BE: Focussed 44

BE: Better for Everyone - A Framework for Thinking

The Local Strategic Partnership of Bath and North East Somerset

WORKING FOR OUR COMMUNITY

present

A DRAFT COMMUNITY STRATEGY

Welcome to the draft Bath and North East Somerset community strategy. This is a document which suggests where improvements can be made for the good of our unique area, and which will make it Better for Everyone who lives, works or visits Bath and North East Somerset.

This strategy has been produced by the Bath and North East Somerset Local Strategic Partnership, which is a gathering of representative bodies and agencies who have committed to work together for the good of the area. The partnership itself is not a delivery body, but individual members of the partnership and the bodies that they represent have agreed to be responsible for taking action to meet the targets you say are most important

This draft strategy provides a framework for thinking, and planning for our complex and diverse area. It aims to bring together the issues and priorities that exist within Bath and North East Somerset and connect strategic thinking with targeted service delivery, so quality of life can be improved. By working in a co-ordinated way we believe that we can get better value for money, and can more readily focus our efforts on those areas most needed by the community.

The suggestions within are not absolute, but guided by information and consultation from around the area, and from a range of bodies representing the wide community. We are now seeking further involvement from you to determine whether we have translated these views and comments correctly, and whether our commitments and aspirations can deliver long term improvements for Bath and North East Somerset. There are no actions contained in this plan, but significant aspirations which, if agreed, will clearly indicate whether improvements to quality of life are being made.

The document does not cover all the services you receive in the district. It aims to focus on those things that can support our aspiration to make life Better for Everyone. This draft strategy suggests areas where improvements can realistically be made, and will deliver the greatest benefit. We want you to tell us whether the right areas have been identified.

The strategic partnership, as a group will monitor and guide the bodies and agencies responsible for delivery, and ensure that issues are addressed in the best way to maximise the opportunities for residents of Bath and North East Somerset and its businesses and visitors.

The aspirations set aim to compliment and build upon what is already being delivered by service providers. The strategic partnership as a body does not deliver, but takes the temperature on current concerns that we may have, influences the strategic approach to problem solving and service planning, and enables and supports service providers to take the priority concerns that we have identified as their own priorities.

This draft plan is made up of a small number of main sections; each divided up into different parts. Broadly, these intend to help you understand the context of our thinking, the outcomes this has led to; and asks whether we have got it right.

This first section is called BE: Local, and is about setting the scene for decision-making and actions suited to Bath & North East Somerset's unique character. It also sets out the consultation we have undertaken so far, and how we as a strategic partnership intend to measure and monitor our delivery and achievements. BE: Local introduces the themes and priorities identified for action. The priorities sit on two levels:

· Priority themes reflect a specific area of delivery, and have been identified as follows: transport, housing, learning and skills, economy, environment and health and social care.

· Common themes are relevant to the whole strategy and to all of the bodies and agencies involved. These ways of working are fundamental to the successful delivery of the strategy and the priority themes shown below. The common themes are: building safer communities, creating living communities through the land-use planning system, working equitably and inclusively across communities, delivering actions and priorities in a sustainable way and making better use of our resources by working together.

The next six colour coded sections reflect each of the priority themes. Within each you will find information on the strengths and weaknesses of the particular theme, some key consultation that has been undertaken, a set of aspirations for improvements, and how this strategy links to other plans and strategies.

BE: In Touch

Consultation Period

This document is still in draft format and the consultation is on going. The aim is to provide a picture of some of the views that have been obtained and priorities that have been established to determine whether we have got it right. This however is not the end of the process. We are seeking further involvement from you, to determine whether we have translated your views and comments correctly and whether our commitments and aspirations can help service providers deliver the improvements that have been defined as necessary.

Your views are therefore sought on:

1 Are the six priority themes identified in this draft strategy the correct priorities for Bath and North East Somerset? If not what should the priority areas be?

2 Each of the priority themes highlights a series of aspirations aimed to make improvements. Have we identified and focused on the correct things? If not, what should the priority theme aspirations be?

3 Are the five common themes identified in this draft strategy the correct priorities for Bath and North East Somerset? If not what should the common theme priorities be?

4 Each of the common themes highlights a series of aspirations aimed to make improvements. Have we identified and focused on the correct things? If not what should the common theme aspirations be?

The consultation period runs from 1^st July until 30^th August 2003.

Following the closure of this consultation period, all comments submitted will be considered by the strategic partnership and if agreed inserted into a final document.

The full consultation results and the strategic partnerships responses will be made available to all those who responded and via the community strategy website during September 2003.

Following consideration of the feedback, a final community strategy will be issued and take effect from October 2003.

Our Consultation Guarantee

We will....

1 Present a clear reason for carrying out consultation and will endeavour to offer you meaningful choices. Consultation will not be used simply to rubber stamp decisions that have already been taken

2 Value your contribution to consultation and will not ask you the same questions over again in a short space of time

3 Explain the purpose of the consultation and how it anticipates the results will be used

4 Aim to provide sufficient background information to enable you to understand and respond to the consultation material

5 Make appropriate use of a wide range of consultation methods

6 Aim to make the consultation inclusive by taking into account of any particular needs or difficulties you have to enable you to respond to the consultation

7 Be clear about how the consultation is being organised and how the responses should be made

8 Strive to allow sufficient time for the consultation

9 Aim to produce consultation results that are measurable and can be evaluated objectively

10 Offer feedback on the results of the consultation and on how these results have been used to inform decision-making, once the consultation is complete

There are a number of ways in which you can provide your views:-

You can complete and return the feedback form at the back of this strategy and return it by post to:

Better for Everyone

Riverside

Temple Street

Keynsham

Bristol

BS31 1LA

You can view this draft strategy on the web, and complete the electronic feedback form at: www.beintouch.org.uk

You can email the local strategic partnership at: info@beintouch.org.uk

You can telephone us on: 01225 395050

We are committed to providing accessible information for everybody. If you would like this document in a community language or any other format (e.g. audio tape, easy English, large print, computer disk Braille), then please let us know.

BE: Local

This is a main section and it's about understanding why we are producing this strategy, the unique nature of our area, the issues we face within it, and where we can make realistic improvements that will help make Bath & North East Somerset Better for Everyone.

This main section is made up of a number of small sections each divided up into different parts. Broadly these intend to help you understand the context of our thinking, the outcomes this has led to and asks whether we have got it right.

The first sub section, BE:Responsive sets out why we need to respond to the requirements and aspirations of our community, taking into account the influence of the world about us.

