Public Document Pack
COUNCIL AGENDA
Venue: Bainbridge Room - The Copeland Centre, Catherine Street, Whitehaven. CA28 7SJ Date: Tuesday, 4th December, 2018 Time: 2.00 pm Contact Officer: Denise James Tel: 01946 598528
1. Apologies for Absence
2. Minutes of the meeting held on 14 September 2018 1 - 14
3. Declarations of Interest in Agenda Items:
4. Chairman's Announcements
5. Petitions
6. Questions from Members of the Public To receive questions from members of the public. Maximum time allowed 30 minutes. Questions must be submitted to the Head of Governance and Commercial at least three working days prior to the meeting.
7. Questions by Members a) Written questions to the Mayor or any other Member of the Council in relation to content of any recommendations or reports before the Council. Questions must be submitted in writing to the Head of Governance and Commercial at least three working days prior to the meeting. (45 minutes allowed) – Procedure Rule 11.2.
b) Oral questions to the Mayor on any matter where the Council has powers or duties or which affects the Borough. (60 minutes allowed plus any unused time from (a) above) – Procedure Rule 11.1.
8. Mayor's Executive Report 15 - 32
9. Notice of Motion from Councillor Ray Gill - Moorside 33 - 34
10. Quarterly Scrutiny Report 35 - 42 11. Member Development Strategy 43 - 50
12. Urgent Action - Free Car Parking 51 - 54
13. Appointments to Committees and Outside Bodies 55 - 56
14. Consultation on Proposal to Extend St Bees Heritage Coast Defined Area 57 - 64
15. Housing Strategy 65 - 96
16. Date and Time of the Next Meeting: The next meeting of Council will be held on the 5th February 2019 at 2.00pm in the Bainbridge Room.
Membership: Councillors Peter Connolly (Chairman), Carla Arrighi, David Banks, Martin Barbour, Jackie Bowman, Anne Bradshaw, Hugh Branney, Denise Burness, John Burns, Yvonne Clarkson, John Dirom, Gwynneth Everett, Neil Ferguson, Allan Forster, Jeanette Forster, Raymond Gill, Fred Gleaves, Michael Guest, Tom Higgins, Ian Hill, Keith Hitchen, Allan Holliday, Mark Holliday, Joan Hully (Deputy Chair), Alan Jacob, Linda Jones-Bulman, John Kane, Bob Kelly, William Kirkbride, Jean Lewthwaite, Charles Maudling, Ged McGrath, Michael McVeigh, Sam Meteer, David Moore, Alistair Norwood, Brian O'Kane, Sam Pollen, Andy Pratt, Christopher Reay, David Riley, Graham Roberts, Gilbert Scurrah, Peter Stephenson, Graham Sunderland, Gillian Troughton, Peter Tyson, Paul Whalley, Doug Wilson and Felicity Wilson
Contacts: Direct Dial: 01946 598528 E-mail: [email protected] Website: www.copeland.gov.uk Agenda Item 2
COUNCIL
MINUTES OF MEETING HELD ON FRIDAY, 14 SEPTEMBER 2018
Present: Mike Starkie, Mayor, Councillors Carla Arrighi, Martin Barbour, Jackie Bowman, John Bowman, Denise Burness, Yvonne Clarkson, Gwynneth Everett, Neil Ferguson, Raymond Gill, Fred Gleaves, Michael Guest, Tom Higgins, Ian Hill, Keith Hitchen, Allan Holliday, Mark Holliday, Joan Hully, Linda Jones-Bulman, John Kane, Bob Kelly, Jean Lewthwaite, Charles Maudling, Ged McGrath, Michael McVeigh, Sam Meteer, David Moore, Alistair Norwood, Brian O'Kane, Andy Pratt, Christopher Reay, David Riley, Graham Roberts, Gilbert Scurrah, Gillian Troughton, Peter Tyson and Felicity Wilson
Apologies for Absence were received from Councillors Dave Banks; Anne Bradshaw; Hugh Branney; John Burns; Peter Connolly; John Dirom; Allan Forster; Jeanette Forster; Joan Hully; Alan Jacob; William Kirkbride; Sam Pollen; Peter Stephenson; Graham Sunderland; Paul Whalley.
C20 Appointment of a Chairman for the Meeting
It was moved by Councillor Ray Gill and duly seconded that Councillor Peter Tyson be appointed Chairman for the meeting. It was further moved by Councillor David Moore and duly seconded that Councillor Alistair Norwood be appointed Chairman for the meeting and upon being put to the vote by way of a show of hands it was: -
RESOLVED – That Councillor Alistair Norwood be appointed Chairman for the meeting.
C21 Minutes of the meeting held on 12 June 2018
RESOLVED – That subject to it being noted that Councillor Ray Gill had asked for a list of Council owned land within the Borough and it being further noted that this had not been received the minutes of the meeting held on the 12 June 2018 be signed by the Chairman as a correct record.
It was further AGREED that the outstanding action would be completed as soon as possible.
C22 Declarations of Interest in Agenda Items:
Councillors Neil Ferguson, Tom Higgins and Mike McVeigh declared an interest in Agenda Item 20 – Proposed Sale of Land Egremont and left the room during its consideration.
Councillor Yvonne Clarkson declared an interest in Agenda Item 8 Mayors Executive report on issues relating to Copeland Pride of Place.
Councillor Jean Lewthwaite declared interests in Agenda Items 19 – Former Council Depot and left the meeting during its consideration and Agenda Item 20 – Proposed Sale of Land Egremont.
Page 1 C23 Chairman's Announcements
The Chairman thanked the Executive Director Operations, Julie Betteridge, for the work she had done whilst Monitoring Officer and introduced Sarah Pemberton as Head of Governance and Commercial and informed Member that she would take up the role of Monitoring Officer from 17 September 2018.
C24 Petitions
It was noted that no petitions had been received from members of the public.
C25 Questions from Members of the Public
It was noted that no questions had been received from members of the public.
C26 Questions by Members
a) Written questions to the Mayor and the Executive
Councillor Andy Pratt asked the following questions to the Mayor Mike Starkie or the Portfolio Holder Councillor David Moore and Councillor Moore replied are highlighted.
“Can the Mayor or the Portfolio Holder responsible please provide Members with an update on the progress of the eleven recommendations passed by this Council on the 8th May 2018 linked to the new unacceptable behaviour policy.
(a) Approve the Unacceptable Behaviour Policy and recommend that Full Council adopt the policy at its meeting on 8th May 2018;
The Portfolio Holder Councillor Moore replied as follows: - This has been done.
(b) Note that the Unacceptable Behaviour Procedure to implement the Unacceptable Behaviour Policy subject to approval; The Portfolio Holder Councillor Moore replied as follows: - Completing work with staff and implementation of procedures and a series of session with staff is now complete.
(c) Recommend that the Council issue a policy statement confirming that Copeland Borough Council has a zero tolerance policy towards unacceptable behaviour;
The Portfolio Holder Councillor Moore replied as follows: -
“Part of implementation done.”
(d) Note that the updated Cautionary Register Procedure is continuing to be developed and this process will be completed by mid-May 2018; Page 2 The Portfolio Holder Councillor Moore replied as follows: -
“Done – on Sharepoint in August – with training for staff completed by the end of August”
(e) Recommend that all relevant Council policies are up to date and are reviewed within three years;
The Portfolio Holder Councillor Moore replied as follows: -
Policy procedure updated as part of the Audit recommendations in the past three months – our process for reviewing policies are either programmed into the work timetable with the Council’s Policy HR with regard to HR a project between project and trade unions was established to review the HR policy suite early this year to date two meeting have been held which have identified the priorities of the 29 HR policies which are required to be reviewed. Unfortunately due to the implementation of the pay and grading exercise this group has been put on hold the next meeting of the group will be on the 16th October 2018 where our newly appointed HR Team Leader who will be leading on this project will update the status at the next Full Council meeting on the 4th December 2018.
(f) Recommend that all teams re-evaluate the training needs of their staff in this context, including new starters;
The Portfolio Holder Councillor Moore replied as follows: -
This is part of annual appraisal process now.
(g) Ask the Occupational Health and Safety Officer to publish in all public areas the standards of behaviour that are expected from customers;
The Portfolio Holder Councillor Moore replied as follows: -
Have this currently. New posters have been used from the 1st September in line with the unacceptable behaviour procedures.
(h) Recommend that, in light of concerns raised, a review of meeting space at the Market Hall be undertaken;
The Portfolio Holder Councillor Moore replied as follows: -
Meeting space use in continuous review in terms of safety and behaviours by health and safety officer.
(i) Recommend that the use of recording equipment amongst front line staff is reviewed;
Page 3 The Portfolio Holder Councillor Moore replied as follows: -
As part of cyber recovery - now keep all recordings for one month only and then deleted.
(j) Recommend the Executive clearly communicate who the Authorising Officers are within the Council as listed in the Unacceptable Behaviour Policy;
The Portfolio Holder Councillor Moore replied as follows: -
Partly implemented responsibility of the CLT Members and delegated to Team Leaders where appropriate.
(k) Recommend that the Corporate Leadership Team nominate a designated record keeper for all documents in relation to the Unacceptable Behaviour Policy.
The Portfolio Holder Councillor Moore replied as follows: -
This is held within Pentana IT System and linked to customer complaints and FOI’s
In reply to a supplementary question from Councillor Andy Pratt regarding which part of (c) above the portfolio Holder Councillor David Moore confirmed that this was now fully completed.
Councillor Bob Kelly asked the following question to the Mayor Mike Starkie:-
“The members of the community group in Millom are grateful for the support you have given them in their swimming pool campaign. Is there anything further you or Copeland can do for the struggle to retain or obtain a new pool for Millom?”
The Mayor Mike Starkie replied as follows: -
“As you know I attended a public meeting at Beggars Theatre about the Millom Pool I met with all sides the County Council the Headmaster of Millom School and the campaign group to look at a peaceful solution. I met Trudy Harrison and Matt Savage this morning Matt Savage is the Headmaster of Millom School and we had a lengthy discussion. I will be attending the public meeting tomorrow that’s taking place in the grounds of the school outside the network centre and I will read a joint statement out written by myself and Trudy Harrison on what we see as a potential way forward.
We will be urging that the school pupils and everyone associated with the school are kept out of this argument completely. In earlier discussion with the campaign group we got them to agree to move any sort of campaign away from a school day as we don’t want any kind of interference with their education hence we have moved it to a Saturday and it taking place as a peaceful protest tomorrow. The big thing is a way forward in terms of a new pool for Millom I understand all the emotions and support all the passion around retaining the existing pool at Millom and the feeling that once it’s gone if there’s nothing pledged to replace it then nothing will have ever happened. What we are trying to work towards is getting everyone around the table because this is more than the swimming pool this is about services in a unique area due to its geographical isolation. Page 4 In reply to a supplementary question from Councillor Bob Kelly the Mayor agreed that the main point was to get everyone working together around the table to find a way forward. b) Oral Questions to the Mayor and the Executive
Councillor Chris Reay expressed concern that the Heritage Skills Fair was taking place on the same day as Egremont Crab Fair the Mayor, Mike Starkie, replied that it was impossible to hold any event without some conflict.
Councillor Linda Jones Bulman thanked Andrew Clarke for the invitation to attend the cemeteries meeting and stated that she had found it very informative. In reply to a question regarding the upkeep of the cemeteries and asking for assurance that in the future they would get the attention and respect that they deserve the Mayor, Mike Starkie, confirmed that action was already being taken by the parks and open spaces team to remedy some of the issues and stated that an open meeting was taking place and that local residents throughout the Borough would be invited to air their views.
In reply to a question from Councillor Jackie Bowman regarding the Constitution Working Group the Mayor, Mike Starkie, confirmed that officers of the Corporate Leadership Team were currently looking at and collating the various issues that the constitution working group would be tasked to look at. He reminded Members that a handover was currently taking place with the new Monitoring Officer which would require time to complete successfully and that a timeline was being prepared which will be reported to the Executive and then to Full Council for consideration.
Arising from a comment from Councillor Peter Tyson expressing concern that Members had not received Council papers on time the Mayor, Mike Starkie, confirmed that the papers had been published in accordance with the law and the problem had been with the sheer size of the Agenda for printing and postal times. Following a lengthy debate it was confirmed that by the next meeting of Council all Members would have received their tablets and would be able to access the papers via the Mod. Gov. App. therefore this would not be a problem in the future. In reply to a request from Councillor Chris Reay that the papers be issued 10 working days prior to the meeting the Chief Executive stated that there had been a new appointment to Head of Governance and Commercial post who would be looking at ways to ensure the correct publication of all documents she also reminded Members that the Council had reduced its workforce by one third and was still performing above capacity.
In response to a question from Councillor Mike McVeigh the Portfolio Holder, Councillor David Moore, confirmed that progress, following the cyberattack, was ongoing but stressed the importance that everyone must remain vigilant regarding IT and emails.
In reply to a request from Councillor Brian O’Kane regarding the moving of the stroke unit from West Cumberland Hospital to Carlisle and asking what the Council could do to support the group trying to prevent the move. The Mayor, Mike Starkie, stated that he would be happy to meet with the group and go through the issues he further stated that it was an issue for the whole of the Council to consider what, if anything, could be done to support them.
In reply to a request from Councillor Tom Higgins that the Council compiles a list of the locations of all defibrillator in the Borough the Mayor, Mike Starkie, said that it would be worth working with first responders to see if this had already been done. Councillor Gillian Page 5 Troughton stated that the North West Ambulance Services had a complete list and once 999 was called the responder would be informed of the closest unit location with the access code so there is no need for members of the public to be informed.
In reply to a question from Councillor Ged McGrath regarding Bright Tribe the Mayor, Mike Starkie, confirmed that the Action Group had been thanked both personally and through the media.
Councillor Chris Reay expressed concern that some pupils of Bright Tribe may have failed to get the correct education during this period and stated that this could impact on their options in the future. Councillor Brian O’Kane stated that the issues relating to Bright Tribe were not just restricted to Copeland and the investigation had now spread across the country.
In response to a concern from Councillor Yvonne Clarkson regarding the Stroke and Maternity Unit it was agreed to revisit the piece of work completed by the Overview and Scrutiny Committee. It was further agreed to ask for these issues to be the subject of a Member Briefing and ask UCLAN to attend. In response to a concern from Councillor Fee Wilson it was agreed to include The Renal Unit at the same time as this piece of work. During consideration of this and in response to a request from Councillor Ged McGrath, the Mayor, Mike Starkie, agreed to ask for an interim report on the current findings of the maternity services review.
C27 Mayor's Executive Report
The Mayor, Mike Starkie moved his Executive report which was then open to questions from Members.
In response to a request from Councillor Neil Ferguson on behalf of Councillor Sam Pollen the Mayor, Mike Starkie, agreed to see if it would be possible to extend the Public Realm consultation by a further two week. In response to a question from Councillor Sam Meteer regarding consultations that had been done prior to the architects being appointed and wider consultation document being completed it was noted that the County Council had been consulted across all four towns and a series of different public meetings held in the localities which involves towns and parishes district and County Councils and Copeland Borough Council Members.
In reply to a question from Councillor Gillian Troughton regarding funding for Pride of Place projects Chief Executive gave an overarching statement on what can be funded and why. In reply to a supplementary question the Mayor undertook to provide a written reply clarifying what the funding pots were and what was coming out of each pot.
In reply to a statement from Councillor Bob Kelly regarding dog fouling and congratulating Officers for the recent prosecutions he stated that the presence of enforcement officers should be more visible and said he’d welcome any ideas how this could be achieved. The Portfolio Holder, Councillor Mark Holliday, agreed with the comments and urged all Members to give the Communications Manager specific areas of concern in their wards.
In reply to a request from Councillor Bob Kelly regarding the promotion of tourism in the south of the Borough and a request to look at having a separate tourist office perhaps in the Discovery Centre in Millom the Mayor, Mile Starkie, stated that two workshops on tourism were taking place on in the Beacon Whitehaven and the other in the Lighthouse Centre in Page 6 Haverigg it was noted that Councillor Kelly would be unable to attend and the Mayor, Mike Starkie, agreed to take this up on his behalf at the workshops.
