Financially Resilient Communities draft strategy

We have produced a draft of the Financially Resilient Communities Strategy (formerly called the Poverty Strategy). Your feedback from the consultation earlier this year has helped us to produce the strategy.

We would like to thank everyone who took part in the earlier round of consultation sharing their views, experiences, and ideas. A total of 708 responses were received across two surveys, including detailed feedback from residents with lived experience of financial hardship, community organisations, partners, and council staff.

This input has directly informed the direction, language, and priorities of the final strategy.

What is happening now?

We would like residents, partners, and other stakeholders to review the draft strategy and take a further opportunity to share your views before it is finalised and published.

This second phase of engagement provides an opportunity to confirm that the strategy accurately reflects what you told us, demonstrates how feedback has been applied, and ensures the final document is clear, inclusive, and focused on the priorities that matter most to our communities.

You can view the draft strategy below.

How your feedback has shaped the strategy

Lived experience at the heart of delivery

Feedback from residents with experience of financial hardship highlighted barriers such as stigma, lack of clear information, previous negative experiences, and difficulties accessing support while in work. This insight has reinforced the importance of:

• Clear, simple routes to support
• Consistent, respectful, and non-judgemental approaches
• Wraparound help that includes financial advice, mental health support, and life skills
• Continuing to listen to and learn from people with lived experience

As a result, participation and co‑production are embedded as a core principle of the new strategy, ensuring services are shaped by the people they are intended to support.

Strategy name

Financially Resilient Communities Strategy

Feedback clearly showed that many of you supported a move towards more positive and inclusive language. You told us that the word ‘poverty’ can feel stigmatising and may discourage people from seeking help, while a focus on financial resilience better reflects dignity, prevention, and long-term opportunity. These views, alongside partner feedback and benchmarking with other councils, supported the decision to progress with the name Financially Resilient Communities Strategy 2026–2030.

We also heard concerns that changing the name should not dilute the seriousness of hardship. As a result, the strategy retains a strong and explicit focus on tackling financial hardship, protecting those in crisis, and addressing inequalities, while using language that encourages engagement and reduces barriers to support.

Strategy vision

“A County Durham where everyone has the opportunity to thrive through financial security, early support, active participation, strong partnerships, and clear pathways to opportunity."

The proposed vision received strong support, with respondents emphasising the importance of early support, prevention, partnership working, and positive language. Feedback highlighted that residents want a strategy that supports people before crisis point, connects financial security with health and wellbeing, and creates clear routes to opportunity.

In response, the final vision has been refined to ensure it is aspirational but grounded, clearly recognising the need for early help, collaboration, and practical pathways to improve people’s circumstances, while avoiding language that could feel patronising or exclusionary.

Strategy pillars

Prevention, Protection, Pathways, Participation, and Partnerships

The five proposed pillars were strongly supported by respondents. Feedback reinforced the need to move away from reactive, crisis-only responses and towards joined-up, long-term approaches that help people build resilience over time.

Specific feedback from residents and partners helped shape the emphasis within each pillar:

• A strong call for prevention and early intervention, including skills, education, and access to services.
• The need for accessible, timely, and non-judgemental crisis support.
• Clear pathways from crisis to confidence, particularly for working families and those not traditionally eligible for support.
• Greater involvement of people with lived experience in shaping solutions.
• Stronger partnership working, especially with trusted community and voluntary organisations.

These views are reflected throughout the strategy and will guide how actions are developed and delivered locally.

The closing date for responses is Monday 15 June 2026.