire CV12 8LH or info@sustainabilitylinks.org.uk
Page Aim
Sustainable Community Strategies are intended to engage communities in defining a vision for their areas and deciding the ways in which this vision will be realised. Shorter term Action Plans are then published setting out an appropriate programme for the next three years or so.
The seven assessments here focus on one subregion's Strategies’ positive proposals, ignoring their failure to consider the sea-change implications of climate change and other aspects of the environmental, economic and social collapse that are becoming increasingly evident to us all..
It would be unfair and ill-considered to be unduly critical of individual area SCSs and those involved in their production. Notwithstanding the impressive engagement processes some LSPs establish to produce their Strategies, at the end of the day the final documents are funding bids, a means by which the Government rolls out its national policies.
So, is participation an elaborate illusion? Are local Sustainable Community Strategies simply a vehicle for rhetoric? Do they provide no more than a local public services Charter?
Or do they give communities a genuine opportunity to become involved in decision making? And do they provide baseline statistics and outcome targets that enable citizens to subject their programmes to measurement and decision makers to scrutiny?
Page Contents
Sustainable Community Strategies – How to Conduct Your Own S&P
Audit
Background Information
Government Requirements
An Assessment of Coventry & Warwickshire’s Seven Strategies
Coventry, 2008 – 2026
North Warwickshire, 2004 – 2007
Nuneaton and Bedworth, 2007 – 2021
Rugby, 2007 - 2010.
Stratford, 2004 – 2014
Warwick, 2005 – 2020
Warwickshire, 2005 – 2008
Page Updates
This information about the subregion’s seven Sustainable Community Strategies will continue to be supplemented during 2009.
Sustainable Community Strategies –
How to Conduct Your Own S&P Audit
Get a copy of your area’s SCS from the local council – many include
them on their website.
Check its contents against the S&P criteria outlined below.
Compare its contents to the information you can get from the
different books, magazines, websites and best practice sources recommended
on the website’s other pages.
Local Strategy Themes
Four of the website pages are arranged according to common Sustainable Community Strategy themes: Helpful Books, Model Strategy Audit, Model Community Strategy and Model Resolutions. This is to help monitor SCS processes and inform other participation in local decision making.
Unsustainability
Are the area’s SCSs, LSPs, Citizen’s Panels and other participation processes addressing global unsustainability at the local level?
Participation
Are local communities using participation opportunities to influence decision making?
Community
SCS Community themes include such topics as social inclusion, young and old, ethnic and cultural diversity, narrowing the gap, VCO involvement. Are ESD and participation factors brought into a consideration of all these?
Community Safety
The theme addresses crime and disorder issues– but does the SCS consider what causes are attributable to factors outside of the process remit?
Education
Strategies may look at topics such as lifelong learning, citizenship and student led initiatives – but what about ESD?
Health
Does the local SCS address any of the numerous social causes of ill health?
Economics
The SCS Economics theme can embrace employment, town centres, regeneration. But does it tackle such concerns as ethical consumerism, SCP, the social economy?
Environment
In this section of Strategies bring together natural environment concerns such as; access to green space, habitat and species biodiversity, pollution, maintaining and increasing natural features, urban trees. Also built environment concerns including housing, planning and development, infrastructure, sprawl. But to what extent does this Strategy look at the impacts of global environmental decline upon local communities, or indeed, how local communities can reduce their environmental footprint?
Transport
Does the SCS consider such topics as: road calming, buses, trains, passenger information giving, integrated transport initiatives, cycling, pedestrian issues, freight, air travel, parking, car sharing, how communities pay for the costs arising from private car use?
Waste
Strategies look at waste, recycling, disposal facilities and provisions. But do they consider such issues as packaging and the construction industry?
Climate Change and Energy
Strategies customarily look at topics such as energy conservation schemes, but why ignore the development of local renewable sources, the possible local impacts of climate change and peak oil, planning for energy descent and transition, etc?
Background Information
Strategies, and the processes used to produce them, were required to “subsume” areas’ Local Agenda 21 work by the Local Government Act 2000 – Councils had established these LA21 programmes in direct response to the United Nations’ Rio Earth Summit and Agenda 21. For a more detailed account of the history see the International Initiatives page.
Unfortunately, though inevitably, the sustainability focus has become blurred and lost in the long road from Agenda 21 to LA21 to Sustainable Community Strategies to the actual implementation of agreed proposals.
Government Requirements
As already noted, it was the UN’s Agenda 21 that first required communities to come together to determine a sustainable Agenda for the 21st century. The stated aim of Sustainable Community Strategies is not dissimilar – they require communities to come together to determine a sustainable agenda for its first two decades.
But SCSs have not only shortened sustainability’s time frame and catchment, they have also distorted processes’ participation element. The aim of the most recent SCSs has not been to bring communities together to determine an agenda so much as to match central Government policy and local consultation responses.
For example, the Government now requires SCSs to play a part in linking regional and local planning. This means Strategy production processes must focus on aligning their region’s economic, spatial, housing, cultural and energy strategies with local plans for the physical environment (housing, commercial premises, roads, etc), as set out in their Local Development Frameworks.
Coventry
Coventry - The Next Twenty Years The Coventry Sustainable Community Strategy 2008 – 2026
Further Information / Accessibility
Copies of the SCS are available from Coventry City Council offices.
Coventry Partnership, Room 67, Council House, Earl Street, Coventry CV1 5RR. 024 7683 4355. www.coventrypartnership.com and www.vaccoventry.org.uk
Participants
Production of the SCS is the responsibility of Coventry Partnership, whose various processes involve over thirty people from the third sector’s voluntary organisations and community groups. There was also a public consultation period with three public meetings held in January 2008.
A visit to the Partnership website during June 2009 showed that the Partnership Operations Group was made up of 10 members, representing Coventry City Council, Coventry Teaching PCT, VAC, Coventry CEN, West Midlands Police, Whitefriars Housing, Jaguar and Landrover, Community Safety Partnership and Learning and Skills Council. The Operation Group's membership was drawn from the Partnership Board:
Coventry City Council (6
reps), Coventry Teaching PCT, VAC, West Midlands Police
(3 reps), Whitefriars Housing, Community Safety Partnership
and Learning and Skills Council. Other public sector
organisations represented were Coventry University, Warwick
University (2 reps), West Midlands Fire Service, Henley
College, Job Centre Plus, Connections, Learning and Skills
Council, Coventry Arts and Media,
Market sector representatives
came from Jaguar Cars, PSA Peugeot Citroen, Coventry and
Warwickshire Chamber of Commerce, Quest Associates and Coventry
Federation of Small Businesses.
Voluntary sector representatives
came from Voluntary Action Coventry, Coventry Law Centre,
Coventry Cyrenians and Age Concern. Coventry's Community
Empowerment Network had five representatives.
Many of the other organisations involved in the production and delivery of the SCS can be identified from the Strategy's Outcomes and Priorities section (see paragraphs 1h - 9h).
Production Process
Coventry’s SCS is based substantially on the city’s second Community Plan, but like Strategies elsewhere if has to consider a longer time scale and take into account regional economic and spatial strategies.
Some difficulties were encountered in trying to match up Coventry’s earlier Community Plan, its Local Area Agreement and the Government’s national set of targets and indicators.
Voluntary Action defined the purpose of the VCS consultation on the draft as being to “fine tune the final strategy, adding local knowledge and identifying potential solutions”.
History
There have been three Community Strategies. The second SCS, 'Progress through Prevention', was for 2004 - 2010. These earlier Strategies were preceded by various documents with similar objectives including the City Council's Local Agenda 21 Strategy.
At some point this site will be revisiting earlier plans to compare and contrast such factors as vision, objectives, proposals and performance.
