Executive Will Meet on Wednesday 8 February 2012 at 9.00 Am in Lonsdale Room, Allerdale House, Workington

Monday 30 January 2012

Executive Will meet on Wednesday 8 February 2012 at 9.00 am in Lonsdale Room, Allerdale House, Workington

Membership:

Councillor Alan Smith (Chairman)

Councillor Barbara Cannon Councillor Mark Fryer Councillor Michael Heaslip Councillor Carl Holding Councillor Carni McCarron-Holmes Councillor Philip Tibble

Members of the public are welcome to attend the meeting. If you have any questi ons or queries contact Sarah Beattie on 01900 702554.

Agenda

1. Minutes (Pages 1 - 4)

To sign as a correct record the minutes of the meeting held on 4 January 2012.

2. Apologies for absence

3. Declaration of Interest

Councillors/Staff to give notice of any personal or prejudicial interest and the nature of that interest relating to any item on the agenda, in accordance with the adopted Code of Conduct.

4. Questions

To answer questions from members of the public – 2 days notice of which must have been given in writing or by electronic mail.

5. Members Announcements

6. CCTV Review - Report of Scrutiny Panel 2 (Pages 5 - 14)

7. Budget 2012/13 - Scrutiny Comments

Report to follow.

8. Budget 2012/13

Report to follow.

9. The Council Plan 2012 - 2015 - Scrutiny Comments

Report to follow.

10. The Council Plan 2012 - 2015 (Pages 15 - 22)

11. Call In Report - 12 High Street, Workington (Pages 23 - 28)

12. Call In Report - Hall Park Lodge, Workington (Pages 29 - 34)

13. Quarterly Finance Report to December 2011 (Pages 35 - 62)

14. Q3 Council Plan Performance Report 2011/12 (Pages 63 - 88)

15. Consultation on Proposals for Care Services in Allerdale and Distington (Pages 89 - 98)

16. Consultation on the Future of Household Waste Recycling Centres (Pages 99 - 116)

17. Outside Body Representation (Pages 117 - 118)

Deputy Chief Executive

Date of next meeting Wednesday 14 March 2012 at 9.00 am Lonsdale Room, Allerdale House, Workington

Agenda Item 1

At a meeting of the Executive held in Lonsdale Room, Allerdale House, Workington on Wednesday 4 January 2012 at 9.00 am

Members

A Smith (Chairman)

B Cannon C Holding M Fryer C C McCarron-Holmes M Heaslip P Tibble

Staff Present

J Allder, T Blair, C Holmes, C Nicholson, S Owen, I Payne, G Roach and P Shackley

434 Minutes

The minutes of the meeting held on 1 December 2011 were signed as a correct record.

The Leader of the Council wished everyone a happy new year.

435 Declaration of Interest

6. Cumbria Housing Strategy and Investment Plan 2011-15. Councillor Barbara Cannon; Personal; Due to her being on the Derwent and Solway Board.

6. Cumbria Housing Strategy and Investment Plan 2011-15. Councillor Carni McCarron-Holmes; Personal; Due to her being on the Derwent and Solway Board.

6. Cumbria Housing Strategy and Investment Plan 2011-15. Councillor Philip Tibble; Personal; Due to him being on the Westfield Housing Board.

7. Fields in Trust Nominations - Update Report. Councillor Mark Fryer; Personal; Due to his being employed by ISS.

436 Questions

Mr Mark Jenkinson asked the following question to Councillor Michael Heaslip:

‘Given the financially straitened times in which the council finds itself, what does the Executive Member for Locality Services intend to do about the current state of affairs within parking services where officers have written off at least £619,000 in penalty charges due to the council, by virtue of them having issued unlawful penalty charge notices which have been successfully challenged by motorists? The figure quoted is merely lost revenue at the lowest rate and doesn't take into account any higher rate penalties or work associated with the issuing of the PCNs and subsequent appeals’

Page 1 Councillor Heaslip responded by saying Allerdale Borough Council would continue to undertake enforcement of parking regulations, both on-street on behalf of the County Council and off-street on its own behalf and that of other organisations, in accordance with the appropriate legislation and regulatory principles.

In accordance with the regulations, the Council does not seek to raise revenue from enforcement activities, but to cover its costs taken one year with another. There is no loss of "revenue" from cancellation of a penalty charge notice. Such notices can be cancelled, at discretion of the Council, for a variety of reasons dependent on the circumstances of each individual case. A few may have been cancelled because mistakes were found in the regulations relating to specific areas of on-street parking.

That does not constitute "unlawful", nor does it amount to a figure remotely close to that quoted by Mr Jenkinson. His assumptions and assertions are not well-founded. However I would be happy to meet him to discuss, in a constructive and forward-looking way, any ideas he may have for improving parking regulation.

437 Members Announcements

None received.

438 Cumbria Housing Strategy and Investment Plan 2011-15

The subject of the decision:

The Strategic Manager Business submitted a report which sought member’s endorsement of the Cumbrian Housing Strategy and Investment Plan 2011-15. The strategy had been developed in partnership by the Cumbrian Housing Executive Group, consisting of representatives from the 6 District Councils, the Lake District National Park, Cumbria County Council, a Registered Providers representative and the Chair of the Housing Forum.

Councillor McCarron-Holmes, Portfolio Holder for Housing and Health, emphasised the importance of the Cumbria Housing Executive Group as an effective mechanism for the whole County to work together to highlight their priorities and put forward a joint strategy to The Homes and Communities Agency (HCA) as opposed to separately, strengthening their voice. It also provided regular opportunity for expressing the specific priorities for Allerdale.

Members were informed there would be an Allerdale Housing Strategy following shortly which was to underpin the Cumbria wide document.

Alternative options considered:

Not to endorse the strategy.

Page 2 The reason for the decision:

To ensure that housing needs across Cumbria were dealt with cohesively and where possible through partnership.

The decision:

Resolved – That the Cumbrian Housing Strategy and Investment Plan 2011-15 be endorsed.

439 Fields in Trust Nominations - Update Report

The subject of the decision:

The Strategic Manager Places submitted a report which asked members to resolve to dedicate the fields that were nominated by Executive on 3 August 2011, which were Hall Park, Workington; Lakeland Park, Keswick; Recreational Area next to Harrington Nature Reserve, Harrington; Welfare Field, Great Broughton; The Millennium Green, Maryport; and Pottery Field, Dearham, as Queen Elizabeth II Fields.

The nomination of these 6 fields would protect them for all perpetuity for recreational use by the public and would enable the council access to related grant funding for improvements through Fields in Trusts.

Members felt that this was an excellent initiative and would be held in high regard with the public as all of the nominated fields would be protected from future development.

Alternative options considered:

Not to dedicate the list of fields in option 1 of the report as Queen Elizabeth II fields.

The reason for the decision:

To enable the protection of the proposed fields for all perpetuity and to increase access to grants through the Fields in Trust program.

The decision:

Resolved – That Hall Park, Workington; Lakeland Park, Keswick; Recreational Area next to Harrington Nature Reserve, Harrington; Welfare Field, Great Broughton; The Millennium Green, Maryport; and Pottery Field, Dearham be dedicated as Queen Elizabeth II Fields, based on the results of the public vote.

Page 3 440 Solway Wetlands Project

The subject of the decision:

The Strategic Manager Places submitted a report which asked members to endorse a bid to the Heritage Lottery Fund to support the Solway Wetlands Project and for the council to act as Accountable Body for the project.

The project aimed to secure a future for the nature, people and the historic environment of the Solway Plain and deliver main project categories such as; Conservation and Restoration of the Natural and Built Heritage, Community Participation, Access and Learning and Training and Skills Development Opportunities. It represented a considerable investment into the landscape, ecology and economy of the area and would bring sufficient benefits to local businesses, landowners and the council’s climate change agenda.

Members were informed that the project would be governed by a Partnership Agreement, the wording of which was still be to be agreed, and would need separate approval by members at a later date. Members agreed to endorse the bid in principle subject to the partnership agreement being brought back to committee.

Alternative options considered:

Not to endorse the Solway Wetlands Project and the Heritage Lottery Fund bid.

The reason for the decision:

To endorse the Solway Wetlands Project and to act as Accountable Body for the project should the bid be approved.

The decision:

Resolved – That;

a) The bid to the Heritage Lottery Fund for the Solway Wetlands Project be endorsed, subject to approval of the Partnership Agreement at a future meeting of the Executive committee. b) The Council act as Accountable Body for the Project.

The meeting closed at 9.25 am

Page 4 Agenda Item 6

Allerdale Borough Council

Executive – 8 February 2012

Report of Scrutiny Panel 2 – CCTV Review

The Reason for the Decision To report back to the Executive the findings of the Overview and Scrutiny review of CCTV provision in Allerdale.

Summary o f options considered Members considered a wide range of evidence from a number of sources before reaching final conclusions and drawing together recommendations for the Executive to consider.

Recommendation s • That the current level of monitoring (1.5 FTE) is retained as a minimum level of on-going service;

• That partners, including the police, Town and Parish Councils and local Chambers of Trade amongst others, are contacted to discuss the possibility of contributions to the on-going revenue costs of CCTV monitoring for 2012/13 onwards;

• That senior officers, the Executive and police representatives engage in high level discussions to work towards better liaison between partners to ensure improved use of available resources and more effective service delivery;

• That all monitoring equipment currently held in local police stations is transferred to the Control Centre in Workington to ensure a more equal and effective monitoring service can be provided across the areas with CCTV provision.

Financial/Res ource Implications Monitoring is currently provided by 1.5 full time equivalent (FTE) staff providing around 57 hours of coverage per week. Total actual budget for 2010/11 was £92,714. Income of £15,000 was received from Copeland Borough Council for the monitoring of their cameras.

Page 5

Legal Implications There are a number of pieces of legislation that guide the use and management of CCTV systems, key amongst these is the Data Protection Act

Community Safety Implications Part of the purpose of CCTV i s to reduce the fear of crime, as well as providing a source of evidence for prosecution of offenders

Health and Safety and Risk There may be some reputational risk issues if Management Implications the authority reduce or remove the CCTV monitoring provision across the Borough.

Equality Duty considered/Impact The review of CCTV is unlikely to impact on Assessment completed minority groups or contribute to improved relations.

Wards Affected All, where CCTV cameras are operational.

The cont ribution this d ecision would CCTV contributes to the strategic objective of make to the Council’s Strategic ensuring that communities stay safe and feel Objectives safe in their everyday lives

Is this a Key Decision No

Portfolio Holder Cllr Phil Ti bble

Scrutiny Panel Chairs Cllr Tim Heslop and Cllr Peter Kendall

Lead Officer Natalie McClellan 01900 702559 Scrutiny Co-ordinator [email protected]

Report Implications (Please delete where applicable).

Community Safety Y Employment (external to the Council) N Financial Y Employment (internal) Y Legal N Partnership N Social Inclusion N Asset Management Y Equality Duty N Health and Safety N

Background papers

Page 6

1.0 Introduction

1.1 At a meeting of the Scrutiny Board on 12 August 2011, Members present agreed to a request from the Executive to carry out a full review of the authorities CCTV provision. This review was allocated to Scrutiny Panel 2 for investigation.

1.2 Members of the Executive requested the review in order that informed decision making could take place regarding the future of the service. Members of the Executive highlighted the following areas as being of particular interest as outcomes of the review;

• Effectiveness and equality of the service across the borough; • Value for money that the service provides.

1.3 Members of Scrutiny Panel 2 identified the following areas of investigation as part of the review; • To establish why Allerdale provide the service and if it is performing to the best of its ability, including the effectiveness and equality of the service across the borough; • Value for money that the service provides and potential alternatives for funding the service; • Alternatives for monitoring the images; • Legislation and its impact on the management of CCTV • Perceived value of the service to members of the public.

1.4 Members of Panel 2 gathered evidence both in formal committee meetings and also during informal sessions. These sessions were designed to give Members the opportunity to speak with a wider range of people than would have been practical in a formal committee setting.

1.5 During the course of the review Members identified a number of reasons that CCTV monitoring benefits the community, including; • Provision of evidence in criminal or civil proceedings or tribunals; • Assist in the prevention of crime and anti-social behaviour; • Assist in the investigation and detection of crime, this may include identification of offenders; • Identify potential of witnesses • Provide reassurance to local people and retailers.

1.6 Members also acknowledged a number of concerns regarding the use of CCTV. These include; • Invasion of privacy and civil liberties issues; • Concern over data protection and the improper use of images; • Discarding of traditional community based crime reduction methods in favour of CCTV.

Page 7 2.0 Formal Evidence Gathering Sessions

2.1 Members heard evidence from a number of sources including the police, the Community Safety Partnership (formerly the CDRP), local retailers and representatives from the local Shop Watch Scheme. Members also heard evidence from a number of Council officers including the Strategic Manager for Places, the Operations Manager and the Information and Records Officer, as well as discussing the issues raised with the Portfolio Holder for Customer and Regulatory Services, Cllr Phil Tibble.

2.2 Evidence from the police centred on the crucial role that CCTV could play in allowing limited resources to be best deployed around the Borough. Members heard evidence from Superintendent Andy Towler who highlighted to them further benefits of CCTV such as the prevention and detection of crime, and also the capacity it provided for dealing with crime as it occurred.

2.3 The police suggest that the presence of monitored CCTV meant that people felt safer in their communities and consequently benefits the economy, particularly the night time economy. In the police’s opinion CCTV is the most significant contribution made by Allerdale Borough Council in reducing crime and disorder in the Borough and urged Members to support continued investment.

2.4 When asked about any potential cost effective improvements which could be made to CCTV provision in Allerdale. Superintendent Towler suggested that Members may wish to consider a move towards upgrading the digital CCTV equipment, as this would enable to police to have remote access to images that would make using the system more efficient and effective. The police would be happy to work with Allerdale Borough Council in an advisory capacity if they chose to invest in this way.

2.5 Members heard further evidence from the co-ordinator of the Workington Shop Watch Scheme. Members were shown a number of incident logs which demonstrated the positive contribution made by the CCTV monitoring function in detecting thefts and other criminal activity taking place in Workington town centre in real time.

2.6 Members heard evidence from a representative from the Cumbria Safety Partnership who highlighted CCTV as a valuable tool for all organisations and urged Members to support continued investment.

2.7 Following final evidence gathering, Members presented the evidence received to the Portfolio Holder for Customer and Regulatory Services and the Strategic Manager for Places. Members noted that over the years the service had moved from one that was ‘static’ to one that provided a good level of coverage, with cameras in most of the major towns. Government grants had assisted with this development and had in part provided the resources that had enabled the development of the current CCTV Control Centre. In the past the police had also provided additional resources to fund extra monitoring hours, but this had now stopped. There were issues to be faced regarding the on-going revenue costs of monitoring.

2.8 The issue as Members saw it was one of balancing the cost of the service against the value that the people put on it. In the past the service has been assisted by partners contributing to the cost, such as police and town councils. Residents benefit from the service as do partners; this was highlighted as an avenue that needs to be explored further.

Page 8 2.9 The Strategic Manager for Places asked Members to note that there had been cuts to the service under the transformation process. He also commented that contributions from the police had come via the Community Safety Partnership funding (formerly the CDRP); this had now also been reduced. The service is currently not fully funded due to the loss of income from the monitoring of other authorities cameras, which has now ceased.

2.10 The Strategic Manager for Places was concerned that the current service was not providing an efficient CCTV service. The hours of monitoring did not provide a satisfactory solution to the conflict between the retailer’s needs and the needs of the night time economy. There was the possibility of funding through the development of a Business Improvement District, but this was at the very least, 12 months away.

3.0 Informal Evidence Gathering Sessions

3.1 Members visited the CCTV Control Centre in Workington on 9 September 2011. The purpose of this visit was to gain a better understanding of the functionality of the system, and to observe how officers made best use of it.

3.2 This visit was facilitated and supported by the Operations Manager with day to day responsibility for the CCTV function. The CCTV Operator provided Members with a demonstration of the capabilities of the system. This included detailed zoom facility, tracking of individuals through town across a number of cameras, recording images and real time liaison with police and retailers.

3.3 Members were informed that all cameras across the Borough were of similar quality. The issues with some of the images related to the quality of the link into the Control Centre. On a few of the cameras, the direct link fed into the local police station, with images then relayed through to the Control Centre. This resulted in lower quality images being displayed in the Control Centre than for the directly linked cameras, and less functionality for the operator. This could be resolved by moving the direct links for all cameras straight to the Control Centre.

3.4 The Operations Manager explained the way that the CCTV function links to, and assists, the Shop Watch Scheme that some local retailers were part of. Retailers have radios in their premises that link to each other, and to the Control Centre. This allows the CCTV Operator to observe suspicious activity when alerted by the retailers via the radio system. This system has lead to a number of people suspected of shop lifting and other criminal activity being arrested.

3.5 The Control Centre originally had access to the police radio system, which meant that the operator could radio information direct to police officers in the town. This facility was removed approximately 18 months ago and is unlikely to be reinstated due to issues with licensing of the system. This direct radio link has been replaced by the police officer in town carrying a Shop Watch radio. This has worked on occasions, but there is no guarantee that the officer will have the radio, or be contactable if they are out of range.

3.6 Members were advised that there was currently around 57 man hours of direct monitoring per week, with 24 hour recording outside these times. Officers utilised these hours to try and best accommodate the differing requirements of the police and the retailers.

Page 9 The CCTV function works closely with the police regarding provision of images when an incident has occurred. However, Members were asked to note that the data was the property of the Council. The Council has to give permission before the images can be viewed and used by the police within the current legislative framework.

3.7 When Members queried potential areas that could be improved in the service, the officers noted that better communication and liaison with the police would be beneficial, as would improved communication around potential developments in the town centre. On occasions developments have gone ahead that have had a negative impact on the CCTV capability without any consultation. Officers also noted that the transfer of indirect links directly into the Control Centre would solve the issue of image quality for certain cameras. The Operations Manager asked Members to note that the equipment currently in police stations belonged to the Council, but that the Council were keen to work in partnership with the police to improve outcomes for the Borough.

3.8 Members were interested to know what officers thought of the potential for income generation from the system. The officers acknowledged the potential for monitoring cameras for other providers, but were not confident that any significant income could be generated in this way, and there were concerns about the capacity of the staff, and the centre, to expand and manage any significant increase in monitoring.

3.9 In the past, the police have provided funding for extra monitoring to be undertaken. This was used mainly in respect of bank holidays and other peak times, but no longer happens.

3.10 In conclusion, officers noted that the services worked well together, but this was very much at an operational level. In order for real improvements to be seen, this co- operation would need to extend to the strategic level.

3.11 On the 12 October 2011 Members of the Panel took part in a ‘walk about’ in Workington town centre. The purpose of this visit was to speak with a range of retailers about what the CCTV system meant to their business. The Scrutiny Co-ordinator facilitated the walk about and Members were supported by the Town Centre Manager, the Estate Manager from Riddells and the Shop Watch Co-ordinator.