In reply to a question from Councillor Linda Jones Bulman the Executive Director, Julie Betteridge, confirmed that the Pride of Place budget was do with Public Realm projects and would not be used to fund CCTV cameras.
In reply to a request from Councillor John Kane the Mayor, Mike Starkie, undertook to provide a written reply on asking the third sector to deliver domiciliary care training free of charge.
Councillor Jackie Bowman expressed concern that she had not been consulted on the projects through the Pride of Place Programme projects and stated that all Members should have been consulted not just those living in the four towns. The Mayor, Mike Starkie, confirmed that the consultation was for the four towns but further stated that the consultation had just started so there was still time to input.
In response to a question from Councillor Peter Tyson regarding the poster competition regarding dog fouling the Portfolio Holder, Mark Holiday, confirmed that the competition was still ongoing and would provide a written reply on the number received. He further stated that the signs commissioned for the project had been received and would be put up in due course.
In response to a request from Councillor Denise Burness, in light of the possibility of Haverigg being included in the National Park, to look at ways of promoting Haverigg as a tourist area the Mayor, Mike Starkie, agreed to take this up at the tourism workshop on her behalf.
In reply to a question from Councillor Sam Meteer on Community Led Housing the Portfolio Holder, Councillor Allan Holliday, undertook to provide a written response detailing who is doing the work, a cost breakdown of the scheme, how much each individual property was allocated and contact details for the scheme.
In reply to a request from Councillor Fee Wilson the Portfolio Holder, Councillor David Moore, agreed that the Communications Team could promote where possible the Discovery Centre in Millom and other centres throughout the Borough.
In reply to a request from Councillor Neil Ferguson the Portfolio Holder, Councillor David Moore, undertook to update Members on the Moorside Strategic Forum.
In reply to a question from Councillor Keith Hitchen the Portfolio Holder, Councillor David Moore, confirmed that Members would retain the full suite of services of Office 365 on their tablets and phones and full training would be given to all Members.
In reply to a statement from Councillor John Kane in which he expressed concern over the potential job loss of 1000’s of jobs in the area and stated that everyone must get together to see how we can move forward the Portfolio Holder, Councillor David Moore, stated that we were working with everyone we can and doing everything we can to look at these issues.
In reply to a question from Councillor Sam Meteer regarding the tree survey the Portfolio Holder, Councillor Mark Holliday, undertook to provide a list of the 80 locations of Council owned trees. Page 7 The Mayors Executive report was duly seconded and it was
RESOLVED – That the report be noted.
C28 Dispensation - Councillor Hugh Branney
Consideration was given to the granting of dispensations for non-attendance at meetings for Councillor Hugh Branney due to ill health.
RESOLVED - That (i) for the purpose of section 85 (1) of the Local Government Act 1972, the reason as set out in the report for Councillor Hugh Branney continued absence from meetings be approved; and
(ii) this such approval lasts until the Annual Meeting of Council in 2019 or the 2019 Borough Council Election should he not wish to stand.
C29 Appointment of Independent Person
Consideration was given to a recommendation from Executive Director Operations (and Monitoring Officer) and the Independent Chair of Audit and Governance Committee to approve the appointment of a third Independent Person under the Localism Act 2011 to assist the Council in matters relating to the Code of Conduct.
Appointments to this position must, by section 28(8)(c) be approved ‘by a majority of the members of the authority’. The appointment therefore required 27 members to approve the appointment. Upon a show of hands it was
RESOLVED - That Mr Thomas Henry Holmes be appointed as an Independent Person until May 2019 on the terms set out in the report to Council in October 2016, and that the appointment of all three Independent Members be re-confirmed by the Council at the Annual Meeting in 2019.
C30 OSC Quarter 1 Update
Consideration was given to a report from the Overview and Scrutiny Committee updating the Council on their activities to improve the visibility and accountability of the Committee.
RESOLVED – That
a) the update of the Overview and Scrutiny Committee be noted; and
b) it be agreed to encourage members to take part in task and finish groups, as set out in Appendix A to the report.
C31 Boundary Review
Prior to consideration of this item the Officer Tim Capper updated Members on any changes made following the previous draft recommendations report and the process which would now be followed.
Page 8 Consideration was given to the decisions of the Local Government Boundary Commission for England on their final recommendations on warding and boundary arrangements in connection with the current review of the Council’s electoral arrangements; and of the subsequent procedure for obtaining Parliamentary approval of the new arrangements.
Councillor Bob Kelly wished the following statement to be recorded in the minutes: -
“Whilst I welcome the flexibility of the Boundary Commission in accepting the nature of the community around Cleator and the overriding of the numerical requirement to recognise the community and the second point I would like to have minuted is that I really regret their failure to do the same for the Millom and Haverigg area where the same things about community would have overridden the numerical arrangement.”
In reply to a comment from Councillor Fee Wilson regarding the cover of the Boundary Review document that the banner covered the South of the Borough it was noted that the Boundary Commission had been asked to amend and they had chosen to ignore the request. Councillor Fee Wilson asked for her comment that she was appalled to be minuted.
Following discussion of this item Members of the Council asked for their thanks to be recorded for all the hard work Tim Capper had done throughout the process.
RESOLVED – That the final recommendations and the remaining procedure for obtaining Parliamentary approval be noted.
C32 Debt Recovery Policy
Consideration was given to the Corporate Debt Recovery Policy for the Council.
In response to a question from Councillor Jackie Bowman the Portfolio Holder, Councillor Allan Holliday, undertook to provide a written reply to explain the statement “Where a landlord or any agent owes a debt, recovery may be made against Housing Benefit owed to other tenants.”
In reply to a question from Councillor Jean Lewthwaite it was noted that the collection of parking fines could not be recovered through this policy as this was covered under a separate legislation.
In reply to a question from Councillor Fee Wilson the Portfolio Holder, Councillor Allan Holliday, undertook to provide a written reply on how much the Council spends on Collection Agency work against how much is collected.
RESOLVED – That the proposed Corporate Debt Recovery Policy at Appendix A to the report be approved and implemented.
C33 Returning Officer Election Fee
(Note: Pat Graham, Chief Executive left the meeting during consideration of this item.)
Consideration was given to the proposed scale of fees payable to the Returning Officer for the conduct of Mayoral, Borough, Parish/Town Council elections. Page 9 During consideration of this item and in reply to questions from Councillors Ray Gill and Keith Hitchen to look at the number of polling stations it was noted that a polling district review was to be undertaken in October and this could form part of that review.
RESOLVED – That the scale of election fees payable to the Returning Officer for 2018/19 be approved.
C34 Revised Pay Policy Statement
Consideration was given to a revised Pay Policy Statement following a review of the Corporate Leadership Team Structure of the Council.
RESOLVED – That the contents of the revised Appendix to the 2018/19 Pay Policy Statement (approved at Full Council at its meeting on 20th February 2018) in line with Full Council’s approval of the changes to the Corporate Leadership Team structure and publish the information on the Council internet be approved.
C35 Managing Change Policy
Consideration was given to a recommendation from the Executive to support the changes made to the existing Managing Change Policy following a review by the Overview and Scrutiny Committee.
Arising from a question from Councillor Gillian Troughton the Portfolio Holder, Councillor David Moore, confirmed that the definition of “minor changes” would be included in future publications of this document.
RESOLVED – That the revised Managing Change policy as recommended by the Overview and Scrutiny Committee and the Executive and outlined in Appendix 1 to the report be approved.
C36 Amendment to the Code of Conduct Process
Consideration was given to proposed revisions to the Council’s Code of Conduct process. The revisions are intended to ensure the importance and use of the Independent Person are effectively built into the early part of the process.
RESOLVED – Thant the revisions to the Councillor Code of Conduct Procedure for investigating complaints be approved; and
b) and the revised procedure set out at Appendix A to the report be adopted for implementation.
C37 Copeland Women's Centre
Consideration was given to a report briefing on the outcome of the marketing exercise undertaken to let 14-15 Howgill Street on the open market and to inform decisions on the proposal to offer this Council owned asset within Whitehaven Town Centre on a peppercorn lease arrangement as the location for the proposed Women’s Centre.
Page 10 During consideration of this item it was noted that the building would be brought fully back into use before it would be occupied. Members were fully supportive of the project but also highlighted that men could also be subjected to domestic violence which was acknowledged.
RESOLVED – That a) the Council’s leadership role and support the partnership approach in ensuring women centred approaches through improving women’s access to services in Copeland and in particular the aim to develop safe spaces as part of the work to ensure women can access services safely and in a supportive environment be noted;
b) the outcome of the previous marketing exercise for 14 -15 Howgill Street, Whitehaven, CA28 7QW be noted;
c) the proposal for the Council to retain the asset and offer 14 - 15 Howgill Street as the location for a new Women’s Centre in Whitehaven town centre on a peppercorn lease arrangement as set out in section 2 below and recommend the proposal to Full Council for agreement be agreed; and
d) the proposal to pursue a peppercorn lease will be open for 12 months and subject to the final sign off of best consideration, viability of the business plan and governance and for this to be delegated to the Council Solicitor in liaison with the S151 Officer, Mayor, Portfolio Holder, Chief Executive, Executive Director (Operations) and Monitoring Officer with a report to Full Council of progress at the 12 month review point be confirmed.
C38 Exclusion of Press and Public
RESOLVED – That the press and public be excluded for the remaining item items of business in view of likely disclosure of exempt information as defined in paragraph 3 of part 1 of Schedule 12A of the Local Government Act 1972 (as amended).
C39 Former Council Depot, Ginns and Surrounding Sites, Whitehaven
(Note: Councillor Jean Lewthwaite declared and interest in this item and left the meeting during its consideration.)
Consideration was given to a proposal to dispose of Council owned land at the former depot at Gills to raise a capital receipt and facilitate the development of a food retail scheme so help stimulate further economic development in accordance with both the Council’s asset management and growth strategies.
On being put to the vote Councillor Sam Meteer asked for his vote AGAINST to be recorded.
RESOLVED – That the disposal of 0.488ha (1.206 acres) of the Council’s land the former depot Ginns be approved, subject to planning permission and ground conditions, with final sign off of the detailed terms and sale price, delegated to the Chief Executive in consultation with the Council’s Solicitor, S151 Officer, and Chair of Overview and Scrutiny Committee.
C40 Proposed Sale of Land - Egremont
(Note: Councillors Neil Ferguson; Tom Higgins and Michael McVeigh declared interest in this item and left the meeting prior to its consideration.) Page 11 Consideration was given to the outcome of the marketing exercise for land off Fell View Drive, Egremont and to a recommendation to accept the offer that represents best consideration.
It was moved by the Mayor, Mike Starkie, duly seconded that the recommendations be put immediately to the vote it was further moved by Councillor Ray Gill way of an amendment that the motion, to put the recommendations immediately to the vote, be a recorded vote and this was confirmed by way of a show of hands.
For Councillors: Martin Barbour, Yvonne Clarkson, Ian Hill, Allan Holliday, Mark Holliday, Jean Lewthwaite, Charles Maudling, Ged McGrath, David Moore, Alistair Norwood, Brian O'Kane, Andy Pratt, Graham Roberts, Gilbert Scurrah, Mike Starkie, Mayor, Councillor Felicity Wilson
Against Jackie Bowman, John Bowman, Denise Burness, Raymond Gill, Linda Jones-Bulman, John Kane, Bob Kelly, Gillian Troughton, Peter Tyson
On a Vote of 16 FOR 9 AGAINST and 0 ABSTENTIONS the motion was declared CARRIED it was therefore RESOLVED that the recommendations be put immediately to a recorded vote.
It was then moved and duly seconded that the following be put to a recorded vote:
That the offers received for the land off Fell View Drive, Egremont are noted and that the offer that represents best consideration (Offer 1) is accepted, subject to contract, and planning only and that final sign off of best consideration is delegated to the Council Solicitor in liaison with the S151 Officer, Mayor and Chief Executive.
For Councillors: Martin Barbour, Yvonne Clarkson, Ian Hill, Allan Holliday, Mark Holliday, Charles Maudling, Ged McGrath, David Moore, Alistair Norwood, Brian O'Kane, Andy Pratt, Graham Roberts, Gilbert Scurrah, Mike Starkie, Mayor, Councillor Felicity Wilson.
Against Jackie Bowman, John Bowman, Denise Burness, Raymond Gill, Linda Jones-Bulman, John Kane, Bob Kelly, Gillian Troughton, Peter Tyson.
Abstain Councillor Jean Lewthwaite.
On a Vote of 15 FOR 9 AGAINST and 1 ABSTENTION the motion was declared CARRIED it was therefore
RESOLVED – That
That the offers received for the land off Fell View Drive, Egremont are noted and that the offer that represents best consideration (Offer 1) be accepted, subject to contract, and planning only and that final sign off of best consideration is delegated to the Council Solicitor in liaison with the S151 Officer, Mayor and Chief Executive.
C41 Date and Time of the Next Meeting:
It was noted that the next meeting of Council would be held at 2.00pm on Tuesday December 4th 2018 in the Bainbridge Room.
Page 12 The Meeting closed at 5.10 pm
Mayor
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Executive Report to Full Council – 4 December 2018
Strategic Leadership - Mayor Mike Starkie
Cumbria LEP
Cumbria LEP continues to develop a Local Industrial Strategy (LIS) for the County, with support and input from partners, including ourselves as members of the Steering Group. An initial draft was discussed with partners at recent consultation events and this remains open to comments until December. The LEP has also updated its governance arrangements and Governance Assurance Framework, in line with Government guidelines and best practice.
All Cumbrian Councils are being asked to engage with the proposed Cumbria LEP Combined Economic and Productivity Scrutiny Committee. Copeland Council will be nominating our Overview and Scrutiny Committee Chairperson for this role. Full Council is recommended to endorse this proposal.
Economic and Community Regeneration
Coastal Programme
We have been advised by the Coastal Communities Fund that our expression of interest (EOI) to secure match funding to deliver a programme to develop tourism, wellbeing and cultural opportunities along Copeland’s coast has been successful and we have been invited to submit a full application. The intention is to combine infrastructural improvements, including trails, river crossings and signage, with new visitor attractions and activities to increase local use and tourism along our coast, creating an opportunity for high profile events, as well as year-round use and improved access.
Tourism in Copeland
Following a recent report showing a 4.6% increase in visitors to Copeland from 2016-2017, we held a series of Tourism workshops with local accommodation providers, attractions and tourism businesses, as well as members, to discuss the impact and opportunities for the tourism sector in Copeland. The workshops were well supported and provided a range of useful information to help us support the sector, as well as a series of pledges from local businesses to help develop tourism in our Borough. The follow on to this work will be a Tourism Summit for Copeland in the New Year.
The Council are working with a range of public, private and community partners on tourism strategy and development and in line with this have a graduate on an annual placement in partnership with UCLAN. Ratnakar Salagala joined our ED and Beacon teams in September
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2018. One of his early tasks is to scope and prepare for the tourist information point at the Beacon Museum for the 2019 season.
Copeland Pride of Place – Town Centre Improvement scheme
The Building Grants scheme has continued to deliver across the Borough and at the beginning of November, we recorded 129 applications, 82 of which have been awarded building grants, totalling £236,790. A further 47 are incomplete and have been advised that in order to have their application considered they must submit a complete set of forms with supporting information and we have provided a deadline of 14th December 2018 to enable us to assess spend by the end of the calendar year.
The public realm work has progressed to concept designs, which went out to consultation in September. We had a good level of responses, with largely positive comments. The team are pulling together summaries of the feedback, which will then be taken back to Town Councils and the locality partnerships for discussion and back into the Council for agreement on the schemes going forward. We are also in discussion with Cumbria County Council and their Highways team to understand the issues and options moving forward in relation to impacts on streetscene.
