Information Bulletin
26 March 2007
Long-term Priorities and Targets for Shetland
Today, senior political leaders and officers discussed and agreed long-term priorities and targets for Shetland.
This is the culmination of work beginning late in 2004, when communities across Shetland were asked their opinion on what direction Shetland should be heading, known as Shetland – the long range forecast. Since that time detailed information about Shetland has been gathered together, and was published in September 2006.
This has highlighted issues facing Shetland at the current time, such as:
- How we respond to our ageing population: the population is now showing signs of stabilising, but the proportion of older people is increasing and numbers of people requiring care are increasing and will continue to increase;
- How we support rural areas, when increasing numbers of people want to live in and around Lerwick;
- The number of households spending way above the national average on heating their homes; and
- The number of young people drinking alcohol and using drugs.
The priorities and targets agreed today are believed to be what is required to tackle these and other issues and ensure Shetland moves in the direction expressed by communities.
Convenor Sandy Cluness said:
‘I am very pleased to see these priorities agreed by the Community Planning Board. As organisations working together for the people of Shetland, we must ensure we look ahead to ensure the prosperity enjoyed since the oil era is maintained for future generations. This can only be done if we work to increase the number of high quality jobs available throughout Shetland. By increasing the number of people working in Shetland we will be more able to sustain our existing services. We are setting challenging targets, but by everyone in Shetland working towards them in a constructive manner we will be able to make the most of our current resources. We must not get to a point when the population of Shetland is ageing at such a rate that we can not support the services required.’
Mrs Betty Fullerton, Chairman of NHS Shetland said:
‘By undertaking this work, we have come to realise the importance of maintaining the quality of life we enjoy in Shetland: without it more people are likely to leave and less will return or move here. We cannot afford to let that happen. Although I am very proud that the majority who live here are in employment and enjoy that quality of life we must do more to reduce the inequalities which continue to be detrimental to some peoples lives.’
Miss Sandra Laurenson, Chief Executive of NHS Shetland added:
‘The environment around us is also important for people’s health and enjoyment. We have an international reputation for the quality of our natural environment and we must ensure this is never challenged. Working with the people of Shetland to maintain what we have and develop for the future is crucial in all areas.’
Morgan Goodlad, Chief Executive for Shetland Islands Council said:
‘We are clear on what we have to achieve. For example, we know that it’s wasteful that we have young people who are not in training or work and we need to do more to support them. Over the coming months it is important that we change this commitment from the Community Planning Board into action, by working together to develop plans on how Shetland can best achieve this.’
Dr Ann Black said:
‘If we can get all of these factors working together we have every chance of retaining and increasing our economically active population and ensuring the future sustainability and prosperity of all Shetland residents.’
PRESS NOTES
The Local Government in Scotland Act, 2003 placed a duty on local authorities across Scotland to initiate, maintain and facilitate community planning in their area. Further information can be found at: http://www.shetland.gov.uk/communityplanning/
Recent Audit Scotland report into Best Value and Community Planning criticised the Council for not having in place a comprehensive set of priorities and targets.
The Community Planning Board brings together political leaders and senior officers of organisations delivering services in Shetland. It is responsible for ensuring the views of communities are listened to when planning and delivering services and of making sure agencies work together to use Shetland’s resources as wisely and effectively as possible.
Shetland – a long range forecast, began in November 2004, as a means of drawing together the aspirations of people living in Shetland, as to the future direction of the Isles (http://www.shetland.gov.uk/consultation/).
Sustaining Shetland, published in September 2006 and subject to annual updates, sets out social, economic, environmental and cultural trends, capable of measuring Shetland’s quality of life and sustainability on a year-by-year basis. This can be viewed at http://www.shetland.gov.uk/datashare/upload/documents/SustainingShetland.pdf .
For interviews please contact:
Mr John Smith (01595) 744513
Shetland’s Priorities and Targets
To give people the opportunity to provide for themselves and their families: We will increase employment opportunities, by 1,000 full-time equivalents by 2025, and increase average personal and household income by 15% above 2005 in real terms (*In line with Successful Highland and Islands. Current FTE is 9,200 (2003))
The Shetland economy is becoming more diversified. However there is a need to accelerate this process in order to provide a secure future. Key to this is increasing the opportunities for employment in the private sector. By stimulating the economy we will increase the sustainability of our community’s critical services.
In order to ensure people are able to stay where they want, and move here: We will increase the supply of housing to 12,000 by 2025 (*Current housing is 10,300 (2005))
Some will want to live in and around Lerwick to enjoy the benefits of a busy thriving town, others will prefer the alternative attractions of rural and remote locations. Different challenges will apply in different areas, and will require different solutions.
There is pressure delivery of services in central areas, whilst delivery of services in more remote areas is requiring increased subsidy: We will place more effort on stimulating demand for living in the remoter settlements of Shetland by ensuring that the ratio of jobs to people and housing is the same (*Population ratio: 20:80 Peripheral/Central where Peripheral (Isles, Parish of Northmavine, Walls and Sandness Community Council Are), 2007 Census; Employment ratio: 12:88; Housing ratio: 15:85.)
To make sure we are all able to enjoy living in Shetland as fully as possible: We will continue to improve quality of life: ranking in the top 5% on a European stage (*to be completed) as well as decreasing inequalities
Shetland already ranks highly in Scotland for social welfare, health and safety. However, we are aiming to be high ranking on an international stage. We also recognise that not everyone in Shetland shares this good experience.
Shetland has a very attractive natural environment and a good reputation for caring for it, we will enhance that and: We will be world renowned for being clean and green islands, decreasing our CO2 emissions by 20% by 2020 (*Spring, 2007, EU summit)
Overall the retention of existing residents and attraction of new and returning population will depend on success across the above factors that affect quality of life. By maintaining and enhancing a society that appeals to people who are already here and in faraway places: We will increase the population of Shetland to 25,000 by 2025 (*In line with Successful Highlands and Islands. Current population is 22,000 (census, 2001))
Implementation
As members of the Community Planning Board, we will work with communities and our partners in the public, voluntary and private sector to achieve these targets, by:
- Incorporating them into of the core aims and implementation plans of agencies in Shetland;
- Ensuring working together brings added value; and
- Measuring our progress on an annual basis, through Sustaining Shetland.
Our Principles
As agencies in Shetland, we work with business and communities in Shetland to provide a variety of public services. We will continue to work together to make these services better, and more suited to the needs of the people of Shetland.
Therefore, at all times, we will:
Work Together
- To ensure we are accountable in the tasks we set ourselves;
- In an open way;
- Within a joined-up framework for drawing together all our different initiatives;
- To remove any overlap in our services; and
- To achieve more than the sum of our parts.
Work to make sure that Services give value for money, and are appropriate to Shetland circumstances
- Not compromising the future for the sake of the present;
- Making sure that services are designed around and centred on the people who are using them;
- Continuing to improve;
- Learning from past experience and taking advice from others; and
- Being clear about how we will achieve our work from the start, and open about our plans.
Talk and Listen to Communities
- By making sure local communities and groups all have an equal voice;
- Valuing diversity and treating everyone the same, regardless of race, disability, gender, sexuality, age and faith;
- Making sure children and young people are included; the future of Shetland is dependent upon them;
- In order to learn more about the needs and desires of Shetland, so that we can adapt our services to meet these;
- In a way which will make clear how we intend to involve communities; and
- Encourage people to take part in this debate
ENDS