3.12 Members visited a range of retailers, the largest of which was Debenhams. Members spoke with the Manager and the Loss Prevention Supervisor who explained the importance of the CCTV system in assisting in loss prevention and the safety of staff involved.

3.13 The Manager explained that a large proportion of the losses they experienced were high value, small volume items such as perfumes and cosmetics. As a member of the Shop Watch Scheme, Debenhams values the ability of the CCTV function to alert staff to potential offenders, note the presence of ‘banned’ individuals before they can enter the store and assist with the tracking and monitoring of individuals and groups suspected of committing offences. The Loss Prevention Supervisor also asked Members to note the reassurance that the monitoring of CCTV provided when staff were approaching suspected offenders outside the store.

3.14 Other stores visited all had the same message when asked their opinions on the CCTV function. CCTV provides a pivotal part of the Shop Watch system.

Page 10

It could continue to function without the back up of the CCTV monitoring, but would be much less proactive and potentially less effective in reducing losses. When asked about the potential for improvements to the service, the overwhelming response was to increase the number of hours of monitoring.

4.0 Locality Working

4.1 Members considered the possibility of incorporating CCTV into the locality working agenda. Members had concluded that the centralisation of all monitoring screens to the Control Centre in Workington would be the most appropriate solution to the issue of image quality and equality of monitoring across the Borough. The issue of local input into the service was seen by Members of the Panel as being in the form of financial contributions to the on-going revenue costs of monitoring.

5.0 Finance/Resource Implications

5.1 Total actual budget for 2010/2011 was £92,714. Income of £15,000 was received from Copeland Borough Council in the same year for monitoring cameras in the borough. This agreement ended in March 2011 and has not been renewed, with the resulting loss of income for future years.

5.2 This total budget represents an overspend of £9,524 on the allocated budget of £83,190 for the year. The majority of this overspend was due to a reduced reliance on reserves to fund the upgrading of cameras in Cockermouth.

5.3 Monitoring is currently provided by 1.5 full time equivalent (FTE) staff providing around 57 hours of coverage per week. The cost of monitoring the system is the main on-going revenue cost of the function.

5.4 The cost of the maintenance contract was reduced considerably during the transformation process. The original contract had offered a ‘gold standard’ level of cover. However, this was considered to be unnecessary and was reduced accordingly to a more basic package of cover. The reduced level of cover is considerably cheaper than the original package, but does mean that some work has to be paid for over and above the contract cost.

6.0 Legal Implications and Risks

6.1 The Information and Records Officer attending an evidence gathering session and provided Members with information regarding the Data Protection Act and privacy issues associated with CCTV.

6.2 The Information and Records Officer expressed concerns about the ownership of images that are stored. Allerdale Borough Council run and manage the service and therefore would be classed as ‘owning’ the images that are recorded. He expressed some concerns that these images may be accessible by other organisations, such as the Police, and this could create problems if images are used for purposes other than that intended.

Page 11 6.3 The Information and Records Officer advised that the benefits of having CCTV potentially could be outweighed by the perceived invasion of privacy. Cuts to the monitoring of CCTV may result in the benefits of the service being lost, while the potential invasion of privacy continues. Monitoring of CCTV is a more useful method than simply recording images on a 24/7 basis. Images that are recorded can be of poor quality meaning that the recording is purposeless. There are also other methods of combatting anti-social behaviour etc. such as better lighting, more open spaces, designing buildings to eliminate crime and many others, but these are of a more long term nature

6.4 The Strategic Manager for Places informed Members about the variety of ways that the Council fulfils its responsibility to help reduce crime and disorder in the Borough. The Council works closely with partners to prevent environmental crime such as fly-tipping, dog fouling etc. and the associated deterioration that can occur in neighbourhoods. There are many ways of ‘designing out crime’ which the Planning department can be involved in. Licensing is a major contribution to the issue of crime and disorder, ensuring that licensed premises have appropriate licenses and abide by the conditions specified.

7.0 Conclusions

7.1 As a result of evidence received, Members drew a number of conclusions and key messages.

7.2 Members were strongly of the opinion that CCTV needed to be viewed as an integral part of a package of measures that were aimed at improving community safety. Members also noted that any changes to the authority’s activities could have far reaching consequences for the public and must be fully thought through in the wider context of community safety before any changes are implemented.

7.3 All witnesses have placed significant value on the benefits of CCTV monitoring and Members were keen that the authority should take these views into account when making changes to service provision.

7.4 A number of witnesses were of the opinion that CCTV monitoring supported the local economy, in particular the night time economy, by contributing to people feeling safe enough to come into the town centres and spend time and money using available services.

8.0 Recommendations

8.1 That the current level of monitoring (1.5 FTE) is retained as a minimum level of on-going service;

8.2 That partners, including the Police, Town and Parish Councils and the local Chambers of Trade amongst others, are contacted to discuss the possibility of contributions to the on-going revenue costs of CCTV monitoring;

8.3 That senior officers, the Executive and Police representatives engage in high level discussions to work towards better liaison between partners to ensure improved use of available resources and more effective service delivery;

Page 12 8.4 That all monitoring equipment currently held in local police stations is transferred to the Control Centre in Workington to ensure a more equal and effective monitoring service can be provided across the areas with CCTV provision.

9.0 Additional Information following conclusion of the review

9.1 Since the conclusion of the review and the production of the final report, further information has become available which needs to be taken into account before decisions are made regarding the future of the service.

9.2 Talks are on going between Allerdale Borough Council and the police, through the Cumbria Safety Partnership, regarding possible options to work in partnership to retain some alternative methods of CCTV monitoring in the Borough. One option currently under discussion is the potential for police to monitor CCTV images from mobile screens in patrol cars. This would require some initial investment in the camera infrastructure

9.3 In view of the evidence detailed above in support of retaining CCTV monitoring, and the on-going discussions between the authority and the police; Members of Scrutiny Panel 2 recommend that any decision on the future of CCTV monitoring should take into account the on going nature of the discussions, and allow for the conclusion of these to feed into the debate before a final decision is made.

Cllr Tim Heslop and Cllr Peter Kendall Joint Chairs of Scrutiny Panel 2

Page 13 This page is intentionally left blank

Page 14 Agenda Item 10

Allerdale Borough Council

Executive – 8 February 2012

The Council Plan 2012 - 2015

The Reason for the Decision To set the Council’s priorities for 201 2- 2015 .

Summary of options considered To continue with the existing Plan was considered, but as the Executive revised its priorities this was not considered to be the best option.

Recommendation s That Members approve the Council Plan 2012 - 2015 and recommend its approval to Council.

Financial /Resource Implications The P lan is underpinned by the budget for 2012/13.

Legal Implications None .

Community Safety Implications Contained in the report and the Council Plan 2012 - 2015.

Health and Safety and Risk The Council Plan 2012 - 2015 will be Management Implications delivered by service areas with relevant risks being managed on an operational level. At a corporate level the Council will manage the risk of not delivering the plan and therefore not achieving its objectives.

Wards Affected All wards .

The Contribution this Decision would The Council Plan 2012 - 2015 lays out those make to the Council’s Key Objectives areas to which the Council will give extra attention during the next 3 years.

Is this a Key Decision Yes .

Portfolio Holder Councillor A Smith Leader

Lead Officer Richard Quayle Policy and Communications Manager Tel: 01900 702889 Email : [email protected]

Page 15 Report Implications (Please delete where applicable).

Community Safety Y Employment (external to the Council Y Financial Y Employment (internal) Y Legal N Partnership Y Social Inclusion Y Asset Management Y

Equality Duty Y Health and Safety N

1.0 Introduction

1.1 The Council’s current priorities are outlined in the Council Plan that was approved in March 2011. The plan was developed following extensive consultation and covered the period 2011 – 2015.

1.2 The plan has been implemented through a delivery plan that includes the various actions and projects carried out by service areas.

1.3 Current performance is good with the vast majority of actions on target.

2.0 The Council Plan 2012- 2015

2.1 Following the election of a new Membership in May 2012 a new Executive was appointed. The new Executive has overseen the delivery of the 2011/12 actions in the current plan whilst reviewing its priorities for the future.

2.2 The Executive has identified 4 priorities for 2012 - 2015 after carrying out its review. They are;

• Poverty • Economic Development • Town Centres • Arts and Leisure

2.3 The plan does not reflect the entirety of the Council’s activities, all of which are important in meeting residents needs and expectations. Each service area will have its own plan setting out its operational commitments and service specific activity. The Council plan includes those priority areas to which the Council will give extra attention.

2.4 The plan is a working document that will be updated annually to reflect changes in policy and to add the key actions and projects for the coming year.

2.5 The new plan has been developed from various sources of information including the previously commissioned Wingspan report, the Council Plan 2011-2015 and other related background data.

Page 16

3.0 Key Drivers

3.1 There are a number of key drivers that cut across and influence all of the work that the Council does. These drivers will be considered at each stage of service planning and delivery and will be part of day to day service provision.

3.2 In order to ensure that the Council continues to improve an Organisational Improvement Plan has been developed. With the Council Plan detailing what the Council is going to do the Organisational Improvement Plan details how it is going to do it and how it will improve as an organisation to deliver excellent services. It focuses on how the Council develops its workforce – capacity, capability, values – and how it develops robust, challenging and effective business and financial planning processes. It also lays out how the Council will manage its assets, performance and risk.

3.3 The Council’s key drivers are as follows:

Customer satisfaction and service: Understanding the needs of customers, considering those needs and then adapting and designing services to meet those needs and then to deliver those services in a way that satisfies customers.

Access and fairness: Ensuring that the council provides its services in a way that customers can access them, when and how they need to.

Services Delivered as Locally as possible: Making a positive difference to the quality of life in communities across Allerdale by working at the lowest level possible, working with partners and where necessary devolving power and decision making to localities if appropriate.

Efficiency and effectiveness: Ensuring the delivery of high quality services that provide value for money and that are continuously reviewed and improved upon.

Openness and Transparency: The Council believes in the importance of being open and transparent in all that it does. This will provide the public with the information that they need to decide if the Council is performing well and responding to their needs and will also allow the public to hold the Council and its Members to account. The Council also recognises that this approach will deliver better value for money for the public purse.

4.0 The Council’s Priorities

4.1 The Council delivers local priorities to the people of Allerdale using a combination of services; some of which are necessary by law and others which are discretionary. The Council’s priorities have been influenced by the needs of local communities and the issues identified by local people throughout the Borough.

Page 17 4.2 After giving consideration to the views of a range of organisations, local communities and individual residents the Council has identified its priorities. The Council recognises that although each of the priorities are listed as individual areas, there is significant inter-relationship and inter-dependencies across all of them.

Poverty The Council is committed to working with partners to reducing powers by narrowing inequality between wards and supporting vulnerable people.

Economic Development The Council is committed to working with partners to create and support a strong, sustainable and vibrant local economy.

Town Centres The Council is committed to developing thriving town centres that are attractive and welcoming.

Sports, Arts and Leisure The Council is committed to ensuring that everyone has the opportunity to access affordable sports, arts and leisure activities to improve quality of life.

5.0 Resourcing the Priorities

5.1 The Council has a limited amount of resource which it uses to deliver its priorities. These are a combination of human resources, financial resources and capital assets. The Council has a series of strategies and plans in place to ensure that it continues to effectively manage and develop these resources to ensure that the resources are used effectively against the agreed priorities.

5.2 The Medium Term Financial Strategy identifies how the Council will organises its budgets to deliver the objectives identified in this plan. The Strategy also identifies sources of income, both Capital and Revenue, and key principles around asset management, risk and other financial concerns. The Strategy identifies the Council’s agreed level of general reserves i.e. balances which could be used to fund contingencies.

5.3 The Council’s most important resource, in terms of both expenditure and impact, is staff and therefore the management and development of staff is a vital activity which is supported by a number of policies around staff attraction, development and performance management. Workforce planning, a comprehensive appraisal process and training and development support the continual process of ensuring that staff have the skills and abilities to deliver the Council Plan and that the organisation is always enabling staff to progress within the Council providing continuity of service and professional growth.

Page 18 6.0 Consultation/Customer Focus

6.1 The Council has consulted widely with a range of partners on a draft version of the plan and has received a number of responses. A range of organisations were asked for their views. These organisations included the County Council, District Council, Town and Parish Council’s and a range of voluntary sector groups.

6.2 The results of the consultation exercise have been incorporated where possible into the Plan and it is now presented for approval.

6.3 Members have also had the opportunity to comment on the plan as part of this process through a Breakfast Briefing and a Scrutiny Meeting on the 2 February 2012.

7.0 Performance Management

7.1 The Council Plan lays out the priorities and includes projects and actions that can be delivered by the Council and its partners in order to have positive outcomes within Allerdale.

7.2 The detail of how the priorities and their related outcomes will be delivered can be found in the operational plans of service areas. These actions, when implemented will result in measurable progress being made against the priorities.

7.3 To ensure progress and to provide assurance to Members, the public and employees, the Plan is monitored through a performance management system. This involves:

• Quarterly progress and position reports to the Council’s Scrutiny Board, the Executive and Council • Quarterly progress and position reports to the Council’s Strategic Management Team • Performance information published on the Council’s website for all to read • With partners continuing to review which measures are focussed on locally.

7.4 Regular monitoring will highlight any changes in circumstances or performance and the Council will remain open to reprioritising what is measured accordingly.

7.5 The Council recognises the importance of reliable information to support its performance management arrangements. Accurate, high quality, timely and comprehensive information is vital to support good decision making and improved services and the council has a policy in place to ensure the quality of its data.

8.0 Locality Working

8.1 As previously mentioned check one of the key drivers in the plan is to deliver services locally meeting the needs of local communities.

Page 19 9.0 Finance/Resource

9.1 There are no additional resource requirements as the budget for 2012/13 supports the plan.

10.0 Legal Implications and Risks

10.1 The are no additional legal implications and risks will be managed through the Risk Management Strategy and Corporate Methodology.

11.0 Recommendations

11.1 That Members approve the Council Plan 2012- 2015 and recommend its approval to Council.

12.0 Conclusion

12.1 The Council is committed to improving the lives of everyone in the Borough. The Council does this on a day to day basis by providing a range of services.

12.2 In many cases the services that the Council provides are statutory so the Council has no choice in whether to provide the service. However, even for statutory services the Council will re-focus their provision in order to ensure that they are contributing positively to the five priorities.

12.3 It is important to remember that the Council Plan includes those areas where the Council is going to give extra attention, it does not include everything that the Council does or provides.

Harry Dyke Chief Executive

PS/LS/SHS 26 January 2012 DEPUTY CE/REPORTS/EXEC/8.2.12 council plan 12-15 report

Page 20

Council Commitment to Local Communities 2012 - 2015

Poverty Economic Development Town Centres Sports, Arts and Leisure Performanc e 1. Poverty reduced by narrowing inequality 2. A strong, sustainable and vibrant local 3. Thriving town centres that are attractive 4. Everyone has the opportunity to access 5. High performing services that meet between wards and supporting economy. and welcoming. affordable sports, arts and leisure community needs and deliver value for vulnerable people. activities to improve quality of life. money. Priorities

1.1 Housing and fuel poverty 2.1 Business support and growth 3.1 Retail 4.1 Festivals and events 5.1 Customer satisfaction and service 1.2 Financial exclusion 2.2 Skills / education for business 3.2 Well maintained and attractive 4.2 Accessible and affordable facilities, 5.2 Access and fairness venues and activities 1.3 Unemployment 2.3 Inward investment 3.3 Business and mixed uses 5.3 Services delivered as locally as 4.3 Grass roots community led possible 3.4 Residential development

Areas activities Target 5.4 Efficiency and effectiveness 5.5 Openness and transparency

• Cost of housing compared to • Business start-ups and survival rates • Use of town centre car parks and • No. of people engaged in arts • Satisfaction with Council services income levels footfall • No. new jobs provided in Allerdale • Adult participation in sports and • % of people in each locality who feel • % of households in fuel poverty and wage levels • % of people satisfied with town active recreation they can influence decisions • • centres • •

Page 21 % of children in poverty % of businesses that consider lack of Obesity levels % of people that feel the Council skills an issue when recruiting • Business occupancy provides value for money • Unemployment rates Outcome Measures • No. of new companies inwardly • Residential occupancy • Ward deprivation levels investing in Allerdale

• Develop Anti-Poverty Strategy and • Support package for businesses • Work with partners to develop town • Facilitate and support festivals and • Organisational Improvement Plan work with partners centre strategies that are holistic and events across West Cumbria • • Further develop ‘Ways Into aspirational Reducing Spend Programme • Review payment arrangements for • New or refurbished leisure centre for Successful Enterprise’ scheme • Council services • Investigate ‘living over a shop’ Workington Improve energy efficiency of Council • Develop projects in line with project buildings • Work with partners to deliver • Invest in the Carnegie Theatre and Economic Blueprint • affordable homes • Form dedicated town centre teams put sustainable management Review Council model for delivering • • Develop local and sustainable arrangements in place services Provide personalised assistance to procurement arrangements • support people receiving benefits • Develop sustainable future for The Development of Local Plan (Local • Development Framework) • Expand the Apprenticeship Scheme Facilitate broadband programme in Wave partnership • Key Projects and Actions - 2012/13 • Promote Affordable Warmth Develop Asset Acquisition and Disposal policy schemes • Increase in Credit Union take up • Businesses set up through ‘Ways • Town centre plans in place • One stop shop service available for • Resource Challenges carried out on Into Successful Enterprise’ scheme Council services required for all services • More payment points available to pay • Action taken on dilapidated buildings organising festivals or events for Council services • One stop shop service offered to • Budget strategy savings of £3.5m • Improved cleanliness and businesses • More people using leisure centres in delivered by 2014/15 • More affordable homes and long term appearance of town centres Allerdale empty homes brought back into use • Business support package in place • Council future operating model •

2012/13 reducing costs and providing support Sports development programme for agreed and plans in place to deliver • Council offering HR / payroll support to new businesses young people • Deliverables for businesses using apprentices Improved staff survey results • More festivals and events arranged

DRAFT v0.6

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Page 22 Agenda Item 11

Allerdale Borough Council

Executive – 8 February 2012

Call In of Executive Minute No. 378 – Disposal of 12 High Street, Workington Report of the Scrutiny Board

The Reason for the Decision To provide feedback to the Executive on the results of the call in of Executive minute number 378; Disposal of 12 High Street, Workington.

Summary of options considered Members considered a number of recommendations including; • Supporting the Executive decision to dispose of the property to Derwent and Solway; • Retention and renovation of the property; • Disposal on the open market.

Recommendation s That the decision of the Executive regarding the disposal of 12 High Street, Workington to Derwent and Solway Housing Association be supported.

Financial/Resourc e Implications The sale of the premises will generate a capital receipt but costs will be incurred in obtaining planning approval for change of use

Legal Implications The Council must dispose of land on such terms and conditions as it sees fit. The General Disposal Consent (England) 2003 permits disposal at an undervalue if the Authority believes that the purpose for which the land is disposed is likely to contribute to the economic, social or environmental wellbeing of the area.