“Growth will offer more employment and housing opportunities, and opportunities to involve communities in improving the quality of the local environment.”
Coventry Sustainable Community Strategy, 2008 – 2026
Format
Section 2 of the Coventry Strategy, Outcomes and Priorities, forms its main content. The Introduction looks at the Strategy, its themes and Coventry, while the Appendices map the LSP structure and the city's priority neighbourhoods.
Each of the ten themes is divided into two sections. The first gives background details, then asks 'Where are we now?' and 'What things will we need to tackle?'. The second - entitled 'Our Plans' - divides into nine parts:
a) Long-term outcomes.
b) Short-term priorities.
c) Some indicators we will use to help us measure success.
d) Opportunities and challenges of growth.
e) Equality of opportunity; community cohesion and neighbourhoods.
f) Climate change.
g) Some key strategies.
h) Some key local organisations and partnerships.
i) Involvement of local organisations, communities and individuals.
Vision
Coventry should be "a growing, accessible city where people choose to live, work and be educated and where businesses choose to invest".
Cross referencing categories
This site enables direct comparisons to be made between areas' SCS themes and the theme categories of this site's Helpful Books, Model Community Strategy and Model Resolutions pages. See the section above on Sustainable Community Strategies – How to Conduct Your Own S&P Audit.
Further assistance is available on the sites other pages, where information is listed alphabetically (eg Helpful Websites and Helpful Magazines) or chronologically (eg Best Practice and Policy Making).
SCS Themes
Economy, Learning, Skills
and Employment
Health, Well Being and
Independence
Community Safety
Cleaner, Greener Streets
and Open Spaces
Children and Young People
Housing
Transport
Culture, Sport and Physical
Activity
Equality of Opportunity
and Involved, Cohesive Communities and Neighbourhoods
Making a Positive Environmental
Contribution and Tackling Climate Change
LSP Theme Groups
Economy, Learning, Skills
and Employment
Health and Well Being
Community Safety Partnership
Environment
Housing
Transport
Cultural Partnership
Equalities and Community
Cohesion
One of the two SCS themes not addressed by these groups is Children and Young People, a responsibility met by the city's Children and Young People's Strategic Partnership. The other, climate change, is dealt with by the Strategy both on a cross-cutting basis Strategy and through the Making a Positive Environmental Contribution and Tackling Climate Change theme section.
Coventry also has a separate Climate Change Strategy, which commits the city to reduce its carbon emisions by 70% before 2050.
Review
Under the heading 'A sustainable future' the first page of the Strategy defines the approach: "An important part of the Strategy is to ensure that what we do now is sustainable in the future and it considers issues such as climate change, the local environment, equality of opportunity... and community cohesion."
Editorial
A problem with this approach is that while acknowledging localities must increasingly come together to cope with the serious worldwide problems impacting upon them, the Strategy then focuses on the "such as" example of climate change, ignoring other key aspects of global unsustainability. This is particularly evident in the Making a Positive Environmental Contribution and Tackling Climate Change theme pages (pp 46 -49).
A document looking 20 years hence really should address such problems as peak oil, drinking water shortages, accelerated species loss, the relentless destruction of marine life, population growth and famine, not to mention the urgent need to shift from an unsustainable and collapsing global economy.
Coventry SCS and Climate Change...
This is how the cross-cutting issue is tackled through the ten Strategy themes:
1. Economy, Learning, Skills and Employment
Developing low carbon technologies
and industries.
Encouraging low carbon
practices across the market sector.
Adopting green travel plans.
Reduction of distance commuting.
2. Health, Well Being and Independence
Planning for new health
problems - respiratory problems, heat exhaustion, skin cancer,
contamination from flooding.
3. Communi ty Safety
Planning for the increased
incidence of flooding and fires.
Anticipating the effects
of behavioural changes, eg warmer weather will mean more
people leave windows and doors open.
Identifying the community
safety links. Carbon emissions increase if people
use cars; crime and traffic safety factors discourage travellers
from using environmentally-friendly travel modes.
4. Cleaner, Greener Streets and Open Spaces
Recognising the importance
of green spaces in mitigating impacts.
Promoting safe, attractive
streets to encourage walking and cycling.
Adopting new technologies,
such as permeable surfaces.
5. Children and Young People
Acknowledging that younger
generations are the ones going to be affected.
Encouraging their information-giving
role within families and communities...
...and promoting schools'
role in bringing about the necessary behaviour changes.
Reducing school runs.
6. Housing
Making new and existing
homes more energy efficient.
Ensuring new housing can
better withstand the impacts of higher temperatures, storms
and flooding.
Requiring projected developments
to reduce the need to travel.
Community opts for maximum development
During 2008 Coventry's Community Empowerment Network organised a consultation on the city's Local Development Framework - the LDF is one of the most critical pieces of policy in terms of its effect on localities. The consultation outlined the Government's three options regarding the increase in city households over the next 20 years – there could be an extra 19,000, 24,000 or 44,000.
The CEN introduced a hyperthetical additional option of no growth, merely for discussion purposes.
Opinion was found to be evenly divided between an extra 24,000 households and no growth, although it was the possibility of an extra 44,000 that proved to be the most popular. This was because an increase in local population numbers was seen to bring economic advantage and attract increased Government funding for the provision of services and infrastructure.
Such exercises raise important questions about economic and population growth but it would be interesting to see some statistics about the correlation between population density and the quality of personal and community life and the environment.
7. Transport
Improvements in planning.
Improving public transport.
Enhancing local environment.
Encouraging children walk
and cycle.
Encouraging adults to invest
in electric cars, etc.
Reducing the need to travel
Communities need to be not only where people reiside, but also go to school, work and access leisure facilites. Localities - and carbon reduction plans - are ill served by present policies that design-out communities' shopping, health services, post offices, libraries and other facilities.
8. Culture, Sport and Physical Activity
Using the arts to raise
awareness.
Climate proofing existing
recreational provisions.
Providing services to meet
increased demand for outdoor facilities.
9. Equality of Opportunity and Involved, Cohesive Communities and Neighbourhoods
Recognising that greater
affluence increases individuals' carbon footprint, while
deprivation brings disproportionately more negative effects.
“Vulnerable communities are likely to be most affected by the impact of climate change… It will be important to involve local communities in addressing issues in their neighbourhoods and in developing local responses to tackle and adapt to climate change.”
Paragraph 10e, The Next Twenty Years, Coventry Sustainable Community Strategy.
10. Making a Positive Environmental Contribution and Tackling Climate Change
Apart from two paragraphs on waste (10.10 and 10.13) and a sentence about air quality (10.11) the Making a Positive Environmental Contribution and Tackling Climate Change section on pp 46 - 47 focuses exclusively on climate change issues. It should be read in the context of Coventry's Climate Change Strategy, reviewed on the Local S&P Initiatives page.
Paragraphs 10.1 and 10.2
say the theme aims to ensure that Coventry is tackling climate
change and "that the SCS focuses on wider environmental
sustainability issues" than those addressed by the
Cleaner, Greener Streets and Open Spaces theme.
Paragraphs 10.3 and 10.4
summarise IPCC and Stern Review impacts of climate change,
reporting that "the need to take action now... is imperative".
Paragraphs 10.5 and 10.6
speculate about the impacts on Coventry.
"...climate change impacts on Coventry could include an increase in flooding and winter storm damage, pressure on drainage systems, habitat and species loss, summer water shortage and low stream flows, increased risk of subsidence in subsidence-prone areas, increasing thermal discomfort in buildings and health issues in summer."
Paragraph 10.5, The Next Twenty Years, Coventry Sustainable Community Strategy.
Paragraph 10.7 outlines
measures the City Council has already taken - signing the
Nottingham Declaration, publishing a Coventry Climate Change
Strategy, setting a carbon emissions reduction of 67% by
2050 and proposing to audit or "climate proof"
Council and partner policies and plans.
