Agenda item

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 had been made which had moved Bolsover District from the 20^th most deprived areas in England to 84^{th ­}based on the Index of Multiple Deprivation. National funding streams had contributed to this area of work such as the Single Regeneration Budget, Neighbourhood Renewal Funding, Working Neighbourhoods Fund etc.

 

Improvements in housing stock across the District were also highlighted. In 2003, around 40% of housing stock was deemed to be not decent. Around half of that was local authority housing. In 2010, the Council and partners worked hard to achieve the decent homes standard.

 

The presentation went on to outline the development of the new Sustainable Community Strategy (SCS) for 2020 – 2023, the structure of the Bolsover Partnership and its work. The new timeframe for the Strategy aligned with the Council’s Ambition (corporate plan).

 

Committee were advised that the Strategy had four key themes:

 

·         A Safer Better Community

·         Getting Better All The Time

·         A Better Place to Live

·         A Better Place To Learn, Thrive and Work

 

The Partnership worked through five thematic groups:

 

·         Community Safety

·         Health and Wellbeing

·         Low Carbon, Housing and Environment

·         Culture and Tourism

·         Skills and Employment

 

Other associated groups and sectors that the Partnership worked with included Parish and Town Councils, young people, older people, community and voluntary sectors and local enterprise partnerships.

 

Members were advised that in commissioning activity, the following steps would be taken. Action Groups would agree ideas and projects using SCS priorities for their theme, a focus would be jointly agreed and evidence would be used to support the specific need (using data, anecdotal information and community feedback). Consideration would be given to future sustainability, with plans put forward to the Commissioning Group for consideration. Successful projects would be recommended to Executive Board for ratification.

 

The presentation also set out how performance is monitored to ensure that more people are in work, getting healthier, and less deprived, and that the economy is growing.  Performance monitoring included early notification of things not going to plan, data and outcomes captured and social return on investment calculations being undertaken. Action would also be taken to redirect projects and funding where necessary.

 

Examples of projects lead or supported by Bolsover Partnership included:

 

·         Raising Aspirations, which had started in the District but had now spread across the county.

·         Bolsover Wellness

·         I-Venture/Namibia Bound

·         Working Together for Older People

·         Extreme Sports Academy

 

 

Members queried page 23 of the Strategy which referred to the provision of positive activities for young people being linked to anti-social behaviour. It was commented that it was not only young people who caused anti-social behaviour and it was suggested that this be widened to other groups. The Partnership Strategy and Policy Officer agreed to pass this recommendation on to the Community Safety Partnership as it was their Action Plan.

 

Committee queried the composition of the Thematic Action Groups and the Executive Board and it was explained that the Thematic Action Groups were made up of relevant officers and leads from across the partnership organisations, including council officers. For example, the Health and Wellbeing group is led by DCC Public Health and the Community Safety group was led by the Council’s Community Safety Partnership and the Police. The Executive Board was made up of representatives from across the partner organisations and each Thematic Group.

 

Members queried how Growth Scrutiny Committee can better align its work with the Employment and Skills Group and find out more about the work of the Group. It was reported that the Group is led by the Council’s Partnership Team and current areas of work included a Skills Audit of the district and being part of a bid for the establishment of an Institute of Technology. Members were encouraged to approach the Partnership Team to connect with the work of any of the Thematic Groups.

 

Response to Covid-19

 

The Head of Leader’s Executive and Partnerships went on to present an outline of the Council’s response to the Covid-19 pandemic through partnership working. The Head of Leader’s Executive and Partnerships created a Community Response Team. The Team incorporated staff from the Leisure Service, who were furloughed and the services of contact centre staff to receive front line calls for support.

 

The Team was swiftly operational and provided food parcels and supported prescription/medicine requests and deliveries. The Team also co-ordinated the supply of Personal Protective Equipment (PPE)

 

The project had extensive impact on the team from a wellbeing perspective, taking quite distressing calls from customers, some who were elderly, lonely and isolated. This work had been a big support for those customers.

 

The success of the project was recognised, as no-one was refused support. All service areas went above and beyond what was required in difficult circumstances. The Leisure Operations Manager and Customer Services Manager were praised for the work in leading the Leisure and Contact Centres input.

 

During this time, the Partnership Team had also been responsible for processing a number of government grant schemes to support local business re-opening and continuing to operate, for example, grants for equipment to put Covid-Secure arrangements in place.

 

The Leader had commended the way in which all staff involved ensured the Council responded to the situation positively.

 

As a rise in Covid-19 cases was being observed, with a second wave, it was noted that the situation was changing daily and was being closely monitored. The District was in Tier 1 currently however it was anticipated that this may change in the near future. The Council would be ready to respond to any increase in demand for community support, however it was noted that other community organisations were also operating well, such as food banks, and it was anticipated that more partnership working with voluntary and community sector organisations would take place.

 

Members praised all Council staff for their response to the Covid-19 pandemic, particularly the Community Support Team. It was noted that new skills and functions had to be used by staff across the Council and they had all responded well in the challenging circumstances.

 

It was queried whether the Community Support Team required the Leader’s authorisation to be set up. The Head of Leader’s Executive and Partnerships confirmed the Council would have set this up in any event, but that the Leader’s support was instrumental in driving it forward.

 

It was also discussed that more economic support would become available for local businesses if the District were to move into Tier 2 restrictions.

 

Councillor Mary Dooley, Portfolio Holder – Partnerships and Leisure, commented that she was extremely proud to be Portfolio Holder for these service areas and that the teams had done a fantastic job in their achievements with the Community Support Team and the Partnership Team more widely through Bolsover Partnership.

 

The Portfolio Holder and officers were thanked for attending the meeting and for providing the presentation.

 

Moved by Councillor Jen Wilson and seconded by Councillor Tricia Clough

RESOLVED – that the objectives of the new Strategy and the performance update to Committee be noted.