Whitehaven Townscape Heritage Initiative (THI)
Work is progressing on the final properties in the THI scheme and it is anticipated that all will be upgraded by the end of November. This will move us towards the end of the programme, which is on target to complete this calendar year. Survey work has been carried out to gauge local perceptions of the THI programme and this will be reported, with a full update on the THI programme at the next Full Council. In addition to the remaining buildings, there are some final work streams to complete, including a signwriting skills workshop at the Foyer, with young people involved and improvements to the public realm area in front of the market hall, aligned with the public realm proposals being taken forward by the Pride of Place scheme outlined above.
Well Whitehaven
The project is making real progress with a dedicated project manager in post. As part of the community engagement programme, the team have developed a participatory budgeting (PB) exercise inviting the community to submit project ideas and vote for those that they wish to progress as priorities. The PB event took place on 17th November and the priorities from that day are now being developed with a view to a local panel from Mirehouse allocating funds in the New Year. The team are now seeking the second tranche of funding from Well North to be drawn down by the Council on behalf of the Well Whitehaven initiative.
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Copeland Work & Skills Partnership
Sector Based Work Academies: Our programme on Sector Based Work Academies (SBWA) continues with a focus on the tourism sector, supporting local unemployed individuals to access vacancies within two local hotels, based in the Whitehaven area. This SBWA is running as a pilot, with the opportunity to extend to other tourism businesses. This is the sixth SBWA to be run as part of the current programme. Since the programme commenced, 67 unemployed individuals have engaged with SBWA activities as part of the Work & Skills Programme. Apprentice Based Subsidies: Six subsidies were granted to Copeland based employers during year 2 of the programme to support the employment of apprentices. A list of employers who have recruited apprentices is as follows: Cumbria Travel (Customer Service), Parton Pantry (Hospitality), Ennerdale Brewery (Customer Service), The Funhouse (Hospitality), IT Repair Centre (IT User) and Beggars Theatre (Business Administration). Since the programme commenced, 16 individuals have been in receipt of an apprentice subsidy, with five apprentices having now completed their qualifications. Employability Fund: The employability fund continues to be a useful route in providing help to individuals who face financial barriers trying to access employment or training who aren’t eligible to access funding through other means. The fund has provided the following support to individuals: help with travel, sustenance or childcare to access employability programmes; support required to fund a SIA licence; health, safety & environment tests for CSCSC card; support with equipment to start new jobs; costs supporting transition from benefits to work; course fees for Level 1 Award in Personal and Social Development; and into work expenses. Since the programme commenced, 54 individuals have been supported through the Employability Fund as part of the Work & Skills Programme. IAG NVQ: Since the programme commenced, 14 individuals have undertaken IAG training with 13 individuals having now completed their qualifications Work Experience Coordination: A new pilot activity was introduced into the existing programme in its final year to focus on work experience coordination for unemployed adults. The activity is being delivered by Inspira providing work-placements with a variety of employers. Initial success has seen one candidate employed following their placement, plus eight others being placed with local employers.
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Realising Our Potential The Council is supporting a project called Realising Our Potential, which commenced on 1st November and will support the quality of life for individuals with learning and physical disabilities living in the Borough. Using a partnership approach the project will focus on delivering tangible improvements in independent living skills; volunteering opportunities; social engagement with community groups; and work placement skills. The project underpins the Council’s Corporate Strategy to prioritise employment, skills and social wellbeing. Communications
We have received a great deal of media coverage over the past three months.
Our ongoing recovery from last year’s cyber-attack continues to attract coverage, both locally and nationally, with our Chief Executive interviewed on the subject for print and radio.
Also widely covered has been the launch of our budget consultation (which runs until December 17) and our work to tackle empty homes, which was highlighted during last month’s Empty Homes Week.
The Beacon Museum’s successful A Brave New World exhibition, and the poppy display created from it, attracted extremely prominent and positive coverage in the lead up to Remembrance Sunday. The Whitehaven News carried a series of features on items in the museum’s collection and ITV Border featured interviews with relatives of those remembered in the exhibition.
The Pride of Place campaign continues to receive prominent coverage, with recent articles including community activities carried out by the Girls Gang (based in Woodhouse) and through the JASS scheme (run by Copeland Hub). A highlight of the campaign came last week when the Mayor presented the Pride of Place Award at the West Cumbria Heroes Awards.
Other coverage has included:
Complaints around the upkeep of Whitehaven Cemetery The successful food pantry project in Woodhouse, Whitehaven Historic housing loans being written off The ongoing upgrade of Distington Crematorium, and the announcement of the first Christmas Memorial Event there (December 19) The announcement of a partnership to improve St Nicholas’ Gardens
And, poignantly, the Communications team worked with the families of John Bowman and William Southward to release media tributes.
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Public Meetings – Cemeteries
The Mayor has hosted two public meetings in response to concerns raised about the maintenance of our cemeteries, particularly grass cutting. The Open Spaces team is currently reviewing its grounds maintenance resources and with some adjustments planned for next year and investment support from Whitehaven Town Council, we plan to increase the frequency of grass cutting at Whitehaven & Hensingham cemeteries. Opportunities to increase cutting frequencies at the other three open cemetery sites (Millom, Nether Wasdale & Beckermet) is also being explored. Families were also reassured that the review of management rules would not require families to remove memorabilia from graves, however, the limiting of memorabilia to around headstones is being considered for new graves sold in the future. To enable grass cutting to be carried out as efficiently as possible, we may consider sensitively asking families to who currently place memorabilia along the length of the grave if they would be willing to place their items at the headstone.
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Nuclear and Corporate Services – Deputy Mayor Councillor David Moore
Nuclear Updates
Sellafield Ltd
1. Sellafield Ltd Transformation Plan
Members will be aware that following the completion of the ThORP reprocessing mission in November 2018 and the Magnox reprocessing mission in 2020, the Sellafield site enter a new phase, focusing on decommissioning and environmental remediation. Given these new circumstances, a change in working arrangements must occur. To prepare for this transition, Sellafield Ltd produced a ‘Sellafield Transformation Plan’, which outlines restructuring plans for future operations. Because of the restructuring, the reprocessing staff currently employed at the ThORP and Magnox reprocessing plants face changes of work. Sellafield Ltd has stated that all reprocessing personnel will be redeployed. However, the recent Oxford Economics report outlines that there will be a surplus of around 2,000-2,500 roles in Copeland’s economy over the next 4-5 years, primarily due to changes at Sellafield. Officers are currently working alongside Sellafield colleagues on a range of initiatives to ensure that the impacts of Transformation on the local economy and local communities are minimised and the opportunities for future business opportunities and diversification are maximised.
2. Transport & Movement
As outlined in the briefing to Members prior to the last Council meeting in June, measures to reduce the number of cars travelling to the site on a daily basis continue to be implemented. Work continues on development of a Transport and Movement Strategy and Plan for Sellafield Ltd’s operations in Copeland and an accompanying Accommodation Strategy. Copeland officers have reviewed the draft strategy and plan and have provided comments to Sellafield Ltd.
In addition, a number of planning applications are in the pipeline for park-and-ride facilities and these will be considered by the Council’s Planning Panel in due course. The Planning Panel will also be considering a number of applications for key projects on the site associated with the change in Sellafield’s mission.
3. Sellafield Ltd Major Environmental Permits Review
Members will be aware that in October, the Environment Agency launched a consultation process for adjusting the environmental permits currently in place at the Sellafield site. As reprocessing completes in 2020, the Sellafield mission will change to decommissioning and environmental remediation and the site will see a significant reduction in discharges to the environment. This window of opportunity allows the Environment Agency to conduct a review of two permits at Sellafield – the Radioactive Substances Activities Permit (RSA) and
6 Page 20 Full 041218 the Installations Permit (which is non-radiological). The consultation for the RSA Permit will end on 13 December and the Installations Permit will not be open for consultation until summer 2019. The Nuclear Team are coordinating with Environmental Health and Public Protection in order to form a response.
4. Sellafield Detailed Emergency Planning Zone Review
Following a UK government review of the Radiation (Emergency Preparedness and Public Information) Regulations (REPPIR), the criteria by which the Detailed Emergency Planning Zone (DEPZ) for nuclear sites are defined have changed. The extent of the DEPZ is determined based on the consequences of a “reference event” on the site. The change to the regulations mean that this reference event is now more onerous, and therefore the DEPZ is likely to expand.
Cumbria County Council Resilience Planning unit is responsible for coordinating and testing the off-site emergency plan and Off-Site Control Arrangements (“OSCAR”), which cover the DEPZ and extended evacuation zone. Development limitations are placed upon properties within the DEPZ and all residents receive information detailing what to do in the case of an event or exercise. There are public perception implications of changes to the DEPZ (“Why now? What has changed?”), so messaging around these changes must be carefully prepared.
The Nuclear Team are coordinating with Environmental Health and Public Protection in order to form a response to the consultation by the closing date of 21 December 2018.
Nuclear Decommissioning Authority (NDA)
1. Integrated Waste Management Strategy
Members will recall a briefing session in October on the NDA’s draft Integrated Waste Management Strategy, upon which Copeland has since provided comment. As would be expected for an integrated waste management strategy for the NDA estate, the scope of the strategy is broad, but Copeland has requested clarification on a number of key points of interest including: Near Surface Disposal; In-Situ Disposal; Long term (up to 100 years) storage of ILW pending GDF availability; and the absence of “safety” in the stated benefits of the strategy. Given the significance of the strategy to the future of Copeland and its communities, the Council has requested that the NDA make the requested changes to the draft strategy document as appropriate, with the suggestion that, where the final version differs markedly from the current draft, a further round of consultation with interested stakeholders should be undertaken.
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2. National Consolidation Site
At the West Cumbria Site Stakeholder Group (WCSSG) Enablers meeting in October, the NDA shared a draft Mission Progress report, which states “Sellafield’s two ageing reprocessing facilities will end operations by 2020. All remaining spent fuel will be safely stored until a permanent disposal facility is developed”. Earlier in October, at the WCSSG Spent Fuels and Nuclear Materials meeting, the term “National Consolidation Site” appeared in a presentation by Sellafield Ltd. The Council remains concerned at the incremental approach to Sellafield becoming the UK nuclear material consolidation site for the long term storage of spent fuels and high level wastes until a GDF is available, a position this Council has not accepted.
Geological Disposal Infrastructure Siting Process
Members will recall that the Council, in April, submitted consultation responses to two UK Government consultations under the Government White Paper – ‘Implementing Geological Disposal: A Framework for the long-term management of higher activity radioactive waste’, one on ‘Working with Communities’ and the other on the National Policy Statement (NPS) for GDF Infrastructure. It is understood that Government has reviewed the consultation responses and a decision to launch the process and the search for a volunteer host community is expected soon. Once an indication of the launch date is made known, a programme of Member workshops is planned with a view to developing a Council position on the siting process.
Moorside and North West Coast Connections Project
Members will recall that negotiations between NuGeneration Ltd’s existing company owners, Toshiba, and potential buyers have been ongoing since May 2017. In view of the fact that no decisive progress had been made in this process, the Board of Toshiba, at its meeting on the 8 November, took a decision to cease any further development of their involvement in the Moorside Project, resulting in closing down the operations of NuGeneration Ltd as of 31 March 2019. In the next 3 months, the company will be carrying out works to remove any infrastructure on the site including boreholes and hardstanding areas before the site is returned to the ownership of the NDA.
At the Council meeting in May 2018, the Council re-iterated its support for the Moorside Project. In view of the recent announcement by Toshiba, the Council will continue to work in collaboration with Government and other parties to continue to make the case for the Moorside Project and the contribution that the development of the site for a new nuclear power station will make to the national energy strategy. As previously reported consultation on a draft revised National Policy Statement for new nuclear power stations to cover the period 2026 to 2035 is expected in the next 12 months and the Moorside site has been
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Small Scale Nuclear/Advanced Modular Reactors
In November, officers attended a BEIS-led conference entitled, “Commercialisation of Small Nuclear in the UK”, which brought together Advanced Modular Reactor (AMR) technology vendors, financiers and local areas which might host a new small reactor site. The term “AMR” encompasses all small (<300MWe) and next generation nuclear technologies. At the event, Richard Deakin from BEIS invited local areas to put themselves forward as potential hosts for small-scale new nuclear development. Copeland is well placed to play a leading role in this next phase of nuclear sector development in the UK and we are playing an active part in “Team Cumbria”, made up of Copeland Borough Council, Allerdale Borough Council, the Business Cluster, CoNE, BEC and supply chain organisations.
Human Resources Update
Since June, there has been some recruitment activity in key operational areas;
Human Resources Claire Dunn (HR Team Leader) Dorothy Beckett (Health and Safety Adviser covering a maternity cover), Planning Sammy Woodford (Conservation Officer), Christopher Harrison (Principal Development Management Officer starting in January). Legal Michaela Peet (Assistant Solicitor starting in January), Audit Ian Smith (Internal Audit Manager), Finance Claire Felters (Strategic Finance Accountant) IT David McCumiskey (Infrastructure Support Engineer) Planning Policy Karen Adams (Principal Planning Officer) Nuclear Rob Ward (Nuclear Manager)
The key activities within the Section has been to review Human Resources Policies and Processes; the first two policies reviewed are the Flexitime procedure and Staff Development.
Consultation for the Flexitime policy ends on 23 November 2018 with a proposal for implementation of January 2019.
In addition, the “Aim High” process for setting and managing employee objectives and developing a clear workforce strategy (so that the Council has the right skills and career development for its workforce) is being developed with an aim to implement in January 2019. The shortage of skilled talent is real, and the disparity between supply and demand will only become greater over time. Therefore, developing our employees is a crucial component to deliver the Councils business strategy.
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A long side the “Aim High” Process the Council has developed the 5 P Behavioural Framework. We recognise that people are the greatest asset to drive the purpose of our organisation and to serve our customers. We want them to model behaviours of high Performance, being Professional, being Passionate and being Productive. By using these behaviours this will support us to achieve our vision of being a commercially focused organisation with a national reputation for a high quality service to Copeland constituents. The framework has been designed and a communication strategy is being developed.
In respect to the area of Health and Safety (which is under the Human Resources area of responsibility) a Council Health and Safety Committee has been established and the first meeting was held in November with approximately 12 members from all sections of the organisation represented. This Committee will drive the health and safety agenda for the Council.
Copeland Apprentice Programme The latest Council apprentice programme started in September with the following apprentice roles: Trainee Gardeners (2 posts) Community Support Assistant Regulatory Compliance Officer Revenues & Benefits Assistant Upskilling opportunity in the Nuclear / Energy team All are settling well into their apprenticeships. In addition, we have also been able to support two candidates from the Creating Careers in Cumbria programme, with placements in the Nuclear and Commercial teams.
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Strategic and Regulatory Services – Councillor Allan Holliday
Strategic Housing
Homelessness
Annual Government Rough Sleep Return
Each year in November, the Government requires local authorities to undertake an exercise to estimate the number of rough sleepers in the Borough. The estimate is carried out over one specific night and visual evidence of people actually bedded down or about to bed down is required. People who are homeless but are staying with family and friends or “sofa surfing” do not fall under the definition of rough sleepers for government purposes. This year the estimate was carried out on the night of the 14th November into the morning of 15th November. Over 20 key partners with potential links were invited to take part and submit evidence. The list included the Police, DWP, Harbour Commission, Voluntary Sector, NHS and Council departments such as Parks and Open Spaces. Housing staff also carried out visits to a small number of known locations.
In 17/18, one rough sleeper was identified. Since then the person has been in Calderwood, then CBC Temporary Accommodation and has now been housed by Home Group. They are receiving support from the Housing Team to help sustain the tenancy.
This year no rough sleepers were identified as sleeping out on the specific night in question. This reflects the fact that in Copeland, whilst we do from time to time have rough sleepers, our main problem is hidden homeless. We know that at least 10 people were sofa surfing that night. We have reported this fact back to government and asked for more help to house challenging, hard to engage, high-risk homeless people.
