Issue - meetings

Committee received a presentation from the Head of Leader’s Executive and Partnerships and the Partnership Strategy and Policy Officer on the Sustainable Community Strategy and Partnership response to Covid-19.

The Partnership Strategy and Policy Officer explained to Members the meaning of “sustainable” in the context of the strategy.  It was interpreted by the Partnership as a way of living which is resilient, viable and enduring, aiming for future generations to live as we do now, however improved without compromising their quality of life, the economy, the environment and society, working holistically with each other.

It was noted that the Sustainable Community Strategy was to enable the partnership to work together with the community with a common vision of “a diverse, healthy, fair and prosperous district, building on the strengths of our industrial past to become a vibrant and thriving community capable of meeting the challenges and opportunities of the future.”

The Sustainable Community Strategy was the key document for Bolsover Partnership and for all participants in the Partnership to work towards. There were four sectors represented on the partnership: public, private, community and voluntary. Thematic Action Groups agreed the Partnership priorities, which were refreshed regularly. The Council’s aims were to contribute to the Corporate Plan/Ambition.

The presentation outlined how the structure of the delivery of the Strategy was achieved, with Thematic Action Groups reporting to the Executive Board.

Committee had received copies of the April 2019 to March 2020 Funding and Performance Monitoring Report for Bolsover Partnership, from which examples were drawn on the impact and successes of the previous Sustainable Community Strategy, demonstrating the difference that had been made.

The first example provided was the contribution made to improving the environment. An issue that was raised years ago related to the unacceptable levels of litter. To highlight the difference that had been made, it was reported that in 2006 just 14% of waste was being recycled, now it was over 40% and growing.

Another example was the sharing of the community’s heritage and culture. Programmes included Limestone Journeys, First Art, and the Olympic legacy, with the Olympic Torch coming through the District; a legacy of sporting activities had continued since that time.

A further success reported was the rise in employment levels, particularly over the last few years. Bolsover District had consistently performed better than the East Midlands and England average, including a 7% jobs growth between 2007 and 2017. It was noted that a few years ago, employment growth and jobs in Bolsover District bucked the national trend due to collaboration between partners with local businesses to take advantage of opportunities that were arising.

It was also reported that gaps in health inequality had reduced, where public health indicators that tracked this showed the District had moved closed to national averages. The Chair of the Partnership had shared progress and best practice developed by the Partnership at a national conference in respect of public health improvements and the difference that can be made.

In relation to deprivation, improvements  ...  view the full minutes text for item 31