Paragraphs 10.8 and 10.9
breaksdown the five sources of the city's greenhouse gasses
and notes that Coventry is ahead of schedule in meeting
the Government target to reduce energy consumption in the
domestic sector.
Paragraph 10.11 notes the
need for social and personal behaviour changes, such as
those outlined in 10.12 - for example, the area should shift
to microgeneration and renewables for energy and more of
us should use public transport.
Paragraph 10.14 recognises
the need for forward planning, with 10.15 considering how
to climate proof the city's planned growth.
The Strategy Plans are set out on pp 48 - 49:
Three long-term outcomes
for the city are summarised in Paragraph 10a. We must
reduce our carbon footprint, prepare for the serious impacts
of climate change and use water and other natural resources
more sparingly and efficiently.
Paragraph 10b outlines
six short term priorities that we can all monitor: the reduction
of Council, LSP member organisation and community carbon
emissions, awareness raising and behaviour change, strategy
climate proofing and implementation of the Climate Change
Strategy and Waste Strategy.
Paragraph 10c notes some
of the indicators that can monitor progress.
Some practical responses
are used to stimulate problem solving enterprise in 10d.
Participation opportunity
What
projects could be established for Coventry to
address climate change and other unsustainability
issues? Any viable proposals must be given
serious consideration in funding applications.
Relevant city strategies
and partners are listed in 10g and 10h, while 10i gives
examples of the many ways all local organisations, communities,
families and individuals must be making fundamental changes.
Transition city Coventry?
"Families and individuals can join local voluntary and community groups that work together to improve Coventry's environment and local neighbourhoods and encourage more sustainable lifestyles including re-using goods, recycling schemes, buying organic and locally produced products, shared transport schemes and creating wildlife habitats."
Paragraph 10i, The Next Twenty Years, Coventry Sustainable Community Strategy.
Monitoring Local SCS Themes
The ten themes all suggest indicators that will help measure Strategy success. While it is unrealistic to include target figures for 2028, the lack of baseline statistics gives an aspirational feel to the suggestions.
Other S&P Content
Although it’s evident from the ten theme groups’ titles that both sustainability and participation are subsumed rather than strategic considerations, LINKS has yet to make a comprehensive assessment of the Strategy in terms of its S&P content.
Details to follow.
What do you think?
Is Coventry's SCS on track in addressing sustainability concerns? Are you involved in Coventry Partnership processes? Send your comments to info@sustainabilitylinks.org.uk for inclusion on the site's Local Visitors Forum page.
North Warwickshire
Current Strategy
An SCS for the current period has not yet been signed off. It will be reviewed here on publication. The critique below is based on an earlier SCS, then called the Community Plan.
North Warwickshire Community Plan
2004 – 2007
Further Information / Accessibility
www.northwarks.gov.uk/downloads/NWBC-Community-Plan4.pdf
Participants
The 2004 - 2007 Strategy was was produced by the Community Partnership plus representatives from a wide range of North Warwickshire organisations: NWBC, WCC, North Warwickshire CVS, North Warwickshire Volunteer Bureau, Warwickshire Rural Community Council, Warwickshire Police and the Police Authority, North Warwickshire Primary Care Trust, Atherstone Civic Society, Polesworth Society, Polesworth High School, North Warwickshire Older People’s Forum, Da Vere Belfry Hotel, TNT, North Warwickshire Victims Support, Beeline Transport, Motor Neurone Disease Society, North Warwickshire Chamber, BMW, Coleshill Stroke Club, Warwickshire Wildlife Trust, St Peters Church, North Warwickshire and Hinckley College, Learning and Skills Council, Advantage West Midlands.
Production Process
The Strategy stated that;
“The process by which the Community Plan is developed is as important as the plan itself. The approach to the Community Plan has taken forward the following key principles:
To identify a long term vision for the area.
To assist and work in partnership with others.
To benefit the whole community.
To actively involve, listen to and engage the community in local
decisions.
To identify local community needs and priorities.
To encourage greater involvement of young people and take account
of their needs.
To take steps to improve communication, information and sharing
of ideas.
To encourage better co-ordination of service providers.
To encourage the development of both short term and long term
sustainable action Involvement.”
“The Council carried out an integrated consultation process linking the review of the Local Plan with the development of the Community Strategy. The principle aim was to listen to and engage local people of differing needs and priorities to inform and improve the delivery of local services by the Council and its partners. This work provided real benefits by addressing ways to improve local people’s quality of life and subtly working towards revitalising local democracy.”
North Warwickshire processes’ Coordinating Group manages the development of the Community Strategy, providing strategic guidance. It links directly with the Community Partnership Group and with the theme groups if necessary.
History
“Set up in 2000, North Warwickshire was the first district in Warwickshire to establish this kind of partnership, coordinating actions to improve local quality of life and to steer the development of the first Community Plan produced for 2001, updated one year later.”
Periods covered by North Warwickshire Strategies; 2001 – 2002, 2003, 2004 – 2007, 2007 - 2009.
Format
At the front of the 2004 - 2007 Strategy there some information about North Warwickshire, identifying a vision for the area and the importance of sustainability and social inclusion.
The main part of the Strategy looks at the eight themes, defining the aim of its theme groups / action plans, their priorities, some background details and a list of related plans and strategies. At the back of the Strategy there are details about plans to measure progress and contacting participating organisations.
Vision
“North Warwickshire will continue to be a community of communities, whose individual character and qualities are cherished and enhanced. The decline of community life will begin to be reversed, and the way services are delivered will give particular attention to those who are less fortunate and cannot readily enjoy the benefits of modern society.
“The local economy will be more varied, with better opportunities in employment suited to the skills and aspirations of our residents, founded on higher levels of educational attainment and training. But economic growth will not be at the expense of the rural character of North Warwickshire or the environment, as we shall conserve and enhance our built heritage and natural environment
“Our residents will enjoy better health, increased freedom from the fear of crime, and varied opportunities to learn and grow as individuals through access to lifelong learning.
“Above all North Warwickshire will be a place where everybody will be able to play a full role in society, regardless of their income, age, health, disability, culture or ethnic origins, both in the short term and the future.
SCS Themes / LSP Theme Groups
Community Life
Local Economy
Environment
Health and Well-Being
Education (and Lifelong Learning)
Safer Communities
Transport
Young People
Review
The North Warwickshire Community Handbook gives a comprehensive explanation of local participation processes and full details of those involved.
The format of the Strategy gives theme related key priorities followed by a generalised commentary without specific categorisation of undertakings, lead agencies or measurement of outcomes.
It’s disappointing that important commitments made in earlier Strategies have been processed out. For example the first Strategy – the Council led its production processes while piloting a World Wide Fund for Nature training module – promising that;
“…the Plan must have an eye to the longer term issues and make sure that what we are doing now contributes to a more sustainable future” (Page 1)
“from the outset, the work on the Community Plan has sought to ensure that the principles of sustainable development have been followed” (Page 3)
In the early stages of preparing this Community Plan it was agreed that the development of the Local Agenda 21 strategy would be integrated… the long-term aspiration of LA21 are about protecting the earth for future generations.” (Page 3)
The original North Warwickshire Strategy also established a sustainability review of the Local Plan.
Participation opportunity
Keep track of the S&P proposals in your area SCS. Make a note of which ones are pursued and which are quietly dropped.
Monitoring Local SCS Themes
There are no statistics included in the Strategy. It proposes an end of period review of the aims that have been achieved and how these compare with QoL indicators. Successes would be reported in the NWBC’s Northtalk news sheet.
Other S&P Content
Unsustainability
The Strategy explains that “To achieve our Vision, the work of the Partnership will be based on the principles of sustainability and social inclusion”.