Access to Private Sector Housing
Under the Homelessness Reduction Act which came into force in April 2018 the Government requires Local Authorities to discharge its duty to homeless people (i.e. rehouse them) into the private rented and reduce reliance on social housing. We have to report on this and in future funding may be affected by our success in achieving this policy aim. We do have positive relationships with a small number of private property owners but many are put off housing our service users for reasons such as the time taken for rent to be paid due to Universal credit, concerns about poor tenancy history and potential ASB. There is a stigma still about housing homeless people.
There is a funding opportunity that has this month been released by the MHCLG to help access private rented accommodation and incentivise private property owners. Bids that show cross authority working are more likely to be supported and so CBC is working with Carlisle and Allerdale on a potential bid.
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New Countywide Extra Care Housing Forum
The Districts and County Council share the statutory responsibility for the delivery of Extra Care Housing, which is an important type of housing provision for our growing older population and the integrated care agenda. It is vital that the Districts and County work together to plan and commission this type of development. Extra Care Housing is unique in that it brings together housing need (the statutory duty of the Districts) and social care need (the statutory duty of the County). To respond to this challenge a new countywide Extra Care Housing Forum for officers has been established and it sits under the Cumbria Housing Group. Cumbria Housing Group is a member led group, which the Housing Portfolio Holder attends. The first task for the forum is to develop a Joint Working protocol between the two tier authorities. This will not delay any existing developments but will help establish a framework for the relationship going forward.
Copeland Housing Strategy Refresh
Copelands Housing Strategy sets out the Councils ambitions for Housing across the Borough over the next five years. The current strategy is being refreshed as it expires in 2018 and the proposed new strategy for 2018-2023 is the subject of a separate paper to the December Council meeting.
Community Led Housing (CLH)
New Funding Opportunities
Copeland received £193,000 as a one off grant from the Government last year. We are using this income to deliver a range of project including local housing needs studies, land feasibility studies, regeneration capital work programmes and research projects in to innovative ways of bringing existing empty homes back into use. The Government has launched a new round of funding managed by Homes England with three streams:
1) Revenue Support that local authorities can bid for to support small and emerging local groups to help them set up constituted groups, build evidence and investigate the need and potential for small scale community led housing schemes
2) Capital Support that local constituted community led housing groups can bid for to build new housing or refurbish existing building, the grant needs to be match funded and will not cover 100% of costs.
3) Hub funding to encourage the establishment of umbrella organisations working at a county or regional level to help deliver more community led housing schemes
We have placed a bid for £82,000 under stream 1 to continue our work helping to support new and emerging groups to access capital monies. Distington Big Local are in discussions with Homes England about a capital bid in steam 2, to build small scheme of older person’s bungalows. All of the districts apart from barrow are working on a bid to establish a Hub for Cumbria under stream 3.
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Linking CLH with Empty Homes
The Council is working with Action for Communities Cumbria to delivery CLG in our district. They continue to work with a number of progressing groups, which we anticipate will result in additional housing in due course.
In addition to this core activity a new project is being explored which will bring together the funding opportunities described about with our strategic aim to bring empty homes back into use. ACT are developing a business case to consider whether a social enterprise model is viable that would enable empty homes needing investment to be purchased by the social enterprise, refurbished to provide homes for those in housing need. The income would be recycled and further properties acquired. This would need seed funding for the capital element and so the business case will identify sources and evaluate long-term viability. The report will be presented to the CLH Advisory Group in spring.
Welfare Reform Update
Universal Credit Full Service is being rolled out in Millom as planned on 3rd December 2018. The Council works closely with the DWP and our local partners including Citizens Advice, PEC (Phoenix Enterprise Centre) and the credit union to ensure a range of support services are in place to assist residents. Our two benefit liaison staff are based across the Whitehaven and Millom offices to help residents on benefits and we have recently streamlined our process for residents on Universal Credit who are eligible for Council tax discount support i.e. our CTRS (Council Tax Reduction Scheme) which can offer up to 100% discount depending on claimants circumstances. We continue to keep services focused on those with complex needs alongside residents requiring personal budgeting and digital support. Our partnership with Citizens Advice and WED Credit Union has resulted in the development of a financial inclusion project which has obtained a package of funding for a three year delivery. Led by Citizens Advice this project will expand the service for people impacted by welfare reform and ensure the work on addressing the impact of loan sharks, managing on very low incomes and linking up the range of help available.
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Communities – Councillor Mark Holliday
Waste Services
Recycling Update The Council’s new kerbside recycling service continues to hit milestones, the latest being the collection of the 2,000th tonne of material which has been achieved in just 31 weeks of operation. This means that by mid-November the service has already exceeded the 1620 tonnes collected in the whole of 2017/18. Figures for the first 6 months of the new service show an increase of 64% collected at the kerbside. The recycling target of 40% and 6% targeted reduction in residual waste by the year-end both appear achievable. The waste team continue to work closely with the Communications team to ensure as much information is available to residents to enable them to recycle. Almost daily messages are posted on facebook and twitter as well as information being available on the website and through press releases. The latest campaign is focused on Christmas recycling and our waste team is preparing to deal with even greater amounts of cardboard packaging in the lead up to Christmas and lots more paper, cans and glass as the festivities get under way. Copeland’s Market Following the recent positive news that Whitehaven Town Council have agreed to continue to financially support the refreshed Whitehaven Market, an initial discussion has taken place with Egremont Town Council about developing Egremont’s market and the potential for some integration with the already successful Egremont Farmers market. An overall Copeland Markets steering group of interested parties will be set up to explore how to take this forward. In the meantime, arrangements for two special Christmas markets on 8th and 15th December in Whitehaven are well under way. A programme is being planned that will see Whitehaven Brass band, school and other local choirs playing while additional stalls will offer festive goodies. Children will also be able to visit Father Christmas courtesy of Whitehaven Rugby League club.
Bereavement Services
Cremator / Crematorium Improvements
Following a recent tendering exercise, an architect has now been appointed and joined the project team working to deliver the second cremator and improvements at Distington Hall Crematorium. This resource will enable a redesign work to improve the operational and customer areas at the crematorium. The final detailed specifications have completed in November for procurement for the new cremator. Fortnightly project meetings with key staff and monthly strategic meetings continue to support and drive the delivery of this complex project.
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Crematorium & Cemetery Management Rules
Work continues on the refresh of our Crematorium and Cemetery Regulations. The last published version was in 1979 and needed to be updated in line with the modernisation of this service to reflect current best practice and comply with relevant regulations. This review and update is being undertaken in partnership with the Council’s Overview and Scrutiny Panel and Executive. It is anticipated that a final draft will be presented for Executive approval in December along with a comprehensive communications plan.
Christmas Memorial Service
A special memorial service offering people the chance to remember their loved ones will take place this Christmas at Distington Hall Crematorium. The event begins at 6pm on 19 December and will include carols and readings followed by light refreshments. Guests will have the opportunity to light a candle or hang a ribbon on the Christmas tree in memory of a loved one.
Open Spaces
Grounds Maintenance Contracts
The Parks & Open Spaces team continues to maintain a focus on commercial activity alongside the delivery of its core grounds maintenance works to maintain CBC owned parks and green spaces. The team are actively promoting a range of winter works including pruning, planting and mulching to a wide range of customers and pricing contracts for the 2019 season. Free estimates for grounds maintenance works can be arranged by contacting the Open Spaces team direct at [email protected].
Community Engagement
The Open Spaces Officer has been actively engaging with local schools to engage young people in understanding the value of parks and green spaces and how we can work together to keep green spaces clean. Groups have been working together to develop promotional material which will be displayed in open spaces to encourage the wider public to help us look after parks and green spaces. Nearly 300 young people have been engaged over the last 3 months and a successful wildflower planting session took place in October at Castle Park with local community volunteers.
Health and Wellbeing
Using local statistics and evidence from stakeholders, the Copeland Health and Wellbeing Forum are working on three key areas. Two, healthy weight and social prescribing were the topics at the two most recent Forum meetings. The third healthy towns and places will be the topic for the next Forum meeting in 2019. The Council along with the Forum are developing the actions needed in support of delivering against our healthy weight declaration – signed by the six districts and the county council. The priority action is to
15 Page 29 Full 041218 develop a co-ordinated approach and options for social prescribing in Copeland. The Forum received a presentation from an Eden GP and an available IT platform to begin the options discussion. The Integrated Care Communities in Copeland and Millom are a key stakeholder along with the providers of activities available for more formalised social prescribing. Social prescribing is a means of referring people to a range of local non-clinical services and recognises that a range of social, economic and environmental factors determines people’s health.
Our leisure contractors, Greenwich Leisure Limited, have re launched the Cleator Moor facility as the Cleator Moor Activity Centre. The new gym area is well used by local residents and groups, the timetabling changes for indoor bowls has released additional time for new activities to address the health needs within the area by residents of all ages. A group is meeting to consider the opportunities for upgrading the external pitch to meet local clubs needs. The Council continue to offer linkages with the Whitehaven Campus and the GLL contract to enable joint working.
Beacon Museum Update
Copeland Pass
The Copeland Pass is still free to Copeland residents and has relaunched in October 2018 with an exciting exhibition programme for Copeland residents to engage with. We currently have 2,445 residents registered with it. We are looking at moving the Copeland Pass to a two-year duration to mitigate admin time and spend, and to actively give users a pass that will get more use. We have already standardized the period from October to March each year as being designated Copeland Pass engagement. Our statistics show that for every pass there are three free visits in our active Copeland Pass period.
Events In the last quarter
The October programme highlights included the well-received WW1 exhibition, a Brave New World, which drew widespread coverage in local media and television on the run up to Remembrance Day. Led by learning officer Alan Gillon, the events focused on remembering what came after the war for those who returned. Twelve local schools participated to create around 1,200 recycled plastic poppies, which went on display for 10 days over Remembrance week. 850 children, as well as members of the public were led in discovery sessions that culminated in craft workshops. Hundreds of local visitors shared their stories and familial links to the conflict, symbolised in a wall within the gallery with over 900 messages of remembrance posted during the 5 weeks. Other non-participating schools got involved with unguided visits and linked sessions, with a total of 1770 children, as well as 200 adults taking part in the project in some form. Participation from the Quantum Leap group, and other partner organisations such as Soundwave Cumbria drew attention to the project through other channels. The display was so warmly received that we have taken the step of retaining the poppies for future years to grow and evolve the display, so promoting the council’s recycling message further.
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We hosted a commercial exhibition during October by Cumbrian artist Ros White, this included an open day as well as autumn craft fair.
The Beacon Portal has been well used with a range of lettings and events. Events included a very popular holistic health fayre, which drew hundreds of visitors and will be repeated in 2019. Monthly Talking Tuesday sessions have been drawing a growing commercial audience who pay for a talk plus food at the Portal. Art sessions have proven popular with oils painting courses running on into the Christmas period. The Talking Tuesday autumn winter programme will conclude with a performance from local folk performer Steve Wharton. This has already been moved to a larger venue in the museum after selling out in a couple of days.
Other future events include the ever-popular Christmas trail, which last year drew around 300 families into the museum in the week leading up to Christmas. A post-Christmas recycled craft programme will also launch the New Year, with families encouraged to get creative with their recycling. We are now hosting more and more community organisations on a commercial basis, with local sing and sign clubs, as well as community arts project using the activity room to good effect.
The Quantum Leap group – aimed at 8 to 12 year olds currently - has continued to be popular with nature walks, art sessions and a leading role in the Remembrance Sunday activities fulfilling the remit of the John Muir Awards programme. This year’s programme concludes with a prize-giving day in December. We will be increasing participation in this Science with art and heritage group in 2019 and will split into two age specific sub groups, which will allow leaders to target their content and programme more effectively.
Exhibitions
We have a world-renowned current exhibition with the Wildlife Photographer of the Year Exhibition. This is very popular, runs into January and is an exclusive first showing of the exhibition in the North West of England. In December, Cumbria Wildlife Foundation is joining with the Beacon to run linked events engaging visitors on local flora and fauna, as well as craft and art sessions focusing on local natural environments.
The Thorp exhibition created by Sellafield with our curatorial support is now showing and has received widespread local coverage in conjunction with the ending of Thorp’s reprocessing role. Focused sessions are being held for Sellafield Staff and Copeland residents can see this free with their Copeland Pass. Linked to this exhibition a community learning and engagement programme has been run via Prism Arts alongside the museum, and the community exhibition and theatrical performances telling the story of nuclear science will accompany the exhibition. This will all take part in our new light and dark gallery on the fourth Floor in a project titled Atom: A Tale of Matter.
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Notice of Motion submitted by Councillor Ray Gill
“This Council views with concern the recent statement by Toshiba that their board has resolved to withdraw from the nuclear power plant construction at Moorside.
Council considers that due to the level of commercial risk involved in projects of this nature the build at Moorside is unlikely to proceed without government support.
Council therefore calls on this government to financially support the future of Moorside with its attendant jobs and its importance to Cumbria and the Country as a whole.”
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FULL 041218 OSC Update September 2018 – December 2018
EXECUTIVE MEMBER: Councillor Raymond Gill LEAD OFFICER: Julie Betteridge, Executive Director Operations REPORT AUTHOR: James Young, Scrutiny Officer
SUMMARY:
The Overview and Scrutiny Committee are updating the Council on their activities to improve the visibility and accountability of the Committee.
RECOMMENDATIONS:
The Council are recommended to;
a) note the update of the Overview and Scrutiny Committee;
b) encourage members to take part in task and finish groups, see Appendix A.
1. INTRODUCTION
1.1 The House of Commons Communities and Local Government Committee report on the Effectiveness of Local Overview and Scrutiny Committees recommended that the visibility and accountability of Overview and Scrutiny Committees (OSC) be improved.
1.2 The OSC recommended that the Committee report quarterly to the Council on their activities culminating in the Overview and Scrutiny Committee Annual Report at the Council’s first meeting of the municipal year.
1.3 The Executive agreed the recommendations at their meeting on 20th March 2018.
1.4 The OSC invite all members of the Council to take part in task and finish groups enabling the groups to benefit from the vast experience of all our members.
Page 35 2. HIGHLIGHTS
2.1 Voluntary Living Wage Task and Finish Group Copeland Borough Council adopted the Voluntary Living Wage (VLW) for their employees in November 2012 and implemented the new rates effective from April 2013. In November 2017 the Council agreed to re-endorse their commitment to the VLW and to become an accredited Living Wage employer. The task and finish group is tasked with finding ways by which the Council can publicise and encourage other businesses to pay their employees the VLW.
The group have met with the Head of Corporate Resource to finalise the scope of the task and finish group. The Voluntary Living Wage shall be incorporated into the Procurement Strategy and the group shall give a presentation to Council highlighting their obligations as an accredited Voluntary Living Wage employer.
2.2 Child Poverty Task and Finish Group The Overview and Scrutiny Committee has chosen its key piece of work for the year as Child Poverty. The task and finish group has met with Suzanne Wilson, an expert in child poverty from the University of Central Lancashire, to discuss the scoping of the project. The group attended a presentation by the Mayor Mike Starkie to a group of young girls organised and lead by Suzanne Wilson.
The group has attended several events to further their understanding of child poverty in Copeland. The group has finalised the scope of the project and have decided to create a Children’s Charter and a communication campaign to raise awareness of child poverty to the public. The Children’s Charter will be a pledge to the children of Copeland to demonstrate that the Council is listening to their concerns and are responding to them.
2.3 Accessible Information Policy Task and Finish Group The Communications Department has asked the OSC to create a policy that will ensure that Copeland Borough Council information is accessible to all. The group has scoped the project and has started the process of gathering information from several agencies such as Age Concern and Dyslexia West Cumbria to create the policy. The group have produced a draft policy and are working with stakeholders to finalise the policy.
2.4 Crematorium and Cemetery Management Rules Task and Finish Group The Crematorium and Cemetery Management Rules have not been updated since 1979. The OSC was asked by the service to form a task and finish group to consult on the updated rules. The group met the Parks & Open Spaces Manager and Bereavement Services Development Manager and was taken through the new regulations.
