Sustainable Community Strategy
Following a period of extensive consultation,
the LSP agreed its Sustainable Community Strategy, (SCS), 2007-17
in May 2007. The strategy provides a framework for improving
the wellbeing of our local communities through a vision, objectives
and key projects for the LSP.
The SCS was reviewed after three years to
ensure that the objectives remain relevant, to reflect that many of
the short and medium term priorities and key projects have been
completed; and to establish a new set of priorities and key
projects to take the work of the LSP forward.
Major changes have arisen since the SCS was
published including:
- A global economic recession, with significant
impact upon the resources available to partners;
- A change in Government, for whom delivery of
the ‘Big Society’ is a significant policy agenda; and
- The availability of Performance Reward Grant
(PRG) money to be allocated by the LSP to key projects.
To ensure consistency of focus, the processes
for reviewing the priorities of the SCS and determining spending
priorities for PRG were carried out simultaneously.
In November 2009, an Issues Paper provided detailed
analysis of the progress made against the existing SCS priorities
and key projects. It also analysed the needs and gaps in the health
and well-being of residents in West Lancashire. From this,
detailed multi-agency working identified the key issues and
actions that would most effectively address them. These
actions were then prioritised with a view to allocating PRG to
those with the highest priority.
This method resulted in re-affirming support
for the LSP’s objectives, agreeing a new set of key issues and
prioritising the LSP’s area of work for the next 2-3 years. In
addition, it produced two multi-agency projects for Performance
Reward Grant funding:
- West Lancashire Challenge; and
- Strengthening and Supporting CCTV.
In updating the SCS, partner views were also
sought on the following:
- Are the LSP’s strategic objectives still
relevant?
- Are there any other issues that the LSP
should prioritise addressing over the next three years?
- What does the LSP do that adds
value?
- What more could/should it be doing?
- How might partnership approaches/shared
arrangements deliver significant efficiencies in the future?
and
- What potential difficulties exist that may
influence effective partnership working?
The refreshed addendum was agreed by the
Executive at its February 2011 meeting.
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