Education
“An annual education for sustainable development event provides eleven Key Stage 2 classes across the area the opportunity to learn about waste, recycling, biodiversity, fair trade, transport, energy and other topics…” (Page 6)
Environment
In pursuing the priorities for action the Strategy commits the LSP to encourage actions that;
“Use energy, water and other natural resources efficiently”. (Page 6)
“Limit pollution to levels which do not damage natural systems.” (Page 6)
“Tackle the underlying causes of problems and look at prevention as well as cure across major policy areas.” (Page 7)
Transport
These key priorities are identified:
Initiatives will be developed with young people to tackle their transport needs, based on the findings of recent research. (Page 20)
Transport services provided by and for community and voluntary groups will be developed. (Page 20)
Public transport facilities will be improved, including a new railway station, bus services and the creation of a transport interchange at Coleshill. (Page 20)
Waste
The Strategy proposes actions to “Minimise waste, then reuse or recover it through recycling and composting.” (Page 6)
“The amount of household waste that is recycled will be increased to 18% by 2006.”
Nuneaton and Bedworth
Shaping Our Future: Sustainable Community Plan for Nuneaton and Bedworth 2007 – 2021
Further Information / Accessibility
The SCS can be found on the Council website, which also includes details of progress made, future meeting dates, contact details and relevant funding availabilities. www.nuneatonandbedworth.gov.uk/community-living/community-advice/community-strategy
Hard copies can be obtained from Council offices, libraries, some community centres, by phoning or emailing the Council or visiting any other LSP member organisations. If any locations have run out of Strategies they should take contact details and have a copy sent out.
Points of contact for follow up information are:
o NBBC Regeneration Manager. 024 7637 6448. regeneration@nuneatonandbedworth.gov.uk
o Nuneaton and Bedworth Area Manager. 024 7637 5700. heather.shearer@warwickshire.gov.uk
o Shaping Our Future, Regeneration Team, Chief Executive’s Office, NBBC, Town Hall, Coton Road, Nuneaton CV11 5AA.
The Strategy has been published in several languages, in large print, Braille on audio tape and CD-rom.
Participants
The Sustainable Community Strategy was published by the borough’s LSP, whose membership is drawn from eleven organisations: Nuneaton and Bedworth Borough Council, Warwickshire County Council, Nuneaton and Bedworth CVS, Warwickshire Primary Care Trust, Coventry and Warwickshire Learning and Skills Council, Warwickshire Fire and Rescue Service, Warwickshire Police, The Chamber, Job Centre Plus, Coventry and Warwickshire Connexions NHS Warwickshire and Advantage West Midlands. It’s supported by Government Office West Midlands.
Production Process
A number of existing documents had to be embraced by the SCS – Shaping Our Future lists 19 of these. Community input came through consultation events and processes – most of the consultees listed are VCOs. Apart from contacting almost 400 VCOs Strategy production drew input from the Youth Forum and local schools, a People’s Panel analysis, an online questionnaire, a road show and public events. The consultation’s aim was to identify the factors having the greatest impact on people’s quality of life in the borough, as well as raising SCS / LSP profiles.
History
Nuneaton and Bedworth’s Local Sustainability Partnership was set up in 1998. This was followed in 2000 by the establishment of a Community Forum, through which local people compiled a draft first Community Strategy for the borough. The published Strategy incorporated work that had already been done on the area’s Local Agenda 21 Strategy.
The latest Community Strategy is Nuneaton and Bedworth’s third. The first one was published for 2001 – 2004, the second for 2004 – 2007 and this latest version looks ahead 14 years, to 2021 – although most of the targets and the Action Plan look forward only three years (to 2010).
Format
The Strategy first outlines its production processes, identifying Partnership working initiatives to date and challenges for the future. The centre pages identify participants and guidance and summarise processes that will help deliver the Strategy’s vision. There is a glossary at the back.
The main part of the document sets out the four themes of the current Strategy. Each of these themes is then examined under seven headings: Aim, the Current Picture, What You Told Us, What We Will Do, Targets By 2010 (2008 for the Safer Borough section), How Can You Contribute? and – towards the back of the Strategy – the Action Plans explaining How We Will Do It.
Vision
“In 2021 Nuneaton and Bedworth will be a place with strong, vibrant communities where everyone has access to opportunities, choices and high quality services.”
SCS Themes / LSP Theme Groups
Stronger Borough – Supporting Communities, Housing, Learning
Safer Borough
Healthier Borough
Sustainable Borough – Environment, Travel and Accessibility,
Town Centres and Economic Development
Review
The distribution and availability of copies of the Nuneaton and Bedworth Strategy is commendable.
The seven headings of the four themes would benefit from a more grid-like presentation, as this would make analysis and monitoring easier.
Readers could then follow What You Told Us (consultation concerns), through Current Picture (statistical evidence to support these concerns), through Targets (performance monitoring through statistical comparisons), through What We Will Do (Partnership undertakings for the period) through How We Will Do It (the Partnership activities necessary) to How Can You Contribute.
This difficulty in follow through means that the Current Picture statistics don’t necessarily provide the baseline statistics needed for performance evaluation; and that some of the items included under the different headings appear detached from the rest of the associated text. The Strategy itself does not identify a lead / accountable agency for the delivery of Action Plan proposals.
Our unsustainability is a global crisis needing a global overview – a sadly neglected function of Strategies, but one whose potential is suggested by Nuneaton and Bedworth LSP’s Sustain and Belong logo.
Monitoring Local SCS Themes
The Strategy includes a number of baseline data but does not give any statistical targets to accompany the desired outcomes for 2010.
Unsustainability
Deliver the Environmental Sustainability Strategy. (Page 25)
Participation
Develop a partnership protocol for informing and engaging local people in decision making processes. (Page 20)
But no borough baseline or target statistics are identified in the Strategy.
Promote better awareness of local democracy. (Page 20)
But no borough baseline or target statistics are identified in the Strategy.
Encourage the establishment of community networks to enable participation in decision making. (Page 20)
But no borough baseline is identified in the Strategy.
2010 = an increase in the % of residents who feel they can influence decisions affecting their local area: readers are referred to the LAA. (Page 8)
Community
Promote the benefits of volunteering. (Page 20)
2007 = approximately 450 VCOs exist in the borough and 19% of residents are actively involved in at least one or more of them. 2010 = No borough target identified in Strategy, readers are referred to the LAA. (Page 8)
Encourage local employers to support staff to volunteer in the community. (Page 20)
But no borough baseline or target statistics are identified in the Strategy.
Support intergenerational and intercommunity projects that raise awareness of / celebrate local heritage. (Page 20)
2007 = No borough baseline identified in Strategy. Establish five intergenerational or intercommunity projects for each year up to 2010. (Page 8)
Support partnerships between schools and community groups. (Page 20)
But no borough baseline or target statistics are identified in the Strategy.
Develop and support the Community and Involvement Forum. (Page 20)
But no borough baseline or target statistics are identified in the Strategy.
Develop innovative and effective mechanisms to strengthen communication between the public, private, community and voluntary sectors. (Page 20)
But no borough baseline or target statistics are identified in the Strategy.
Community Safety
Work with partners to introduce DPE in the borough to deal with the abuse of parking regulations. (Page 26)
But no borough baseline or target statistics are identified in the Strategy.
Education
Work with local schools to attain Eco-Schools status. (Page 25)
But no borough baseline or target statistics are identified in the Strategy.
Carry out promotions on a variety of sustainability issues. (Page 25)
But no borough baseline or target statistics are identified in the Strategy.
Hold Sustainability Days in partnership with relevant agencies. (Page 25)
But no borough baseline or target statistics are identified in the Strategy.
