'Strategy' is a word you often hear in newspaper articles and government literature. Although they may sound quite dull and technical, they're actually very important documents.
Strategies tell you how we're organising our activities and focusing our resources in different areas of our work. They tell you what we're going to do, why we're going to do it and how we we're going to do it. Strategies make us accountable, as they allow you to check progress against our promises.
In this area, we've gathered together our main strategies and plans from other areas of this site.
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The Central St Leonards Renewal Strategy was published in August 2004. It sets out a vision for the Central St Leonards area which aims to make it safer and more attractive place to live. The issues for the area is complex and multiple and no one agency has all the answers. The Neighbourhood Forum will be central to the delivery of this strategy. It will be the interface between the key strategic partnerships in Hastings and Central St Leonards and the local community.
As part of the strategy a Neighbourhood manager has been appointed by Hastings Borough Council to lead its implementation. A draft Action Plan has been developed and local partners are expected to refer to the strategy in developing their proposals and initiatives for the area.
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Launched after a massive consultation with the town in 2003, this is all about working together with people from the councils, people from the health services, people from the voluntary sector, people from the neighbourhoods, people from the big agencies and the small organisations to achieve a shared vision over the next ten years. The strategy is underpinned by 21 key targets, so progress can be measured at the two, five and ten year stages.
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Created to address the decline of our neighbourhoods by focusing resources on improving the position of our poorest communities.
This strategy identifies the problems facing the town, develops long-term targets for improvement and begins to shape the detailed plans to achieve these targets. Local Action Plans have been prepared for the Castle, Greater Hollington, Ore Valley, Central St Leonards and Gensing areas to tackle a combination of social, environmental and economic problems.
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The 'Crime and Disorder Reduction Strategy 2002-2005' focuses on five key areas; burglary, car crime, drug and alcohol abuse, domestic abuse and anti-social behaviour. Each area has a set of objectives, targets and indicators, allowing you to monitor our progress.
The key aim of this community safety strategy is to reduce crime and the fear of crime throughout Hastings and St Leonards.
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'Making Waves' knits together other regeneration strategies to enable a co-ordinated approach to the comprehensive regeneration of Hastings & St Leonards. It covers areas such as community safety, creating a healthy community, supporting local enterprise and improving ICT infrastructure.
The Hastings Local Plan 2004 covers the whole town. Its purpose is to guide and encourage development in the town until 2011 while safeguarding and enhancing the environment. We'll use it when determining planning applications.
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Key targets for housing renewal, homes in multiple occupation and the private rented sector, empty homes, social housing, housing aid and advice, community safety, social regeneration and improving services are set out in our Housing Strategy.
It is supported by various other strategies including the Empty Homes Strategy and the Homelessness Strategy.
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The Hastings & St Leonards Cultural Strategy, known as'A Town That's Good to Live In' is a coordinated approach to culture in Hastings. It focuses on arts, play, public arts, sports, open spaces, tourism development, libraries, museums and the built environment.
We'll work alongside our partners in the public, private and voluntary sectors, making plans to improve the quality of life for everybody who lives, works and visits Hastings & St Leonards.
The Public Art Strategy consists of six objectives that will be the cornerstones of future public art development in the town.
The Nature Conservation Strategy outlines ways of protecting the green network of wildlife habitats and promoting a positive attitude to conservation. The document lays out our proactive approach to protecting open spaces and endagered species. We also used it to inform our Local Plan.
We are also involved in tackling cilmate change. We're already doing a great deal and signing up to the Nottingham Declaration on climate change shows our commitment to tackling the problem locally. We are working on a Climate Change Action Plan with our partners.
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We're developing a number of strategies to improve communications with our staff, the media, local people and visitors to the town.
This is all about us developing easier ways to contact us (available at convenient times) and supporting our staff with computer systems so you can complete your business with us quickly and efficiently, ideally in a single visit, telephone call or session on the internet.
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Based on our consultations with residents, our 10 priorities will guide our work and investment over the next 3-5 years.
The Local Performance Plan shows you what we have and haven't achieved in previous years and what our plans and priorities are for the year ahead. You can use it to check that we're keeping our promises.
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These ensure that we're operating legally, effectively and efficiently.
The budget contains all our plans for revenue and capital expenditure for a particular financial year.
As a service provider to local people, a community leader and one of the town's largest employers, it's essential that we're committed to continually fostering equality of opportunity. Our Equalities Strategy focuses on reflecting the diversity of the local community in its service provision and employment policy.
We've agreed a new constitution which sets out how we operate, how decisions are made and what procedures we follow to ensure we're efficient, transparent and accountable to local people. Some of these processes are required by the law while others are for us to choose.
The Corporate Procurement Strategy details the way in which we purchase supplies, have work carried out, and obtain the services we provide. In procuring, we're under a duty to obtain value for money and are encouraged to use our purchasing power to further environmental and social policy.
The Corporate Plan is a statement of what Hastings Borough Council will do over the next three years.
Following a Comprehensive Performance Assessment, the Improvement Plan, which forms a key part of the Corporate Plan, addresses areas which have been identified as requiring further improvement.
Our Public Participation Strategy sets out our commitment to increasing public participation in all areas of our work and decision-making, and explains how we will work in a co-ordinated way to achieve this aim.
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This page last updated: 18/01/2007