It means a shift from a position where we think we know best, to supporting what is actually proven to work – and owned by the communities we support.
There has been a hugely positive change in mindset when it comes to soldiers’ mental and physical health. Now we need to do more.
With new leadership in many local areas, there is lots of potential for bold and innovative ways to save money.
Picking up litter. Helping out neighbours. Community spirit and voluntary effort will continue long after the pandemic is over.
A Community Foundation in the county helps the old with insulation improvements and the young to turn away from knife crime.
The focus should be on greater prosperity for all – not on producing statistics to highlight ethnic differences.
The state should not try to do everything itself. Our role is to provide leadership and to unlock the power of voluntary organisations.
Each ward member is given an enabling communities budget of £7,500 per year, funded from the New Homes Bonus.
The irony of the last six weeks of social distancing and self-isolation is that the pandemic has brought us closer together in spirit.
In Derbyshire, we have learnt to have a confident approach, not one wrapped in overly cautious, bureaucratic, risk-averse practice.
British society has mobilised on an exceptional scale to meet the coronavirus crisis. We must forge this militia into a standing army.
I have been seeking support for businesses which moved into new premises and are not on the Rating List – so are not eligible for support.