Community Safety I mplications An empty property will be vulnerable to vandalism and steps should be taken to ensure the building is reoccupied as soon as possible.

Health and Safety and Risk Normal risks associated with empty Management Implications properties

Equal ity Duty considered/Impact N/A Assessment completed

Page 23 Wards Affected St Johns Ward

The contribution this d ecision would Disposal of surplus property make to the Council’s Strategic Objectives

Is this a Key Decision Yes

Portfolio Holder Cl lr Barbara Cannon

Lead Officer Natalie McClellan Scrutiny Co -ordinator [email protected] 01900 702559

Report Implications (Please delete where applicable).

Community Safety Y Employment (external to the Council) N Financial Y Employment (internal) N Legal Y Partnership N Social Inclusion Y Asset Management Y Equality Duty Y Health and Safety N

Background papers

1.0 Introduction

1.1 At a meeting of the Executive on 1 December 2011 a decision was taken to dispose of 12 High Street, Workington by way of sale to Derwent and Solway Housing Association. The offer for the property from Derwent and Solway was £40,000. The Valuation Officer estimated the property to be worth in the region of £85,000.

1.2 Executive considered a number of options before reaching the decision including; • Disposal on the open market, after obtaining planning permission for change of use to residential; • Retention and improvement of the property, although no operational use is currently identified; • Disposal to a Housing Association to provide affordable rented housing.

1.3 The minutes of that meeting state that an officer recommendation was made to dispose of the property on the open market to achieve the best capital receipt.

1.4 On the 12 December 2011 a completed ‘call in’ form was submitted to Allerdale Borough Council’s Monitoring Officer. As per the Constitution the Scrutiny Board Chairs were advised of the call in, and made the decision to accept that call in as a valid use of the scheme.

Page 24 1.5 In consultation with the Leader of the Council, the Scrutiny Board Chairs agreed to delay the hearing of the call in until after the Christmas period. The item was included on the Scrutiny Board agenda for the meeting scheduled for the 13 January 2012.

1.6 Present at the Board meeting was Cllr Alan Smith, on behalf of the Executive, the Strategic Manager for Places and the Chief Executive.

2.0 Content

2.1 Cllr Heslop, as one of the signatories to the call in, explained to Members of the Board the reason a call in was felt necessary. In the current financial climate the Council should be attempting to maximise any capital receipts, if there is no good reason for the asset to be disposed of at a lower rate.

2.2 Cllr Helsop asked Members to note that the property had been valued at £85,000, and the offer from Derwent and Solway Housing Association was less than half this figure at £40,000. The officer’s recommendation was minuted as disposal on the open market to maximise the potential capital receipt, but the Executive had gone against this advice in making their decision.

2.3 Cllr Heslop explained that the decision raised a number of questions whether any other social landlords had been invited to bid for the property, and what other attempts had been made to dispose of the property.

2.4 The Strategic Manager for Places took Board Members through the original Executive report. The Strategic Manager for Places explained that the building had previously been used as office accommodation, and had been empty since the last rental tenant had left. All social landlords had been advised of the availability of the property, with only Derwent and Solway replying with an offer. Council officers had recommended disposal on the open market to maximise the potential capital receipt, particularly in view of the Councils ambitions to carry out other capital works which would require funding.

2.5 Cllr Alan Smith, on behalf of the Executive, explained to Members that the Executive had seriously considered the officers recommendation of offering the property to the open market. However, they had concluded that in the current slow property market it may have taken some considerable time to dispose of the property. Members of the Executive were concerned that the property wasn’t allowed to become a long term empty property while awaiting disposal. They were also concerned that if sold to a private owner/developer, the Council would have no control over what happened to the property. In particular, the speed at which it would be put back into residential use, again raising the prospect of it becoming a long term empty. With regard the valuation that had been provided for the property, Cllr Smith asked Members to note that this may not be have been achieved in the current financial climate.

2.6 Board Members asked the officer to clarify some points in the Executive report including whether the property would need to be renovated before the expected receipt of £85,000 could be realised; and commented that the potential cost of renovating the building to convert it back to residential use seems low compared to the state that the premises was currently in. Members were advised that the suggested value of £85,000 was for the building in its current state. The officer advised that the figure of £10,000 for renovation costs was an estimate only.

Page 25 2.7 Members commented that the original valuation of £85,000 was potentially optimistic in the current market. The officer suggested that the only way to be sure of what people might be prepared to pay for the building would be to put it on the open market to test it out.

2.8 In support of the disposal on the open market, Cllr Gainford commented that the property was a substantial one, and for a relatively small investment of around £100,000, could provide a substantial family home in a sought after area. It was further suggested that a way forward could be to offer the property on the open market for a short period, and then offer to the social landlords if no interest is forthcoming. Cllr Heslop also raised concerns that the Council may gain a reputation for being a ‘soft touch’ when it came to the disposal of its assets, and cause problems when attempting to secure reasonable levels of capital receipts when further assets come up for disposal.

2.9 Cllr Smith advised Members that, in this case, the Council would be able to contribute to the improvement of the social rented accommodation available and gain a guaranteed capital receipt for an unwanted asset. Cllr Smith advised Members that he could understand concerns if the Council were agreeing to sell properties at a reduced rate to private developers, but reiterated that the property would be used by the social landlord to provide affordable rented homes for families in the town.

2.10 Board Members debated the attraction of the building to developers on the open market including issues such as the current state of the building and the cost of bringing it back into use, the lack of parking space and outdoor amenities. Members asked if there had been any enquiries about the property in the 12 months since the last tenant left the building. The officer confirmed that no enquiries had been received about the property. There had been some interest since the media had picked up on the disposal, but no firm offers.

2.11 Members in support of the call in reiterated that the only concern in this case was the matter of the reduced capital receipts. Members asked what control the Council would have over the building once sold to a social landlord. Would provision be included to stop the landlord selling the property on once it had full ownership? Cllr Smith confirmed that everything would be done to ensure that the property was used for social rental purposes only once sold.

2.12 Members were asked to consider the decision in relation to risk to the Council, as well as considering the wider context around why the Council owns an asset and what it contributes to delivering the objectives in the Council Plan. Board Members debated the point that, in relation to the objective of alleviating poverty, is the potential loss of £45,000 from the original valuation a good price to pay to retain the property in public ownership. Members were in agreement that the property should be disposed of in the best possible way for the town and put back in to use as soon as possible.

2.13 Cllr Martin Wood moved to support the decision of the Executive, the motion was seconded by Cllr Konrad Hansen. Cllr Miriam Gainford moved to recommend that the property be offered for sale on the open market. The motion was seconded by Cllr Tim Heslop.

Page 26

2.14 Members voted on the motion to offer the property on the open market. Three in favour of the motion and five against. The motion was lost. Members voted on the motion to support the decision of the Executive. Five in favour of the motion and three against. The motion was carried

3.0 Customer Focus

3.1 There are no customer focus issues relating to this report.

4.0 Locality Working

4.1 There are no locality working issues relating to this report.

5.0 Finance/Resource Implications

5.1 The sale of the premises will generate a capital receipt but costs will be incurred in obtaining planning approval for change of use. The capital receipt will potentially be lower through disposal to Derwent and Solway than could be achieved on the open market, but Members expressed concerns about the length of time it may take to dispose of the property on the open market.

6.0 Legal Implications and Risks

6.1 The Council must dispose of land on such terms and conditions as it sees fit. The General Disposal Consent (England) 2003 permits disposal at an undervalue if the Authority believes that the purpose for which the land is disposed is likely to contribute to the economic, social or environmental wellbeing of the area.

7.0 Recommendations

7.1 That the decision of the Executive regarding the disposal of 12 High Street, Workington to Derwent and Solway Housing Association be supported.

Cllr Celia Tibble and Cllr Trevor Fee Scrutiny Board Chairs

Page 27 This page is intentionally left blank

Page 28 Agenda Item 12

Allerdale Borough Council

Executive – 8 February 2012

Call In of Executive Minute No. 379 – Disposal of Hall Park Lodge, Workington Report of the Scrutiny Board

The Reason for the Decision To provide feedback to the Executive on the results of the call in of Executive minute number 379; Disposal of Hall Park Lodge, Workington.

Recommendation s That the decision of the Executive regarding the disposal of Hall Park Lodge, Workington to Derwent and Solway Housing Association be supported.

Financial/Resou rce Implications The sale of the premises will generate a capital receipt.

Community Safety Implications An empty property will be vulnerable to vandalism and steps should be taken to ensure the building id reoccupied as soon as possible.

Health and Safety and Risk Normal risks associated with empty Management Implications properties

Equality Duty considered/Impact N/A Assessment completed

Wards Affected St Johns Ward

Page 29

The contribution this d ecision would Disposal of surplus property make to the Council’s Strategic Objectives

Is this a Key Decision Yes

Portfolio Holder Cllr Barbara Cannon

Lead Officer Natalie McClellan Scrutiny Co -ordina tor [email protected] 01900 702559

Report Implications (Please delete where applicable).

Community Safety Y Employment (external to the Council) N Financial Y Employment (internal) N Legal Y Partnership N Social Inclusion Y Asset Management Y Equality Duty Y Health and Safety N

Background papers

1.0 Introduction

1.1 At a meeting of the Executive on 1 December 2011 a decision was taken to dispose of Hall Park Lodge, Workington by way of sale to Derwent and Solway Housing Association. The offer for the property from Derwent and Solway was £45,000. The Valuation Officer estimated the property to be worth in the region of £80,000.

1.3 The minutes of that meeting state that an officer recommendation was made to dispose of the property on the open market to achieve the best capital receipt.

1.5 In consultation with the Leader of the Council, the Scrutiny Board Chairs agreed to delay the hearing of the call in until after the Christmas period. The item was included on the Scrutiny Board agenda for the meeting scheduled for the 13 January 2012.

Page 30

1.6 Present at the Board meeting was Cllr Alan Smith, on behalf of the Executive, the Strategic Manager for Places and the Chief Executive.

2.0 Content

2.1 Cllr Gainford, as one of the signatories to the call in, explained to Members of the Board the reason a call in was felt necessary. In the current financial climate the Council should be attempting to maximise any capital receipts, if there is no good reason for the asset to be disposed of at a lower rate. There was also the issue of the historical importance of the building which is an integral part of the Hall Park estate. If any money received was to be ring fenced for use in the park, the Council should be attempting to secure the best capital receipt possible.

2.2 Cllr Gainford asked Members to note that the property had been valued at £80,000, and the offer from Derwent and Solway Housing Association was considerably less than this figure at £45,000. The officer’s recommendation was minuted as disposal on the open market to maximise the potential capital receipt, but the Executive had gone against this advice in making their decision.

2.3 The Strategic Manager for Places took Board Members through the original Executive report. The Strategic Manager for Places explained that the building had been empty since the last rental tenant had left had left four years ago; the building had since been a victim of vandalism. All social landlords had been advised of the availability of the property, with only Derwent and Solway replying with an offer. Council officers had recommended disposal on the open market to maximise the potential capital receipt, particularly in view of the Councils ambitions to carry out other capital works which would require funding.

2.4 Cllr Alan Smith, on behalf of the Executive, explained to Members that the Executive had seriously considered the officers recommendation of offering the property to the open market. However, they had decided that in the current slow property market it may take some considerable time to dispose of the property. Members of the Executive were concerned that the property didn’t become a long term empty property while awaiting disposal. They were also concerned that if sold to a private owner, the Council would have no control over what happened to the property.

2.5 Hall Park Lodge is a building with a particularly important place in Workington’s history and whilst the Executive wish to dispose of the asset in order that it can be renovated and used as affordable housing for the town, they were keen to maintain some control over the building after disposal. Therefore, sale to a registered social landlord would allow the Council to maintain control over the nomination rights, allow the building to be renovated and put back into regular use, provide the park with some capital funding to carry out any required works and increase the overall offering of affordable housing in the town.

2.6 Cllr Smith informed Board Members that in his view, taking into account the state of the building and the current slow property market the suggested value of £80,000 was for the building was optimistic, and that the on-going covenants over the building may also depress the price a private buyer would be willing to pay.

Page 31

2.7 Cllr Gainford stated that she agreed with everything Cllr Smith had said except regarding the potential receipt from the sale of the building. Cllr Heslop also agreed with the statement, but asked Members to note that if local people felt so strongly about the Lodge there may be a good deal of interest in it if offered for sale on the open market.

2.8 Cllr Tibble commented that there has to be special consideration given to decisions when they relate to the disposal of public assets. Her view was that if the building was not to be retained in Allerdale ownership, some use that benefited the people of Workington must be found.

2.9 Cllr Hansen stated that the Park had been left to the people of Workington and it would be wrong to allow a private developer to profit from something that really was supposed to have been left to benefit the people.

2.10 Cllr Kendall noted that many people would be put off by the amount of work that the building would require to get it up to any sort of habitable standard and the potential difficulties in renting it out. Being at the gateway to the Park would not be to everyone’s taste.

2.11 Cllr Gainford reiterated her concerns about the undervaluation of the building. Cllr Fee enquired if it would be possible to place a covenant on the building to limit its use to social rented accommodation once sold. The Strategic Manager for Places confirmed that he believed this would be possible, but did risk depressing the value of the property further if offered on the open market.

2.12 Cllr Konrad Hansen moved to support the decision of the Executive, the motion was seconded by Cllr Martin Wood. Cllr Tim Heslop moved to recommend that the property be offered for sale on the open market for a limited time. The motion was seconded by Cllr Miriam Gainford.

2.13 Members voted on the motion to offer the property on the open market for a limited time. Three in favour of the motion and five against. The motion was lost. Members voted on the motion to support the decision of the Executive. Five in favour of the motion and three against. The motion was carried

3.0 Customer Focus

3.1 There are no customer focus issues relating to this report.

4.0 Locality Working

4.1 There are no locality working issues relating to this report.

5.0 Finance/Resource Implications

5.1 The sale of the premises will generate a capital receipt which would be ring fenced for use in the park. The capital receipt will potentially be lower through disposal to Derwent and Solway, but there were concerns about the length of time it may take to dispose of the property on the open market.

Page 32

6.0 Legal Implications and Risks

7.0 Recommendations

7.1 That the decision of the Executive regarding the disposal of Hall Park Lodge, Workington to Derwent and Solway Housing Association be supported.

Cllr Celia Tibble and Cllr Trevor Fee Scrutiny Board Chairs

Page 33 This page is intentionally left blank

Page 34 Agenda Item 13

Allerdale Borough Council

Executive – 8 February 2012

Quarterly Finance Report to December 2011

The Reason for the Decision Quarterly Finance Report – April to December 2011

Summary of options considered To provide Councillors with the following financial information for the period 1 April to 31 December 2011. Revenue monitoring and forecast position to end of financial year 1. Capital position against budget 2. Treasury Management operation 3. Risk Management information 4. Sundry financial information 5. Debts written off.

Recommendations 1) That the report be noted

Financial/Resource Implications As per main report

Legal Implications

Community Safety Implications None directly

Health and Safety and Risk None directly Management Implications

Equality Duty considered/Impact N/A Assessment completed

Wards Affected All

The contribution this decision Sound financial management will ensure that the would make to the Council’s Council is able to deliver on its commitments and Strategic Objectives priorities.

Is this a Key Decision No

Portfolio Holder Cllr Barbara Cannon

Lead Officer C Nicholson, Financial Services Manager, ext 2503 [email protected] Page 35

Report Implications (Please delete where applicable).

Community Safety N Employment (external to the Council) N Financial Y Employment (internal) N Legal N Partnership N Social Inclusion N Asset Management Y Equality Duty N Health and Safety N

Background papers.Financial Services Working Papers

1.0 Introduction

1.1 The Council’s financial regulations require regular monitoring and reporting to Executive of the financial position of the authority. This is to provide assurance to Councillors on the adequacy of the financial management as well as the current financial position. It is the responsibility of Strategic Management Team (SMT) and individual budget managers to control income and expenditure within their service areas and to monitor performance, taking account of financial information provided by the Financial Services Manager.

1.2 On a monthly basis, all budget holders receive a budget monitoring report which covers all their areas of responsibility. This information is extracted from the main accounting system.

1.3 Budget holders are then requested to look at the actual position against the budget, and are asked to forecast the spending and income patterns for the following three months and then provide a prediction to the year-end.

1.4 It is essential that this information is provided by the budget holders, so that potential budget issues can be identified at the earliest opportunity. This allows corrective action to be taken if necessary, and revisions to budget can be approved to avoid large variances at the year-end.

1.5 This report aims to provide Members with a clear and easily understandable high level report on the financial position to the end of December 2011, and a forecasted position to the end of the financial year. The detail for each service area, together with further explanation of the variances, is contained in the Appendices. These Appendices relate to the 2011/12 Revised Budget.

Page 36

2.0 Revenue Budget (Appendix 1)

2.1 Council approved the Revised Revenue Budget at its meeting on 2 November 2011. The net expenditure budget of £17,664,933 includes £2,766,131 planned expenditure from Earmarked Reserves for previously approved projects.

2.2 The following is an overview of the 2011/12 Revenue Budget position to December 2011, with a forecast to the end of the year.

SUMMARY BY PORTFOLIO

Portfolio Approved Annual Projected Projected Budget Budget spend variance Unfav/(fav)

Customer & Regulatory Services 3,706,813 3,752,593 3,736,655 (15,938)

Economic Grow th 2,124,814 2,246,084 2,106,132 (139,952)

Finance & Asset 3,621,487 3,610,637 3,476,324 (134,313)

Housing 548,514 606,354 496,723 (109,631)

Locality Services 4,889,926 4,942,436 5,102,335 159,899

Organisati onal Development 2,275,710 2,184,990 2,150,308 (34,682)

17,167,263 17,343,093 17,068,476 (274,617)

Contingencies 497,670 299,610 267,540 (32,070) Savings 0 22,230 0 (22,230) Savings - Salaries 0 0 0 0

17 ,664,933 17,664,933 17,336,016 (328,917)

Page 37

2.3 Significant variances which contribute to the overall predicted under spend are shown below:-

Significant Variances £ Budgets not utilised: - Available for re-allocation 31/12/11 (22,230) - Contingencies not allocated 31/12/11 (32,070) Projected Year End Overspend on Services Multi-storey Car Park 18,026 Shared Revenues & Benefits Service 37,034 Environmental Services 22,288 Senior Mgt/PA Pay Group 15,615 Projected Year End Underspend on services Environmental Health Pay Group (56,895) Organisational Development Team Pay Group (31,919) Homelessness (45,493) Gypsy & Traveller Sites (21,000) Economic Regeneration (17,041) Banking & Interest (20,682) Financial Services Pay Group (45,692) Housing Services Pay Group (30,849) Projected Year End Under recovery on Services Off-street Parking - Owned 52,988 On street Parking 51,342 Projected Year End Over recovery on Services Planning & Development (95,727) Markets (27,502) Legal Services Pay Group (24,484) Projected Net Ove rspend on other Services. (54,626)

Projected Net Underspend for year. (328,917)

2.4 A detailed analysis for each portfolio is given on a service by service basis in appendices 1a to 1f.

2.5 All variances of £10,000 (plus or minus) or more are reported to SMT each month. This allows for savings to be re-allocated to areas of spending in line with corporate improvement plan priorities

Page 38

3.0 Capital Budget (Appendix 2)

3.1 The capital budget for the Council amounts to £5,047,418 and is split between Housing and Other Services schemes. The housing capital budget for the year is £1,432,342 whilst the other services capital budget is £3,615,076. The projected spend is £4,718,481, a saving of £328,937 (appendix 2e).