The second sub section, BE: Focused introduces the themes and priorities identified for attention. The themes sit on two levels:

Priority themes reflect a specific area of delivery for agencies and have been identified as follows:

BE: There on Time (transport)

BE: At Home (housing)

BE: Inspired (Learning and Skills)

BE: Better Off (economy)

BE: Green (environment)

BE: Assured (health and social care)

Common themes are relevant to the whole strategy and to all of the bodies and agencies involved. These ways of working are fundamental to the successful delivery of the strategy and the priority themes, and have identified as follows:

BE: Safe (building safer communities)

BE: Dynamic (creating living communities through the land use planning system)

BE: Inclusive (working equitably and inclusively across communities)

BE: Sustainable (delivering actions and priorities sustainably)

BE: Creative (making better use of our resources by working together)

The third section is BE: Connected linking our proposals with other key documents already in existence or being prepared.

Finally, there are three appendices providing much detailed back up for many of the aspirations and proposals being made in this document.

Why produce a Community Strategy?

The Local Government Act 2000 places a duty upon Councils to produce Community Strategies for promoting well-being in their areas and contributing to the achievement of sustainable development in the UK. This links in with new powers for Councils to promote local well being combined with the ability to seek changes to central Government rules and regulations where these hinder Councils in achieving this end. Additionally the government is on course to introduce regional assemblies, which puts local governance nearer the people. The Local Community Strategy will form part of the Regional plan.

The community strategy should therefore:

· Enhance the quality of life in local communities through action to improve social, economic and environmental well-being of the area for its inhabitants;

· Allow local communities to articulate needs and aspirations over the long-term, say 10-15 years;

· Co-ordinate the actions of voluntary and public organizations including the local authority to meet these needs, including the shaping of future activity; and

· Provide for monitoring and review of success or failure

The Government does not prescribe the detailed content of Community Strategies, or the geographical area they cover. However, the Guidance does state the Government's emphasis on a broadly based Local Strategic Partnership to oversee the process of creating and monitoring the community strategy. In Bath & North East Somerset the Local Strategic Partnership (LSP) was established in June 2002, and it has developed this first draft strategy.

The Local Partnership for Bath and North East Somerset is made up of a range of organisations and bodies, who are representative of the local area. Representations are from the public, voluntary, private and residents sectors. A range of specialist partnerships that have responsibility for delivery of activities on the ground supports the partnership. The diagram below shows the current structure and composition of the partnership

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To aid the Strategic Partnership in its delivery of the community strategy, a number of key principles have been adopted which govern our approach. In essence, the partnership will be a strategic conduit adding value to work already underway in the district, and using its influence and expertise to ensure that local communities have the best opportunities available to them. We will be effective and efficient in the way we work by monitoring and measuring the commitment we have set our selves.

In our day to day operations we will:

· BE: Responsive by working as a flexible partnership that equips itself to respond effectively to the changing requirements and needs of the area as they emerge

· BE: Focussed by concentrating on what matters for the people of the area, and by directing our effort to areas where we can add value to the existing services being delivered

· BE: Connected by simplifying and linking together existing plans and strategies, albeit at this time we have entered the planning process when some other plans have already been written, for instance the Local (Land Use) Plan, but over the course of time clearer alignment with the community strategy is expected

· BE: Influential by listening to your views and using our expertise and influence in the local, regional and national spheres to ensure that the people of Bath and North East Somerset have the best opportunities available to them

BE: RESPONSIVE

This is the first sub-section of BE: Local. It looks at the things we already know our economy, our community and our environment around Bath & North East Somerset, what people have told us, and identifies other issues and drivers that may affect what we do in the future.

Introducing Bath & North East Somerset

Bath & North East Somerset is positioned between the Cotswold and Mendip Hills and has a diverse and complex character. 10% of the district being a city about 90% of the District is classified as rural (around 25% of that rural area is designated Areas of Outstanding Natural Beauty). Bath and 31 surrounding villages are separately designated as Conservation Areas. Bath is a World Heritage Site.

For about 2,000 years people have experienced the beneficial and healing properties of the naturally occurring hot thermal spring. The greatest periods of Bath's popularity were in the Roman and Georgian eras. The latter inspired the great building of the city to produce the 18^th century layout and architecture that provides today's principal urban centre, which combined with the Roman Baths, forms the main attraction to live and visit this thriving district.

The setting of Bath, framed by two areas of outstanding natural beauty, gives Bath and North East Somerset its unique character. Bath is acclaimed as one of the finest cities in the world and is the only city in England designated by UNESCO (United Nations organisation for Education, Science, and Culture) as a World Heritage Site. With two universities, a renowned regional shopping centre and international tourist attractions, the city and surrounding areas offer opportunities for work, recreation and training.

The population of the District stands around 170,000, half of whom live in the City of Bath. The growth in population of 3.3% in the last ten years is below the south west average of 5.5%. The static population of Bath masks relatively high increases in population in other areas, especially around Keynsham, Norton Radstock and Peasedown St John. The over-65 population is above average at 21%, but there are fewer than average under 18s. Census data of 2001 suggested that 2.18% of the population were from ethnic minority communities, well below the national figure of 9%. The population is relatively biased towards the skilled and professional classes.

We have only four areas of deprivation (three in Bath) within the top one third of most deprived wards in England. This contrasts with the six areas in the top 10% of least deprived wards in England.

The population is comparatively healthy. The number of premature deaths is lower than the average for England and Wales, We have significantly lower rates of deaths from cancer and circulatory diseases compared with the average for England and we have less limiting long-term illness than the average for England and Wales.

Unemployment was 1.3% in May 2002 and declining, compared with a national average of 3.2%. Over recent decades there has been a growing predominance of service, professional, scientific and research-based activities, principally related to public administration, education, health, defence, tourism, retail and business / professional service. 60% of the district's jobs are located in the City of Bath and the self-employment rate of 12.9% is above the regional average. Large numbers of our residents work in Bristol, Wiltshire and London commuting to and from these areas.

Tourism is a key contributor to the local economy. The World Heritage Site of Bath attracts over 2.7 million visitors every year, contributing over £195 Million per annum to the local economy, but this places significant strains on transport and other infrastructure.

The district has 6,600 Listed Buildings (of which 5,100 are in Bath). 10% are classified as Grade I, which combined with the amount of National Trust Land, green belt land and areas of outstanding natural beauty places major constraints on development.

House prices in the area are higher than the average for the South West and have risen more quickly than those in England and Wales generally. The average house price in July 2002 was £176,000. The average cost of a detached house was £260,980, compared to the South West average of £190,666 and the England and Wales average of £187,835^. The Audit Commission's area profile highlights the house price to wages ratio as an "undesirable" indicator and this is borne out by the limited availability of affordable housing for lower income families. The area has a good jobs market but a lack of affordable housing is affecting the sustainability of our communities and precluding a large proportion of the workforce from living in the area, especially in central Bath.

A substantial increase in demand for Social and Health Services compounded by very recent problems in the Local Health Trusts will make it increasingly difficult to meet the community's expectations in these services. Our ageing population and new legislation about accommodation standards add further pressure on our provision of homes for the elderly. There are for instance very few single story dwellings in Bath.