Page 36 The group provided feedback and the revised and final rules shall be presented to the Overview and Scrutiny Committee on 6th December 2018 before being presented to the Executive on 11th December 2018 for final approval.
2.5 Public Space Protection Orders Task and Finish Group The Public Space Protection Order (PSPO) Task and Finish Group has commenced and have scoped out the project. The group will work with shareholders to create a borough wide PSPO with specific PSPOs for locations within Copeland. The next meeting shall be with stakeholders, including the Police and Parish Councils, to identify areas for specific PSPOs.
List of Appendices
Appendix A – Task and Finish Group Monitoring
Page 37 This page is intentionally left blank
Task and Finish Group Monitoring
Task and Finish Group Chair of Task Progress Next Step Estimated Completion and Finish Date Group Voluntary Living Wage Cllr Sam The group discussed how the Council can The Scrutiny Officer is Q3 of 2018/19 Pollen become an accredited Living Wage meeting with the Head of Employer. Corporate Services to The Head of Corporate Resource advised discuss the next stage of Page 39 Page the group of the possible avenues to gaining accreditation with accreditation. the Voluntary Living Wage The group shall scope the project at their Foundation. next meeting. Corporate Leadership Team accepted the recommendation that the Voluntary Living Wage be a requirement in the CBC procurement process. Child Poverty Cllr Ian Hill The group met with Suzanne Wilson Scrutiny Officer and Q4 of 2018/19 (University of Central Lancashire) to Suzanne Wilson to write to attempt to scope the project. The scoping local schools. was delayed to the next meeting when a number of outside bodies shall be present to better guide the scoping. The group also attended a presentation by a group of girls that Suzanne Wilson has
Page 1 of 3
Task and Finish Group Chair of Task Progress Next Step Estimated Completion and Finish Date Group created to showcase different techniques of helping to lift children out of poverty. Meeting held with representative from Howgill. Meeting at St Begh’s School and St Peter’s Community Hall for further information.
Page 40 Page Meeting held between Scrutiny Officer, Suzanne Wilson and Executive Director to discuss the scope of project. Scoping completed by the group. decision made to create a Children’s Charter and a communication plan. Accessible Information Policy Cllr Andy The group scoped the project with the The draft policy shall be Q3 of 2018/19 Pratt Communication Team. brought to the next The Scrutiny Officer researched several meeting. Stakeholders policies from other authorities and shall then be sent the Draft circulated them to the group. Accessible Information A draft policy has been drafted by the Policy for their input. Scrutiny Officer with input from the Communications Team and Policy Officer. Crematorium and Cemetery Cllr Raymond The Parks & Open Space Manager and The final Crematorium and Q2 of 2018/19 Management Rules Gill Bereavement Services Development Cemetery Management Manager presented the revised Rules will be presented to the group for final
Page 2 of 3
Task and Finish Group Chair of Task Progress Next Step Estimated Completion and Finish Date Group management rules to the group. The group comments before being provided feedback. forwarded to OSC and then The management rules and on to the Executive. communication strategy have been circulated to informal Executive with the group’s comments. Public Space Protection Orders N/A The Public Space Protection Orders (PSPO) The next meeting of the Q3 of 2018/19
Page 41 Page Task and Finish Group will be a joint group shall be with venture with the Overview and Scrutiny external stakeholders. Committee from Allerdale Borough Council. The group completed the scoping of the project. The group has opted to create a borough wide PSPO with smaller PSPOs relating to individual areas.
Page 3 of 3 This page is intentionally left blank Agenda Item 11
FULL 041218
COUNCILLOR DEVELOPMENT STRATEGY
EXECUTIVE MEMBER: Councillor David Moore LEAD OFFICER: Steph Shaw, Electoral and Democratic Services Manager REPORT AUTHOR: Clive Willoughby, Democratic Services Officer
Summary: This report presents a revised Councillor Development Strategy for approval by the Council.
Recommendation: That the revised Councillor Development Strategy be approved and the Council’s continued commitment to training and development for Members be re-affirmed.
1. INTRODUCTION
1.1 The Council’s existing Member Training and Development Strategy was approved in May 2017. 1.2 The Strategy is reviewed annually to ensure it continues to reflect best practice and the range of development opportunities available to Councillors
2. ARGUMENT
2.1 The Strategy has therefore been reviewed and amended in consultation with the Member Training and Development Panel. It contains a new section on Resources and commits the Council to continue providing support to Councillors in identifying their own development needs and providing opportunities which match individual learning preferences.
2.2 The draft Strategy provides further clarification on roles and responsibilities, including those of individual Members for their own learning and development, the Member Development Panel in overseeing and supporting activities, and of relevant officers. It also contains clear links to the Council’s overall corporate objectives.
3. CONCLUSIONS
3.1 The revised draft Strategy (Appendix “A”) has been considered by the Member Development Panel at all stages and by the Executive on 20 November 2018. The Member Development Panel and Executive recommend the revised Councillor Development Strategy be adopted by the Council.
Page 43 4. STATUTORY OFFICER COMMENTS
4.1 The Monitoring Officer’s comments are: No further comments.
4.2 The Section 151 Officer’s comments are: Any expenditure will be provided from within existing agreed budgets.
4.3 EIA Comments: There will be no advantageous or disadvantageous implications for any group in the community arising from the proposals in this report.
4.4 Other consultee comments, if any: None
List of Appendices
Appendix A – Revised Draft Councillor Development Strategy
Page 44 Councillor Development Strategy
Introduction
The training and development of Councillors to equip them with the knowledge and skills to enable them to effectively carry out the various roles that they are expected to perform is consistent with the principles of good corporate governance.
The processes and procedures put in place for councillors’ training and development provide a robust framework for responding to future challenges and legislative changes which, in turn, help the Council to deliver on all of its strategic priorities.
Background
In October 2006, the Council achieved the North West Charter Award for Elected Member Development. In 2012 the Accreditation was renewed, confirming the continuous improvement and improved effectiveness of the Member development process.
Although Charter Accreditation has now lapsed, the Council continues to be committed to the principles:
That there is a clear commitment to councillor development That the Council has a strategic approach to councillor development That learning and development is effective in building capacity That the Council’s processes support councillors in their role as leaders of their local communities
This strategy has been produced in consultation with Councillors to ensure that their development is relevant, appropriate to their needs and provides Councillors with the necessary ‘tools for the job’. This is a flexible, working document which will evolve as required to meet the needs of the Authority.
Training and development is available to, and its take-up will be encouraged for, all Councillors and the elected Mayor irrespective of seniority, length of service or political affiliation and will be provided in accordance with the council’s commitment to equal opportunities.
Page1 45 Links to the Corporate Strategy
The Mission and Vision included in the Corporate Strategy for 2016-20 is underpinned by three core values: Working with Partners; Being Cost Effective; and Treating Everyone Fairly and with Respect.
And the ambition “To strengthen the way we operate”.
The Mission Statement
Copeland Borough Council is committed to the development of its Councillors and elected Mayor as a key to success in delivering high quality and valued services to the public.
The Council believes that Councillors play a pivotal role in delivering the improvement and innovations to which the Council is committed in its Corporate Plan. As innovation and change expose both elected Members and officers to new experiences and challenges, new skills and knowledge are needed to ensure Councillors continue to have the capacity to provide high quality services and leadership in their local communities
The Council is committed to the continued recruitment and retention of high quality individuals from all sectors of the community into local government as Councillors and believes that a robust and eclectic development programme will be a cornerstone to successful leadership succession planning.
Aims
The Councillor Development Strategy has the following underlying aims:
To encourage Councillors in their own development & learning and to take full advantage of learning and development opportunities available to them, to make learning part of everyone’s way of life.
To raise the profile of Copeland by ensuring each Councillor has access to training which will enable them to be more effective in their roles, so that they can better serve their constituents and communities.
To continue to develop a clear structured Programme for councillor development that responds to the fundamental themes that support the vision of the Corporate Plan
To enable the sharing of good practice.
To ensure Councillors have a full understanding of, and are confident in, their different roles, for example: decision-making; scrutiny; community leadership; representative on outside organisations
To ensure that all newly elected Members are properly inducted into the Council and their role.
Page2 46 We will ensure that:
Development needs will be identified at least annually by a combination of organisational, statutory and individual requirements.
All Councillors will be encouraged to develop their roles using as a guide those in the agreed Elected Member Role Descriptions.
All Councillors will be made aware of development opportunities available through all means possible, including email and Members’ Weekly Update.
All Councillors will be required to complete an annual Councillor Needs Analysis to assist them in identifying their learning and development needs.
All Councillors are equipped with the necessary skills to make maximum use of all sources of learning, including internet and social media sources.
The process of learning and development will be conducted in accordance with equality requirements.
An assessment will be provided upon request, of how we can assist those with special needs, family or work commitments to carry out their role as a Councillor.
Development activities will be assessed to ensure value for money in accordance with the Council’s financial Standing Orders and events will be reviewed to ensure quality and effectiveness.
We will create the right environment where learning is encouraged and supported.
In order to develop links with all parts of the Community, training and development will be carried out where possible on a partnership basis with the County, other District Councils, Town & Parish Councils and partner organisations.
Roles and Responsibilities
The Individual Councillor – whilst the Council will offer practical support and encouragement and where possible and appropriate, resources for training and development, the Council expects and requires each individual Councillor to take a personal responsibility for their own learning and self-development. The Member Training and Development Panel – will oversee all Councillor training and development on behalf of the Council and will agree all training and development strategies and programmes for Councillors, including agreeing the Annual Councillor Development Programme and events not included in the programme, and encouraging & promoting a culture of learning and continuous improvement.
Page3 47 The Member Training and Development Panel will be politically balanced and comprise of seven councillors, supported by Democratic Services officers. 4 meetings of the Panel a year will be programmed into the Committee Calendar. Additional meetings can be arranged if required.
The Council’s Democratic Services Team - Will support Councillors, devise and deliver a comprehensive Development Programme, advise and assist the Member Development Panel in carrying out their role, increase awareness of development opportunities and provide all logistic and administrative assistance to Councillors in connection with learning and development.
The Corporate Leadership Team – will lead, encourage and facilitate member development and will participate in delivery of development and mentoring where appropriate.
Resources
Each year budget and resources that need to be devoted to Elected Councillor development will be determined by the Democratic Services Manager as part of the budget setting process.
These resources will be monitored by the Democratic Services Team to ensure that best value is being achieved.
Democratic Services will seek ways to use the budget for Councillor Development in the best way to meet the training needs of Councillors. For example, this could include opportunities for cross authority or partner training on a countywide, regional or national level, looking for training support from national/regional course providers such as the LGA or North West Employers or seeking relevant opportunities for Councillors to attend seminars/conferences hosted by partners.
How will we measure our Effectiveness in implementing the Strategy?
Councillors feeling more confident in their role (assessed as a percentage increase by the annual questionnaire)
Councillors stating that their knowledge of modernisation, Scrutiny, ethics has increased (assessed as a percentage increase by the annual questionnaire)
An increase in the number of Councillors undertaking development activities
Induction
All new Councillors will be required to undertake an Induction Programme in the first few months following election covering the basic areas of knowledge necessary and to participate within a supportive environment. The Induction Programme will be delivered in whole or in part as e-learning.
Induction sessions will be held throughout the first three months and these sessions will also be open to existing Councillors.
Page4 48 Each Councillor will receive an Induction Pack containing helpful and practical information to assist them in the first few months in their new role.
Refresher courses will be held annually in respect of each of the Council’s committees. The courses will take place at the first meeting of each Committee following the annual meeting and will outline the terms of reference and provide any information needed to participate fully in the work of the Committee.
Integrated Training
Where appropriate and possible, staff and Councillors will be trained together, this reflects the culture of the Council and leads to better mutual understanding and co- operation. Development opportunities will also be offered where possible, to partner organisations.
Information Services
An abundance of useful information is made available for Councillors to assist them in their role. Information can be obtained from The Council’s Intranet site, the Council’s Website and the ‘Members Weekly Update’.
Learning Styles
It is recognised that people have different preferences for the way in which they learn new skills. There are a wide range of methods for learning including:
Networking Observation Presentations Quiet Reading Action Learning Internet Research Councillor Mentoring Shadowing Local College courses Information Technology CD ROMs /DVD’s and Videos Visits to other Local Authorities or relevant partners Local, Regional and National Conferences Corporate Training and Development Courses
Page5 49 Councillor Needs Analysis
A Councillor needs analysis will be undertaken annually by identifying individual training needs arising from PDP’s. The results of this analysis will indicate the learning and development priorities for forthcoming years.
Evaluation & Monitoring of the Strategy
It is vital that Councillors are well equipped to undertake their work and be effective as local representatives.
The Councillor Development Strategy will be reviewed on an annual basis by the Member Training and Development Panel, and recommended to Full Council for agreement.
Evaluation & Monitoring of What Members Learn
In order to get the best out of development opportunities we need to evaluate the impact of any organised event and ensure that any learning has been put into practice.
Where events are organised by the Council, Members will be required to complete a feedback form. These forms should be completed as honestly as possible to help ensure that future Councillors are receiving high quality training with positive outcomes. The Member Training and Development Panel will review the attendance and feedback from events on a quarterly basis.
December 2018
Page6 50 Agenda Item 12 FULL 041218
URGENT ACTION – FREE CAR PARKING AT WHITEHAVEN AND EGREMONT NOVEMBER 2018 FOR CHRISTMAS EVENTS
PORTFOLIO HOLDER: Mayor Mike Starkie LEAD OFFICER: Pat Graham, Chief Executive REPORT AUTHOR: Denise James, Member Services Officer
Why has this report come to the Council?
To advise Council of an urgent action decision taken on 8 November 2018
Recommendation:
That Council notes the urgent action decision to allow free car parking in Whitehaven on Sunday 18th November 2018 and Egremont on 25th November 2018 to facilitate events relating to the switch on of Christmas lights.
1. Background information
1.1 Within the current Copeland Borough Council constitution the Chief Executive, or the Executive Director, Operations, in her absence has authority to take urgent decisions in cases where it would be impracticable to wait until the next meeting of the Council.
1.2 An urgent action decision was taken on 8 November 2018 to allow free car parking in Whitehaven on Sunday 18th November 2018 and Egremont on Sunday 25th November these being the dates of the Christmas lights switch on and Christmas related events.
1.3 A copy of the urgent action decision along with the required approvals is attached for information and the Council is asked to note the action taken. Comments of the statutory officers are included within that action.
Statutory Officer Comment:
MO and S151 Comments: Both the Monitoring Officer and S151 Officer have signed and agreed the action taken.
APPENDICES:
Appendix A – Copy of Urgent Action report
Page 51 This page is intentionally left blank Page 53 Page 54 Agenda Item 13
APPOINTMENTS TO COMMITTEES AND OUTSIDE BODIES
POLITICAL LEADS: Councillor David Moore LEAD OFFICER: Pat Graham, Managing Director REPORT AUTHOR: Denise James, Democratic Services Officer
Why has this report come to the Council?
To consider appointments to the vacancies on Committees and outside bodies following the bereavement of Councillor John Bowman.
Recommendation:
That Council approve appointments to the following which will be tabled at the meeting: -
1. Member Training and Development Panel 2. Licensing Committee 3. Taxi and General Licensing Committee 4. Local Development Framework Working Party
Outside Bodies which were also approved on the 9 May 2017.
5. WCCSG Environmental 6. Connections 7. North West Employers
1 Committee Appointments
1.1 Under the Local Government and Housing Act 1989 the Council is required to appoint members to its committees in accordance with political proportionality rules. These appointments for 2018/19 were approved at the Annual meeting in May 2017 however due to the sad death of Councillor John Bowman there are now vacancies to Committees and Outside Bodies.