Health
Pursue the introduction of road safety measures designed to tackle specific accident hotspots or routes. (Page 26)
But no borough baseline or target statistics are identified in the Strategy.
Economics
Support independent retailers across the borough. (Page 27)
But no borough baseline or target statistics are identified in the Strategy.
Work towards Fairtrade Town Status. (Page 27)
– Achieve Status by 2009. (Page 13)
Encourage and support the establishment of LETS. (Page 20)
But no borough baseline or target statistics are identified in the Strategy.
Develop skills exchange projects. (Page 20)
But no borough baseline or target statistics are identified in the Strategy.
Environment
Improve local air quality. (Page 25)
But no borough baseline or target statistics are identified in the Strategy.
Maintain, protect and enhance open spaces and nature reserves. (Page 25)
The % of new dwellings / employment land on previously developed land, 2007 = 83% / 48.2% respectively.
2010 = No borough target identified in Strategy. (Page 13)
Work with agencies and communities to ensure that good quality waterways are maintained. (Page 25)
But no borough baseline or target statistics are identified in the Strategy.
Encourage new developments to meet the highest standards in environmental sustainability and energy conservation. (Page 25)
But no borough baseline or target statistics are identified in the Strategy.
Transport
Work with local bus operators to improve the affordability of public transport. (Page 26)
But no borough baseline or target statistics are identified in the Strategy.
Investigate the provision of demand responsive transport across the whole of the borough including during weekends and evenings. (Page 26)
But no borough baseline or target statistics are identified in the Strategy.
Continue to develop quality bus corridors. (Page 26)
By 2010 there should be an increase in the number of passengers: there are no borough baseline or target statistics identified in Strategy. (Page 14)
Launch real time bus information. (Page 26)
But no borough baseline or target statistics are identified in the Strategy.
Promote the benefits of car share schemes. (Page 26)
But no borough baseline or target statistics are identified in the Strategy.
Support businesses in implementing car share schemes. (Page 26)
By 2010 there should be an increase in the % of the workforce covered by travel plans: no borough baseline or target statistics identified in Strategy. (Page 14)
Improve provisions for pedestrians including better signage and crossing facilities. (Page 26)
But no borough baseline or target statistics are identified in the Strategy.
Develop further cycle routes in the borough. (Page 26)
By 2010 there should be an increase in the number of cycle trips on upgraded routes: there are no borough baseline or target statistics identified in Strategy. (Page 14)
Produce maps to inform of walk and cycle routes. (Page 26)
But no target date identified in Strategy.
Provide more cycle parking in the town centres. (Page 26)
But no borough baseline or target statistics are identified in the Strategy.
Provide more cycle training and road safety activities. (Page 26)
But no borough baseline or target statistics are identified in the Strategy.
Promote cycling. (Page 26)
But no borough baseline or target statistics are identified in the Strategy.
Waste
Expand the items residents are able to recycle. (Page 25)
But no borough baseline or target statistics are identified in the Strategy.
Continue to promote the need to recycle. (Page 25)
But no borough baseline or target statistics are identified in the Strategy.
Work with businesses to increase the amount of commercial waste that is recycled. (Page 25)
But no borough baseline or target statistics are identified in the Strategy.
Climate Change and Energy
Work with partners to deliver the aims and objectives within the Warwickshire Climate Change Strategy. (Page 25)
But no borough baseline or target statistics identified in the local SCS – refer to the above Strategy.
Develop a programme to reduce greenhouse gas emissions within the Borough. (Page 25)
But no borough baseline or target statistics identified in the local SCS – refer to the above Strategy.
Promote available grants to households within the Borough to reduce fuel poverty and maximise energy efficiency. (Page 25)
But no borough baseline or target statistics are identified in the Strategy.
Encourage commercial organisations to work with the Carbon Trust or Warwickshire Climate Change Partnership. (Page 25)
But no borough baseline or target statistics identified in the local SCS – refer to the above Strategy.
Adopt the Merton Rule. (Page 25)
But no borough baseline or target statistics are identified in the Strategy.
Improve energy efficiency in all buildings across the borough. (Page 25)
But no borough baseline or target statistics are identified in the Strategy.
Promote the use of renewable energy. (Page 25)
But no borough baseline or target statistics are identified in the Strategy.
Work with energy suppliers to promote energy saving initiatives to the wider public. (Page 25)
But no borough baseline or target statistics are identified in the Strategy.
Other S&P Content
Although a document looking forward to 2021 the general content is firmly based on short term concerns. The phrases that best acknowledge those challenges we face can be found on the Sustainable Borough Theme Environment page (13). The Strategy commits its authors to “Work in partnership to tackle climate change” and “Raise awareness and educate the public on sustainability issues”.
Participation opportunity
Look for your area’s Strategy commitments and follow them up by submitting programme proposals and funding bids. If necessary align the S&P perspective with Strategy criteria.
Our global unsustainability may have continued to worsen since the borough’s first Strategy, but such concerns are not now expressed so boldly as they were. Page one of the original document explained, “This plan sets out what local service providers are going to do to improve well-being in a way that makes sure we sustain life on earth”.
Unsustainability
The borough organises an annual awareness raising Sustainability Day.
Participation
The Strategy reports that those consulted think active involvement in their communities is important and states that “a challenge for the LSP is to engage more people involved in local decision making”.
Community
While the Supporting Communities page makes a commitment to “Promote more intergenerational and inter-community activities” it limits this to the here and now. Used in their wider context the two terms acknowledge the commitment a generation owes its descendents and our global inter-dependence.
Education
Although the Environment page says the Partnership will “Raise awareness and educate the public on sustainability issues” the Action Plan restricts related activity to promotional events such as Sustainability Days. The Learning page makes no mention of mainstream ESD.
Health
Acknowledging the increasing number of people suffering from different mental health problems the Strategy undertakes to “Raise awareness and understanding of mental health issues”. It is of course not in the SCS remit to challenge the cultural / life-style causes.
Environment
This Strategy very wisely decouples the joint natural and built environment approach of previous versions and many SCSs elsewhere. This practice has inevitably focused environmental concerns on planning and development issues – important but just one aspect of the natural environment agenda.
The Strategy also very wisely brings local economics in under the Sustainable Borough theme.
Rugby
The Sustainable Community Strategy for the Rugby Area, 2007 – 2010.
“Public services, businesses and local people have adapted ways of working and lifestyles to minimise their impact on the wider environment and the lives of future generations.”
Vision Statement (Page 17), Rugby Sustainable Community Strategy.
Further Information / Accessibility
The current draft Strategy can be viewed at www.rugby.gov.uk/scs
Hard copies can be obtained from the Council. At present the most appropriate means of Strategy distribution and promotion are being considered – and these will lead into significant consultation.
Participants
The SCS currently available and assessed here is an early draft – see Production Process below.
Production Process
Rugby LSP has recently been re-established and is beginning to consider the SCS. This will involve consultation and subsequent review.
History
A draft version of Rugby’s third SCS was published in July 2007.
The first, ‘A Community Plan for Rugby 2001 – 2002’, was produced by a forerunner of Rugby Forward, the Rugby Joint Member Panel (made up of representatives from RBC, WCC, Primary Care Group, Warwickshire Police, Rugby CVS, Chamber of Commerce, National Probation Service and Warwickshire Association of Local Councils). This initial 12-month plan was published to aid a ‘Doorstep Democracy’ consultation used in the production of a second Rugby Strategy, for the period between 2002 and 2006.
Format
The Strategy summarises Rugby geography, demography and income distribution in 2007 and identifies residents top three concerns – crime levels, activities for teenagers and traffic congestion. It has been developed alongside the county’s LAA, so is a district level version focusing on Rugby’s particular priorities.