The area is very poorly served by a sub regional transport infrastructure that is already overloaded. Whilst rail links to London and the South West are reasonable, other links are inadequate. The M4/M5 corridors are saturated. Bath City sits at the junction of the A4 Great West Road and the A36 to the South Coast and the A46 northwards. All three major highways within the district are sub-standard for the volume of traffic they now carry; this situation results in an overloaded sub-network, congestion and pollution. The position in Bath City is exacerbated by the lack of a by pass and inappropriate use of local residential roads by through traffic.

Bath's past success as an international tourism destination, shopping centre and business location faces economic competition from new developments like the regeneration of Swindon / Chippenham, @ Bristol and the new shopping mall at Cribbs Causeway. Bath has suffered from a lack of investment in its physical economic infrastructure over the past 30 years. There was also pressure to promote the regeneration of former mining areas and market towns within the district, so that they could function independently and in a complementary way but this regeneration has been short funded and half hearted. Despite these trends the unique nature of Bath's architecture and wide ranging shopping experience of small and large retailers has to date sustained the City.

In the employment market there is a predicted shortfall within 5 - 10 years of skilled individuals with the National Vocational Qualification II Status. They currently make up 29% of the district's workforce. When this factor is considered together with the lack of affordable housing, primarily for public sector employees and transportation issues outlined above, it represents a considerable challenge for the district's economic development.

The district is constrained in some areas not normally associated with a small district:

· The unique environment within the City of Bath demands high levels of investment and resources, both private and public, in sustaining the built assets and the tourism infrastructure

· The geographical setting of Bath, and the green belt surrounding the city, limits opportunities for physical growth and makes transport solutions (e.g. bus lanes, or by-passes) challenging

· The conflicting requirements of residents, tourists and businesses create local tensions and a reasonable balance between these has to be managed

Trends in Bath and North East Somerset

As part of developing the community strategy, the LSP have considered a range of situations that may or may not occur, have considered their likelihood, and has suggested the actions that need to take place to mitigate these. We looked at issues based on economic, social and environmental themes. The current trends in Bath and North East Somerset are outlined below.

Our Economy

Given that globalisation and regeneration requirements have placed great competitive strains on many areas of the UK over the past twenty years, on the face of it, the economy in Bath & North East Somerset is generally performing well. Unemployment is low standing at 1.2%, having fallen from 6% since 1996. The economy is dominated by the service sector, which accounts for four out of five local jobs. Some 33% of all employees work in public administration, health and education, 24% work in hotels, restaurants and distribution and 16% in banking, finance and insurance. The retail sector in Bath City is disproportionately large for a City of this size and employment is expected to grow in computing, secretarial and clerical, customer service, hotels and catering, retail and the electrical/electronics industries.

However, there are a number of competitive threats that could challenge this current position. Among them are:

An emerging skills gap. According to an Inspection Report in 2002 examining post 16 education, almost a third of employers have current skills gaps, with people management, basic information technology (IT), technical skills and office, secretarial and clerical skills being the most common cited shortages. The proportion of young people in post 16 education in Bath and North East Somerset is well above the national average, but the percentage in trade based training is low. A workforce to maintain the historic fabric always appears to be in short supply.

Social inclusion and regeneration. Although Bath and North East Somerset ranks 121 out of 354 on the per capita income scale, some parts of the area, especially in South Western Bath, score particularly poorly on indices of child poverty. The Western Riverside area is the largest outstanding regeneration site in the South West and a large portion of Bath City centre is about to be redeveloped at Southgate.

Poor Infrastructure. Transport, both public and private is a major problem. The Georgian City, in particular was not built to withstand the weight and volume of modern traffic. Traffic is an impedance to economic competitiveness of the area; innovative solutions need to be found to reduce this problem. When seen in tandem with a shortage of both affordable housing and premises for business expansion, this could become a major influence on the economic competitiveness of the area.

Our Community

The results of the 2001 census will be the principal source of information about the social development of Bath & North East Somerset, if only because population statistics underpin a wide variety of public funding decisions. Initial findings show that the South West's share of the population has risen from 9.95% to 10%, with it being the fastest growing English region with an additional 550,000 people between 1981 and 2001.

However, the region has 140,000 fewer young people during the last decade. For the first time there are more over-60 year olds than under-16s. The South West has the most elderly population of any English region with those aged over 85 years the fastest growing age group. The biggest spike of births was in 1945- the cohort now coming up to retirement. They will live longer but potentially have a longer period of ill health.

Bath & North East Somerset partly follows this regional trend, with the over 50s represented in significantly higher proportions than the UK average but with an over-representation of 15-24 year olds, reflecting the concentration of Further Education facilities in the area.

The key issues that require considerations are:

· Consequences of this aging population. These could be wide-ranging and include pension's policy, spending patterns and consumer expectations. The most obvious impact will be in the demands placed on public service providers. Apart from the impact on health & social care services, there will need to be a shift to the promotion of lifelong learning to continuously update skills and issues around recruitment and the labour market.

· Growth in the number of households, and in particular single-person households. One forecast shows the proportion of single person households rising from 29% to 35% by 2021 and the situation in Bath may exceed this.

· Growth in traffic. It is estimated that by 2004 there will be nearly 30 million cars on the road and another 20 million vans and trucks. The number of households with cars increased from 54% in 1974 to 72% in 1999. In the same period there was a 96% increase in traffic movements. A City situated in a valley with steep hills either side does not provide an easy environment for distance walking or cycling especially for the elderly and outlying villages connected by narrow lanes and busy highways makes for difficulty for anything but the domestic car. As an example The University of Bath is almost two miles up hill so at least 6000 people need a means of getting up that hill when the city and stations are at the bottom.

· Affordable housing pressures. The Bath & North East Somerset Local Plan makes provision for 6,200 additional dwellings between 1996-2011, to be built at a net residential density of at least 30 dwellings to the hectare. 30% affordable homes are to be provided on all sites of 0.5 ha. or more. The Local [Land Use] Plan states that 80% of new homes on large sites should be built within 400m of a bus stop with "reasonable service" and within 600m of food shop and primary school.

· 24 hour provision of services. An additional trend, linked to changes in prosperity, family structure, lifestyle and personal mobility may be towards a rise in expectations of service provision as people require more 24-hour, 7-day a week access to services, and as more services become available on-line. Conversely, if expectations are not met there may be a greater tendency to complain and show dissatisfaction about public services.

Our Environment

The environment of the South West is one of the Region's key strengths. The Environment sector generates about 38,000 jobs and has an output of about £833 million. The sector includes the environmental management industry itself, renewable energy and waste management. Uptake by businesses of Environmental Management Schemes now stands at 142 accreditations in the South West. Such schemes not only improve environmental performance but also generate significant savings in energy and waste costs.

The landscape environment in and around Bath is attractive. The City has 10 public parks that are rich in trees, flower beds and bird life. These are actively managed. The rural landscape around Bath has attractive walks, cycle routes and bridle paths. However these facilities are under threat from commercial pressures including for instance the local rugby club that want and need a permanent home, from developers and from organisers of events who want to make music/sound/noise in places where residents are protected from noise by local bye-laws.