3.2 These budgets are funded from a mixture of grant, contributions, reserves and capital receipts, of which the Council is directly contributing £888,046 (appendix 2e).

3.3 One project has been added to the capital programme since the last report: No. 14 – Curwen Park landslip. Reparation work was identified in 2010/11 and a provision of £411,740 was established in the accounts for that financial year, based on a single estimate provided by a local contractor. Tenders have now been returned and it is estimated that all works can be completed for £150,000. The balance on the provision will be returned to General Fund Balance.

3.4 It is good practice to try to ensure that all capital budgets are spent in the year to which they relate, although this is not always possible, particularly where external funding is involved, and the appendices (2a and 2c) show progress on the approved schemes during the first six months of 2011-12. Appendices 2b and 2d show the proposed financing of each scheme within the capital budget. Comments on progress are provided in appendix 2a and 2c.

3.5 Schemes are being monitored in order that potential under spends are identified at an early stage.

3.6 An overall under spend of £328,937 is projected and this will enable unutilised capital receipts of £32,349 to be carried forward to be used for future year(s) capital budgets and £261,740 to be returned to Balances from Provisions. (£34,948 in external contributions will no longer be required).

4.0 Treasury Management Operation

4.1 Following the LSVT of the Housing Stock in 1999 the Council took the decision to invest the sale proceeds rather than to pay off external debt. As a consequence, the Council both receives interest on its investments, and pays interest on its borrowings. Over recent years, economic conditions and the resultant interest rate structures have enabled the repayment of some external debt, with an equivalent reduction in sums invested. Furthermore, investments have been used to finance capital spending in lieu of borrowing approvals issued by central government, thus reducing the council’s exposure to interest rate risk.

Page 39

4.2 In the nine months to 31 December 2011 the actual net interest payments (interest paid less interest received) were as follows:-

Forecast Projected Budget Actual to 1/01/2012- (under)/ 2011/12 31/12/2011 31/3/2012 overspend £ £ £ £

Borrowings 697,650 595,480 99,165 (3,005)

Investments (85,510) (66,016) (34,394) (14,900)

612,140 529,464 64,771 (17,905)

4.3 Both investment income and loan interest payments are forecasting an underspend at year-end.

4.4 The Council retains the services of Arlingclose as Treasury Consultants and they, along with Treasury staff, will monitor the financial markets in order to take advantage of any rescheduling/premature repayment opportunities in respect of our PWLB debt. It is anticipated that opportunities will be limited due to the changes in PWLB interest rate-setting following the Government’s 2010 Spending Review.

4.5 The international ‘credit crunch’ has resulted in severe uncertainty in the financial markets and, following advice from Arlingclose, the Council has followed a very low risk policy in order to protect our investments, which has resulted in some institutions being removed from our counter-party list due to a fall in their credit rating.

4.6 On 13 October Fitch downgraded the credit ratings for Lloyds TSB & Bank of Scotland, such that they no longer meet the Council’s investment criteria. We have £2.5 million invested with Lloyds, repayable 11 January 2012 and £1.5 million invested with Bank of Scotland, repayable 12 January 2012. Arlingclose advised us not to break the term deposits. These deposits were repaid on time with all interest due. On 16 December Fitch downgraded the credit rating for Barclays Bank, so that they no longer meet the Council’s investment criteria. We have £3.0 million invested with them, repayable 15 February 2012. Arlingclose advised us not to break this term deposit.

5.0 Bank of England Base Rate

The Base Rate has remained at 0.5% throughout the period 1 April 2011 to 31 December 2011.

Page 40

5.1 Money Market Rates (London Interbank Offered Rates - LIBOR)

31.0 6.11 30.0 9.11 30. 12 .11 Rate % Rate % Rate %

7 days' notice 0.800 0.700 0.850 1 month fixed 0.570 0.690 0.780 3 Months 0.840 0.960 1.100 fixed 1 Year fixed 1.560 1.730 1.890

5.2 PWLB

31.0 6.11 30.0 9.11 30. 12 .11 Rate % Rate % Rate %

5 Years 3.090 2.300 1.990 10 Years 4.420 3.330 3.040 25 Years 5.220 4.260 4.010

6.0 Prudential Indicators

Treasury management operations have complied fully with the indicators approved by councillors.

The operational boundary for external debt is monitored continually. The boundary has not been breached and, consequently the Authorised Limit (greater than the operational boundary), which is a statutory limit, has not been threatened.

Approved for 2011/12 £ Operational Boundary 16,500,000

Authorised Limit 17,500,000

Maximum external debt outstanding 1/4/2011 -31/12/2011. 10,321,318

Councillors will note that there is a significant difference between the Operational Boundary and the actual maximum debt outstanding during the first 3 months of the year. This is largely due to the council’s Capital Financing Requirement (CFR) being £4 million greater than the debt outstanding. The CFR measures an authority’s underlying need to borrow for capital purposes. The council has the option of borrowing a further £4 million which would immediately increase the external debt.

Page 41

7.0 Risk Management (Appendix 3)

Insurance - Liability Claims

Public Liability

In the period covered by this report, 3 new Public Liability claim intimations were received by the Council, one of which has been settled. 6 incident notifications were received, 4 of these were referred elsewhere, the remaining 2 could result in claims against the Council.

Employers’ Liability

1 new Employers Liability claim intimation was received in the period covered by this report, but as the claim relates to employment prior to the operation of a policy excess, insurers will meet the associated costs.

The three outstanding claims noted in the previous report are still outstanding. Although these relate to employment prior to the operation of the £5,000 policy excess, as previously reported, one claim covers employment with the Corporation of Workington from 1963 to 1973. No proof of the Corporation of Workington’s insurance cover for this period has been found so Allerdale Borough Council will have to meet a proportion of the compensation and legal costs in relation to that period. Any such costs will not be covered by Allerdale Borough Council’s insurance.

Outstanding Liabilities

As at 31 st December 2011 there were 12 Public Liability claims outstanding against the Council. The total estimated cost of these claims was £165,695 of which the Council’s estimated liability was £56,800.

Insurance Claim Provision

A breakdown of individual claims costs and the insurance reserve can be found in Appendix 3 and Appendix 3A attached.

8.0 Sundry Financial Information

8.1 Council Tax and NNDR

By the 31 December 2011, the Council had collected 84.4% of the Council Tax and 86.07% of the NNDR billed for the year (£56.8 million out of a total of £66.9 million). In this quarter no comparisons with 2010-11 are possible as collection figures were not available in quarter 3 of 2010-11 due to the Academy software conversion. These will resume from quarter 4 onwards.

The Financial Services Manager has not had any requests to approve write offs of Council tax or NNDR debts during the period 1 April 2011 to 31 December.

Page 42

8.2 Payment of Creditor Invoices

This performance indicator is calculated by Financial Services each month to monitor the percentage of invoices paid within 30 days. From April until the end of November 2011, 98.05% of invoices were paid within 30 days of receipt. This is slightly above the target for the year of 97%. A bar chart showing each month’s performance is shown below:

% of Invoices Paid within 30 days

100.0

99.0

98.0

97.0

96.0

95.0

94.0

93.0

i l r b e p r J u l y u s t b e r A M a y J u n e g t o b e r e m v e m A u O c N o S e p t

8.3 Car Loans

There are no new or repaid loans. There are still 5 loans and the outstanding amount at the end of December 2011 is £13,582.25.

Page 43

9.0 Sundry Debtors and Write Offs

9.1 The Council’s outstanding sundry debt at 31 December 2011 was £1,095,889.35 and 43.60% of this debt was over 90 days old. Outstanding Trade Refuse debt amounted to £22,836.33. A total number of 116 accounts have been written off in the period from April to December 2011 amounting to £28,225 details of which are as follows:

9.2 Approval has been given to the write off of Trade Refuse Debtors amounting to £8,478 and Sundry Debtors totalling £19,747.

No of Accounts £ Trade Refuse 57 8,478 Sundry Debtors 59 19,747 Total 116 28,225

10.0 Summary

10.1 This report sets out the financial position as at the end of December 2011, where the Council had incurred net expenditure of £7,989,538 or 45% of the annual budget of £17,664,933.

10.2 Budget holders forecast that for the remaining 3 months of the financial year the net spend will be £9,346,478. This gives a projected net expenditure of £17,336,016 which will result in an under spend at the year end of £328,917 or 1.9% of the Approved Budget

10.3 Financial Services staff will continue to work closely with SMT to update them on a monthly basis of the financial position, and advise on any large variances.

10.4 Where managers are confident that a budget will not be utilised in full they must offer this as a saving. These savings can then be re-allocated to areas that will assist in achieving our corporate priorities, or used to increase general fund balances.

10.5 The Bank of England has maintained interest rates at a historical low, placing additional pressure on the Treasury Management function. We continue to work very closely with our Treasury Consultants, Arlingclose, to ensure the continued security of our investments.

Catherine Nicholson

Financial Services Manager

Page 44 QUARTERLY REPORT - QUARTER 3 2011/12 PORTFOLIO: CUSTOMER & REGULATORY SERVICES Approved Annual Actual to Forecast Projected Projected Projected Note No Budget Budget 31/12/11 01/01/12 to spend Funding variance 31/03/12 (from)/to Unfav/(fav) Reserves Crime Prevention BE015 110,930 110,930 62,692 63,270 125,962 0 15,032 1 Concessionary Travel BF009 0 12,770 12,763 0 12,763 0 (7) New Technology Fund BH004 232,845 232,845 4,147 232,845 236,992 0 4,147 Shared IT Services BL001 899,941 901,211 279,960 620,995 900,955 0 (256) Shared IT Services Pay Group BL999 426,540 428,240 766,878 (347,446) 419,432 0 (8,808) Corporate Complaints CA001 3,340 3,340 0 3,340 3,340 0 0 Bereavement Services CB001 (5,370) (5,370) (14,642) 7,252 (7,390) (5,050) (7,070) Bereavement Services Pay Group CB999 86,440 86,440 67,604 21,710 89,314 0 2,874 Silloth TIC CD002 2,250 2,250 8,211 (7,045) 1,166 0 (1,084) Workington TIC CD004 (2,730) (2,730) 128 300 428 0 3,158 Customer Contact Centre Pay Group CD999 714,715 721,615 527,414 187,355 714,769 0 (6,846) Revenue CG001 (166,140) (166,140) (18,232) (160,653) (178,885) 0 (12,745) 2 Benefits CH001 (506,227) (506,227) (4,178,361) 3,682,254 (496,107) (2,770) 7,350 Shared Revs & Bens CH003 1,168,750 1,168,750 1,159,125 46,659 1,205,784 0 37,034 3 Licensing Service CJ001 (191,160) (171,160) (145,676) (18,902) (164,578) (568) 6,014 Licensing Pay Group CJ999 140,800 142,000 104,616 30,833 135,449 0 (6,551) Page 45 Land Charges Service CK001 (67,640) (87,640) (63,778) (17,506) (81,284) 0 6,356 Land Charges Pay Group CK999 30,680 30,880 27,116 9,559 36,675 0 5,795 Out of Hours Telephones DD002 10,140 10,140 4,387 2,320 6,707 0 (3,433) Health and Safety DF002 2,000 2,000 1,739 637 2,376 0 376 Food and Occupational Health DF005 5,220 5,220 7,256 (2,030) 5,226 0 6 Environmental Protection DF006 63,110 66,600 753 71,372 72,125 (5,910) (385) Environmental Health Pay Group DF999 748,380 766,630 525,701 184,034 709,735 0 (56,895) 4

PORTFOLIO TOTAL 3,706,813 3,752,593 (860,199) 4,611,152 3,750,953 (14,298) (15,938)

Reason for Significant Variances 1 Allerdale no longer provide a CCTV monitoring service for Copeland Borough Council, therefore the budgeted contribution of £15k from Copeland will not be received. There will not be any reduction in related running costs as resources will focus on improving the CCTV monitoring within Allerdale. The Service Manager previously forecast an overspend on maintenance of approx £13.5k however current forecasting shows a small overspend on maintenance (approx. £600) accompanied by a slight underspend on Utility charges (£900) the net result being an overall overspend of £14.7k.

2 The variance on this cost centre is due to an increased level of DCLG Cost of Collection Allowance, and lower than expected spend on discretionary rate relief. Appendix contd. 1a PORTFOLIO: CUSTOMER & REGULATORY SERVICES Reason for Significant Variances contd.

3 This overspend relates to overtime and subsistence payments which were not anticipated at the start of the financial year.

4 The Service Manager predicts an overall underspend of £56,895. An underspend of approx. £62.2k is due to post vacancies. This salary underspend has been reduced by an overspend on both travel expenses of approx. £6.5k and Agency staff of approx £4.5k with a saving of approx £6.7k being forecast on training expenses. The remaining variance is an accumulation of a number of smaller variances. A long term vacant post has been removed from the establishment list thus reducing the 2012/13 revenue budget by approx. £37k. Page 46 Appendix 1a QUARTERLY REPORT - QUARTER 3 2011/12 PORTFOLIO: ECONOMIC GROWTH Approved Annual Actual to Forecast Projected Projected Projected Note No Budget Budget 31/12/11 01/01/12 to spend Funding variance 31/03/12 (from)/to Unfav/(fav) Reserves Building Control CC001 (338,135) (338,135) (283,268) (61,525) (344,793) 0 (6,658) Building Control Pay Group CC999 389,120 390,920 305,466 100,888 406,354 0 15,434 1 Planning & Development CF001 (115,748) (64,228) (223,780) 74,447 (149,333) (10,622) (95,727) 2 Planning & Development Pay Group CF999 815,667 820,567 648,878 230,786 879,664 (66,225) (7,128) Markets DE011 (37,730) (37,730) (51,375) (13,857) (65,232) 0 (27,502) 3 Community Investment DK002 30,000 30,000 30,000 0 30,000 0 0 Economic Regeneration DK003 134,390 134,390 25,122 92,227 117,349 0 (17,041) 4 LABGI Funded Projects DK005 182,987 182,987 34,948 455,135 490,083 (307,096) 0 Planning Policy DK009 500,735 479,735 (9,981) 444,985 435,004 44,500 (231) Maryport Harbour - Support DK010 20,000 100,000 99,607 0 99,607 0 (393) Empty Shops Project DK012 29,934 29,934 21,268 36,384 57,652 (27,718) 0 The Hub DK013 0 0 2,308 6,002 8,310 (10,000) (1,690) Regeneration Pay Group DK999 236,090 239,090 176,842 52,815 229,657 0 (9,433) Derwent Forest DL001 5,000 5,000 900 5,000 5,900 0 900 Derwent Valley Project DL002 7,960 7,960 0 7,960 7,960 0 0 Page 47 Museums DM002 145,884 145,884 69,336 82,157 151,493 (5,000) 609 Arts Development DM003 2,230 2,230 (350) 2,130 1,780 0 (450) Carnegie Theatre DM005 (2,360) (2,360) (32,533) 39,530 6,997 0 9,357 Sports Development DM007 0 1,050 (1,837) 1,417 (420) 1,470 0 Carnegie Pay Group DN999 118,790 118,790 76,747 42,044 118,791 0 1

PORTFOLIO TOTAL 2,124,814 2,246,084 888,298 1,598,525 2,486,823 (380,691) (139,952)

Reason for Significant Variances 1 The budget holder anticipates that the service will be fully staffed throughout the financial year and therefore the £11.2k vacancy management target will not be achieved resulting in an overspend. Whilst the spend on employee travel is forecast to be similar to previous years expenditure a reduction in the 2011/12 travel budget will result in an overspend on this activity of around £7k. It is projected that a reduction in employee expenses and training will result in an underspend of around £2.7k.

2 Although overall application numbers are lower than the previous year the number of major applications has increased resulting in higher fee income. The cost of statutory notices remains over budget however the service has no flexibility in the publicity required for planning applications. The 2012/13 Revenue Budget reflects this increase in income. Appendix 1b 3 Should the increase in income from Workington and Keswick Markets continue to the end of the financial year the Service Manager anticipates that overall income will exceed budget by £26.5k. The remaining favourable variance is an accumulation of a number of smaller variances. The 2012/13 Revenue Budget has been amended to reflect this increase in income. 4 Revenue budget of £17,041 remains uncommitted at present. This Revenue Budget has been reduced for 2012/13. QUARTERLY REPORT - QUARTER 3 2011/12

PORTFOLIO: FINANCE & ASSET MANAGEMENT Approved Annual Actual to Forecast Projected Projected Projected Note No Budget Budget 31/12/11 01/01/12 to spend Funding variance 31/03/12 (from)/to Unfav/(fav) Reserves

Mayoral Services BB001 26,100 26,100 8,300 18,407 26,707 (500) 107 Mayor's Fund BB002 3,250 3,250 1,450 1,751 3,201 0 (49) Members Services BB003 273,930 273,930 191,629 81,022 272,651 (9,871) (11,150) 1 Leaders Services BB004 34,960 34,960 16,016 4,808 20,824 0 (14,136) 2 Electoral Registration BB005 34,500 34,500 32,345 0 32,345 0 (2,155) Elections BB006 127,932 126,662 104,141 120,432 224,573 (93,386) 4,525 Corporate Advertising BB007 1,550 1,550 1,773 213 1,986 0 436 Democratic Services Pay Group BB999 183,640 189,540 142,292 53,585 195,877 0 6,337 Corporate Property BE001 607,864 600,574 292,229 228,353 520,582 80,000 8 Operational Buildings 1 BE002 127,380 119,880 85,978 34,147 120,125 0 245 Operational Buildings 2 BE003 41,310 41,310 21,312 20,870 42,182 0 872

Page 48 Tenanted Properties BE004 (190,700) (190,700) (171,474) (15,846) (187,320) 0 3,380 Industrial Units BE005 (250,850) (250,850) (208,377) (40,879) (249,256) 0 1,594 Other Land & Buildings BE007 (18,120) (18,120) (64,365) 41,504 (22,861) 0 (4,741) Car Parks Inspection and Maintenance BE010 19,000 19,000 4,018 14,982 19,000 0 0 Footways BE012 180,010 180,010 66,167 113,843 180,010 0 0 Coastal Protection and Inland Flooding BE013 424,260 424,260 (103,534) 527,794 424,260 0 0 Camping & Caravan Sites BE014 (501,460) (501,460) (207,620) (293,840) (501,460) 0 0 Workington Town Centre BE016 (359,567) (379,567) (435,537) 48,459 (387,078) 0 (7,511) Circuses & Fairs BE017 (4,700) (4,700) (7,353) (38) (7,391) 0 (2,691) Harrington Harbour BE022 0 0 (3,756) 3,756 0 0 0 Asset Management Pay Group BE999 347,410 352,200 270,328 82,349 352,677 0 477 Banking and Interest BF002 878,763 865,993 625,258 247,371 872,629 (27,318) (20,682) 3 MRP & Finance Charges BF003 (1,121,990) (1,121,990) 0 (1,117,990) (1,117,990) 0 4,000 Insurances BF004 334,950 334,950 186,041 138,941 324,982 0 (9,968) Parish Councils BF007 1,466,622 1,466,622 1,457,700 0 1,457,700 0 (8,922) Finance and Accounting Pay Group BF999 628,880 628,970 412,401 170,877 583,278 0 (45,692) 4 Legal Services Pay Group BI999 254,433 256,633 155,425 108,409 263,834 (31,685) (24,484) 5 Grants to Voluntary Organisations DK008 72,130 97,130 76,767 16,250 93,017 0 (4,113)

SUBTOTAL 3,621,487 3,610,637 2,949,554 609,530 3,559,084 (82,760) (134,313)

Reallocation Holding Account BF010 0 22,230 0 0 0 0 (22,230) Contingencies BF011 497,670 299,610 0 267,540 267,540 0 (32,070) SUBTOTAL 497,670 321,840 0 267,540 267,540 0 (54,300)

PORTFOLIO TOTAL 4,119,157 3,932,477 2,949,554 877,070 3,826,624 (82,760) (188,613)

contd. PORTFOLIO: FINANCE & ASSET MANAGEMENT Reason for Significant Variances

1 One Councillor has opted not to take their allowance resulting in an underspend of £5.5k. A further underspend of £3.7k is forecast on travel expenses. Income received for road closures during the year has been credited to this cost centre however a budget does not exist for this income resulting in a further favourable variance of £1.7k. The 2012/13 income budget for this service has been increased to reflect this excess income. The remaining favourable variance is an accumulation of a number of small activity variances.