1.2 As the political balance has not been affected the Leader of the Labour Group has been consulted and will make his recommendations to fill the vacancies to Committees, Panels, Working Parties and Outside Bodies for the remainder of 2018/19 Municipal Year at the meeting: -
Page 55 1. Member Training and Development Panel 2. Licensing Committee 3. Taxi and General Licensing Committee 4. Local Development Framework Working Party
Outside Bodies which were also approved on the 8th May 2018.
5. WCCSG Environmental 6. Connections 7. North West Employers
Consultees: Managing Director; Monitoring Officer; Section 151 Officer; Lead Executive Member Councillor David Moore
Monitoring Officer Comments: Included in report S151 Officer Comments: None
Page 56 Agenda Item 14
FULL 051217
Consultation on Proposal to Extend St Bees Head Heritage Coast Defined Area
EXECUTIVE MEMBER: Councillor Allan Holliday LEAD OFFICER: Pat Graham REPORT AUTHOR: Chris Hoban
SUMMARY:
This report aims to inform Members of an assessment that has been produced which reviews the defined area of St Bees Head Heritage Coast and proposes an extension northwards towards Whitehaven.
If the principle of the extension to the defined area is supported, we request approval for the Council to undertake a public consultation to seek views on the recommendation in the study to extend St Bees Head Heritage Coast defined areas in a northwards direction.
Following the outcome of the public consultation the Council, as the relevant Maritime Local Authority, can then decide whether it wishes to extend the defined area of the St Bees Head Heritage Coast.
RECOMMENDATION:
That Members consider the proposal to extend the St Bees Head Heritage Coast Defined Area and approve a six-week public consultation on these proposals.
1. INTRODUCTION
1.1 A Heritage Coast is defined by agreement between the relevant maritime local authorities (such as Copeland Borough Council) and Natural England. A briefing note was prepared by Natural England in 2015 to explain the definition and purpose of a Heritage Coast. This note can be viewed at: https://www.gov.uk/government/publications/heritage-coasts-protecting- undeveloped-coast/heritage-coasts-definition-purpose-and-natural-englands- role
Page 57 1.2 Heritage Coasts were established to conserve, protect and enhance:
The natural beauty of the coastline Their terrestrial, coastal and marine flora and fauna Their heritage features.
1.3 St Bees Head is the only Heritage Coast between Wales and Scotland, and the only area of high sea cliffs in the north-west. It was defined in 1992 and encompasses the headland and cliffs, which benefit from environmental and landscape protection in the Copeland Local Plan.
1.4 At that time, with Marchon still in operation and Haig Colliery having only closed relatively recently, the landscape further north towards Whitehaven was not of sufficient quality to be included within the defined area.
1.5 As time has passed the area has become more naturalized and tranquil and so the Council has been working with the National Trust and Natural England to explore options to extend the St Bees Heritage Coast defined area over the past few years. This is especially relevant as much of the cultural heritage in this area is located to the north of the current Heritage Coast boundary.
2.0 Benefits of a Heritage Coast Defined Area
2.1 A defined Heritage Coast area provides a number of benefits including:
Wider recognition of the quality of the area Increased tourism opportunities Opportunities for attracting grant funding, which can help with enhancements to the Heritage Coast as well as ongoing maintenance Production of a management plan for the defined area Protection from inappropriate and unsympathetic development through the planning system, and ensuring that development is of a higher quality where it does take place
2.2 Heritage Coast definition also better enables maintenance and improvements to the health of inshore waters and their beaches through appropriate environmental management measures.
3.0 THE ST BEES HEAD HERITAGE COAST REVIEW
3.1 In 2016 Land Use Consultants (LUC) were appointed by the National Trust to assess the land to the north of the existing St Bees Head Heritage Coast defined
Page 58 area to determine whether any of this land may have the characteristics that would merit its inclusion within the St Bees Head Heritage Coast. The extent of the study area can be found in Appendix 1.
3.2 The review document then identified and assessed ten terrestrial sub-areas within the study area (see Appendix 2) to consider how well they met the criteria for definition as a Heritage Coast. This information was then used to make recommendations for any proposed extension to the Heritage Coast.
3.3 As well as the sub-areas that fully met the criteria it was found that two of the sub-areas (5 and 10) met many but not all of the relevant Heritage Coast criteria, and the recommendations proposed these as a Gateway area and key Gateway points. A plan showing the proposed extension and gateway area can be found in Appendix 3.
3.4 Alongside the recommendation to change the boundary of the Heritage Coast, a proposal has also been made to a change of name to something like ‘St Bees and Whitehaven Heritage Coast’ to better reflect the land covered by the extended area.
3.5 Natural England have considered the report and visited the land being proposed for inclusion and are in general agreement with the recommendations and support the proposed extension to the Heritage Coast.
4.0 Process for Defining a Heritage Coast
4.1 Stakeholder consultation is required before a decision to define or extend a Heritage Coast can take place.
4.2 It is proposed that a full public consultation takes place in the new year, between Monday 7th January and Friday 15th February 2019. This will be promoted in the press, on the Council’s website and letters to affected landowners.
4.3 Following the consultation, the comments received will be considered and presented to Full Council in April with a relevant recommendation.
5. CONCLUSIONS
5.1 An extension of the Heritage Coast would provide further protection, management and enhancement to the Borough’s coastline and beaches, and encourage additional tourism opportunities and grant funding along the ‘Colourful Coast’ area of Whitehaven.
Page 59 5.2 The next stage in the process is a public consultation, which is requested in this report.
6. STATUTORY OFFICER COMMENTS
6.1 The Monitoring Officer’s comments are: No legal issues arise from this report’
6.2 The Section 151 Officer’s comments are: The costs associated with the public consultation will be met within existing budgets
6.3 Other Consultee Comments, if any: None
7. HOW WILL THE PROPOSALS BE PROJECT MANAGED AND HOW ARE THE RISKS GOING TO BE MANAGED?
7.1 The consultation will be managed using existing resources within the Strategic Planning team.
8. WHAT MEASURABLE OUTCOMES OR OUTPUTS WILL ARISE FROM THIS REPORT?
8.1 The public consultation will be the output from this decision. The comments received will then be presented to a future meeting of Full Council, anticipated to be in April 2019.
List of Appendices
. Appendix 1: Study Area for the Heritage Coast Review
. Appendix 2: Local Landscape Character Types and Areas
. Appendix 3: Proposed Heritage Coast Extension and Gateway Site
Background Paper: Review of the defined area of St Bees Heritage Coast and the case to extend it northwards (by Land Use Consultants)
Page 60 Appendix 1 Study Area for the Heritage Coast Review
Page 61 Appendix 2: Local Landscape Character Types and Areas
Page 62 Appendix 3: Proposed Heritage Coast Extension and Gateway Site
Page 63 This page is intentionally left blank Agenda Item 15
FULL 041218 Copeland Borough Council Housing Strategy 2018-2023
EXECUTIVE MEMBER: Councillor Allan Holliday LEAD OFFICER: Julie Betteridge, Executive Director REPORT AUTHOR: Amanda Starr, Strategic Housing and Social inclusion Manager
SUMMARY:
The Copeland Housing Strategy is a public document setting out The Councils strategic plan for Housing over the next 5 years. The Council is required to demonstrate to Government how it is working with communities to plan and build better places to live for everyone. This involves building more housing to significantly increase the housing supply, improving the quality of existing housing and places and providing housing related support for vulnerable people.
RECOMMENDATIONS:
That Full Council adopt the document as the Council’s Housing Strategy for 2018-2023
1. INTRODUCTION
1.1 Appendix 1 to this report contains the refreshed Copeland Housing Strategy and has come to full Council following consultation with the Overview and Scrutiny Committee (OSC) and Executive Committee. Prior to this there has been extensive consultation both internally with Officers throughout the organisation and externally, via the Copeland Housing Partnership. Joint working with our partners is critical to the delivery of the strategy and an external consultation event was held in July and participants included private sector developers, registered providers, Homes England and voluntary sector partners.
1.2 The Strategy focuses on the Themes of Investment, Place and People and recognises the vital role that good quality housing will play in securing the people of Copelands future prosperity. Quality housing provision that meets the needs and aspirations of our changing population, whether through new development or improving existing stock, of the right mix in the right place, is critical to the district’s economic prosperity and social inclusion agenda, to improving individual’s life experiences and to the sustainability of whole communities.
Page 65 2. PROPOSALS
2.1 The Housing Strategy will be one of Copeland’s pillar strategies sitting along side the local plan and growth plan and will be a key driver delivering the Corporate plan.
2.2 The Strategy will be supported by a detailed delivery action plan, currently in development. Once adopted the Copeland Housing Partnership and OSC will oversee the delivery of the strategy and action plan.
3. ALTERNATIVE OPTIONS TO BE CONSIDERED
3.1 A Housing Strategy that sits as a stand-alone document is required and necessary and so it is mot proposed that options to have no strategy or to subsume it within another document would be beneficial for the council
4. CONCLUSIONS
4.1 That the Housing Strategy is a necessary and vital document to drive our future ambitions for Housing in terms of growth, standards, people and place.
4.2 The Housing Strategy will be reflecting and inform other core strategies that focus on social inclusion, regeneration, infrastructure and economic development in Copeland.
5. STATUTORY OFFICER COMMENTS
5.1 Legal Comments are:
The housing strategy forms part of the Council’s Policy Framework and as such is reserved to Council. In respect of the draft strategy no legal issues arise from that document.
5.2 The Monitoring Officer’s comments are:
This paper is to inform and outline strategy, there are no legal or governance implications arising.
Page 66 5.3 The Section 151 Officer’s comments are:
This paper is to inform and outline strategy, there are no financial implications arising.
5.4 EIA Comments:
The Housing Strategy ensures suitable quality housing across all housing markets to meet the needs of the whole population regardless of background and life stage. It supports the Councils Social Inclusion agenda and puts partnership working at its heart, ensuring no one is left behind and the most vulnerable have access to the right housing and support that they need.
5.5 Policy Framework:
The Housing Strategy sits under the Corporate Plan and forms one of four pillar strategies including the Corporate Strategy, The Growth Plan and the Local Plan. It underpins the Council’s Corporate Plan by underpinning the ambitions of Town Centre Regeneration, Employment Skills and Wellbeing and Strengthening the Way We Operate.
5.6 Other Consultee Comments, if any:
OSC commented that improving the Housing offer cannot sit apart from other critical issues such as improving infrastructure and welcomed the documents wider focus and clear connections with other core strategies.
6. WHAT MEASURABLE OUTCOMES OR OUTPUTS WILL ARISE FROM THIS REPORT?
6.1 A detailed delivery action plan will be developed to support this document with clear and measurable outcomes set out under each of the three themes of Investment, Place and People. This will be overseen by the Copeland Housing Partnership and OSC
List of Appendices
Appendix A – Housing Strategy 2018-2023
Page 67 This page is intentionally left blank Housing Strategy 2018 - 2023
1 Page 69 Copeland Borough Council Housing Strategy 2018-2023
Contents Forward by Copeland’s Elected Mayor and Housing Portfolio Holder ...... 3 Copeland’s Strategy...... 4 Our Location ...... 5 Copeland Facts ...... 7 Driving Change through the Housing Sector ...... 8 2017/18 Achievements Infographic ...... 9 Operating Environment...... 10 National Context...... 10 Local Strategic Context ...... 13 Delivering in Partnership ...... 18 Delivering Outcomes ...... 21 Theme One: Housing for Investment ...... 21 Theme Two: Housing for Place ...... 23 Theme Three: Housing for People...... 25 Monitoring and Review ...... 27 Useful documents:...... 28
2 Page 70 Forward by Copeland’s Elected Mayor and Housing Portfolio Holder (To be written with Comms once strategy content and key messages agreed)
3 Page 71 Copeland’s Strategy
Copeland’s Housing Strategy sets out the Council’s ambitions for housing across the Borough over the next five years. The Strategy recognises that the housing sector plays a key role in driving forward the Councils ambitions to attract investment and achieve economic growth and is well positioned to support the Council in responding to the changing needs of the population in providing a balanced housing market and creating sustainable communities.
In producing this Strategy partners from across all sectors have played a role in helping to identify the key themes and priorities and in partnership, we will continue to work with our communities to help achieve the ambitions set out in this strategy.
The Strategy underpins the Council’s Corporate Plan by supporting the ambitions:
. Town Centre Regeneration . Employment, Skills and Wellbeing . Strengthening the way We Operate
The Strategy sits alongside our vision to be a commercially focussed organisation and forms the fourth of Copeland’s four pillar strategies alongside the Corporate Strategy, the Growth Plan and the Local Plan. It is informed by, and feeds into, the emerging four towns Spatial Frameworks, which each set out a future vision for our key service centres Cleator Moor, Egremont and Millom and the principal town Whitehaven.
The Council cannot deliver the ambitions in this strategy alone. The Council’s role encourages, enables and facilitates partnership working across sectors and is critical to achieving the lasting change that this Strategy is driving. We are focused on outcomes and collaboration.
Social inclusion is at the heart of the Strategy and this driver underpins each of the identified themes as well the pillar strategies. Here we establish an ambition to ensure everyone benefits from investment in Copeland and that those in most need are supported before they reach a critical position or when they are at crisis point.
The Copeland Housing Strategy Vision:
“Together we will supply appropriate housing for our people, our place, our economy, and, that is kind to our special environment. We will build truly sustainable communities and places where everyone can benefit, contribute and live a better life in Copeland.”
Our Vision aims to achieve:
A Sustainable Economy The Vision is supported by three themes: Sustainable Homes 1) Housing for Investment Sustainable Communities 2) Housing for Place Quality of Life for all 3) Housing for People
4 Page 72 Our current position, our future aspirations and the action we will take to make a difference are set out under each theme. The Strategy is supported by a detailed delivery plan, which will be refreshed annually throughout the life of the document.
Our Location (Include map of the north on the left instead of the whole of the UK)
Copeland Borough Council is one of six district and borough Councils within Cumbria, which is the third largest County in England yet one of the most sparsely populated. Located on the western fringe of the Lake District, with 90 km of coastline, the Borough is sandwiched between the lakes and fells, looking out over the Irish Sea to Scotland and The Isle of Man. It is predominantly rural, with 70% of the district falling within the Lake District National Park and is home to England’s highest mountain, Scafell Pike and deepest lake, Wastwater. The nuclear economy brings 2 billion per year to the national economy. In 2018 Copeland was named the second happiest place to live in Britain in an Office for National Statistics Well-Being Survey.1
Copeland has a population of around 68,700 people, and four main towns – Cleator Moor, Egremont, Millom and Whitehaven which, with a population approaching 24,000, is the principal town. 38.5% of our residents live in urban areas with 60.5% living in rural areas. The Borough has been identified as one of the Top 10 most affordable places to live in the UK2 and has an average salary of over £45,000 for people working in the Borough; this is the third highest average weekly income nationally.
However, there are pockets of deprivation - within Copeland there are three areas which rank within the 10% most deprived in England in relation to income deprivation. The proportion of people
1 https://www.ons.gov.uk/peoplepopulationandcommunity/wellbeing/bulletins/measuringnationalwellbeing/a pril2017tomarch2018#how-do-people-rate-their-personal-well-being-in-your-local-area 2 https://www.zoopla.co.uk/discover/featured-homes/top-10-most-affordable-places-to- live/#ZltcV16fiAlWUH9U.97
5 Page 73 claiming out of work benefits is higher than the national average (9.6% compared to 8.4%) and our unemployment and youth unemployment rates are higher than the national average. Through collaborative work across the public private and voluntary sectors there is a strong history of community engagement and successful social inclusion projects. We use this engagement to address the disparity between the higher earners and those living with less or facing poverty within the Borough.
Recent years have brought an increase in growth and sustained interest from developers and commercial investors to build and do business in Copeland.