Air quality is on the whole good except for some very bad spots which include the junctions of the major north-south and east-west trunk routes encircling the city.

High quality environment is increasingly recognised as a crucial capital asset for residential and other economic sectors. The South West's environment particularly contributes to tourism, films and media, inward investment and the overall quality of life. In Bath & North East Somerset this is particularly but not exclusively linked to attracting visitors and tourism. Both the number of visitors and the amount they spend is variable, but the long term trend is an increase. In addition, "Culture" has been estimated to be worth £1 billion to the South West economy. This includes recreation and sporting activities, landscape, museums, libraries and galleries.

In looking ahead, the Strategic Partnership has looked at the best and worst situations that may occur, depending on the course of action or lack of action that takes place across Bath and North East Somerset. By focussing on some big questions, we have been able to set some key priorities and areas for action.

Looking ahead in Bath & North East Somerset

The priority and common themes, described later in this strategy were derived from work undertaken by the Local Strategic Partnership, which was informed by consultation already undertaken, and the current performance in key areas. The Strategic Partnership asked key questions about where they feel Bath and North East Somerset should be heading in the future.

The partnership looked at the current situation, including positive effects and opportunities as well as potential difficulties of life as currently experienced. The base information assumes that we will continue as we are, and not adapt our actions. The best case is very much the blue sky approach, and in many respects represents the ideal situation for Bath and North East Somerset. Within this scenario, it is assumed that all needs can be met without conflict. Unfortunately life is not that simple, and the best case as shown in Appendix A does not attempt to answer the critical questions and potential conflicts that may emerge. Finally, the worst case states if we do not address some of the challenges within our current situation, life for people in the District could get worse. Situations will worsen for individuals and communities, in terms of the environment in which they live and the services they receive.

The Local Strategic Partnership determined that taking the course of no action was unacceptable and inconceivable.

Details of the scenarios that were considered are shown at Appendix A. However, the key strategic questions that emerged from the discussions are highlighted below. It is against these questions that the Local Strategic Partnership needs to make a decision on how best to plan for the future of Bath and North East Somerset.

Key Strategic Thinking

Bath and North East Somerset needs a forum of argument and debate about its future which will be healthy for the district to face up to its shortfalls of the past since World War Two and the strategic partnership is the ideal forum for that debate to be ironed out. The knowledge we have uncovered broadly raises the following questions, which we need to consider when structuring our direction for the future. These questions highlight the difficult issues that we need to confront and resolve, so we are able to plan and provide for both current and future generations. The answers to these questions will determine how Bath and North East Somerset responds to the challenges and opportunities facing our area.

Strategic Planning

· All service providers are facing a shortage of resources - are there things we should stop doing?

· The community holds very considerable assets via the council, should we retain them for the future, or sell them off to deliver what we need now?

· Should Bath and North East Somerset expect to have it all or should we be looking towards Bristol, Wiltshire and Gloucester to provide opportunities for our residents?

· Should the statutory agencies expect to provide it all centrally, or should more authority and responsibility be devolved to local communities and the voluntary sector, or should we leave the private sector to provide?

· Is it unreasonable to expect services to be provided 24 hours a day 7 days a week?

· Should local providers be charging for some of their services that are currently free, especially where there is no obligation to provide them?

· Is there a need for many agencies providing similar services, or should they be rationalising and reorganising themselves to make themselves more efficient?

Sustainable Land Use Planning

· How important is the green belt?

· Should new development take priority over environmental considerations as a means of realising our objectives and aspirations to provide homes, transport and employment opportunities?

· Can redundant industrial and commercial land be put to better use for housing and social needs?

· Can we better manage the environment in which people live next to 25000 moving vehicle a day?

Economy

· Do we want economic growth at all costs?

· What kind of economy do we want to be?

Transport

· Can we find better ways of moving the traffic around, under or over the City of Bath?

· Should we accept that the car is the only real choice in Bath and North East Somerset or should we halt all future highway improvements and invest the time and energy into public transport - what level of balance can expect to be achieved?

Safe Communities and Community Development

· Should we be concentrating on serious crimes, kids riding on the pavements or disorder and affray - what is the balance?

Education and Learning

· Should we be targeting our learning opportunities to meet the needs of the economy? Or should people be free to study whatever they want even if it might not lead to local employment opportunities?

Health and Social Care

· How do we resolve the current pressures on our health and social services?

Consultation in Bath & North East Somerset

A key aspect of the development of these proposals has been the views of the community, stakeholders and partners. To date, consultation mechanisms have been extensive and diverse, as are the results. The Strategic Partnership therefore has a challenge in managing the diverse views and opinions and ensuring sustainable services are delivered according to what the community wants, but also in line with the resources available.

The core groups who have been consulted so far are:

· Bath and North East Somerset Community, via the Voice Box Panel, November 2002

· Local Strategic Partnership: Scenario Day, December 2002, plus on-going consultation as part of the partnership meetings

· Federation of Bath Residents Associations, via their Chairperson/LSP representative, March 2003 and ongoing as part of the Local partnership meetings

· BE Influential Stakeholder Event , March 2003

· DAFBY (Democratic Action for B&NES Youth) Youth Council, April 2003

· West of England Coalition for Disabled People and Disability Equality Forum, March 2003

· Bath and North East Somerset Group of Avon Local Councils Association, March 2003

· Bath and North East Somerset Community Development Forum, April 2003

Described below are the key results emanating from the consultation so far. The full views of all of the above groups are not necessarily reflected below, but have been incorporated into this document via the stated ambitions, cross cutting priorities and key actions and outcomes detailed.

Voice Box Survey, November 2001

A questionnaire was distributed to 1,100 members of the Bath and North East Somerset Community via the Voice Box panel. The questions asked them about those issues that they considered important in making somewhere a good place to live. The top five results are as follows:

The questionnaire continued to ask, what issues they felt most needed improvement across the district. The top five results were:

Local Strategic Partnership Scenario Day, December 2002

Partnership members were presented with a range of scenarios based around social, economic and environmental situations that could occur in the district. They were asked to consider what life would be like if the worst were to happen, if the best situation were to emerge, and if life stayed the same. They were encouraged to think beyond particular services, and to consider what issues we would need to focus on to either achieve the best situation, maintain life as it is or avoid the worst. The priority areas detailed below, have been developed and refined to give the six priority theme areas, and the cross cutting promises that form the cornerstone of this document.