While the Strategy’s Vision for the borough looks forward 20 years from 2007, its Targets and Action Plan focus on what can be achieved by 2010.
Within the main text of the Strategy each of the themes is introduced by the relevant section of the Vision statement, a 2007 profile, the identification of a lead agency plus the SCS commitments / necessary LSP actions up to 2010. Accompanying all these are the relevant statistical indicators – which in many cases are still being devised or calculated.
Vision
The Vision for Rugby in 2027 is spread out across the Strategy themes. Here are the most S&P relevant Vision statements about what life will be like in Rugby by 2027:
Unsustainability
“Public services, businesses and local people have adapted ways of working and lifestyles to minimise their impact on the wider environment and the lives of future generations. (Page 17)
Participation
“All Rugby citizens feel part of their community and most people are engaged in community life, for instance through volunteering in one way or another. Local community facilities are thriving and offer a range of services close to where people live. People are able to shape the services they receive and hold agencies to account. Rugby’s communities are diverse, fair, tolerant and cohesive with a strong local culture and shared community activities. Rugby has a thriving and growing voluntary and community sector and strong local councils. (Page 10)
Economics
“Rugby no longer contains pockets of deprivation. (Page 7)
“The villages are amongst the most attractive of any in England, and local facilities are excellent, with shops, recreational facilities, places of worship, post offices and pubs at the centre of village life. (Page 5).
“Rugby communities are thriving and have fair access to amenities and public services. (Page 8)
“All our residents live in decent houses and the availability of affordable housing has ensured that people of all ages and incomes are able to live in our rural areas. (Page 15)
Participation opportunity
Does your SCS help people to develop rural smallholdings? Lobby your LSP to investigate the feasibility.
“People are able to live within their means and few are experiencing debt problems. Poverty and long-term unemployment have been minimised. The decline of locally-run businesses and retail outlets in rural areas has been reversed. People are able to develop their potential throughout their lives through accessing the high quality learning opportunities available within the borough. (Page 15)
Environment
“The borough is attractive, clean, green and safe… There is a network of high quality, liveable public spaces that residents are proud of and actively enjoy. Wildlife and green spaces are protected and enhanced and the historic character of the borough has been preserved… Where new development has been required to meet local need its environmental impact has been minimised, including through reusing previously developed land. (Page 17)
Transport
“Vehicle congestion is reducing year on year.” (Page 17)
Climate Change and Energy
“The borough is well equipped to deal with the impacts of climate change. (Page 17)
SCS Themes / LSP Theme Groups
Strong Communities
Safe Communities
Healthy Communities and Older People
Children and Young People
Prosperous Communities
Sustainable Communities
Review
The draft Strategy is brief and to the point, and its tabulated format enables readers to easily follow through theme items from the vision statement to measurable outcome. SCS production would have been commendably resource light. Hopefully the final published version will retain these virtues.
Monitoring Local SCS Themes
Participation
Increase % residents who feel they can influence decision making regarding their localities.
2007 = No baseline statistic given for the borough, the 2010 target matches that for the county = 35.5%. (Page 19)
Develop a network of community development workers to help capacity build VCOs and increase local involvement in improvement plans.
The network will be in development between 2007 and 2010; there is no indication of the numbers to be employed. (Page 19)
Develop Parish Plans and Locality Plans for residents and agencies.
Locality Plans should be in place by 2009. (Page 19)
Community
Produce action plan to increase volunteering.
To be produced during 2008. (Page 19)
Develop local hubs for accessing public services.
To be in place by 2010.
Health
Ensure people have the information and support to make informed choices around their lifestyle and diet.
But no borough target identified in draft. (Page 26)
Participation opportunity
The Primary Care Trust is lead agency for this in the Rugby area. Is your area’s PCT publicising such concerns as the health damage caused by eating processed foods, non-organic fruit and veg, meat; by high traffic levels; by hospital hygiene under-funding; by workload stress; by pharmaceuticals; by highlighting the links between income and environmental quality: by crop spraying; by toxic domestic cleaning and garden products; by the loss of playing fields and other open space; by a general tendency to appreciate the local countryside through ‘leisure drives’ rather than public footpath networks; by relaxed health and safety enforcement?
Economics
Increase number of retail facilities in rural areas.
In 2007 there were 18, the 2010 target = 19. (Page 33)
Continue supporting locally run rural retail facilities and research support for rural employment.
Number of rural businesses supported pa during 2007 = 30, target by 2007 = 40. (Page 33)
Environment
Increase % of new homes built on brownfield sites.
2007 = 50%, 2010 = 60%. (Page 36)
Limit number of days when air pollution is ‘moderate or higher’ as defined by National Air Quality Standards.
In 2007 there were 13, during 2010 there should be no more than 17. (Page 36)
Design and maintain a network of attractive, high quality open spaces and green corridors.
But no borough target identified in draft. (Page 36)
Implement Rugby Biodiversity plan.
Meet all targets. (Page 37)
Transport
Establish local hubs through which people can access public services.
In progress up until 2010. (Page 20)
Reduce the number of road injuries and fatalities.
But no borough target identified in draft. (Page 25)
Increase number of schools with approved school travel plans.
2007 = 15, 2010 = 43. (Page 28)
Prevent an increase in the number of children travelling to school by car.
But no borough target identified in draft. (Page 37)
Participation Opportunity
What facilities would it be necessary to introduce to establish a truly integrated public transport system? Does your local SCS make provision for any of these? Send your suggestions, and any examples of good practice, for inclusion on this website.
- SustainabilityLINKS, 3 Park Road, Bedworth, Warwickshire CV12 8LH or info@sustainabilitylinks.org.uk
Increase journeys made by bus.
But no borough target identified in draft. (Page 37)
Increase journeys made by rail.
But no borough target identified in draft. (Page 37)
Maintain number of cycle trips.
But no borough target identified in draft. (Page 37)
Prepare, and consult on, an action plan to address transport’s impact on air quality.
Publication during June 2007. (Page 36)
Implement public and other sector car and energy reduction plans.
But no borough target identified in draft. (Page 37)
Waste
Reduce household waste.
2007 = 568 kg per head, 2010 = 550 kg per head. (Page 37)
Reduce % of household waste landfilled.
But no borough target identified in draft. (Page 37)
Increase % of municipal waste recycled or composted.
2007 = 22%, 2010 = 31%. (Page 37)
Increase tonnes of glass, metal, plastic and textiles recycled.
But no borough target identified in draft. (Page 37)
Introduce integrated home refuse / recycling service.
But no borough target identified in draft. (Page 37)
Climate Change and Energy
Establish clear principles and mechanisms to address flood risk and achieve more sustainable drainage in the long term.
But no borough target identified in draft. (Page 36)
Improve % home energy efficiency.
2007 = 26.23%, 2010 = 28%. (Page 37)
Reduce kt of CO2 emissions.
But no borough target identified in draft. (Page 37)
Participation Opportunity
Is your Local Authority and LSP considering Transition status? If not how is your area addressing the need for local energy descent plans?
Increase number of organisations working on carbon management.
But no borough target identified in draft. (Page 37)
Encourage all LSP member organisations to improve sustainability within practises and services through policy development and performance management.
But no borough target identified in draft. (Page 37)
Improve energy efficiency of buildings.
But no borough target identified in draft. (Page 37)
Increase domestic energy efficiency.