2 Council has agreed to continue with the Leader's allowance at a lower than budgeted level, resulting in an underspend on this cost centre.

3 An over recovery of £11.5k has been forecast for income on variable rate investments. In addition the budget holder predicts an underspend of £9k on Audit Commission fees. The saving on Audit Fees has been reflected in the 2012/13 budget, however, due to the unpredictability of the current financial climate it is prudent to leave the budget for investment interest unchanged for the next financial year.

4 The favourable variance is due to vacancies which have been highlighted in the restructure report produced by the Service Manager. These vacant posts have been removed from the establishment and the 2012/13 Revenue Budget amended accordingly.

5 The changes to the debt recovery system and the introduction of more efficient working practices and procedures during the early part of this financial year has resulted in an increase in income from debt recovery. The Service Manager anticipates that this increase will continue resulting in a year end favourable variance of £9.4K. In addition, the Assistant Solicitors post which was vacant from April to mid August has resulted in an underspend which exceeds the vacancy management target for this financial year. This excess will contribute to the corporate vacancy management target. Page 49 Appendix 1c QUARTERLY REPORT - QUARTER 3 2011/12

PORTFOLIO: HOUSING Approved Annual Actual to Forecast Projected Projected Projected Note No Budget Budget 31/12/11 01/01/12 to spend Funding variance 31/03/12 (from)/to Unfav/(fav) Reserves

Housing Strategic Function DJ003 9,750 43,290 591 33,540 34,131 0 (9,159) Homelessness DJ006 13,275 13,225 (42,547) 10,279 (32,268) 0 (45,493) 1 Assistance - Housing Services DJ007 (23,060) (23,060) (19,290) (6,900) (26,190) 0 (3,130) Gypsy & Traveller Sites DJ010 0 21,000 0 0 0 0 (21,000) 2 Housing Services Pay Group DJ999 508,040 511,390 359,047 121,494 480,541 0 (30,849) 3 Nuclear Issues DL003 40,509 40,509 8,022 48,487 56,509 (16,000) 0

PORTFOLIO TOTAL 548,514 606,354 305,823 206,900 512,723 (16,000) (109,631)

Page 50 Reason for Significant Variances

1 The prevention agenda continues to reduce costs in a number of areas. The 2012/13 Revenue Budget has been reduced in anticipation of continued savings in 2012/13.

2 This budget allocation is not required for this financial year.

3 The vacant post of Deputy Manager has resulted in an underspend of £28K however a payment of salary arrears of around £6k has been made. This expenditure was not budgeted for therefore reducing the underspend on Salaries to £22k. Employee travel is also forecast to be underspend by £7k. Staffing issues will be addresses in the 2012/13 Revenue Budget. Appendix 1d QUARTERLY REPORT - QUARTER 3 2011/12

PORTFOLIO: LOCALITY SERVICES Approved Annual Actual to Forecast Projected Projected Projected Note No Budget Budget 31/12/11 01/01/12 to spend Funding variance 31/03/12 (from)/to Unfav/(fav) Reserves

Partnerships Pay Group BQ999 0 37,220 28,538 7,385 35,923 0 (1,297) Community Safety DB002 400 0 0 0 0 0 0 Emergency Planning DD001 25,700 25,700 23,124 1,038 24,162 0 (1,538) Flood Recovery Grant DD004 155,989 155,989 104,182 155,989 260,171 (104,183) (1) Parks and Grounds Maintenance DE003 968,900 967,850 686,612 279,688 966,300 0 (1,550) Street Cleansing DE005 1,219,370 1,219,370 907,178 309,548 1,216,726 0 (2,644) Public Building Cleaning DE007 61,000 52,630 41,345 13,704 55,049 0 2,419 Public Convenience Cleaning DE008 167,000 175,370 115,047 70,041 185,088 0 9,718 Animal Welfare DE009 42,660 42,660 38,295 4,585 42,880 (2,500) (2,280) Pest Control DE010 (27,690) (27,690) (1,436) (6,760) (8,196) 0 19,494 1 Parks Development DE012 20,670 20,670 555 19,445 20,000 0 (670) Domestic Waste DE013 1,746,660 1,746,660 1,297,013 438,931 1,735,944 0 (10,716) 2 Trade Waste DE014 (412,670) (412,670) (171,529) (222,539) (394,068) 0 18,602 3

Page 51 Recycling DE015 392,630 398,630 588,426 (172,750) 415,676 0 17,046 4 Environmental Services Pay Group DE999 538,630 538,670 413,318 128,337 541,655 0 2,985 Environmental Initiatives DF004 54,990 62,990 13,356 52,810 66,166 0 3,176 Off-street Parking - Owned DG002 (1,667,360) (1,667,360) (1,492,645) (121,727) (1,614,372) 0 52,988 5 On street Parking DG003 (365,000) (365,000) (138,658) (175,000) (313,658) 0 51,342 6 Multi-storey Car Park DG004 58,040 58,040 138,066 (62,000) 76,066 0 18,026 7 Off-street Parking - Managed DG005 (48,000) (48,000) (116,918) 63,000 (53,918) 0 (5,918) Parking Services Pay Group DG999 627,330 630,030 434,289 189,000 623,289 0 (6,741) Locality & Partnerships DK011 44,000 44,000 500 41,000 41,500 0 (2,500) Sports & Leisure Centres DM004 902,307 902,307 442,473 459,790 902,263 0 (44) Maryport Wave DM010 384,370 384,370 196,669 187,703 384,372 0 2

PORTFOLIO TOTAL 4,889,926 4,942,436 3,547,800 1,661,218 5,209,018 (106,683) 159,899

Reason for Significant Variances 1 To maintain the provision of a minimum service during the long term absence of an employee, agency staff and private contractors have been appointed. This has resulted in an overspend on this cost centre. In additional, whilst the Service Manager anticipated early in the year that income received would be less than budget this under recovery has been compounded by the provision of reduced service levels.

2 Special Collections have to date out performed budget resulting in an excess of income. The Service Manager anticipates that this trend will continue giving an Appendix favourable outturn position of around £11k. 1e PORTFOLIO: LOCALITY SERVICES Reason for Significant Variances contd.

4 The Service Manager predicts that income due from recycling credits and the sale of paper/glass will exceed budget by £23.5k, however an increase in costs relating to the recycling of compostable materials will exceed budget by around £61k (an increase on last months predictions of £32k). The remaining variance is an accumulation of a number of small variances.

5 The Service Manager predicts that income for December will be significantly less than budget resulting in an overspend of over £50k.

6 Expiry of the CCC contract for enforcement with the borough of Allerdale and the delay in entering into a new agreement has reduced income by around £10k. In addition a legal issue with enforcement in the Workington area has reduced income by around £79K. However, during the latter part of the year ABC entered into an agreement with CCC to undertake on-street enforcement in the Borough of Copeland. Income received for this service (approx. £38k) is not reflected in the revenue budget therefore reducing the overall unfavourable variance to £51.3K.

7 The revised budget does not reflect the contractual increase in leasing costs of the multi-storey car park resulting in an unfavourable variance on this cost centre. Page 52 QUARTERLY REPORT - QUARTER 3 2011/12 PORTFOLIO: ORGANISATIONAL DEVELOPMENT Approved Annual Actual to Forecast Projected Projected Projected Note No Budget Budget 31/12/11 01/01/12 to spend Funding variance 31/03/12 (from)/to Unfav/(fav) Reserves

Communications and Marketing AB001 8,600 8,600 1,970 6,815 8,785 0 185 Training AC001 99,425 37,995 2,865 35,130 37,995 0 0 Corporate Recruitment AC002 19,650 19,650 15,422 5,035 20,457 0 807 Pensions AC003 182,000 186,280 88,964 97,316 186,280 0 0 Job Evaluation AC004 0 0 24,715 16,500 41,215 (35,218) 5,997 Human Resources Pay Group AC999 0 127,690 106,228 16,854 123,082 0 (4,608) Senior Mgt/PA Pay Group AD999 652,480 652,480 513,254 177,841 691,095 (23,000) 15,615 1 Risk Management BF005 119,117 119,117 145 118,972 119,117 0 0 Directorate BA001 293,257 293,257 13,278 277,757 291,035 0 (2,222) Transformation Restructure BA002 1,500 1,500 (65,933) 67,433 1,500 0 0 Internal Audit Pay Group BC999 113,070 113,520 80,611 26,008 106,619 0 (6,901) Business Continuity BF014 0 0 (5,250) 9,450 4,200 (4,200) 0 Corporate Improvement Team BJ001 21,360 21,360 (19,502) 40,860 21,358 0 (2) Postal and Print Services Pay Group BK999 302,350 302,350 201,716 85,968 287,684 0 (14,666) 2 Page 53 Organisational Development Team Pay Group BN999 462,900 245,800 155,734 58,147 213,881 0 (31,919) 3 Risk Management Pay Group BP999 0 55,390 44,045 14,377 58,422 0 3,032

PORTFOLIO TOTAL 2,275,710 2,184,990 1,158,262 1,054,464 2,212,726 (62,418) (34,682)

Reason for Significant Variances

1 The Budget Holder anticipates that all posts will be filled for the financial year therefore the vacancy management target will not be achieved. The Service Manager has forecast an underspend on employee travel of £2.8k and miscellaneous expenses of £2.5k.

2 Due to a long term vacancy within the department the vacancy management target has been exceeded . This post has been removed from the establishment for next financial year reducing the 2012/13 Revenue Budget.

3 A number of post vacancies during this financial year has resulted in an underspend on salaries of around £59k. However over half of the underspend (approx £30k) has been used to fund the temporary posts of OD Manager and HR Manager. The remaining variance is an accumulation of a number of small activity variances. Appendix 1f This page is intentionally left blank

Page 54 Appendix 2A

Housing Capital Budget 2011-12

Anticipated ORIGINAL B/FORWARD BUDGET REVISED SPEND Q3 Q4 PROJECTED Project ESTIMATE DESCRIPTION FROM ALTERATIONS BUDGET TO P/ENDING P/ENDING SPEND Underspend/ 2011/12 2010/11 2011/12 2011/12 30.9.11 31.12.11 31.03.12 20012/13 (Overspend)

£ £ £ £ £ £ £ £

1 Renovation Assistance 12,909 (7,195) 5,714 3,214 2,500 0 827,000 2 Disabled Facilities Grants 127,447 954,447 203,675 100,000 100,000 550,772 0 Group Repair Schemes (GRS) 0 3 Maryport 3,003 3,003 1,003 2,000 0 4 Derwentside 200,000 4,192 204,192 12,283 35,000 156,909 0 5 Derwentside Environmental Works 250,316 250,316 250,316 0 General 6 Enforcement 9,670 9,670 9,670 0 7 Energy Efficiency 5,000 5,000 5,000 0

Page 55 827,000 TOTAL 605,342 0 1,432,342 220,175 139,500 350,316 722,351 0

DESCRIPTION NOTES/COMMENTS ON PROGRESS Receipt of DFG referrals has reduced due to CCC restructure and relocation. It may also be that demand has peaked and has 2 Disabled Facilities Grants now diminished, however officers will monitor the situation over coming months. 3 Maryport GRS Residual costs on schemes commenced in previous years. 4 Derwentside GRS Residual costs on schemes commenced in previous years. 5 Derwentside Environmental Works Tendering for works 6 Enforcement When the Empty Homes Strategy is introduced in early 2012, this will facilitate enforcement activity. 7 Energy Efficiency The previous ICE affordable warmth scheme cost less than anticipated. This £5,000 will be used to assist a future scheme. Appendix 2B

HOUSING

CAPITAL BUDGET FINANCING B/F Approved Additions / Budget TOTAL RHP Grant SCG Grant SCG Grant TOTAL PROJECT from Budget (Reductions) amendments BUDGET Aid B/f Aid B/f Aid FINANCING 2010/11 2011/12 2011/12 in year 2011/12 2010/11 2010/11 2011/12 2011/12

1 Renovation Assistance 12,909 (7,195) 5,714 5,714 5,714 2 Disabled Facilities Grants 127,447 827,000 954,447 473,782 53,665 427,000 954,447 Group Repair Schemes 3 Maryport 3,003 3,003 3,003 3,003 4 Derwentside 200,000 4,192 204,192 204,192 204,192 5 Derwentside Environmental Works 250,316 250,316 250,316 250,316 General Page 56 6 Enforcement 9,670 9,670 9,670 9,670 7 Energy Efficiency 5,000 5,000 5,000 5,000

TOTAL 605,342 827,000.00 0.00 0.00 1,432,342 951,677 53,665 427,000 1,432,342 Appendix 2C

Other Services Capital Budget 2011-12 Page 1

CAPITAL BUDGET 2011 / 2012

Projected spend ORIGINAL B/FORWARD UPDATED EXPECTED RESOURCES SPEND Q4 Anticipated ESTIMATE DESCRIPTION FROM ADDITIONS BUDGET GRANT AID/ ALLOCATED TO BUDGET P/ENDING 2012/13 Project 2011/2012 2010/11 2011/2012 2011/2012 CONTRIBUTIONS 2011/2012 31/12/11 HOLDER 31.3.12 Underspend/ £ £ £ £ £ £ (Overspend)

243,000 1 ICT Connect - shared service equipment 40,815 283,815 (164,575) 119,240 44,992 M Scott 106,700 132,123 0 110,700 2 Revenues & Benefits shared service equip. 28,580 139,280 (76,600) 62,680 37,680 M Scott 45,000 56,600

Corporate buildings/property 28,000 3 Carnegie Theatre structural repairs 28,000 28,000 D Bryden 28,000 0 4 Helena Thompson Development 300,000 300,000 (150,000) 150,000 C Howard 300,000 0 5 Helena Thompson boiler replacement 1,000 1,000 1,000 808 D Bryden 192 6 Keswick Foreshore wall repairs 34,650 34,650 34,650 23,555 D Bryden 11,095 7 Cemetery boundary walls 4,300 4,300 4,300 4,990 D Bryden (690)

Page 57 8 Flimby cemetery land purchase 31,000 31,000 31,000 R Deacon 31,000 0 9 Childrens Playground 32,500 32,500 32,500 I Payne 32,500 0 10 Maryport THI 231,540 (47,528) 184,012 (184,012) 0 42,794 J Broomfield 60,000 81,218 0 11 Keswick Museum enhancement 292,025 1,855,307 2,147,332 (1,855,307) 292,025 C Rolle 2,147,332 0 12 Wigton Market Hall pub cons 15,000 15,000 15,000 C Rolle 15,000 0 13 Workington Town Centre underpass 2,447 2,447 (2,447) 0 2,447 0 14 Curwen Park Landslip 411,740 411,740 411,740 7,670 C Rolle 142,330 261,740

381,700 996,410 2,236,966 3,615,076 (2,432,941) 1,182,135 164,936 239,700 2,881,503 328,937 Appendix 2C

Page 2

CAPITAL BUDGET 2011 / 2012

DESCRIPTION NOTES ON PROGRESS - REASONS FOR PROJECTED START DATE (EG. DETAILS OF BIDS FOR EXTERNAL FUNDING), AMOUNTS PHYSICALLY COMMITTED, ETC

1 ICT Connect - shared service equipment Expansion of virtual infrastructure, Development of shared GIS applications and development of shared web infrastructure 2 Revenues & Benefits shared service equip. Balance due to Capita/Civica as per contract. Savings identified will release capital receipts for use in future year(s). Corporate buildings/property 3 Carnegie Theatre structural repairs Works dependent on various revenue repairs identified in condition survey and Coalfields grant application.. 4 Helena Thompson Development This budget was agreed subject to a satisfactory business plan being provided. This has not yet been done.

