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Foreword
Welcome to the North Lanarkshire Partnership's first annual Performance Report for the Community Plan 2004 to 2008. After producing the draft Community Plan in the Spring of 2004, the partnership undertook an extensive consultation process that included circulating a summary to every household in North Lanarkshire together with a questionnaire. From this and from events such as the Voluntary Sector conference last August, the views of many residents, groups and organisations were provided. The vast majority supported its aims and objectives, and several additions and amendments were made that strengthened the document following suggestions made by a number of respondents.
While the document is important in setting out what we want for North Lanarkshire, many people are rightly interested in what we intend to do to achieve our long-term aims and our vision for the future. It is through the partnership's Action Plans that we can show what initiatives and programmes we believe will give us the outcomes we want and we hope this Performance Report for 2004/ 2005 helps to do that.
In addition to the achievements listed, during the year the NLP was successful in securing an additional £33 million over the next 3 years from the Scottish Executive to be targeted on areas experiencing disadvantage. North Lanarkshire's was one of the first Regeneration Outcome Agreements to be agreed in Scotland and we believe that this was as a result of the strength of the partnership, the effectiveness of the Community Planning process and the commitment of each of the organisations and sectors involved.
I hope you will find it interesting and informative and if you have any questions or comments on the content of the document, you will find details on how to contact us at the end.
Councillor Jim McCabe
Chair of the North Lanarkshire Partnership
Introduction
The North Lanarkshire Partnership is the overarching strategic partnership responsible for taking forward community planning in our area. Community Planning is about engaging with people and communities about services that affect them, and public sector and other agencies working together to make sure these are as effective as possible.
The North Lanarkshire Partnership is led by a Board made up of senior representatives from the organisations and sectors that working together can make Community Planning successful. These are
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The Council
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North Lanarkshire's Voluntary Sector
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NHS Lanarkshire
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The Further Education Colleges
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Communities Scotland
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Jobcentre Plus
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Scottish Enterprise Lanarkshire
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Strathclyde Fire and Rescue, and
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Strathclyde Police
Last year the North Lanarkshire Partnership produced a Community Plan for 2004 to 2008. This set out a long-term vision to 2015 and identified a number of principles that would guide the way the partnership does its work. It then set out priorities with targets over a four-year period that aim to move North Lanarkshire forward towards achieving this long-term vision.
The purpose of this Performance Report is to give information on progress over the last year from April 2004 to March 2005 with the range of actions in place that reflect these priorities and targets.
The Community Plan priorities and targets are organised around five strategic themes. These are:
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Health, Wellbeing and Care
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Community Safety
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Learning through Life
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Jobs, Business and the Economy, and
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Housing and Environment
A wide range of actions are in place organised within these broad themes although we recognise that almost all of our activities have an effect on the others. These are separated for planning and management purposes only and we need to make sure where possible that the links between them are made and they positively support each other. Equally we need to make sure one theme's activity does not have a negative effect on another.
A Programme Planning Group made up of relevant representatives from partner agencies is responsible for developing and managing a yearly Action Plan for each theme. Some of the targets laid out in the Community Plan are based on activities that can be easily measured but others are about putting in place arrangements that help partnership working to improve. The outcomes from these can be less easily measured, especially over a relatively short period of a year. Because of the extensive number of actions taking place across the themes, this report does not include everything, but provides a selection that we hope will give an appreciation of the variety of activity that the partners believe will make positive change in our area.
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