January 2008. (Page 37)
Other S&P Content
There are a number of related S&P commitments, including:
A recognition that community participation and public consultation are integral to Partnership activities. (Page 2)
An acknowledgement of the need to engage communities – in Rugby as elsewhere “people are less likely to vote, volunteer and attend public meetings than they used to, but are still likely to have strong opinions about how their tax is used and how services are delivered”. (Page 10)
A means by which rural proofing ensures actions taken through the Strategy meet the needs of rural communities. (Page 8)
Stratford Upon Avon
Stratford District Community Plan: the Future to 2015
2004 – 2015
Further Information / Accessibility
The SCS can be accessed on two websites, see:
Stratford-on-Avon
Area Committee home page at www.warwickshire.gov.uk
Living in the
District section of the Stratford District Partnership page at www.stratford.gov.uk
The points of contact for follow up enquiries is the Stratford District Partnership at Elizabeth House, Church Street, Stratford upon Avon CV37 6HX. 01789 260106. policyandpr@stratford-dc.gov.uk stratfordareaoffice@warwickshire.gov.uk info@stratfordcvs.org.uk
Participants
Apart from mentioning SDC, WCC, Stratford CVS, Warwickshire Police and South Warwickshire PCT, the Plan itself does not include details of those involved in production of the Strategy, merely stating that “over 100 organisations are members of the Stratford District Partnership”.
Production Process
Stratford’s current Strategy, for the period between 2004 and 2015, is the district’s second. More detailed Action Plans have been published separately for the period. Those involved in its production hope that the Plan will help retain what’s best about the district and make improvements where necessary, as well as capacity build communities to help narrow economic divisions.
History
The original Stratford District Community Plan had been prepared at Council level for 2001 – 2003. It identified a number of themes and the actions necessary to deal with associated concerns. Subsequent review led to improvements in the second, such as the inclusion of longer term indicators, and real involvement of local business and, indeed, communities themselves. The area’s LSP was formed as Stratford District Partnership in November 2002.
Format
The Plan sets its vision, objectives, guiding principles, challenges and production processes against the area’s history and demography.
Each of the seven themes is then examined through;
A consideration of the issues.
A set of vision statements for Stratford in 2015.
An outline of the actions necessary to help realise these vision
statements.
An explanation of how progress will be monitored.
Stratford’s SCS brochure contains no details of lead / accountable agencies or baseline / target statistics, but it’s complemented by separate Action Plans outlining how Strategy aims will be realised and providing the data necessary to measure their success.
Vision
“To maintain and enhance the heritage and green environment while building healthy, safe, informed and active communities enjoying local services and employment opportunities.” (Page 2)
Unsustainability
“Sustainable living will be part of our everyday lives, helping to make the environment itself more sustainable.” (Page 9)
Participation
“Local people, in particular young and old, are able to influence decisions that affect them.” (Page 13)
Community
“Local people will be living more active lifestyles, helping both the individual and the community.” (Page 17)
Economics
“More people will be purchasing locally produced food.” (Page 9)
Health
“More people will be using and enjoying the wider countryside and open spaces for a range of informal leisure activities and pursuits.” (Page 9)
Environment
“Stratford district will have a natural and built environment that is equally as attractive as it is now.” (Page 9)
“The number and variety of natural habitats will have increased and be in good condition. More land area will be under environmental stewardship schemes. There will be an on-going need to ensure the protection and enhancement of the district’s natural environment.” (Page 9)
Transport
“Visitors to the town… will increasingly arrive by modes of transport other than the private car. Short journeys within the built up area by people living in the town will increasingly be made on foot, by cycle or by public transport.” (Page 9)
“Transport will be available to enable people to get to services, activities, employment, training and facilities.” (Page 13)
Waste
“Considerably more use will be made of recycled materials and higher rates of recycling will be achieved.” (Page 9)
Climate Change and Energy
“There will be a reduced likelihood, and impact, of flooding within the district.” (Page 9)
SCS Themes / LSP Theme Groups
Public Safety
Environment
Community
Individuals
Lifelong Leaning
Economy and Employment
Leisure and Culture
Review
A reader friendly Strategy, though for assessment purposes it’s necessary to then study it alongside the associated Action Plans. While suggesting the measurable outcomes included in this review the Strategy does point out that those used in the Action Plans may be different.
Monitoring Local SCS Themes
Participation
% of adults / under 25s surveyed who feel by can influence decisions affecting their local area. (Page 14)
Community
Number of geographically based community groups active in the district. (Page 12)
Number of new volunteers recruited to community or voluntary groups. (Page 12)
% of residents actively involved with at least one CVO during the past 12 months. (Page 12)
Ease of access to key services, such as a doctor and bank. (Page 12)
Environment
Level of domestic energy consumption. (Page 10)
% of household waste recycled and composted. (Page 10)
Number of species and habitats. (Page 10)
Number of Countryside Stewardship Schemes. (Page 10)
Acreage devoted to nature reserves, SSSI, etc. (Page 10)
Level of Park and Ride usage. (Page 10)
% of journeys undertaken on foot, cycle and public transport. (Page 10)
Transport
% of residents who have used a tailored transport scheme during the last 2 months. (Page 14)
Other S&P Content
Community
Long term support commitment from Partner agencies for grass roots community development.
The Strategy proposes to undertake research into the strengths and weaknesses of the VCS and its potential for developing ‘growth’ – though does not explain the nature of this.
Economics
Develop local food distribution networks.
The Strategy attributes local agricultural unemployment to mechanisation – rather confusingly failing to refer to large rises in the level of food imports. (Page 6)
The Strategy notes that existing shops and facilities are under considerable pressure and many may close in the near future. It proposes to tackle this. (Page 16)
Environment
The Healthy Environment pages recognise the importance of reversing the decline in species and habitat biodiversity. (Page 9)
“The district has a role to play over the next ten years in contributing to reducing the production of CO2 and other greenhouse gases and reducing the amount of waste material produced… Real progress demands that we move recycling and the sustainability of resources to the heart of everyday life rather than dealing with it as an afterthought.”
Page 9, Stratford District Community Plan: the Future to 2015.
Transport
Dealing with transport the Strategy is concerned that “the environmental quality of the centre of Stratford-upon-Avon is adversely affected by the congestion and pollution associated with high volumes of traffic on the road network”. One of the Key Challenges identified is the problem of public transport needs and accessibility for the district’s young, old and rural communities. (Page 6)
Improve cyclist and pedestrian safety. (Page 10)
Waste
Encourage reuse. (Page 10)
Climate Change and Energy
Develop technologies which reduce energy consumption levels. (Page 10)
Warwick
A copy of the Community Strategy was not made available. This cursory assessment was made during a brief visit to the Warwick Partnership website.
Warwick District 2020
2005 – 2020. This is a 15 year Strategy, comprising 3-year action plans monitored half-yearly.
Further Information / Accessibility
Community Strategy and Warwickshire Strategic Partnership details could be found on the www.warwickpartnership.org.uk/site This is the most comprehensive Warwickshire site, not only including a copy of the Strategy but also details of LSP board members and papers and a relevant document library.
There have also been website links to www.warwickforum.org.uk www.cvswd.org.uk/index.html and www.warwickdc.gov.uk
Participants
WDC (3), WCC (3), Warwickshire Police (1), South Warwickshire PCT (1), Warwickshire CVS (1), GOWM, Warwickshire College, business sector (1), Community and Voluntary Sector Network (comprising Community of Interest Forums (12), Neighbourhood Initiatives Forum, third sector reps), Warwickshire Partnership Steering Groups. A list of participants is published on the Partnership website.
Production Process
To take processes forward the Community Plan Action Team (COMPAT) was formed. The processes’ aim / core task is to ensure that “local people work together to provide strategic direction” / to identify “a long term vision and key priorities” for the District. Partners “want Warwick District to be safe, healthy, fair and prosperous now and in the future”. Each of the theme groups / partnerships is charged with embracing six strategic objectives to ensure the Strategy makes the District safe, healthy, fair, prosperous, cohesive, and sustainable.
History
The Partnership board was set up in 2003. Its first task was to review the District’s original Community Strategy (2001-2003) which had been published by the District Council following consultation with local stakeholders.