6 Page 74 Copeland Facts
Population estimate in Median house price 33,350 residential 2017 of 68,689 £128k (2017) properties
Copeland Conservation Area Design Guide adopted in Borough of 2018 -To enhance and maintain conservation areas Copeland covers across Copeland 284 square miles
Beacon Portal opening in September 2017/£1.6m investment into The Beacon Museum/More than 22,000 visitors in 2017-2018
135 household received For every job at grants for disabled 918 second homes Sellafield, 2.8 jobs are adaptions sustained in the rest of the economy 1173 empty properties 3 Wards rank in the top 10% most deprived - Harbour, Sandwith and Mirehouse
Average earnings for those who work in Copeland £43,248 (median) in 2016 55% of employment in the Borough is at Sellafield. For those who live and work in Copeland it is considerably lower at £24,793 in 2016 *
One of the most affordable places to live in England 90km of coastline
Two thirds of the Borough 3.62 Home to million 22.6% children classed as in England’s lies within the child poverty Lake District Visitors highest National Park in 2017 mountain, Scafell Pike (978m)
*[Source: CACI Ltd Paycheck, 2016]
7 Page 75 Driving Change through the Housing Sector
Copeland Corporate Strategy 2016-2020 Mission Statement:
“To make Copeland a better place to live, work and visit”
At the heart of the Corporate Strategy’s mission statement is the ambition to drive increased and innovative housing supply and to create thriving socially and economically sustainable communities.
The Council recognises that good quality housing of the right mix in the right place, which supports access to work, healthy lives and educational attainment will help deliver our long-term ambitions. Given the right type, mix and location, housing can be a springboard to change for individuals, families and communities.
Copeland’s economy is on the cusp of transformational change, building on international recognition as the Centre for Nuclear Excellence attracting world-class expertise, with ambitions to be at forefront of investment linked to the emerging national and regional Industrial Strategy and Nuclear Sector Deal. Recent research3 has established that 55% of Copeland’s workforce is employed by Sellafield Ltd, compared to 4.4% of the neighbouring borough. There is a need to provide attractive, modern and suitable housing to attract and retain this skilled workforce.
Copeland has already been identified as one of the most affordable places to live in the UK. The area offers a unique coastal location and is a gateway to the Lake District National Park, with recently designated World Heritage Site status. By harnessing these opportunities and creating an attractive housing offer, this strategy identifies actions to help retain younger residents, generate investment into the improvement of existing stock and attract economically active people with specialist skills to live in the borough.
In the context of inclusive economic growth, we will be supporting the development of aspirational high-quality homes whilst driving up the standards of existing housing stock to sustain existing communities, attract and retain the skilled workforce we need and to encourage young families to stay in our area. Alongside this, we will be looking to offer a balanced market, working with our developers to ensure all needs are met and identify creative ways to ensure growth benefits existing communities.
The Council will ensure that investment from local growth benefits all residents and that an uncompromised level of service and housing support is offered to all people and places in the Borough. It will ensure that, through our Social Inclusion Policy and Social Investment Plan, nobody is left behind. The Strategy recognises housing as a key economic driver, contributing to the improvement of the Copeland community’s economic well-being, health and future opportunities. Through this, town centre properties and existing estates can be regenerated to provide good quality homes. Through inward investment in local infrastructure and the public realm health, education and leisure services can be strengthened for future generations, enabling the Borough to deliver an improved quality of life and well-being for all residents. This Strategy will enable all residents to thrive and meet their full potential, to contribute to and benefit from a successful economy and to enjoy suitable desirable housing, wherever they choose to live.
3 ‘The Economic Impact of Sellafield’ Oxford Economics July 2017
8 Page 76 2017/18 Achievements Infographic
36 unfit private sector rented 1,200 new houses in the pipeline properties brought up to a decent Active developers in the Borough standard showing strong sales figures
193k secured from Government to grow community led housing in Borough with over 120k grants issued and more in pipeline
Launched a Local Protocol with Youth Services aimed at preventing Homelessness prevented or relieved homeless ness for under 18s and care for 350 families leavers
Tackling child poverty through £88k secured to fund a two year partnership working with Howgill domestic abuse project and establish Family Centre and others two safe houses
Core owner of Copeland Community Fund Grants of more than £90,000 Donated £30,000 to support Millom following September 2017 floods
Whitehaven Townscape Heritage Initiative: Over £1.3M invested in Whitehaven’s historic market place 10 properties transformed by the end of 2018
193k secured from Government to grow community led housing in Borough with over 120k grants issued and more in pipeline
Copeland Pride of Place Town Centre Regeneration: £500,000 capital grants scheme 10 residential units brought back into use £83,000 allocated to 31 businesses
Copeland Local Planning Authority has one of the highest rates in the country for planning approvals in 2017-2018 98 % of Copeland planning applications approved over the last 12 months 100% of major applications determined within government targets 98% of minor and other applications approved within government targets
9 Page 77 Operating Environment The Copeland Housing Strategy does not stand alone. It operates alongside national and local strategies which demonstrate cross-cutting priorities to achieve truly resilient and sustainable communities. Understanding the national and local context of housing and the housing support that is required is fundamental in helping mobilise partnership working. National Context
Industrial Strategy: Building a Britain for the Future
Key Principles:
. Focus on using new technologies to drive Britain forward . Policy areas of Ideas, People, Infrastructure, Business Environment and Places . National Productivity Investment Fund (NPIF) £31bn to support investment . Resulting sector deals including Nuclear Sector Deal and Construction Sector Deal.
Copeland Perspective
Improvements to digital and transport infrastructure make the Borough more attractive as a place to live and work Investment in new housing design improves our housing offer and helps meet the long terms needs of our ageing population.
National Planning Policy Framework (NPPF) 2018
Key Principles:
Emphasis on sustainable development and housing delivery Applies three overarching economic, social and environmental objectives in the drive to achieve sustainable development. Reforms the planning system alongside Government White Paper ‘Fixing the broken housing market’ Building the right homes in the right places Decisions must be made in accordance with the Development Plan Redefinition of Affordable Housing Recognition of Self Build as a means of providing low cost housing Expectation of 10% affordable housing on major developments.
Copeland Perspective
. NPPF components underpin the Corporate Strategy, Housing Strategy, Growth Strategy and Local Plan – Copeland’s four Pillar Strategies . Opportunity to respond to local demand in a new way and work with developers to boost development . Opportunity to deliver well designed housing in the right locations
10 Page 78 . Development, Construction and Project Management skills are well represented in the Borough to deliver varied housing.
Nuclear Sector Deal
Key Principles
Commits to:
. Securing the UK’s diverse energy mix and drive down the costs of nuclear energy meaning cheaper bills for energy customers . Kick-starting a new advanced manufacturing programme including with Research & Development investment to develop world-leading nuclear technologies, such as advanced modular reactors . Increasing gender diversity in the civil nuclear sector by 2030.
Copeland Perspective
Copeland is the UK Centre of Nuclear Excellence and hosts a wide range of Nuclear Sector sites facilities including:
. Sellafield site and its national decommission and radioactive waste management programmes . The National Nuclear Laboratory . The Manchester University Dalton Institute . The nation’s low level nuclear active waste facility and a significant supply chain presence.
Potential Investment through the Moorside Project means Copeland is well placed to reap the benefits of the Nuclear Sector Deal, including through Housing.
11 Page 79 Clean Growth Strategy
Key Principles: . Balancing green growth with affordable energy supply . Investment in upgrading homes and improving energy performance standards . Use of Local Plans to drive emission reductions through policy management.
. Copeland Perspective . Ageing stock energy performance and fuel poverty issues can be addressed alongside economic growth through the nuclear sector . Local Authorities play a key role in driving improvements.
A New Deal for Social Housing
Key Principles:
. Seeks to rebalance the relationship between residents and landlords . A further 2 billion by 2020 for more affordable and social housing . Establishes five principles:
1. A safe and decent home which is fundamental to a sense of security and our ability to get on in life 2. Improving and speeding up how complaints are resolved 3. Empowering residents and ensuring their voices are heard so that landlords are held to account 4. Tackling stigma and celebrating thriving communities, challenging the stereotypes that exist about residents and their communities 5. Building the social homes that we need and ensuring that those homes can act as a springboard to home ownership.
Copeland Perspective
Opportunity to maximise the already positive relationship with Registered Providers to:
. Deliver new homes . Remodel existing estates
12 Page 80 . Ensure social housing tenants in Copeland get the best service from their landlord, benefiting from this renewed focus on the tenant’s voice and on quality of provision and service.
Local Strategic Context
Copeland’s four pillar strategies to drive and guide growth for Copeland include:
. The Corporate Plan . The Growth Strategy . The Copeland Local Plan . The Housing Strategy
The documents are delivered collaboratively to ensure a consistent and joined up approach to achieving the key priorities for Copeland, with the golden thread of social inclusion cross cutting through each.
The Copeland Growth Strategy 2016-2020 adopts a clear message that Copeland is open for business to support Copeland in becoming a sustainable home to a healthy and diverse economy by 2025.
The Growth Strategy seeks to develop the places of Copeland by building new homes to suit all needs, revitalising its town centres and, as two thirds of Copeland lies within the Lake District National Park, to celebrate the recent World Heritage site designation by building upon the Lake District National Park tourism offer.
‘By 2025 Copeland will be a sustainable home to a healthy and diverse economy, to support its growing population. It will be a dynamic and innovative hub for growth, internationally recognised as the Centre of Nuclear Excellence (CoNE) and a key driver in the Northern Powerhouse. The area’s population will be well-educated and offer a balance of professional skills to deliver the opportunities evolving on its doorstep. Copeland’s network of thriving communities will reflect the rich cultural heritage and unique natural environment that reinforce its draw as the ultimate destination to come and invest, do business, relax and call home.’
Copeland Borough Council Growth Strategy Vision
13 Page 81 The Growth Strategy presents eleven priority areas for Copeland which demonstrate the opportunities faced by the Borough across various areas for investment, as shown in Diagram 1. The larger circles of the diagram represent those themes directly related to Copeland’s place making agenda which will be driven through the implementation of the Housing Strategy along with Copeland’s Spatial Frameworks.
Diagram 1: Growth Opportunities
Visitor economy Quality of Enterprise and life innovation
Environment Workforce, and skills and sustainability education Delivering the growth strategy Vibrant towns and Engineering communities
Energy Connectivity Coast Centre of Nuclear Excellence
14 Page 82 The Growth Strategy is informed by the Copeland Local Plan which sets out the strategic vision and framework for the future development of the area. The elements of the Local Plan that strongly support opportunities in relation to housing in Copeland are quality of life, the economy, community facilities and infrastructure. The local plan also provides a framework for safeguarding the environment, adapting to climate change and securing good design in accordance with NPPF.
Housing is one of the key strategic spatial issues for Copeland in terms of Borough’s industrial past and the legacy of a high proportion of terraced housing, an identified shortage of executive-type housing and the unbalanced quality of housing stock to suit all needs of the community.
The Plan supports the delivery of the Housing Strategy through its strategic and technical policy framework, as well as being a major delivery vehicle for other local strategies including the Copeland Growth Strategy and the Local Enterprise Partnership’s Cumbria Industrial Strategy.
(Image of spatial framework here)
Building on the Growth Strategy, guided by the Local Plan and in response to investment in the Borough, Copeland has developed Spatial Frameworks for each of the Key Service Centres - Cleator Moor, Egremont and Millom and Whitehaven, our principal town. Along with the Housing and Growth Strategies the Spatial Frameworks promote the influential role of quality places which, managed effectively and with the right partnership approach, will secure sustainable and inclusive communities.
The Frameworks will draw out four key areas of the 11 priorities of the Growth Strategy including 1) Environment and Sustainability 2) Vibrant Towns and Communities 3) Connectivity 4) Quality of life, in which to deliver Copeland’s place making agenda. The Copeland Local Plan will enable and help guide this sustainable development through its remit as a material planning consideration in the determination of planning applications.
15 Page 83 A key partner in driving positive change within Copeland is the Cumbria Local Enterprise Partnership (LEP) which provides a strategic lead on activities that contribute to Cumbria’s economic growth. The LEP’s overall vision for Cumbria is to have one of the fastest growing economies in the UK and to unleash Cumbria’s economic potential.
The LEP has begun work on a Local Industrial Strategy which will supersede its Cumbria Strategic Economic Plan 2014-2024. The Strategy will identify the county’s priorities through to 2030 and, along with the suite of documents outlined in this Housing Strategy, will be a driver for investment from Government and the private sector. The Cumbria Industrial Strategy will adopt a partnership approach to identifying priorities based on the five foundations of productivity outlined within the Government’s Industrial Strategy:
. Innovative ideas . People and jobs . Major infrastructure upgrades . Business environment . Places for more prosperous communities.
The Local Industrial Strategy aims to address how Cumbria can deliver against these five foundations of productivity and through the four grand challenges set out in the Government’s Industrial Strategy. Along with the Copeland Growth Strategy and Local Plan, The Housing Strategy will act as a local delivery mechanism to support the Cumbria Industrial Strategy, the principles of the NPPF and the ambitions of the Government’s Industrial Strategy.
There is a clear recognition within this Strategy that the local economy and many of Copeland’s residents are reliant on Sellafield.
A report by Oxford Economics in July 2017 The Economic Impact of Sellafield states that over 11,000 people are directly employed by Sellafield Ltd and 90.3% of those are based in Copeland. In addition, the Sellafield supply chain sees thousands of long term temporary workers and contractors coming to the Borough and whom have a significant impact on the local economy and housing market. The average salary for workers is over £43,000 - many of those higher earners do not currently live in Copeland but may choose to if the housing offer was more diverse. The average salary for those that do live and work in Copeland is closer to £25,000. Sellafield Ltd is planning to transform over the next 5 years which may result in a reduction of over 3000 job roles.
Over reliance on the Nuclear sector is a long-standing issue and what happens to the existing and future workforce through the decommissioning programme will have a direct and substantial impact on our communities and individuals. Copeland Borough Council and Sellafield Ltd have a long standing, strong, collaborative relationship and are working together currently to develop and deliver the Sellafield Social Impact Strategy. This plan will help diversify the economy, develop alternative skill in the existing and future workforce and reduce overall reliance on Sellafield.
16 Page 84 The Cumbria District Authorities, including the Lake District National Park authority, have developed a joint Cumbria Housing Statement. This vision is: “Working together to drive housing and economic growth, regenerate poor housing and help people to live independently.”
A target is set for 33,020 new homes countywide, including 8,800 new affordable homes (with a range of rent and sale options), by 2030. There is a commitment within the Statement to regenerate struggling areas to help drive economic growth. This complements the Copeland Housing Strategy’s ambition of balancing the housing market.
This ambition supports the aim of the Cumbria Housing Statement: “Regenerating our poorest housing and town centres, improve the quality of housing and increase choice and demand in these areas. We want to bring empty homes back into beneficial use and improve the energy efficiency of homes.”
Copeland’s Housing Strategy identifies with the issues set out in the national and local strategic context. It emphasises a cohesive approach to ensuring that housing not only maximises investment opportunities for the Borough but positively impacts upon our people and our places to encourage inclusive, sustainable communities and above all, ensure that the Borough offers good quality homes of the right type and mix, in the right places for all residents of all ages and economic situations.
17 Page 85 Delivering in Partnership
Copeland is a dynamic, collaborative and modern Council, proud of its history of strong and effective partnership working. The Council’s role in delivery alongside partners is wide ranging providing strategic leadership where required to instigate action and also to encourage, enable and facilitate integrated partnership working across sectors. We invite conversations with anyone who would like to work with us to support the delivery of this strategy. We are committed to being open and accessible to partners and do all we can to free up barriers to delivery.
The diverse housing sector, with its range of partners and capability, is a key asset through which we will drive delivery of this strategy. Joint working and collaboration with and between our partners will cut across all three themes of Investment, Place and People. Partners’ unique skills, specialisms and networks, in collaboration with the Councils strategic leadership, will enable us to deliver real change and a lasting legacy for our communities and residents.
Copeland's Public Sector Communities (National and local (Residents, workers, government, Three Tier young people, Groups, Homes families, older England, Social Care, people, tenant and Cumbria LEP, NHS, resident associations) Police)
Third Sector Private Sector (Social Enterprises, (Developers, house Financial Co-Operatives, builders, landowners, Infrastructure Support industry) Groups, Charities, and Faith Groups, Community Land Trusts)
18 Page 86 We will be instrumental in developing close strategic inter relationships between Partners from across the sectors to establish, monitor and deliver a shared plan for investment, place and people in Copeland. Partners will be involved in evaluating achievements against the plan.