Common Threads / Dominant Themes

· Links to Local Plan and use of land use planning system to deliver our long term approach

· Affordable, social and need-appropriate provision of homes

· Integrated transport - car free zones, improved public transport, integration within development, promotion of walking and cycling, removing heavyweight traffic from vaulted and historic streets

· Community first

· Skills and training for adults which are appropriate to economic needs, specifically relating to technical and practical profession, and utilising the knowledge and ability of older people

· Encouraging entrepreneurship and supporting the local brand and business, developing local supply networks

· Leading in sustainable innovation practice and planning

· Investment in social care and health promotion

Federation of Bath Residents Associations, March 2003

The Federation of Bath Residents Associations, presented to the LSP details of those actions they felt most needed addressing in the community strategy. The Federation has 2520 annually paid-up households representing 5300 people and about fifty local businesses within the City of Bath. The Federation cited the following as their top strategic issues that needed addressing:

Environment and doing small things well like:

· Maintaining the visible and invisible infrastructure - roads, paths, drains, vaults

· Cleaning and improving the public realm - litter, graffiti etc

· Enforcing recycling and sustainable requirements

· Upholding by-laws to curb noise and nuisance

Traffic and travel including such specifics as

· Encouragement of walking and cycling

· Reconfiguring city centre traffic flow and some pedestrianising schemes

· Exploring an M4 Junction 18a to Keynsham

· Obtaining funding for an A46 upgrade to M4 junction

· Explore the possibility of tunnels from end to end of the Roman roads?

· Give Widcombe Parade back to Widcombe village

· Make bus sizes appropriate to routes and roads

· Placing a park and ride to the East beyond the A46 junction

Local land use matters

· Due care for forthcoming schemes of the Thermal Spa, Southgate, Western Riverside, Combe Down mines, University developments and the Rugby stadium relocation

· The reuse for residential purposes of parcels of redundant commercial land

Law and Order with emphasis on:

· Tough policy on small crime to reduce rowdiness, drunk and disorderly behaviour and graffiti

· Careful management of the city centre night time economy

Tourism with particular emphasis upon

· Strict regulation and reconfiguration of open top tour buses

· Better provision for visiting and pass-through Tour Coaches

· Improvement of the dismal greeting from the Railway station

· Neighbourly operation of Assembly Rooms & Roman Baths

· Enhancing and advertising the outlying attractions in B&NES

Other

· Health matters which the community entrusts to the service providers

· Education matters entrusted to the service providers

· Communication and being keen to participate to maintain a share of voice

Stakeholder Planning Day, March 2003

A range of public, private, voluntary, and community sector bodies met to discuss the merging themes outlined in this strategy, to consider what actions we need to address to tackle the ambitions that we have set ourselves. 60 representatives attended in total, and the solutions and outcomes from the day are replicated throughout this document.

In terms of further clarifying the six key themes already identified, the dominant issues within each theme were further distilled to the following:

· The need for flexible affordable housing solutions

· The need to value and support local communities

· The importance of transport options as a driver to supporting environmental, social and economic objectives

· The importance of the planning system and associated planning policy

· The need for agencies to work together

· The importance of sustainable communities throughout the district

· The need to foster stronger community relationships with business

· Investing in skill development to enable all citizens to maximise their worth

· Valuing public sector employees and delivering housing and transport solutions to support successful public health services and key workers

· The need to do small things well and obtain some quick wins to show residents and businesses that the LSP will deliver its promises

Democratic Action for B&NES Youth (DAFBY)

The members of the youth council identified in 2002 a number of priority issues that should be addressed as part of the long term development of well-being for all citizens within Bath and North East Somerset.

Their vision is:

· No pollution

· Look after the NHS

· Reduce Crime

· All types of jobs for school leavers

· Support for everybody

· Support monorail and tram

Following the new elections in February 2003 to the youth council, development on these themes has taken place, as part of this process. Some of the key actions to address the above vision and the community strategy themes include:

· More re-cycling and compost bins

· Use of alternative building materials

· Jobs that are closer to homes

· Expansion of modern apprenticeships

· Encourage small businesses and promotion of Bath as a business centre

· More drop-in health clinics with particular focus on young people's health

· Strict development controls on the green belt

· Allocating a proportion of social housing for public sector workers

West of England Coalition for Disabled People and Disability Equality Forum

A Presentation on the evolving Community Strategy was made to the Bath & North East Somerset Disability Equality Forum (DEF) on 12 March 2003. The DEF comprises over 157 disabled members and a Management Committee membership of 12 people from across the area. It holds regular meetings to promote the rights of disabled people as well as responding to specific consultations. The key issue raised by the forum was the need to ensure that the Local Strategic Partnership has the "clout" to ensure that agencies deliver accessibility both in their facilities to the public and in the workplace.

Examples where the DEF believed a more co-ordinated approach to accessibility was required included transport (for example, the design of accessible bus stops), the design and management of public space (for example, regulation of advertising boards). It was also agreed that a more focussed approach to supporting local communities would mean less need for regeneration in future.

It was agreed that there was significant scope to develop these ideas and to put them into practice in the strategy. The DEF, for example, was keen to see disabled people start new businesses, and the Council was currently agreeing with central government funding to improve accessibility to employment.

It was agreed that the relationship between the Disability Equality Forum and the Local Strategic Partnership would be strengthened as the Community Strategy was developed.

Bath and North East Somerset Group of Avon Local Councils Association

At a meeting of the Avon Councils Association in April 2003, representatives from 20 parishes attended, and conducted an exercise on the Needs of Rural Parishes, for consideration by the Community Strategy. The following list is presented in random order of priority:

· Maintenance of the green belt

· Better public transport services in rural areas at more economical fares

· More sporting and leisure facilities for teenagers

· Clean and tidy villages

· Increased power for parish councils

· Park and ride to be established to east of the A46/A4 junction and possibly south east of Bath on the A36

· Pavements to be provided on busy roads in villages

· Better cover by fire service in rural areas

· Village children to have priority access to village schools (ahead of those from outside the village)

· Better cover by community police in rural villages

· Better care for the elderly

· Preservation of doctors surgeries in villages

· Improved transport infrastructure especially to hospitals and Bristol Airport

· Improved roads and better maintenance, particularly on classified roads

· Improved environmental quality of rivers and streams

· Retention of post offices, shops and pubs in villages

BE: Focussed

This is the second sub- section of BE: Local. It pulls together information about the area into priority themes and common themes. These are where realistic and deliverable improvements would appear to have the biggest impact on making Bath and North East Somerset making it BE: Better for Everyone

The Local Strategic Partnership has focussed on a set of priorities, which it regards as best able to meet future challenges and address current needs. The priorities are reflective of the issues cited by members of the community and providers of services and employment.

The Priority themes and the accompanying ambitions detailed later in this draft strategy document can be summarised by a commitment to make improvements to:

BE: There on time

We will deliver a better travelling experience through a diverse, accessible and fully integrated transport system that meets the needs of residents, workers and visitors

BE: at Home

The promotion of successful communities by delivering flexible, sustainable and responsive housing solutions appropriate to need and their individual choice.