Page 58 5 Helena Thompson boiler replacement Works substantially completed in 2010/11. This payment represents the value of works completed in 2011/12. 6 Keswick Foreshore wall repairs Works completed. Final account now agreed. Underspend of £11,095. 7 Cemetery boundary walls Works completed. Lorton Road final account now agreed. Overspend of £780 can be met from savings/underspend on Keswick Foreshore wall. 8 Flimby cemetery land purchase Planning approval granted, some drainage works needed. Negotiations to recommence with Cumbria CC. 9 Childrens Playground Members agreed at Executive to continue with the strategic play areas. This capital sum will be used for a Maryport strategic playground at Sandy Lonning.Tenders are out, but advice awaited on possible contaminated land issues. 10 Maryport THI The Heritage Lottery Fund have given written consent to the balance of their funding being claimed in 2012/13. 11 Keswick Museum enhancement Grant funding agreed (HLF: £1,779,800; RDPE: £40,000; KMAG: £35,507), and start on site anticipated March 2012. 12 Wigton Market Hall pub cons Executive on 6th July 2011 approved a maximum of £15,000 for works to provide external access to the public conveniences. Discussions with NADT & Town Council continuing 13 Workington Town Centre underpass Deferred fees on Oxford Street Underpass. Costs to be met from grant funding already received. 14 Curwen Park Landslip A Provision of £411,740 was established at 31st March 2011. This was based on a single quotation and was considered by the former Asset Manager to be the absolute maximum potential cost. It is anticipated that the sum of £150,000 will be sufficient for the remedial works and all associated costs. The unutilised provision will be returned to General Fund Balance. Appendix 2D

OTHER SERVICES

CAPITAL BUDGET FINANCING B/F Approved TOTAL Grant Aid Revenue Capital Capital Revenue Grant Aid/ TOTAL PROJECT from Budget Additions BUDGET Aid B/f Reserve Receipts B/f Receipts Reserve Contributions FINANCING 2010/11 2011/12 2011/12 2011/2012 2010/11 2010/11 2010/11 2011/2012 2011/12 2011/12 2011/2012

1 ICT Connect - shared service equipment 40,815 243,000 283,815 18,775 22,040 97,200 145,800 283,815 2 Revenues & Benefits shared service equip. 28,580 110,700 139,280 17,100 1,928 39,000 24,652 82,680

Corporate buildings/property 3 Carnegie Theatre structural repairs 28,000 28,000 28,000 28,000 4 Helena Thompson Development 300,000 300,000 150,000 150,000 300,000 5 Helena Thompson boiler replacement 1,000 1,000 808 808 6 Keswick Foreshore wall repairs 34,650 34,650 23,555 23,555 7 Cemetery boundary walls 4,300 4,300 4,990 4,990 8 Flimby cemetery land purchase 31,000 31,000 31,000 31,000 9 Childrens Playground 32,500 32,500 32,500 32,500 10 Maryport THI 231,540 (47,528) 184,012 41,320 142,692 184,012

Page 59 11 Keswick Museum enhancement 292,025 1,855,307 2,147,332 292,025 1,855,307 2,147,332 12 Wigton Market Hall pub cons 15,000 15,000 15,000 15,000 13 Workington Town Centre underpass 2,447 2,447 2,447 2,447 14 Curwen Park landslip 411,740 411,740 150,000 150,000

TOTAL 996,410 381,700 2,236,966 3,615,076 229,642 0 556,918 142,128 189,000 2,168,451 3,286,139

SUMMARY:

Total Budget: 3,615,076

Total projected financing: 3,286,139 Resource Implications Capital Grants/ Receipts contributions Provision saved/ no longer no longer (required) required needed Revenues & Benefits shared service equip. 56,600 Underspend 21,752 34,848 Helena Thompson boiler replacement 192 Underspend 192 Keswick Foreshore wall repairs 11,095 Underspend 11,095 Cemetery boundary walls (690) Overspend (690) Curwen Park landslip 261,740 Underspend 261,740

Agrees to total budget: 3,615,076 32,349 34,848 261,740 Appendix 2E

Capital Projected spend - Sources of Finance

Other External Funding Sources Housing Services Total £ £ £ Prudential (unsupported) borrowing 0 0 0 Grants 1,432,342 2,191,766 3,624,108 Other contributions 0 206,327 206,327 1,432,342 2,398,093 3,830,435 Council Funds / Reserves Capital receipts 0 699,046 699,046 Council's reserves 0 39,000 39,000 Provisions 0 150,000 150,000

0 888,046 888,046

Total capital budget 1,432,342 3,286,139 4,718,481

Page 60 Appendix 3

Risk Management - Outstanding Insurance Claims as at 31/12/11 Cost Cost Current estimate Claim to to the Insurance Year of cost* Status Insurer Council** £ £ £ Public Liability

N 2011/12 7500 2500 5000 N 2011/12 5000 0 5000 O 2011/12 1800 0 1800 O 2011/12 5000 0 5000 O 2011/12 8000 3000 5000 O 2010/11 8000 3000 5000 O 2010/11 5000 0 5000 O 2008/09 9500 4500 5000 O 2009/10 11895 6895 5000 O 2009/10 8500 3500 5000 O 2009/10 73000 68000 5000 O 2006/07 22500 17500 5000 165,695 108,895 56,800

KEY N New claim not settled O Existing claim not settled R Re-opened claim not settled

* Insurers current estimated cost, final claim cost may be different.

** The self insurance provision is assessed to be sufficient to cover the current estimated liability of £56,800 in respect of outstanding claims, meet potential liabilities arising in respect of any claims not yet reported from incidents in previous years, and meet potential liabilities from claims occurring in 2011/12. Further funding may be required to maintain the provision at a sufficient level to meet potential liabilities in 2012/13.

Page 61 Appendix 3A

ALLERDALE BOROUGH COUNCIL

SELF INSURANCE/ EXCESS PROVISION

ESTIMATED OUTSTANDING LIABILITIES AS AT 30 SEPTEMBER 2011

ZURICH MUNICIPAL 1994/95 £0

ZURICH MUNICIPAL 1995/96 £0

ZURICH MUNICIPAL 1996/97 £0

ZURICH MUNICIPAL 1997/98 £0

TRAVELERS INSURANCE 1998/99 - 2009/10 £25,000

ZURICH MUNICIPAL 2010/11- 2011/12 £31,800

COUNCIL FUNDED BELOW EXCESS £0

======TOTAL OUTSTANDING LIABILITIES £56,800 -£56,800

ESTIMATED INCURRED BUT NOT REPORTED CLAIMS (IBNR)

IBNR 2002/2003 0 @500 £0

IBNR 2003/2004 0 @£5000 £0

IBNR 2004/2005 1 @£5000 £5,000

IBNR 2005/06 1 @ £5,000 £5,000

IBNR 2006/07 2 @ £5,000 £10,000

IBNR 2007/08 2 @ £5,000 £10,000

IBNR 2008/09 3 @ £5,000 £15,000

IBNR 2009/10 5 @ £5,000 £25,000

IBNR 2010/11 7 @ £5,000 £35,000

======TOTAL ESTIMATED IBNRS £105,000 -£105,000

======TOTAL ESTIMATED LIABILITIES -£161,800

BALANCE OF PROVISION AT 01/04/11 £241,204

LESS AMOUNTS DRAWN FROM RESERVE £0

======£241,204 £241,204

======ESTIMATED SURPLUS OVER LIABILITIES £79,404

WITH AN EXCESS OF £5,000 EACH AND EVERY CLAIM THE ESTIMATED SURPLUS OF £79,404 WOULD BE SUFFICIENT TO FUND THE MAXIMUM LIABILITY ATTACHING TO 15 CLAIMS.

THIS IS CONSIDERED ADEQUATE TO MEET ALL ANTICIPATED CLAIMS LIABILITIES IN 2011/12. FURTHER FUNDING MAY BE REQUIRED IN 2012/13 TO MAINTAIN THE PROVISION AT A SUFFICIENT LEVEL TO MEET POTENTIAL FUTURE LIABILITIES.

Peter Wiseman Risk, Insurance and Continuity Officer

Page 62 Agenda Item 14

Allerdale Borough Council

Executive – 8 February 2012

Council Plan Quarter 3 Performance Report 2011/12

The Reason for the Decision To advise Members of the Council’s performance at the end of Quarter 3 2011/12 as measured by Council Plan key actions and projects

Summary of options considered N/A

Recommendation s That Members note the information contained within the report and take action to improve performance where necessary.

Financial/Resource Implications None arising directly from the report

Legal Implications None arising directly from the report

Community Safety Implications None arising directly from the report

Health and Safety and Risk None arising directly from the report Management Implications

Equality Duty considered/Impact N/A Assessment completed

Wards Affected Borough wide

The contribution this d ecision would This is a performance report on the Council’s key make to the Council’s Strategic actions and projects Objectives

Is this a Key Decisi on No

Portfolio Holder Cllr Carl Holding

Lead Officer Alex FitzGerald/Sam Cartwright, Policy and Improvement Officer Tel. 01900 702719 Email: [email protected] [email protected]

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Report Implications (Please delete where applicable).

Community Safety Y Employment (external to the Council) Y Financial N Employment (internal) Y Legal N Partnership Y Social Inclusion Y Asset Management Y Equality Duty N Health and Safety Y

Background papers Appendix A

1.0 Introduction

1.1 This is the third performance report on the new Council Plan 2011-15. The report is based on key actions and projects within the Council Plan 2011-15.

1.2 In line with the Council’s Performance Management Framework the Executive and Scrutiny Board receive quarterly performance reports based on key actions and projects within the Council Plan 2011-15.

1.3 The detailed report (Appendix A) looks at the Council’s performance as at the end of Quarter 3 2011/12 for each strategic objective in the Council Plan 2011- 15.

1.4 Complementing the quarterly performance information there is also an agreed set of annual trend indicators that will be monitored by the Strategic Management Team, Executive and Scrutiny on an annual basis. These will indicate longer term improvement trends for life in the Borough and will assist the Council in measuring progress.

2.0 Content – explanation of contents

2.1 The report at Appendix A includes those projects and activities due to begin in 2011/12.

2.2 The shape status attached to an action indicates whether it is: • completed • in progress • requires a progress check due to a missed milestone • overdue

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3.0 Performance against strategic objectives

3.1 The following paragraphs give an overview of performance against the strategic objectives set in the Council Plan, but should be considered in conjunction with the report at Appendix A where detailed notes are given against actions and indicators. As this is the first year of the new Council Plan there are a number of actions which have not yet started and are not due to start for some time. There are, however, a number of actions showing check progress due to milestones not being completed on time – where this is the case Service Managers are putting in place actions to bring the project back up to speed. Paragraphs 3.2 to 3.8 give an overview of performance by strategic objective within the Council Plan.

3.2 Strategic Objective 1: Maintain a high quality, clean and green environment in the borough

3.2.1 Most of the projects that are currently underway are on target, however three projects here are shown in the report as ‘check progress’ (amber status). ‘Rolling out of the Purple Bag Scheme’ continues to be developed, with additional properties being added to the rounds. Currently 35,500 properties are covered and this is set to increase further in Quarter 4.

3.2.2 Two projects (delivering renewable energy projects and safeguarding flood plains from inappropriate development) have been delayed due to slippage with consultation on the LDF Core Strategy.

3.2.3 Within the context of Flood Recovery, it is pleasing to note that the Cockermouth Shopfront Heritage Grant Scheme been nominated for another award, the national Civic Trust award.

3.3 Strategic Objective 2: Ensure the right mix and quality of housing to meet local needs

3.3.1 All projects contained within the objective are on target. The homelessness prevention agenda has successfully been implemented and has significantly reduced the number of nights clients spend in bed only accommodation and in our temporary accommodation units. This work has also complemented the drive to reduce the number of temporary accommodation units and associated costs. At the end of quarter 3 the number of units had reduced from 25 to 14 and since then there has been a further reduction to 13.

3.3.2 The Allerdale Housing Strategy will now be presented to Executive on 14 March. The Private Stock Condition Survey is on going and headline results will be incorporated into the draft Strategy, in early February. The draft Empty Homes Strategy will now be incorporated into the Housing Strategy.

3.3.3 Consultation on the preferred options for the Core Strategy has been delayed due to delays in the preparation of the West Cumbria Economic Blueprint which will form part of the evidence base. Work is however progressing well on the

Page 65

options for the level and location of new housing required to meet housing needs for Allerdale.

3.3.4 A Cumbria wide model S106 agreement for the provision of affordable housing has been developed and will be considered by the Cumbria Housing Group Executive in April 2012.

3.4 Strategic Objective 3: Ensure that communities stay safe and feel safe in their everyday lives

3.4.1 All nine projects have been started and are currently on target with two actions complete. Overall, good progress is being made towards, “reducing the fear of crime and tackling anti-social behaviour”. The West Cumbria Community Safety Partnership has now produced a final draft of its Performance Plan which is due to be approved by the Strategy Group on 7 February 2012. Formal adoption of the Event Advisory Group constitution by Cumbria County Council is awaited, however, the constitution is being followed in practice using a multi-agency approach.

3.4.2 The “health, safety and welfare of our communities” continues to be protected with visits to relevant workplaces, licensed and food premises to prevent food poisoning; improve health and safety; and work with the Police in terms of licensed premises.

3.5 Strategic Objective 4: Support and encourage health and well being across the borough for both residents and visitors

3.5.1 Of the ten projects listed under this strategic objective, three have been completed. The remaining seven continue to be on target. Activities to reduce health inequalities are being delivered through programmes within the sports centres and elsewhere, including Doorstep Walks. Discussions are under way with town councils around the provision and management of play areas. A range of activities are now being provided at the Allerdale leisure facilities specifically for elderly people.

3.5.2 Work continues with the Local Groups involved in the museums in Workington, Maryport and Keswick around business planning and physical developments. There has been a delay with the Keswick Museum project as the Council awaits advice from HMRC over VAT issues related to the development. The review of the management of the Carnegie is progressing.

3.6 Strategic Objective 5: Attract and support new and existing business

3.6.1 The WISE (Ways into Successful Enterprise) Team continues to exceed their targets and work is underway to secure the future of this project. The funding for the Allerdale Business Initiative has been fully allocated for this financial year.

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3.7 Strategic Objective 6: Create an environment where business can flourish

3.7.1 Work continues with partners to finalise the West Cumbria Economic Blueprint. Winter Wonderland in Workington was successful with increased footfall within the town centre over this period. Street markets in Workington and Keswick continue to perform well and a planning application has been submitted for a market at Wigton. The Empty Shops projects have been completed in Wigton and commenced in Maryport linking with other activities including Christmas events. Street Markets in Workington and Keswick have shown growth and increased income from previous years.

3.7.2 Work is progressing to introduce a Local Development Order at Lillyhall to support development through a relaxation of planning controls.

3.7.3 Work is progressing to raise the skills of the Council's workforce. A three month evaluation form has been produced for staff to capture their learning experiences and give feedback. HR policies are still under review but it has been identified that when these have approval HR will be more proactive in supporting managers. It is hoped that the Learning and Development Group will meet to take forward other actions.

3.8 Strategic Objective 7: Work with communities and partners to develop a flexible approach to delivering services to meet local needs

3.8.1 Progress has been made at the Executive level about involving all 3 tiers of local government in locality working arrangements. The broad principles are currently being developed into more concrete proposals.

4. Recommendations

That Members note the information contained within the report and take action to improve performance where necessary.

Paul Shackley Deputy Chief Executive

Page 67 This page is intentionally left blank

Page 68 Council Plan 2011-15 - Delivery Plan Progress Report

Report Author: Admin (CT) Allerdale Generated on: 19 January 2012

Strategic Objective 1: Maintain a high quality, clean and green environment in the borough

1.1 Minimise waste and increase recycling

Action Status Update Responsible Key project Action description Due Date Action update Priority Code Icon date for Purple bags and paper/card collection to be extended to Workington harbour/red brick

Page 69 estate with first collection 6 February. 257 properties. Full recycling to be provided to Furness Road, Siddick and Cockermouth areas. 50 properties in total. Reduce waste through higher 900 properties on round 6 in levels of participation in the Increase number of households ESU01_C 31-Mar- Gilcrux, Tallentire areas to be 03-Jan- Environmental purple bag scheme, rolling out served by kerbside collection of P P 2015 added to purple bag service by 2012 Services the scheme across the recyclates end of February. Borough Currently 35,500 properties full recycling service. The above additions to the recycling service will result in 38,450 properties on purple bag and paper collections. Rural rounds are being reviewed for recycling opportunities.

1 1.2 Reduce the environmental impact o f the Council's activity and address the wider challenge of climate change

Action Status Update Responsible Key project Action description Due Date Action update Priority Code Icon date for Consultation on the Core Strategy has been delayed due Work with partners to deliver to slippage in the West Cumbria benefits of renewable energy 30-Apr- blueprint timetable, which is 10-Jan- Planning PLA02_CP Adopt Core Strategy I projects without significant 2013 providing evidence base for the 2012 Services harm to the environment LDF. A revised timetable for the LDF will be in place by the end of January. The Climate Change Action Plan

Page 70 is to be revised following the Develop and implement a Agree Climate Change Action 29-Jun- 13-Jan- Planning PLA01_CP review of the Council Plan so I Climate Change Action Plan Plan 2012 2012 Services that it reflects the Council's new priorities.

Q1 Q2 2010/11 Q3 2011/12 Annual Indicator 2011/12 2011/12 Target Note Managed by Value Value Value Value 2011/12 Not Not Reduction in energy usage in Council 9397016 measured 251,717 8927165 This indicator will be measured on a measured Asset Management Buildings Kwh for kWh Kwh half yearly basis. for Quarters Quarters Not 26289 m 9292 Not 25894 m measured This indicator will be measured on a Reduction in Water usage in Council Buildings cubed/m cubic measured cubed/m Asset Management for half yearly basis. squared metres for Quarters squared Quarters

2 1.3 Improve the quality of neighbourhoods and open green spaces in response to local/community needs

Action Status Update Responsible Key project Action description Due Date Action update Priority Code Icon date for Q3 - Milestone 3. Replacement equipment for Hunters Drive has been ordered. Units highlighted in Dunlop report in Harris Park and Camp Road have been revitalised/replaced (2010/11). New outdoor gym has been put into Vulcan Park. Milestone 2 - Sandy Lonning Tender is ready to go out. Page 71 Delayed due to Env Health investigation regarding contamination. Ellenborough Moor tender has Retain Green Flag status in Retention of Green Flag status been sent out; works scheduled parks and improve the quality ESU04_C for Vulcans Park and 31-Mar- 09-Jan- Environmental to occur between April and May D of council owned/managed P achievement of status at 2012 2012 Services 2012. This piece of work now open spaces Derwentwater foreshore needs to incorporate extensive drainage works which are required to make the site suitable for use. Estimated costs for de-siltation of Harrington Nature reserve around £50k, £100k if silt cannot be disposed of on site. It will therefore not be possible to carry out any works without some form of grant. Options report to be written and submitted to Ian Payne. Further to the appeals process confirmation has been received

3 that the 2011 application for the Green Flag Award for Vulcan Park was unsuccessful. The award will be applied for in 2012/13. Adopt a more proactive Adopt a more proactive Procedures to be reviewed in approach to untidy sites approach to untidy sites and 31-Mar- March 2012 to ensure the 13-Jan- Planning through enforcement and PLA03_CP P pursue unauthorised 2015 additional measures introduced 2012 Services pursue unauthorised development are effective. development The plan will be monitored Implement the Solway Coast ESU03_C Implement the Solway Coast 31-Mar- 19-Jan- Environmental through action plan reports to P AONB Management Plan P AONB Management Plan 2015 2012 Services JAC The third round of LEQ surveys Maintain a high level of street will take place in February

Page 72 cleanliness with emphasis on ESU02_C Maintain a high level of street 31-Mar- 2012. 19-Jan- Environmental P reducing dog fouling and P cleanliness 2015 Street Scene Officers are in the 2012 Services increasing enforcement middle of a day block of training on enforcement.

Q1 Q2 Q3 2010/11 Annual Indicator 2011/12 2011/12 2011/12 Target Note Managed by Value Value Value Value 2011/12 Green flag status achieved for Keswick Derwent foreshore, but not achieved for Open spaces with Green Flag Status 1 1 1 1 2 Vulcans Park, Workington 2011/12. Plans in Environmental Services place to achieve Green flag status in 2012/13.