Through a partnership approach, our widened areas of influence include:
Improving health outcomes Driving up quality of housing Tackling child poverty and obesity in the private sector
Addressing the blight of Improving infrastructure empty homes on neighbourhoods
Regeneration and Skills and learning for the reconfiguration of our social Town centre regeneration future workforce housing mix
Promoting financial inclusion Encouraging community and mitigating the impact of cohesion and contribution welfare reform
19 Page 87 Tackling antisocial behaviour Providing effective Maintaining good and crime through the neighbourhood management environment management Copeland HUB partnership
Preventing homelessness and Promoting different build helping people be free of types for homes abuse
20 Page 88 Delivering Outcomes Current Position Theme One: Housing for Investment A range of professional, skilled jobs resulting in a This theme aims to support the growing economy and high demand for a variety of housing types across the Borough and greater investment maximise the housing renewal and development opportunities to meet that demand within the opportunities for Copeland within the emerging Industrial Borough. Strategy, the newly refreshed National Planning Policy Opportunities to meet existing demand from Framework and The Governments White Paper Fixing the young families and higher earning skilled workers Broken Housing Market. and increase choice in the market.
This focus will help us actively generate opportunities to Seeing intensified interest from builders wanting bring investment and growth to the Borough and deliver to develop in the Borough. quality housing for all ages and incomes in line with the Growing demand for flexible living designs such as priorities of the Local Plan and Spatial Frameworks, ‘custom built’ development and interest in self- strengthening and investing in our existing stock as well as build opportunities to match the diverse and through new development. Through a mix of tenure types, flexible ways that people now want to use their homes. building design and locations, housing will help attract and retain new and existing residents, ensuring people’s An emerging new Copeland Local Plan which changing aspirations for how they live their lives and life-long provides confidence in land availability and suitability for investors to deliver sustainable needs are met. developments and a range of products.
The focus for growth will meet a wide spectrum of needs A proposed new development, backed by Homes including those of single people, young families, older England, of 370 homes planned for the Harras people, key workers and long term temporary workers. The Moor area of Whitehaven demonstrating public sector joint enterprise. improved mix of housing models and new innovative build type, through manufacturing, construction and energy Limited affordable housing choice for local people efficient solutions, will help the Borough adapt to changing in some rural areas and a rise in second home ownership, which presents the risk of some aspirations and needs across all demographic, particularly communities becoming disconnected from vital those of the growing senior population. service provision such as schools and public transport.
An unbalanced mix of property type within our existing social housing stock with an oversupply of three bed houses and an undersupply of accessible homes and smaller units as a direct impact of welfare reform.
Poor digital and infrastructure connectivity in some areas which impacts upon access to employment, education, health and other services.
Changing aspirations for how people want to live their lives and what their homes look like. The desire for self-build and self-sustainability, green growth, energy efficient eco-living and village living models is growing. There is a long tradition of self-build because of the design and construction skills in parts of the local population along with disposable capital and personal aspiration
Accommodation requirements of a potential temporary workforce of 1000’s coming into the Borough to support the potential Moorside new nuclear power station project and impacting upon the future economic growth of the 21 Borough. The Sellafield transformation drives Page 89 both. Delivery Priorities
1. To understand and respond to the barriers of housing investment in Copeland.
. Work proactively with landowners, developers and accredited landlords to drive a balanced housing market . Ensure availability of land for development is of different scales and in a variety of locations across the Borough . Support innovative construction types and development models such as modular build, customer build, eco living and co-sharing models . Maintain positive relationships and work proactively with neighbouring planning authorities . Through the development of the public realm provide incentive and opportunity for large and small investors and developers to renew existing property and develop new homes . Seek opportunities to secure funding for infrastructure projects.
2. To grow the supply of housing to suit the needs of professionals and entrepreneurs seeking to remain in or move into the area.
. Be a leading force for the provision of NHS key worker accommodation, linked to an improved Copeland infrastructure including education, leisure and health facilities . Use opportunities from Northern Powerhouse Investment Funds such as Moorside to strengthen our communities and housing offer . Attract economically active professionals to live in the Borough through increasing the supply of high quality homes in desirable environments . Develop and nurture opportunities for alternative living models that meet the changing aspirations of how people want to live by increasing eco-living opportunities and improving digital connectivity. This will underpin the Cumbria Industrial Strategy by encouraging green growth and improving digital connectivity to allow people to work from home . Promote and encourage self-build, custom build and flexibility around internal design, recognising the wealth of constructions skills in the Borough.
3. To ensure sufficient affordable and social housing supply, whilst improving place and public realm
. Seek to deliver affordable homes on new developments in in line with local demand and the NPPF requirements . Work with developers to support development of place through developer contributions where they apply and through voluntary agreements and offers . Support Community led housing initiatives in rural areas maximising the impact for the Borough of current government policy and funding streams . Work together with our Registered Provider partners to reconfigure social housing stock and redesign some of our existing estates and spaces to improve the mix and meet changing needs within our population . Address the housing needs of our ageing population by encouraging lifetime standards in new developments so people can stay in their homes.
22 Page 90
Theme Two: Housing for Place Current Position This theme helps us achieve our ambition to maintain Copeland as one of the best places to live in the UK, with Copeland is positioned on the West Coast, amongst mountains and lakes, with a stunning coastline and vibrant sustainable and green communities and unique towns each with distinctive characteristics enhanced public realm with thriving town centres. The and heritage. heritage and unique character and architecture of the Second home ownership is high in some parts of the Borough will be preserved whilst improving digital and Borough as second homes in Copeland provide transport connectivity ensuring places are fit for future accommodation for long term contract workers generations. connected to the nuclear sector, as well as the traditional holiday home market. We will support investment in new developments as Second home ownership has a mixed impact outlined in Theme 1. Alongside this and of equal depending on the area. In some areas it can create importance we will be looking to offer a balanced market a market for properties that might otherwise within our existing town centres and villages. We will do attract little interest yet in other areas it can affect this by working with investors, landlord and partners from the local economy if the homes are only inhabited across the sectors to ensure growth benefits existing for a part of the week, resulting in less local spend and a negative effect upon the local economy’s places and properties, enhances our existing ‘multiplier effect’. communities. There are over 1000 empty residential properties at This Strategy will drive up the quality of existing any one time in the Borough. These are a mix of properties and neighbourhoods. It will shape places and properties, some are in the process of sale or rental but there are around 600 long term empty homes. improve areas within our larger villages, Key Service Homes become empty due to a range of factors Centres and Principal Town as well as recognising the vital including inheritance, low resale value, and role that larger villages play in supporting smaller properties bought as investment opportunities that settlements. We will ensure that all areas of the Borough have not come to fruition. are attractive places to live and are safe, clean and Town centre residential properties are at an inclusive. increasing risk of becoming empty over a longer term due to younger residents aspiring to move to new developments and the quality of some older stock meaning significant investment would be needed to bring them up to decent standards.
Private sector housing in Copeland is representative of building type from most eras but predominantly of post Second World War construction. 7,906 dwellings (28.5%) were constructed pre-1945. Within this group, 6,814 dwellings (24.6%) were constructed pre-1919. The oldest housing profiles are associated with the Millom area (68.7% pre- 1945 construction).
Registered Providers are currently rejuvenating existing estates and undertaking place shaping projects around those estates in Cleator Moor and Millom to improve the type and mix of homes and introduce green spaces and attractive outdoor environments
The highest private rental areas of occupation outside the Lake District National Park are Millom and Egremont. Standards within these older properties in some parts of these towns are low and can have a negative impact on the appearance of place
The Council is investing in a significant public realm 23 improvement projects in its four key towns due to Page 91 commence in 2019. Delivery Priorities
1. To bring empty residential and commercial properties in our town centres back into use.
. Identify and secure inward investment, Government Grant and contributions to provide capital funding to address empty homes . Refresh and deliver the Empty Homes Policy 2016-2018 and set a new two-year Action Plan 2019-2021 to target future work to strategically align with the four town spatial frameworks and levels of housing needed . Maximise New Homes Bonus income and council tax collection through growth in housing supply and bringing empty homes back into use to continue resourcing an empty homes officer role.
2. To make our key service centres, rural village and surrounding residential areas vibrant, safe and sustainable places that are appealing to visitors and the residential market.
. Continue the momentum generated by the Pride of Place campaign to drive up standards in the town centres and bring empty units back into use . Work with Registered Providers to shape and deliver large scale regeneration projects for some of the social housing estates in our key service centres . Shape the interventions relating to housing emerging from the Spatial Frameworks . Use visible multi-agency partnership working, co-ordinated by the Copeland Community Safety Hub, to tackle incidents of antisocial behaviour. . Encourage cohesion and pride of place within communities and target the small number of problem areas with direct enabling activity, to improve the appeal to the market
3. To drive up standards within the Private Sector and Social Housing rental markets.
. All licensable HMOs are identified, visited and licenced . Rejuvenate the Private Landlords Forum and obtain resources to deliver a discretionary accredited landlord scheme in key locations . Use new housing standards enforcement powers to tackle unfit properties and direct resources to strengthen enforcement action. . Work with the opportunities provided by Government policy to address long standing issues in the borough regarding some pockets of poor quality housing which will lead to improvements in residents’ lived experience and impact directly on issues such as child poverty.
24 Page 92 Current Position
Theme Three: Housing for People Friendly close-knit communities with a strong and celebrated West Cumbrian identity. This theme will help create desirable places to live: homes where every resident, whatever age and income A strong and active third sector network with a track-record of successful level, can live a healthy, happy life. House build design partnership working and achieving lasting and housing support services will adapt to changing life results. long needs and ensure provision for our growing senior 55% of Sellafield Ltd workers are living in population is expanded and options are varied. The the Borough but some higher earners are Action Plan sitting beneath this Strategy will both living elsewhere. A lack of modern complement and seek to maximise the opportunities construction to meet people’s aspirations. emerging from the Sellafield Social Impact Strategy and Strong, successful approach to homeless Local Industrial Strategy to help diversify the economy prevention but a lack of provision for hard and local skills set. to engage adults with challenging behaviours and high levels of support In Copeland the overall average income (outside of the needs. Sellafield environment) is low and some residents A borough with affordable housing to buy experience extreme hardship. The Copeland Housing but with an ageing stock in need of repair Partnership membership will work together to support people who are struggling both before they reach a Ageing senior population, many with increasing health needs, living in housing critical point and when they are in crisis. Copeland will that may not meet their future needs and apply its social investment priorities to: without easy access to the support they need to maintain health and independence. . Offer coordinated support to individuals and communities to reduce the impact of welfare High levels of child poverty and poor health indicators such as obesity amongst reform and tackle abuse and exploitation children. . Ensure local access to and support with benefits and advice to make housing more affordable Reliance on high cost lending and evidence of loan shark activity in some wards, which and help alleviate causes of poverty impacts on the ability to pay for housing . Ensure that those at risk of homelessness are and meet basic needs. reached and supported Rapidly increasing local demand for . Ensure people have the support they need to disabled adaptations which outstrips the reach their full potential by getting their basic financial resources made available by housing needs met Government . That changing housing needs for all income A high proportion of residents who are not levels are met through all stages of life digitally confident or do not have internet . Enable people to stay in their own communities access at home and who require assistance and still have their needs met. to access welfare benefits and support. 10% of households living in fuel poverty due to poorly insulated and heated homes in an ageing housing stock.
High incidents of domestic abuse across demographic and a lack of women specific services in the Borough.
25 Page 93 Delivery Priorities
1. Instigate and support third sector partnerships to address unmet need, expand service provision and help mitigate the impact of austerity.
. Facilitate a project with the Police and Crime Commissioner and third sector partners to establish a business case for a women’s centre in the Borough. . Drive the provision of an outreach service across the Borough to tackle debt, high cost lending and help mitigate the impact of Universal Credit in the south of the Borough. . Continue to develop and fund a partnership approach to preventing and relieving homelessness through the Council’s prevention fund. . Address the housing needs of the youth and care leavers of the Borough via a Youth Protocol.
2. Work with developers, statutory bodies and third sector partners to increase the supply of specialist housing with support for groups with a specific and unmet need
. Work with the NHS and specialist providers to deliver an integrated care solution for people leaving hospital care, particularly for older people . Work with Cumbria County Council to deliver an Extra Core strategy which will seek to increase provision in the Borough, with a focus on dementia care models. . Encourage co-living and village living models whereby communities can live together in a cohesive and co-operative community, built on eco living principles. . Ensure new housing development meets lifetime standards so people are able to remain in their homes as they age. . Secure funding to extend the Domestic Abuse Project for a further two years and work with the Police to secure an additional two ‘safe houses’ with bespoke security measures. . Bring existing empty housing stock back into use.
3. Shape and influence policy to improve the health and wellbeing of all residents in the Borough ensuring nobody is left behind.
. Work alongside Registered Providers to embed the principles of the Housing Green Paper - to rebalance the relationship between landlords and social housing tenants to ensure the tenant’s voice is heard and that customer service including process for tackling dissatisfaction is accessible and robust at a local level . Maintaining and prioritising a collaborative strong relationship with Sellafield Ltd to deliver the Sellafield Social Investment Strategy . Refresh the Council’s Social Inclusion Policy, strengthen delivery resources and introduce the Social Inclusion Impact Assessment to ensure it is embedded in all future strategy and policy work . Develop with Youth Services at County level a county wide protocol for young persons & care leavers facing homelessness and continue the Council’s commitment to support care leavers to build a sustainable independent future . In partnership with other District Authorities influence Supporting People Policy at County level to commission services for disengaged homeless people who have high risk behaviour and cannot be accommodated in existing supported provision . Lead on strengthening the operation and governance of county wide Choice Based Lettings system to ensure we meet our statutory housing duty for social housing provision with the District
26 Page 94 Monitoring and Review This Strategy sets out the ambitions that the Council and its partners will achieve within the Housing Sector over the next five years.
The Strategy reflects the current strategic context and the priority areas as identified by the Council and its partners. Our actions and response is evolving all the time and as new initiatives and ideas emerge they will be reflected in the action plan, which will be reviewed on an annual basis. The Action Plan will be SMART (specific, measurable, achievable, realistic and time bound) and be delivered in conjunction with our partners.
The Action Plan, to carry this strategy forward operationally to deliver its priorities, will be owned by the Copeland Housing Partnership, a forum which brings together key stakeholders, developers and providers across all sectors. Progress against the plan will be reported to Council through the Quarterly Housing Portfolio Holders Report. The Councils Overview and Scrutiny Committee, a formal member led group feeding into Council will oversee and scrutinise the Action Plan and its delivery.
27 Page 95 Useful documents: . Glossary (To complete and include as an appendix) . Copeland Corporate Strategy 2016-2020 (Provide link to) . Copeland Growth Strategy 2016-2020 (Provide link to) . Copeland Local Plan Four Towns Spatial Frameworks (Check whether the Whitehaven SF will be publicly available – is it commercially sensitive?) . Cumbria Strategic Economic Plan 2014-2024 (Provide link to) . Housing Needs Summary 2016-20?? (Check publication date and provide link to or include as appendix) . Strategic Housing Market Assessment (Check date here – refer to new 2018 update?) . Private Sector Stock Condition Survey 2017 (Provide link to or include as appendix) . National Planning Policy Framework 2018 (Provide link to) . Industrial Strategy: Building a Britain for the Future New Deal for Social Housing 2018 (Provide link to) . Nuclear Sector Deal (Provide link to) . Housing Green paper (Check date and provide link to) . Map of Copeland Housing Market Areas (Provide link to or provide as an appendix)
Strategic Housing, Copeland Borough Council, Market Hall, Whitehaven, Cumbria CA28 7JG
Telephone: 01946 598300
Email: [email protected]
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