 For a number of years local authorities, public sector agencies, the voluntary
and community sector (VCS) sectors, and the business sector have worked
together to regenerate Derwentside. Various development programmes have aimed
to tackle a range of key issues such as improving our environment,
strengthening our economy, increasing educational achievement, improving
community safety and supporting our communities.
This partnership work achieved good results that we are very proud of. Our economy is much stronger than in the 1980s, we have a green environment, a low rate of crime, offer a good range of educational opportunities, have an excellent telecommunications infrastructure and a growing strong community spirit. However, there are still key issues to address especially in some of our worse-off communities. We need to keep up with developments in the rest of the country and the world, be it new technology, new skills or new cultures and attitudes. This is the only way we can ensure we remain competitive at all fronts and safeguard the long-term survival of future generations and communities.
These key issues cannot be addressed by just working together, common priorities and objectives need to be planned and agreed to achieve common goals. Individual organisational strategies and plans are not adequate to guide us successfully through the new millennium, a much more strategic and joined up approach is needed.
In November 2001 the Derwentside Partnership, a body made up of the most
senior representatives from the public, private, voluntary and community
sectors across Derwentside, was established. By building on work to involve
the community in a constructive dialogue over the last few years, the
Derwentside Partnership can now produce a Community Strategy for Derwentside.
It has been produced collectively and outlines future key priorities and
actions to guide all key organisations when they develop their strategies and
workplans, to deliver a better future for our District.
We all have a role to play in delivering the community strategy. I hope that each one of you in your various roles as a resident, employer or employee, volunteer or carer, will also be committed to this strategy and do your best to promote its principles and objectives.
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