4 1.4 Aid recovery from flooding and r educe the possibility and impact of any future floods

Action Status Update Responsible Key project Action description Due Date Action update Priority Code Icon date for consultation on the Core Strategy has been delayed due Safeguard flood plains and to slippage in the West Cumbria Asset coastal margins from Safeguard flood plains and 30-Apr- blueprint timetable which 10-Jan- Management; PLA04_CP P inappropriate vulnerable coastal margins 2013 includes additional evidence 2012 Planning development base for the LDF. A revised Services timetable for the LDF will be in place by the end of January The project won the prestigious 'Restoration of a Georgian Provide the Cockermouth Town Building in an Urban Setting' In conjunction with flood Centre Recovery Co-ordination category of the 2011 Georgian recovery activities facilitate an REG01._C role. 31-Mar- 12-Jan- Group Architectural Awards Regeneration D Page 73 enhancement of Cockermouth P Improvements to the 2013 2012 2011 Townscape in partnership shopfronts/signage of targeted The project has been entered properties. for a further award and the outcome of this is awaited. Work with partners ,and in Work with partners to reduce Participation in local multi particular DeFRA has been on ASM01_C 31-Mar- 12-Jan- Asset the possibility and impact of agency groups to address going in achieving a number of P P 2015 2012 Management future floods flooding issues flood resilience and water management projects

Q1 Q2 Q3 2010/11 Annual Indicator 2011/12 2011/12 2011/12 Target Note Managed by Value Value Value Value 2011/12 Projects undertaken by Making Space for 2 0 0 2 2 Complete, funding now exhausted. Asset Management Water Group Number of properties supported in installing Further projects identified subject to 25 0 0 55 25 Asset Management flood resilience products funding

5 Strategic Objective 2: Ensure the right mix and quality of housing to meet local needs 2.1 Increase the availability of affordable, decent housing

Action Status Update Responsible Key project Action description Due Date Action update Priority Code Icon date for The strategy continues to be drafted, we await the outcome Develop and implement a new of the private sector stock Housing Strategy covering the condition survey at the end of provision of affordable HOU01_C 14-Mar- 12-Jan- Housing January/early February to P housing, empty homes and P 2012 2012 Services provide a number of headline the prevention of figures. The strategy will be homelessness presented to Executive on the 14 March.

Page 74 consultation on the Core Develop spatial options for Strategy has been delayed due housing development through Develop a proactive approach to slippage in the West Cumbria the core strategy to new housing delivery PLA05._C 31-Dec- Blueprint timetable which is 10-Jan- Planning Consider housing site P through development P 2014 providing additional evidence 2012 Services allocations through management base for the LDF. A revised Development Plan Document timetable for the LDF will be in (DPD) place by the end of January The Cumbria wide model S106 for affordable housing was to be Develop affordable housing Review and introduce ‘template’ considered by the Cumbria policy and appropriate legal S106 agreement for affordable Housing Executive Group on 13 framework to maximise PLA06._C housing. 30-Apr- 13-Jan- Planning January but this has been I delivery opportunities from P Review policy approach to 2013 2012 Services delayed as comments had not public and private sector affordable housing through core been received from the HCA. partners. strategy. This will now be considered at the next meeting in April 2012. Adopt a proactive approach to Decision taken to incorporate HOU04_C Develop and implement an 01-Jan- 10-Jan- Housing bring more empty homes back the empty home strategy into P P Empty Homes Strategy 2012 2012 Services into use the ABC housing strategy

Q1 Q2 Q3 2010/11 Annual Indicator 2011/12 2011/12 2011/12 Target Note Managed by Value Value Value Value 2011/12 The priority is to progress the Empty Homes Strategy therefore none have been returned back into occupation. Although all 550 LTEH owners were No of private sector vacant properties that are 0 0 0 20 wrote to in December, asking that they Housing Services returned into occupation or demolished allow the council to share their details with the RP's, to enable an empty homes bid to be submitted to the HCA. Only 16 have allowed their details to be shared.

Page 75 2.2 Work to reduce homelessness levels

Action Status Update Responsible Key project Action description Due Date Action update Priority Code Icon date for Preventative approach Develop a preventative continues to drive positive approach to homelessness results for the service with HOU05_C Develop a preventative 31-Mar- 10-Jan- Housing through better partnership another temporary P P approach to homelessness 2015 2012 Services working and early accommodation unit being interventions handed back to Derwent & Solway this month.GR One further temporary Review the Council’s approach Review the Council’s approach accommodation unit is being HOU06_C 31-Mar- 10-Jan- Housing to providing temporary to providing temporary handed back to D&S this P P 2015 2012 Services accommodation accommodation month. Units held now down to 13.GR

Q1 Q2 Q3 2010/11 Annual Indicator 2011/12 2011/12 2011/12 Target Note Managed by Value Value Value Value 2011/12 Arrangements are in place to hand back one further temporary accommodation No of Temporary Accommodation Units 25 21 15 14 20 unit this month (January) - which will Housing Services bring the total TA units held down to 13 - well ahead of target. GR Q3 stats now available - acceptance No of full duty homeless acceptances 103 20 17 13 90 performance has exceeded target for Q3. Housing Services GR

Page 76 Strategic Objective 3: Ensure that communities stay safe and feel safe in their everyday lives 3.1 Contribute to reducing the fear of crime and tackling anti-social behaviour

Action Status Update Responsible Key project Action description Due Date Action update Priority Code Icon date for Development of Locality Plans Build stronger links between at information gathering stage. Develop Locality Plans across Strategic the Council, police and LOC01_C 31-Mar- Full engagement with Partners 09-Jan- Allerdale in conjunction with the Manager P business through locality P 2015 will be dependent upon 2012 Police and Businesses (Places) working agreement on Locality Governance structures. Following the launch of the West Cumbria Community Safety Partnership (CSP) in Develop and implement with October 2011 a Plan for the CSP Establish West Cumbria Strategic partners the West Cumbria 31-Mar- has been drafted and presented 09-Jan- PPL01_CP Community Safety Partnership Manager I Community Safety Partnership 2012 to the CSP Strategic Board. The 2012 (CSP) Plan (People) Plan plan remains in draft form for further development by the CSP Plan Working Group, who will be considering the plan at a

8 meeting on 19 January 2012. The Plan is expected to be finalised for delivery at the beginning of 2012/13. Constitution going to Cumbria County Council cabinet in February. Draft being used in interim. More than 6 EAGs held due to new events being Establish and lead the RGS01_C Establish and lead the Allerdale 31-Mar- planned. Meetings with 19-Jan- Regulatory Allerdale Safety Advisory P P Safety Advisory Group 2015 regulators forming part of EAG 2012 Services Group held on 11/10/11 and 11/01/12 to review events and decide on priorities for 2012. Further meeting to be held in April 2012. Develop appropriate policy

Page 77 Revised consultation criteria within Development have been agreed with Cumbria Continue to utilise the Management Policies. Police and have been planning system to promote PLA07._C Review and agree updated 31-Mar- 13-Jan- Planning implemented. Work on the P Secure by Design in new P consultation criteria with 2015 2012 Services scope of Development developments Cumbria Police and ensure Management Policies is consultation on all planning ongoing. applications. Work with Carlisle Leisure to Work in partnership to provide provide leisure passes to The number of young people activities for children and children and young people. with Leisure Cards has ESU10_C 31-Mar- 12-Jan- Environmental young people at the weekend Provision of Parcs scheme in increased from 1,689 in quarter D P 2012 2012 Services and in school holidays to summer holidays providing free two of 2011/12 to 1,749 in reduce anti-social behaviour activities for young people aged quarter three. 7-14. Continue to develop Housing Services have now relationships with registered Co-ordinate and lead Strategic chaired 2 ASB meetings with Strategic HOU07_C 31-Mar- 10-Jan- social landlords to reduce Housing Forum meetings with the RP's with relevant input Manager P P 2012 2012 incidents of anti-social Registered Housing Providers from internal colleagues to (Business) behaviour remedy community wide issues.

9 3.2 Protect the health, safety and welfare of our communities

Action Status Update Responsible Key project Action description Due Date Action update Priority Code Icon date for 63 site visits carried out in Q3. 31 Health and Safety inspections, 27 licensing inspections, 3 visits to Improve health, safety and investigate accidents, 1 caravan RGS02_C Undertake programme of 30-Apr- 10-Jan- Regulatory welfare in workplaces and at site inspection and 2 visits P P inspections of workplaces 2012 2012 Services public events following requests for service. This is 87.5% of the total for this quarter. The total for quarters 1,2 and three is 109% of target.

Page 78 Undertake programme of Private water supply samples Prevent food poisoning, food inspections of food premises. and assessments carried out and water borne illnesses, and RGS03._C Continue implementation of 5 31-Mar- according to target. Food 09-Jan- Regulatory the sale of unfit food produced P P year programme of private 2015 inspection data for Q3 will not 2012 Services or consumed within the water supply sampling and be available until mid February borough assessment. because of reporting protocol. 108 visits to licensed premises have taken place in Q3 against Improve joint working with the the target of 150. The target police with regard to licensed has been missed because the Undertake programme of premises and the night RGS04_C 30-Mar- post of Assistant Licensing 10-Jan- Regulatory inspections of licensed premises P economy through the P 2012 Enforcement Officer has been 2012 Services in partnership with the police Responsible Authorities vacant since October 2011.The Partnership resources for this work will be reviewed as part of transformation.

10 Q1 Q2 Q3 2010/1 Annual 2011/1 2011/1 2011/1 Target Indicator 1 Note Managed by 2 2 2 2011/1 Value Value Value Value 2 Reported number of food poisoning traced to No food poisoning traced to commercial 0 0 0 0 0 Regulatory Services commercial properties premises in Q1, Q2 & Q3.On target.

Strategic Objective 4: Support and encourage health and well being across the borough for both residents and visitors

4.1 Reduce health inequalities across the borough by targeted activity in disadvantaged wards

Action Status Update Responsible Key project Action description Due Date Action update Priority Code Icon date for Page 79 The Arts Development Officer is Chair Arts Engagement no longer Chairing the Steering Work with partners to plan REG02_C Partnership Steering Group 31-Aug- Group meetings. The arts 13-Jan- and run activities for young Regeneration I P meetings and support post 2012 development officer continues 2012 people in targeted localities holders to develop activity. to support opportunities for arts engagement. The partners involved with the scheme are seeking additional funding to enable the activities to continue in the same format after February 2012. This action is complete in Work with partners to plan Work with partners to plan and ESU05_C 31-Mar- regard to the milestone of 09-Jan- Environmental and run activities for young run activities for young people I P 2015 providing activities for young 2012 Services people in targeted localities in targeted localities people attending the 'just de it' club which was due on 31 August. If further funding is found to enable the scheme to continue additional milestones may be added.

11 This action is complete in terms of the milestones below as existing and new doorstep walks have been promoted, weekly doorstep walks are being led and the outcome of Encourage recreational use of the play area review is being well managed open spaces ESU06_C Development of Doorstep Walks 31-Mar- progressed in partnership with 13-Jan- Environmental D and walking as a health P programme 2015 Town Councils where non 2012 Services improvement activity strategic play areas will be replaced and handed over to Town Councils as and when agreed, or removed when the equipment has reached end of life if agreement cannot be reached.

Page 80

4.2 Provide support and recreation activities for all

Action Status Update Responsible Key project Action description Due Date Action update Priority Code Icon date for Keswick pool closed for planned repairs, whilst closure in place survey has identified problems Review leisure provision Development of options in roof space with glazed across the borough and deliver ESU08_C 31-Mar- 12-Jan- Environmental appraisal for Leisure provision in panels, engineer's report P a new leisure facility in P 2015 2012 Services Workington confirms this at 12th January Workington 2012. meeting to be held between ABC and CLL to agree way forward This action is complete in term of the milestones as new Develop a programme of Develop a programme of ESU09_C 31-Mar- activities are being provided for 13-Jan- Environmental activities for older people in activities for older people in D P 2015 older people, and the leisure 2012 Services council facilities council facilities access card scheme which provides discounted prices for

12 older people will be further promoted to encourage greater usage. Further work will continue during the remaining term of the agreement with Carlisle Leisure Limited to expand the range of activities available to older people, subject to facility improvement and development.

Q1 Q2 Q3 2010/11 Annual Indicator 2011/12 2011/12 2011/12 Target Note Managed by Value Value Value Value 2011/12 Total usage of the three leisure centres in December 2011 is the same as December Page 81 2010 with the individual usage of the facilities as follows: Environmental Total Allerdale Leisure Centre Usage 471,904 110,075 123,791 107,104 481,255 Workington Leisure Centre +12% Services Cockermouth -28% Keswick Leisure Pool +22% Usage for the year to date is almost the same as the previous year. Environmental Provision of leisure passes 11-19 yrs. 2,070 1,593 1,689 1,749 1,600 An increase of 60 on quarter 2. Services Activities provided in quarter three for older people are: Cockermouth Leisure Centre 9: Circuits, Ab Attack, Badminton, Spinning, Tai Chi, No of activities provided for older people in swimming, table tennis, bowls and Environmental 10 12 13 14 12 council facilities conditioning circuits (new). Services Keswick Leisure Pool 2: Swim fit, adults only swimming Workington Leisure Centre 3: Aqua fit, Nice and easy aerobics, badminton.

13 4.3 Increase tourism and improve access to cultural activities

Action Status Update Responsible Key project Action description Due Date Action update Priority Code Icon date for Consultation on the Core Strategy has been delayed due Support the development of to slippage in the West Cumbria sustainable tourist facilities, Develop tourism policies within 30-Apr- Blueprint timetable which is 10-Jan- Planning attractions and PLA08_CP I the Core Strategy 2013 providing evidence base for the 2012 Services accommodation through LDF. A revised LDF timetable planning policy and decisions will be in place by the end of January. Plans for Taste Cumbria 2012 Work with partners to promote started. Work continues closely REG03_C Provide co-ordination role for 30-Mar- 13-Jan- Allerdale and the Western with West Cumbria Tourism. Regeneration I

Page 82 P borough-wide tourism projects 2012 2012 Lakes as a tourist destination Working with partners on Coastal Access Projects. Encourage the growth of the Provide advice and support to Successful Workington Winter tourism sector through the festivals. Provide advice and Wonderland collaboration promotion of festivals, REG04._C support to arts and cultural 31-Jul- between Town Council and CN 10-Jan- Regeneration D sponsorship, arts and cultural P organisations who organise 2014 Events. Follow up meet ing of TC 2012 events such as the Lakes Alive events and activity for residents Officer with key partners to look street theatre initiative and tourists. at future events Keswick Museum - still awaiting VAT certificate from HMRC prior to starting project Helena Thompson Museum: Keswick – Keswick Museum & toilets refurbished, kitchen Review the Council’s three Art Gallery (KMAG). about to be upgraded. WHG in museums with a view to REG05._C Workington – Helena Thompson 30-Apr- 10-Jan- discussions wit officers over Regeneration D securing sustainable futures P Museum (HTM). 2014 2012 future of museum linked to for them Maryport – Maryport Maritime other assets Heritage Museum (MMHG). Maryport Maritime Museum: successful first year - preparing for Titanic exhibition in 2012

Secure alternative delivery REG06._C Provide the management 31-Mar- A report on the options for an 13-Jan- Regeneration D

14 arrangements for the Carnegie P function for the operation of the 2015 organisation to run the 2012 Theatre and Arts Centre Carnegie Theatre and Arts Carnegie is being prepared and Venue. will be submitted to Executive Provide support for the for a meeting in March 2012. development of alternative Work on the Carnegie's finances management arrangements for and budgets to determine the the Carnegie Theatre and Arts realistic operational costs is Centre. progressing.

Strategic Objective 5: Attract and support new and existing business

5.1 Promote business growth

Action Status Update Responsible Key project Action description Due Date Action update Priority Code Icon date for Page 83 Support Partnership working on the proposed upgrade of The PPA has been circulated to the National Grid, including the participating authorities for negotiating planning Agree Planning Performance 30-Sep- signature. Consultation by 13-Jan- Planning performance agreements, PLA10_CP Agreement for North West P 2014 National Grid on the preferred 2012 Services drafting Local Impact Reports Coast Connection Project route options is now expected and engaging with the in February 2012. planning process at national level Consultation on the Core Develop spatial options for Strategy has been delayed due Develop planning policies that employment land through core to slippage on the West deliver the right type, location, PLA09._C strategy. 31-Dec- Cumbria Blueprint timetable 10-Jan- Planning quantity and flexibility of P P Consider employment site 2014 which is providing evidence 2012 Services employment land and allocations through base for the LDF. A revised LDF premises Development Plan Document. timetable will be in place by the end of January. Develop retail strategy within Consultation on the Core Support and enhance the PLA11._C Core Strategy. 31-Dec- Strategy has been delayed due 10-Jan- Planning vitality and viability of town P P Consider retail site allocations 2014 to delays in the West Cumbria 2012 Services centres through Development Plan Blueprint timetable which is

15 Document. providing evidence base for the Update of town centre health LDF. A revised LDF timetable checks. will be in place by the end of January A matrix of possible projects Workington BID; Wigton BID; aligned to Economic Growth has Regional Growth Fund; FLAG; been produced along with Identify funding opportunities REG07._C 31-Mar- 10-Jan- Coalfields Funding; Support the potential funding sources which Regeneration P that support business growth P 2015 2012 development and operation of will support the new Enterprise Zones. administration in prioritising our future works. Secure funding to support Work with partners to ensure Workington Interchange the delivery of Britain’s Energy Improvement project, Staff from across the council Coast and the development of REG08._C commercial development at 31-Mar- attended consultation events on 10-Jan- Regeneration P opportunities arising from the P Maryport Harbour, improved 2015 draft blueprint and board 2012 Page 84 nuclear sector and the agreed infrastructure at Lillyhall. meetings Masterplan Secure other funding to support projects under development. Town Centres' support. Support arts organisations in the delivery of the Empty Shops Programme. Workington Town Centre Officer Manage the delivery of Street post extended to cover Support and enhance the REG09._C Markets. 31-Mar- Maryport. Cross departmental 10-Jan- vitality and viability of town Regeneration P P Support delivery of commercial 2015 teams are looking at Locality 2012 centres and community events type working to deliver projects programme at The Hub, across Allerdale towns Workington. Continue to deliver Maryport Townscape Heritage Initiative. Facilitate the regeneration of Secure the transfer of the site. The transfer of the site to DFDC REG10._C 31-Mar- 13-Jan- the Derwent Forest major Support the development was completed on 20 December Regeneration P P 2015 2012 employment site proposals. 2012. Allerdale Business Initiative Work with partners to secure The current years budget for REG11._C grants. 31-Mar- 13-Jan- the provision of advice and the Allerdale Business Initiative Regeneration I P Review the operation of WCDA 2015 2012 support to businesses has now been allocated. programmes after merger with

16 Britain’s Energy Coast. Continue to support ‘Ways into Support the Ways into Successful Enterprise’. Surpassed all targets for March REG12._C 30-Mar- 12-Jan- Successful Enterprise scheme Secure funding for future years. already. Discussions over future Regeneration D P 2012 2012 to develop business growth Transfer the project for future looking encouraging external delivery. Discussions with County Council Encourage the growth of REG13_C Work with partners to secure 30-Mar- over future of ISUS. 13-Jan- Regeneration D Social Enterprises P continuation or new funding 2012 Encouraging talks over future 2012 funding if Wise team

Strategic Objective 6: Create an environment whe re business can flourish

6.1 Improve Local Infrastructure

Page 85 Action Status Update Responsible Key project Action description Due Date Action update Priority Code Icon date for Work has commenced on the next stage of the infrastructure Maintain an up-to-date Update Infrastructure Deficit 30-Mar- 10-Jan- Planning PLA13_CP deficit plan which involves I Infrastructure Deficit Plan Plan 2012 2012 Services developing a delivery strategy for the LDF. The viability study has now Develop a policy for use of been completed. The next step developer contributions as a Develop Community 31-Dec- is to start work on a framework. 10-Jan- Planning PLA12_CP P mechanism towards delivering Infrastructure Levy 2014 This is to be undertaken as part 2012 Services local infrastructure of the West Cumbria Blueprint commission. The Cumbria Enterprise Partnership is now meeting Develop the Council’s role Provide information & support regularly, with CCC providing its within, and support for, the REG15_C to West Cumbrian 31-Mar- secretariate. West Cumbria has 13-Jan- Regeneration P Cumbria Local Enterprise P representative, in support of 2015 a single representative - this is 2012 Partnership Council Plan objectives currently the leader of Copeland BC, with whom there are pre and post meetings to aid

17 briefing.