BE: Inspired

We will help citizens to play a full role in social, economic and cultural life by developing and utilising their skills

BE: Better off

We will develop and promote a thriving and sustainable local economy to meet future employment needs

BE: Green

We will lead the way in environmental innovation by ensuring a high quality environment for all

BE: Assured

We will reduce health inequalities by transforming health and social care to meet local needs

We have measured our strengths and weaknesses against these six areas, and have developed what we describe as a balanced scorecard of performance. The measures do not attempt to describe performance in all aspects of life, but provide information on key areas of performance and service delivery. The balanced scorecard of performance is shown in Appendix B. Further information on the priority themes and our proposed responses to make improvements can be found in the individual sections.

Common Themes

As stated the Local Strategic Partnership proposes to focus its efforts on the above six priority themes, plus a series of five common themes, which cut across everything, we do. The partnership has focussed on things where as a partnership value can be added to the services already being delivered.

These common themes, which are important to the local community of Bath and North East Somerset, are to:

BE: Safe: Building safer communities

BE: Dynamic: Planning to create diverse and living communities.

BE: Inclusive: Working equitably and inclusively across communities

BE: Sustainable: Delivering actions and priorities sustainably

BE: Creative: Making better use of our resources by working together

An assessment of how we currently perform in these areas has been made. This will allow us to identify the areas for improvement, to set targets to ensure that we continue to raise our performance, and will support the creation of living, balanced communities across the district.

The common themes and the six priority themes have complex and interdependent relationships. The measures of performance in Appendix C show how they interrelate. The information is designed in this way to show this, and how by achieving these objectives, we can more readily address our six priority themes.

Using the information in Appendix C as a base the Strategic Partnership has identified a number of issues that need to be considered. Addressing them will ensure that the common themes are delivered to a high standard, which in turn allows the partnership and other service providers to focus on the six priority themes.

Common Theme Aspirations

Each of the priority themes generates aspirations, as do the common themes. The aspirations for the six priority areas were described above. For the common themes, the aspirations are shown below.

BE: Safe: Building Safer communities

1 All communities should feel safe with the main determinant being that their living space feels safe and is clean e.g. no graffiti or rubbish, street lights working

2 All communities have a role to play with the police and others in maintaining the safety of their communities

3 Safe communities are encouraged when opportunities are available for young people, which can divert them away from criminal activity and anti social behaviour

BE: Inclusive: Working equitably and inclusively across communities

1 All service providers' policies and services should respond to the whole community, even where these may not benefit a large number of the population

2 All employers should be positively encouraged to ensure they provide opportunities for members of the community who find it difficult to enter the labour market, in particular disabled, black and minority ethnic and older workers

3 The public, voluntary and private sector should commit to standards of joint working and co-ordinated delivery as a means of securing and enhancing successful communities

BE: Sustainable: Delivering actions and priorities sustainably

1 Commitments should be made that ensure services are planned and delivered in the most environmentally friendly and sustainable way possible, so as to secure the needs of both present and future generations

2 The use of technological options and people-based solutions as a means of protecting the environment (through reduced pollution and energy saving) should be fostered

3 Recognition that environmentally motivated solutions are the most efficient and sustainable in the long run and should govern our purpose

BE: Dynamic: Planning to create diverse and living communities.

1 Increasing development needs should be considered against better use of redundant sites

2 Planning policy guidance should be developed that is flexible and responsive to the need for more housing, transport and employment opportunities

3 A holistic approach to planning is required to ensure the long term survival of communities

BE: Creative: Making better use of our resources by working together

1 Where possible we will co-ordinate planning in areas where joint working can be a means of reducing duplication and overlap of service delivery

2 We will work towards more sharing of resources and opportunities

3 Where possible we will deliver our services co-operatively recognising that this is the most sustainable, efficient and effective option

How we will measure our performance

The Local Strategic Partnership is still embryonic so, to date, it has not developed a mechanism for measuring its performance and success.

This draft community strategy however, when accepted, provides us with the necessary focus to develop and implement a good framework for monitoring and reviewing our performance.

Throughout this document you will see a series of tables detailing our performance in a wide range of areas. This is what we have defined as our baseline performance.

In the individual sections you see a series of aspirations that the partnership will endeavour to pursue, subject to your common agreement and acceptance.

When we have a final strategy our approach to performance management will be to use what we term a balanced scorecard for each of the areas. When we finalise the indicators we will take into account the views we receive in the consultation.

Delivering the actions and the individual measures within the scorecard will be the responsibility of the key partnerships to deliver. The representatives of the key partnerships will be required to report to the strategic partnership on a six monthly basis the progress they are making in achieving the aspirations, and associated targets that they develop.

In terms of our common themes, these will be the responsibility of the individual key partnerships to deliver, and will be monitored in line with the process detailed above. However for some of these actions, it would not be appropriate to assign responsibility to a sole agency, so the strategic partnership as a co-ordinating body will be held to account on these issues.

The strategic partnership will measure its achievement of the common themes, as demonstrated by the matrix below. The matrix shows how the common themes relate to the priority themes. How the performance between common themes and priority currently stands is shown in Appendix C.

The strategic partnership will measure its overall success by identifying key performance measures within each of the individual priority and common theme areas to define a single quality of life scorecard. A quality of life scorecard is a range of measures which the strategic partnership believes will be the key to its ambition of making life better for everyone in Bath and North East Somerset.

The overall hierarchy of performance measures will therefore be:

The whole strategy will be reviewed on an annual basis by the strategic partnership and reported to the Annual General Meeting. Any revisions will be agreed at this meeting.

BE: Connected

The community strategy does not intend to duplicate the existing work that is already being undertaken through out the district. It intends to connect such work and ensure it is all pulling in the same direction with the LSP offering guidance about what the Community wants.

Information on the key plans and strategies that relate to the six priority theme areas are shown in the relevant section, but in relation to the cross cutting promises a number of key documents have been taken into account.

Avon Structure Plan

Bath and North East Somerset Local [ Land Use] Plan

Community Safety Strategy

Bath and North East Somerset Council Consultation Strategy

Local Agenda 21 Strategy

Economic Development Strategy `Towards 2013...'

However there are a number of strategies that the local strategic partnership needs to develop jointly. These documents will reflect the commitments of the cross cutting priorities and ensure that services are delivering in the most, equitable, efficient and economic way.

Appendix A - Forces for Change in Bath & North East Somerset

Additional issues for consideration that cut across the social economic and environmental scenarios

Appendix B - Measures of Strengths and Weakness for Priority Themes

Appendix C - Measures of Strengths and Weaknesses for Common Themes

BE: There on time

The strategic partnership is committed to:

Delivering a better travelling experience, motorised or not, through a diverse, accessible and fully integrated transport system which meets the needs of residents, workers and visitors

BE: Responsive

In setting ourselves a challenging action plan that help realise our ambition to get you there on time, the strategic partnership has taken account of a wide variety of performance and consultation information, some of which is detailed in previous sections of this strategy.

Some headline measures on performance in relation to housing and some of the key consultation results are set out below.

Note: "Base" Figures refer to the latest published figures and are designed to show current levels of performance for comparison. "Target" figures are generally those published figures to be achieved by 2005/06, unless they refer to Local Plan policies where they are designed to be achieved over the life of the Plan.