Format
Various aims are identified for each of the seven themes in Warwick’s succinct 19-page Strategy.
Vision
Details to be included shortly.
SCS Themes / LSP Theme Groups
Crime and Disorder
District Community Learning
Culture, Environment Strategy
South Warwickshire Business
Warwick District Health Improvement and Wellbeing
Warwick District Housing Strategy
Review
Monitoring Local SCS Themes
The action plan for 2005 – 2008 includes undertakings to;
Environment
Protect key species and habitats identified in the Biodiversity Action Plan, specifically seeking to ensure no further loss of water voles and an increase in the number of local otters and barn owls.
Transport
Establish a park and ride for Warwick and Leamington Spa by 2008.
Waste
Recycle or compost 25% total waste by March 2006.
Undertake one local supermarket packaging campaign by July 2006.
Climate Change and Energy
Increase energy efficiency of owner occupied and private rented housing by 2% year on year to 2008.
Other S&P Content
The page most effectively addressing sustainability concerns is the one dealing with local environmental issues (page 15). It identifies 4 aims, which will be pursued through such means as WCC’s plan to set up a local transport forum to enable people to influence the provision of local services and support for the Warwickshire Biodiversity Action Plan. These are to:
Protect and
enhance the built and natural environment.
Develop sustainable
waste management.
Increase energy
efficiency and increased use of sustainable energy.
Promote greener
travel and public transport use.
Mention is made of various related issues, such as;
Countryside
protection.
Improving waste
management.
Reducing pollution.
Reduced flooding
risks.
Air quality.
Fly tipping.
Biodiversity.
Participation Opportunity
Audit your area’s Sustainable Community Strategy
Are Sustainable Community Strategies a vehicle for rhetoric? Are they merely a local public services Charter? Or are they giving baseline statistics and setting outcome targets that can be subjected to measurement and scrutiny?
Use the information and guidelines contained on this website to hold your local authority and LSP to their SCS commitments – and to see just how sustainable your area is.
Warwickshire
Current Strategy
A review of the current SCS will be included shortly.
The Warwickshire Strategic Partnership Plan
2005-2008
Further Information / Accessibility
The Strategy can be viewed at www.warwickshire.gov.uk
The point of contact for follow up enquiries has been given as the Policy and Partnerships Co-ordinator, Louise Richards, Policy and Development, PO Box 9, Warwickshire County Council, Shire Hall, Warwick CV34 4RR. 01926 412904. louiserichards@warwickshire.gov.uk
Period
Published in 2005, the Strategy outlines a vision for 2020, though sets initial targets for 2008. Some of the other documents whose subjects it embraces cover different time periods. The new SCS will be published towards the end of 2008.
Participants
Partners include Warwickshire County Council, the five District Councils, the five Voluntary Councils, Warwickshire Police and Police Authority, the Health Authority, Coventry and Warwickshire Chamber of Commerce, the Benefits Agency, the Employment Service, the Learning And Skills Council, the Probation Service And Youth Offending Team, Connexions, the Association Of Local Councils and representatives of further and higher education.
Production Process
The Strategy’s production has been driven by those delivery processes established following publication of the original document. The new Strategy describes how these processes have been discharged through Warwickshire’s LSP county leaders group, core officer group, priority theme groups and partner agencies. The Strategy has also had to embrace many national and regional developments, such as Government legislation, funding changes, the West Midlands Economic Strategy and the sub-regional Biodiversity Action Plan.
History
The first Strategy was for 2002 - 2005.
Format
While looking ahead to 2020, the Strategy focuses on the theme grouped actions and targets necessary for the 2005-2008 period.
Progress summaries on the previously included themes of transport, community involvement and service / information access are gathered in the Strategy introduction, with ongoing reference to these made within the remaining sections.
Vision
Details to follow.
“Our Vision is:
“To ensure good quality housing is available at an affordable price.
“For sustainable economic growth, where jobs are created and retained and residents are equipped with appropriate skills and competencies
“For Warwickshire to be a place where our landscape, our built and natural environment and our diversity of habitats and species are appreciated and protected by all. Everyone will understand their responsibility to reduce the consumption of natural resources, combat global warming and minimise waste. We will invest in modern techniques to deal with the waste we do produce in an effective and healthy way sensitive to the environment and the economy. Our communities will be active, caring, safe and welcoming to visitors.
“To improve community safety and reduce the risk of harm for all those who live and work in or visit Warwickshire.
“For working together to widen opportunities to achieve and maintain the best possible health and well-being for all, while focusing on those that are socially and economically disadvantaged and experience poor health.”
SCS Themes / LSP Theme Groups
Housing Affordability
Jobs, Skills and Learning
Environment
Community Safety
Health (and Wellbeing)
Review
The updated Strategy pins sustainability to the Government papers ‘Sustainable Communities: Building for a Future – a National Plan of Action’ and ‘Delivering the UK Sustainable Development Strategy: Securing the Future’. While recognising the principles set out in the West Midlands Regional Sustainability Development Framework, the county’s Strategy processes are guided by the Warwickshire Sustainability Commission. Most of the sustainability related content appears in the Environment section.
The Establishment of the Warwickshire Sustainability Commission: “the WSC is a partnership of public, private voluntary and community interests established to help ensure that County council’s and other services are sustainable and that we incorporate sustainability in all we do. The WSC also aims to encourage partners to reflect on how we can collectively protect our environment and encourage others to do so.” (Page 4)
The acknowledgement of several sustainability principles (living within environmental limits, ensuring a strong healthy and just society, achieving a sustainable economy, promoting good governance, using sound science responsibly) and an identification of priority areas for immediate action (sustainable consumption and production, climate change and energy, natural resource protection and environmental enhancement, sustainable communities). (Page 4)
Reference to the Warwickshire Structure Plan objectives to: “promote greater use of public transport, walking and cycling for all”, “protect the integrity of the Green Belt”, “conserve resources of land and energy, including minerals and water (making) maximum use of renewable energy resources”. (Pages 6-7)
Acknowledgement of the poor quality of Warwickshire’s natural environment. “Locally there has been a loss of hedgerows, traditionally managed woodland and unimproved grassland resulting in an increasingly ‘species poor’ countryside. Warwickshire is one of the two worst hit counties in England with flower-rich pasture and meadowland reduced to just a few hundred acres – a 97% loss between the second World War and 1996 and 32% loss of our hedgerows both as a result of agricultural intensification… numerous species of birds, insects and plants that one occurred in our area can no longer be found.” (Page 21)
Recognition of Warwickshire’s worsening traffic congestion and significantly above average use of private vehicles for work and school journeys. The commitment to reduce traffic by encouraging the use of public transport, cycling and walking. (Pages 21, 25)
The desire to see annual waste reduced by 270,000 tonnes (initially aiming to stabilise waste levels up to 2008) and increased recycling rates from the current 21.5% to 40% (initially aiming for 28% by April 2008); also an awareness of the need to coordinate Strategy Partners’ waste reduction, factoring into procurement policies sustainability principles such as whole life value and life cycle costing. (Pages 20, 23)
The intention to address climate change through the Sustainable Energy Strategy for Warwickshire, through which Partners will develop common baseline assessments for energy usage and “manage the transition from fossil fuel to renewable sources in a manner that meets the needs of the county”. Based on the national target of a 60% reduction in CO2 emissions by 2050, Warwickshire needs to cut annual emissions by an extra 52,000 tonnes a year. (Pages 20, 22)
Establishment of the eco-schools programme committing schools to improve their environmental performance. (Page 20)
Promotion of biodiversity through inclusion of appropriate requirements in Development Plans and land management grants, and the intention to evaluate success through monitoring key animal species.
Monitoring Local SCS Themes
Details to follow.
Other S&P Content
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