Indicators in bold are targets agreed as part of the Council's Public Service Agreement (PSA with the Government. A PSA brings in more money for key targets and also provides rewards for the Council if targets are met.

As part of the development of the 10 Year Economic Plan: the Vision into Action conference (March 2002) identified the following issues that should be considered in respect of the transport situation in the district.

36.6% called for improvements to public transport and a restriction on cars

14% said the car was already too restricted

BE: Focussed

Using the performance information detailed throughout this document, and taking into account your views so far, these are the key issues that the strategic partnership feels needs to be addressed:

1 We will develop separate transport solutions for the urban and rural areas of Bath and North East Somerset

2 We will embrace transport development alongside potential opportunities in neighbouring authorities to ensure that the efficient and applicable solutions are promoted across the sub region

3 We will actively promote green travel solutions in partnership with schools and employers

4 We will ensure the travel needs of walkers, cyclist and bus users are met as well as those of car drivers

5 We will improve the existing public and private transport infrastructure

6 We will promote safe and fully accessible transport solutions across the board

7 We will work in partnership to ensure transport solutions are integrated into development opportunities

8 We will promote walking tourism across the district

9 We will positively encourage park and ride development

10 We will consider the expansion of the car free zone in Bath City shopping centre

BE: Connected

Local Transport Plan

Local Plan

Local Agenda 21 Strategy

BE: Influential

As highlighted in the BE: Local module your views are sought on the following:

1 Is transport correct to be identified as a priority area for action?

2 Do you agree with the aspirations on how the transport partnership proposes to respond to this priority?

3 If not, what courses of action should be taken?

BE: At Home

The strategic partnership is committed to:

The promotion of successful communities by delivering flexible, sustainable and responsive housing solutions appropriate to need and their individual choice.

BE: Responsive

In setting ourselves a challenging action plan that helps to realise our ambition to promote successful communities, the strategic partnership has taken account of a wide variety of performance and consultation information, some of which is detailed in previous sections of this strategy.

Some headline measures on performance in relation to housing and some of the key consultation results are set out below.

Note: "Base" Figures refer to the latest published figures and are designed to show current levels of performance for comparison. "Target" figures are generally those published figures to be achieved by 2005/06, unless they refer to Local Plan policies where they are designed to be achieved over the life of the Plan.

Indicators in bold are targets agreed as part of the Council's Public Service Agreement (PSA with the Government A PSA brings in more money for key targets and also provides rewards for the Council if targets are met.

As part of the development of the 10 Year Economic Plan: the Vision into Action conference (March 2002) identified the following issues that should be considered in respect of the housing situation in the district.

The B&NES Housing Survey 2000 stated 11% of residents consider that their accommodation is not adequate for their needs and that over 2,200 want to move but cannot. An estimated 935 households were planning to leave the area as a result, a trend which, if not addressed, may have an increasing impact on the local labour market and intensify recruitment difficulties and skill shortages. The Housing Survey indicated a need for some 1,732 affordable dwellings to be built by 2006 especially one and two bedroom accommodation in Bath.

BE: Focussed

Using the performance information detailed throughout this document, and taking into account your views so far, this is what the strategic partnership believes are the key issues to address.

BE: Connected

B&NES Housing Strategy

B&NES Housing Needs Survey

Parish Needs Surveys

Housing associations business plans and strategies

B&NES Local Plan

SW Regional Housing Strategy

ODPM Communities Plan

BE: Influential

As highlighted in the BE: Local module your views are sought on the following:

1 Is housing correct to be identified as a priority area for action?

2 Do you agree with how the housing partnership proposes to respond to the key issues raised for housing?

3 If not, what courses of action should be taken?

BE: Inspired

The strategic partnership is committed to:

Helping citizens to play a full role in social, economic and cultural life by developing and utilising their skills

BE: Responsive

In setting ourselves a challenging action plan that help realise our ambition to help citizens play a full role in life, the strategic partnership has taken account of a wide variety of performance and consultation information, some of which is detailed in previous sections of this strategy.

Some headline measures on performance in relation to housing and some of the key consultation results are set out below.

Note: "Base" Figures refer to the latest published figures and are designed to show current levels of performance for comparison. "Target" figures are generally those published figures to be achieved by 2005/06, unless they refer to Local Plan policies where they are designed to be achieved over the life of the Plan.

Indicators in bold are targets agreed as part of the Council's Public Service Agreement (PSA with the Government. A PSA brings in more money for key targets and also provides rewards for the Council if targets are met.

This is what you told us about the learning and skills, situation in the district, and what needs improving

In July 2002, the council asked its Voice Box panel of residents about the adult education provision within the district. This is what we were told:

13% of people said that there were enough adult education courses, but 58% of people said that they did not know whether or not there were enough courses

When asked what would encourage people to take up more learning opportunities, the responses were as follows:

36% - more publicity on available classes

30% - reduced / subsidised class fees

27% - more choice of class times

25% - more choice of classes available

25% - more class venues

9% - provision of childcare

4% - subsidised transport to classes

BE: Focussed

Using the performance information set out in this document, and taking into account your views so far expressed, these are the key actions the partnership proposes:

1 We will engage with employers about the skills they need from the local workforce, now and in the future, and focus on upgrading the skills gaps identified

2 We will focus on improving vocational skills amongst 16-19 year-olds

3 We will enhance community based learning opportunities, increasing the demand for learning and meeting the needs of hard-to-reach learners

4 We will work to expand opportunities for adult learners, focussing on raising achievement in basic skills

5 We will examine ways of increasing opportunities for older learners

6 We will develop innovative approaches to partnership and collaborative working, for example to develop "blended" learning initiatives.

BE: Connected

Connexions Plan

Learning Partnership Plan

Learning and Skills Council West of England Local Strategic Plan

Bath & North East Somerset Council Education Development Plan

As highlighted in the BE: Local module your views are sought on the following:

1 Is learning and skills correct to be identified as a priority area for action?

2 Do you agree with the aspirations on how the learning partnership proposes to respond to this priority?

3 If not, what courses of action should be taken?

BE: Better Off

The strategic partnership is committed to:

Developing and promoting a thriving and sustainable local economy to meet future employment needs

BE: Responsive

In setting ourselves a challenging action plan that help realise our ambition to promote a thriving and sustainable economy, the strategic partnership has taken account of a wide variety of performance and consultation information, some of which is detailed in previous sections of this strategy.

Some headline measures on performance in relation to housing and some of the key consultation results are set out below.

Note: "Base" Figures refer to the latest published figures and are designed to show current levels of performance for comparison. "Target" figures are generally those published figures to be achieved by 2005/06, unless they refer to Local Plan policies where they are designed to be achieved over the life of the Plan.

Indicators in bold are targets agreed as part of the Council's Public Service Agreement (PSA with the Government . A PSA brings in more money for key targets and also provides rewards for the Council if targets are met.

As part of the development of the 10 Year Economic Plan: the Economic Development Issues Plan (March 2002) identified the following issues that should be considered in respect of the economic situation in the district.

280 questionnaires were analysed (but the views of over 300 people are represented through the consultation), the main issues cited by business was as follows

60% cited the need for a town centre manager

36.6% highlighted public transport issues (14% felt problems were due to a restriction on cars)

35% said property costs and transport issues were prohibitive on business (lack of suitable property for IT and Engineering business)

20% said shortcomings in the area inhibited small business development

10.4% said business rates were too high

11.6% felt we are too reliant on tourism (need to diversify economy)

15.9% cited business support as necessary

14.6% said planning was too prohibitive and not progressive

17.1% said economic issues are too centred on Bath

10% of business cited recruitment difficulties (many saw the issue as skill shortages)

Public and other stakeholder concerns

44.6% - transport and traffic

19.3% - funding of community facilities

16.9% - city centre issues (beggars / vandalism)

15.7% - too centred on Bath

15.7% - crime and lack of policing

14.5% - rural areas neglected (need for regeneration)

14.5% - litter and street cleaning

13.3% - natural environment should be promoted and protected

12% - need to support / develop / promote small businesses

10.8% - council is too backward and prohibitive

BE: Focussed

Using the performance information detailed throughout this document, and taking into account your views so far, these are the key issues that the strategic partnership feels need to be addressed:

1 We will promote a sustainable rather than a growth economy

2 We will determining the skills required for the economy and address learning shortfalls with learning providers

3 We will work with employers to promote flexible and technologically driven work practices

4 We will support the recruitment of local people for local opportunities

5 We will retain and utilise the skills of those currently disadvantaged in the employment market i.e. disabled, black and minority ethnic and older workers

5 We will promote and encourage business based learning opportunities

6 We will capitalise on the strong brands of Bath and Somerset

7 We will encourage entrepreneurs to move to and enhance the wealth of Bath and support businesses in the rural areas of Bath and North East Somerset

BE: Connected

Economic Development Strategy: Towards 2013...

BE: Influential

As highlighted in the BE: Local module your views are sought on the following:

1 Is economic development correct to be identified as a priority area for action?

2 Do you agree with the aspirations on how the economic partnership proposes to respond to this priority?

3 If not, what courses of action should be taken?

BE: Green

The strategic partnership is committed to:

Leading the way in environmental innovation by ensuring high environmental quality for all

BE: Responsive

In setting ourselves a challenging action plan that help realise our ambition to ensure a high environmental quality, the strategic partnership has taken account of a wide variety of performance and consultation information, some of which is detailed in previous sections of this strategy.

Below details some headline measures on our economic performance and some key consultation results.

Note: "Base" Figures refer to the latest published figures and are designed to show current levels of performance for comparison. "Target" figures are generally those published figures to be achieved by 2005/06, unless they refer to Local Plan policies where they are designed to be achieved over the life of the Plan.

Indicators in bold are targets agreed as part of the Council's Public Service Agreement (PSA with the Government . A PSA brings in more money for key targets and also provides rewards for the Council if targets are met.

A s part of the development of the 10 Year Economic Plan: the Vision into Action conference (March 2002) identified the following issues that should be considered in respect of the housing situation in the district.

1 What role does B&NES play in securing the environment as a means of good quality of life?

2 How can business engage more effectively on transport and environmental planning?

3 How can local businesses be encouraged in better waste management?

BE: Focussed

Using the performance information detailed throughout this document, and taking into account your views so far, the key issues that the strategic partnership believes needs to be addressed are:

1 We will make no net contribution to the problem of climate change through the promotion of environmentally efficient energy solutions, and transport opportunities that minimise the use of the car

2 We will work with communities to create clean and green streets and environments

3 We will do the small things well i.e. no graffiti, litter, and gully emptying

4 We will positively encouraging community led solutions for environmental improvements

5 We will maximise and make the best use of ICT opportunities

6 We will protect and enhance the environmental heritage of the area and the promotion of green tourism

BE: Connected

Envolve Business Plan

Change 21 Strategy

BE: Influential

As highlighted in the BE: Local module your views are sought on the following:

1 Is environment correct to be identified as a priority area for action

2 Do you agree with the aspirations on how the change 21 partnership proposes to respond to this priority?

3 If not, what courses of action should be taken?

BE: Assured

The strategic partnership is committed to:

Reducing health inequalities by transforming health and social care to meet local needs

BE: Responsive

In setting ourselves a challenging action plan that help realise our ambition to transform health and social care, the strategic partnership has taken account of a wide variety of performance and consultation information, some of which is detailed in previous sections of this strategy.

Below details some headline measures on our economic performance and some key consultation results.

Note: "Base" Figures refer to the latest published figures and are designed to show current levels of performance for comparison. "Target" figures are generally those published figures to be achieved by 2005/06, unless they refer to Local Plan policies where they are designed to be achieved over the life of the Plan.

Indicators in bold are targets agreed as part of the Council's Public Service Agreement (PSA with the Government . A PSA brings in more money for key targets and also provides rewards for the Council if targets are met.

During the past year Representatives from the PCT have attended a range of meetings and briefings with partners, stakeholders and members of the public, where issues to do with planning decision making and prioritisation have been discussed. In recent months the subject of financial deficit and the need for recovery has also been widely communicated. This is what you told us about the health and social care situation in the district, and what needs improving

Overarching Messages

· The NHS is important to people it is disappointing and frustrating when things don't run efficiently especially if it seems disorganised, wasteful or badly managed.

· People understand there is a problem of capacity and that the health service cannot do everything.

· Although supportive of improving waiting times, people do not like to see the health service under pressure and are often critical of the emphasis on targets.

· Honesty and open communication on how things are going and explanation of current issues is welcome and appreciated.

· People are very supportive of NHS staff and broadly see them as trying to do their best.

· Overall people want accessible and trouble free clinical services when they need them.

· Doing more to prevent illness and promote good health is an issue often raised and considered an important emphasis by many

BE: Focussed

Using the scorecard, and taking into account your views so far, these are the key issues that the strategic partnership believes need to be addressed

1 We will ensure that adequate housing and transport opportunities should be available to ensure the recruitment and retention of high quality health professionals

2 We will break the cycle of health inequality through more investment in preventative work

3 We will promote local food for local people as both a health and economic benefit

4 We will ensure that health care providers maintain a comprehensive range of local services to meet local needs

5 We will ensure that health care professionals should target their efforts to those communities and people at the greatest risk of health problems

6 We will work to develop flexible work practices to ensure the retention of a high quality contented health and social care workforce

7 We will invest in the health of young people is the key to a healthier future

BE: Connected

Health Improvement Plan

BE: Influential

As highlighted in the BE: Local module your views are sought on the following:

1 Is health and social care correct to be identified as a priority area for action

2 Do you agree with the aspirations on how the health improvement partnership proposes to respond to this priority?

3 If not, what courses of action should be taken?