6.2 Raise skill levels of local people to reflect the needs of businesses

Action Status Update Responsible Key project Action description Due Date Action update Priority Code Icon date for Consultation on the Core Strategy has been delayed due Develop planning policy that Develop policies within the core to delays with the West supports the provision and strategy to support the 30-Apr- Cumbria Blueprint which is 10-Jan- Planning expansion of education PLA14_CP I provision and expansion of 2013 providing evidence base for the 2012 Services facilities, in particular education facilities LDF. A revised LDF timetable University of Cumbria campus will be in place by the end of

Page 86 January. Progress has been slow but some work has taken place. A 3 month evaluation form for staff to capture their learning experiences and give feedback is now available on the Maintain 'achieving' level of the document store. HR policies are Raise the ski lls of the Council's HRS01_C Skills Award. 31-Mar- 12-Jan- Human still under review but it has P workforce P Attain 'excellent' level of the 2013 2012 Resources been identified that when these Skills Award have approval HR will be more proactive in supporting managers. It is hoped that the Learning and Development Group will meet to take forward other actions. Co-ordinate the skills needs of Work on the West Cumbria business, with training Support Routes 2 Work Economic Blueprint is providers and other partners REG16_C 30-Mar- 13-Jan- financially and through progressing which will provide a Regeneration P in order to encourage lifelong P 2012 2012 partnership links basis for addressing this learning and the attainment of objective. qualifications

18 Strategic Objective 7: Work with communities and partners to develop a flexible approach to delivering services to meet local needs 7.1 Work with partner agencies and communities to challenge conventional ways of delivering services to develop a pro-active approach to local issues

Action Status Update Responsible Key project Action description Due Date Action update Priority Code Icon date for Development of Locality Plans at information gathering stage. Strategic Establish effective partnership LOC02_C Develop Locality Plans across 31-Mar- Full engagement with Partners 09-Jan- Manager P arrangements for the borough P Allerdale 2015 will be dependent upon 2012 (Places) agreement on Locality Governance structures. Service Delivery at Locality Page 87 level is currently being reviewed Adopt a locality working Review of all services to identify in the context of the revised Strategic LOC03_C 31-Mar- 09-Jan- approach to all Council discretion to tailor delivery to Council Plan. In particular, the Manager P P 2015 2012 services meet local needs commitment to Town Centres (Places) will provide the focus for local design and delivery. Parish Councils have received a letter relating to future use of Continue to examine shared Review options for shared Concurrent Functions Grant and Strategic services approaches with all LOC04_C delivery of local services with 31-Mar- the need to jointly identify local 09-Jan- Manager I partners including town and P town and parish councils and 2015 service priorities. 2012 (Places) parish councils other local partners Work will be undertaken with CALC to develop this way of working. Detailed discussions ongoing Develop joint delivery of regarding sharing Moot Hall customer contact services with with Lake District National Park CUS01_C Provision of joint public sector 31-Mar- 09-Jan- Customer other public service delivery Authority and The Library, P P customer contact centres 2015 2012 Services partners including the Maryport with Cumbria County rationalisation of assets Council. Solution for IT issues actively being pursued.

19 Meeting with Police regarding any future functions, activities we can provide on their behalf Drafting of the Neighbourhood Development Order is making Introduce locality working good progress. Due to the Develop Neighbourhood principles across the borough delays in the Localism Bill the Development Order in 30-Apr- 10-Jan- Planning in partnership with PLA15_CP consultation on the Order will P conjunction with Cockermouth 2012 2012 Services communities and other have to be delayed until the Town Council organisations relevant powers have put in place. This anticipated to be by April.

Action Status

Page 88 Cancelled

Overdue; Neglected

Unassigned; Check Progress

Not Started; Resuming; In Progress; Assigned

Completed

20 Agenda Item 15

Allerdale Borough Council

Executive – 8 February 2011

Consultations on proposals for care services in the Allerdale and Distington areas

The Reason for the Decision To agree the response to the Cumbria County Council consultation on proposals for care services in the Allerdale and Distington.

Summary of options considered Options for the consultation response are attached at appendix 1

Recommendation s It is recommended that Allerdale Borough Council respond to the consultation as outlined in appendix 1.

Financial/Resource Implications There are no direct financial or resource implications to Allerdale arising from this consultation response, however if the principles of the consultation are adopted and more elderly people stay in their homes for longer, demand for disabled facilities grants is likely to increase.

Legal Implications There are no direct financial implications associated with the consultation response.

Community Safety Implications Better provision of care is likely to have a positive impact on Community Safety in Allerdale.

Health and Safety and Risk There are no corporate health and safety Management Implications implications arising from this consultation response

Equality Duty considered/Impact Age and Disability are both protected Assessment completed characteristics of the Equality Act. Cumbria County Council has completed an Equality Impact Assessment (available on request).

Wards Affected All Wards

The contribution this d ecision would This consultation response contributed towards make to the Council’s Strategic the following Strategic Objectives : Objectives • Ensure the right mix and quality of housing to meet local needs • Ensure that communities stay safe and feel safe in their everyday lives • Support and encourage health and wellbeing across the borough for both residents and visitors

Page 89 Is this a Key Decision Yes

Portfolio Holder Cllr Carni McCarron- Holmes

Lead Officer Charles Holmes, Strategic Manager – People 01900 702959 [email protected]

Report Implications (Please delete where applicable).

Community Safety Y Employment (external to the Council) Y Financial Y Employment (internal) N Legal N Partnership Y Social Inclusion Y Asset Management N Equality Duty Y Health and Safety N

Background papers

1.0 Introduction

1.1 Cumbria County Council launched its consultation on the future provision of care services in the Allerdale and Distington areas on 14 November 2011. The 3 month consultation concludes on 14 February and contains a number of proposals to reorganise care provision for the elderly in the Allerdale and Distington areas.

2.0 Consultation Proposals for Care Services In Allerdale and Distington

2.1 The proposals include:

• Investment in high level support for people to be supported at home

• Development of extra care housing

• Significant investment in upgrading two existing Cumbria Care homes, Inglewood in Wigton and Parkside in Maryport, to include the latest design standards to support people with dementia

• The proposed closure of three existing Cumbria Care homes - Park Lodge in Aspatria, Woodlands in Distington and Richmond Park in Workington.

2.2 Full details of the consultation are available at :

http://www.cumbria.gov.uk/adultsocialcare/careservicesallerdale/

Page 90

3.0 Customer Focus

3.1 The County Council has said that their aim of the consultation is to ensure they have the right range of support for older people in the area. They appreciate that the consultation will attract a wide range of opinions and have said that they will listen to views and concerns. They emphasise, that no decision will be made about the proposals until after the end of the consultation.

3.2 The consultation says that from their research, older people have indicates that they want to be supported in their own homes, if at all possible and demand for traditional residential care is reducing as older people are supported to live at home.

3.3 “We’re already seeing a reduction in the number of people moving to residential care in Cumbria and this pattern will continue as more services are provided that can support people at home. 3.4 “We must to be ready for the changes our ageing population will bring and ensure services are more widely available to support older people to stay at home.

3.5 “We’ve looked carefully at the money we spend and we have come up with some ideas to change the way care services are currently provided, and this is why we want to hear your views about how the council should support the growing older population.”

3.6 The proposals include a strategy to manage the increase in people with dementia by investing in improvements to our residential care homes at Wigton and Maryport, as well as investing in a modern extra care housing scheme in partnership with Allerdale District Council, a housing organisation and other partners.

4.0 Locality Working

4.1 The following areas of Allerdale are affected by the proposed changes:

4.2 Wigton • Investment in assistive technology packages • Roll out of rehabilitation (reablement) service • Investment in 24 hour 7 day a week high level support at home • Investment to dementia wing at Inglewood residential care home

4.3 Aspatria • Investment in assistive technology packages • Roll out of rehabilitation (reablement) service • Investment in 24 hour 7 day a week high level support at home • Closure of Park Lodge residential care home (14 beds) • Access to Cumbria Care residential homes at Wigton or Maryport, including the upgraded dementia wings or independent sector at Silloth and across the district

Page 91 4.4 Maryport • Investment in assistive technology packages • Roll out of rehabilitation (reablement) service • Investment in 24 hour 7 day a week high level support at home • Further investment to dementia wing at Parkside residential care home

4.5 Workington • Investment in assistive technology packages • Roll out of rehabilitation (reablement) service • Investment in 24 hour 7 day a week high level support at home • Development of a modern extra care housing scheme in the Workington area • Closure of Richmond Park residential care home (29 beds) • Access to modern residential care homes in the independent sector

4.6 Distington • Investment in assistive technology packages • Roll out of rehabilitation (reablement) service • Investment in 24 hour 7 day a week high level support at home • Development of a modern extra care housing scheme in the Workington area • Closure of Woodlands residential care home (40 beds) • Access to modern residential care homes in the independent sector

5.0 Finance/Resource Implications

5.1 If the principles of the consultation are adopted and more elderly people stay in their homes for longer, demand for disabled facilities grants is likely to increase.

6.0 Legal Implications and Risks

6.1 There are no significant legal implications and risk to report at this stage.

7.0 Recommendations

7.1 It is recommended that Allerdale Borough Council respond to the consultation as outlined in appendix 1.

Charles Holmes Strategic Manager - People

Page 92 Appendix 1

Consultation on Proposals for Care Services in Allerdale and Distington

1. Do you agree with the Council’s overall Plan to focus investment to help people stay at home as long as possible?

Yes √ No Don’t Know

Please tell us what you think.

Yes, Allerdale Borough Council agrees with the County Council’s overall Plan to focus investment to help people stay at home as long as possible, as many older adults prefer to stay at home as they get older. Retired people take pride in retaining their independence and leading a life of their own. Staying at home provides this independence, and enabling people to remain in the area where they have often lived for many years and are known to local people, enables people to remain a part of the local community.

2. The rehabilitation (reablement) service is about helping people develop or regain the skills and confidence to do things for themselves. It is a free service for a period of up to 6 weeks. What are your views regarding this service?

Approve √ Disapprove Don’t Know

Please tell us your views

Allerdale welcomes the introduction of the rehabilitation service. In our experience the vast majority of people want to live in their own home for as long as they can, and the reablement steps proposed help to make this more likely. There is evidence to suggest that people who access ‘preventative’ services (such as reablement) have a reduced need for long term care and live independently for longer. We believe that this must be a good thing in terms of future provision of care in Allerdale.

1 | P a g e Page 93 Appendix 1

3. High level home care services provide people living at home with the combined traditional home care and basic nursing care services. Do you support our proposal to expand high level home care services from a night time only service to a 24 hours, 7 days a week service, to support more people to stay at home?

Yes √ No Don’t Know

If not, please tell us why, or tell us your ideas on the types of services you would like to see provided in the community.

The provision of High Level Home Care Services for 24 hours day 7 days a week is an improvement on the current service providing home care and nursing at night, and is therefore supported by Allerdale Borough Council. The need for this type of care is very often not limited to the night-time and this development of the service should allow for more people to remain at home for a longer period.

4. Sensors and alarm based technology can assist families and care staff in supporting people living in their own home. Do you support the proposal to increase the use of sensors and alarm based technology?

Yes √ No Don’t Know

IfWe not, fully please support tell the us proposals why. to increase the use of sensors and alarm based technology, as the use of this technology helps people to feel safer and more secure and importantly enables action to be taken quickly and appropriately, should a problem occur for an elderly person living in their own home.

We would though welcome more details on how and to what degree it is proposed to make better use of this technology, as the proposals included within the consultation are not sufficiently detailed to allow us to understand how the use of this technology is proposed to assist people directly, and where the funding will be provided to enable sensors and alarms to be fitted and monitored within the homes of those who are supported.

2 | P a g e Page 94 Appendix 1

5. Improvements to the design of residential care homes can reduce the affect dementia has on a persons ability to live with a level of independence and a high level of contentment. Do you support the Council’s proposal to invest in improvements to the environment and in staff training at Inglewood and Parkside?

Yes √ No Don’t Know

Please tell us your views The proposals outlined in section 3 of the consultation, to invest in better signage and floor coverings, including the best use of colours, tones and textures to minimise confusion and help people find their way around the home, are relatively low cost proposals and should, we would suggest, be adopted as best practice in all County Council managed residential care homes as appropriate. As such, we question the rationale of including this question in your consultation. Similarly works to provide for large bedrooms with en suite bathrooms would seem a sensible approach and it is difficult to find fault in this approach. No details as to the extent and costs of the proposed works are outlined, and therefore it is not possible to compare, this level of investment alongside other proposals.

6. Extra Care housing schemes provide people with their own self contained homes with the benefit of care staff on site. What are your views on the Council’s proposal to develop an Extra Care housing scheme in the Workington area as an alternative to residential care?

Please tell us your views

The case for the development of Extra Care Housing Schemes is well made and subject to the required planning approvals, and identified need, we support investment into this type of scheme. We would wish to explore a needs based approach to be adopted to explore the opportunities for other areas in Allerdale to be considered for new Extra Care Housing Schemes.

3 | P a g e Page 95 Appendix 1

7. The Council would like to invest the money currently spent on existing residential care homes in a new extra care scheme and in more services to help people stay at home. With this in mind, do you support the proposals to close three Cumbria Care residential care homes?

Yes √ No Don’t Know

Please tell us your views (if you have ticked ‘No’ to this question, please tell us the name of the care home if your concern is for any particular care home)

We are sympathetic to the views of people who wish to see the 3 residential care homes in Allerdale remain open. The 3 homes provide local care and residence for some 83 places. There will inevitably be disruption to the families and residence of the people who occupy these homes, if they are to shut, as moving people is likely to be distressing to those concerned and it is likely that they will be relocated to facilities that further away from their families. However, we also acknowledge the reducing resources available to the County Council and the need to plan for the future to ensure that the level of care provision meets the needs of the people of Allerdale in the future.

We also acknowledge that the need for residential care home places is reducing as, through the support they receive, people are living longer in their own homes, and generally have a preference for the greater degree of independence that living at home or living in an Extra Care Scheme brings.

We wish to put particular emphasis upon the need for the additional rehabilitation service and the provision of Extra Care Schemes to be in place before the closure of the 3 care homes.

8. What is important to you in terms of the location of a new Extra Care scheme? (e.g. should it be near a town centre, on a bus route, in the countryside?)

Please tell us your views: In terms of planning, ideally, extra care homes should be located in a sustainable location - close to shops, services and community facilities. This follows the principles of planning set out in Planning Policy Statement 1(PPS1). However case law has determined that such development may be located in suburban/fringe locations, if (a) the development has appropriate on site facilities and (b) special transport arrangements are provided (i.e. mini buses into town etc.), on the basis that the need for off-site trips is limited.

The other considerations are (a) local need and (b) the existing level of provision in the area. Residential units within extra care homes constitutes a C2 use class, it is not regarded as a 'domestic dwelling' in the customary sense (which is C3 use class) and therefore, they cannot be subject to occupancy conditions. Extra care homes be shown to meet local needs and therefore we consider that (a) and (b) must be considered carefully when assessing4 | P a g e application for residential care homesPage - 96to avoid 'overprovision' in the high demand areas. Appendix 1

9. If you were the Council and needed to support growing numbers of older people with less resources, what would you do?

Please tell us your views:

The approach suggested by the County Council is similar to the approaches taken in other areas of the United Kingdom, underpinned by a change in lifestyle and demographics. It is important that work to progress the development of Extra Care Schemes is aligned with the future need for these facilities, and that should residential care homes close, this resource is invested into Extra Care Schemes in a timely and cost effective manner to make the best use of the resources that are available.

The Borough welcomes the early consultation and engagement with stakeholders, residents and users of the service and encourages the County Council to continue to with this approach, and that following the consultation, the findings and future decisions affecting care provision is fully communicated in a timely manner.

Please tell us if you are responding to this consultation mainly as a:

Service user, or on behalf of a service user, in one of the residential homes affected by the proposals;

Carer/or family member, with a relative or friend in one of the care homes;

Staff member employed in one of the care homes detailed in this document;

Staff member – other;

Member of the public;

√ Stakeholder – e.g. Town/Parish Council, Voluntary group;

Other: please define:

5 | P a g e Page 97 Appendix 1

Thank you for taking the time to give us your comments.

Please provide contact details below so that we can understand a bit about who has responded and if follow up is needed on any issues that you raise.

You can request further information on any aspect of our plans from the modernisation team on Tel: (01228) 221553 or [email protected]

Your Name: Charles Holmes, Strategic Manager People

Your Address: Allerdale Borough Council, Workington, CA14 3YJ

Email Address: [email protected]

Organisation (if any): Allerdale Borough Council

Telephone No: (01900) 702959

Please return this form by 14th February 2012

6 | P a g e Page 98 Agenda Item 16

Allerdale Borough Council

Executive – 8 February 2012

Consultation on the Future of Household Waste Recycling Centres

The Reason for the Decision Cumbria County Council has issued a consultation document on the future arrangements for Household Waste Recycling Centres (HWRC). This Authority carries out a number of functions linked to the operation of the HWRCs and proposed changes may impact on the Council’s operation.

Summary of options considered Consultation response only .

Recommendation s That the comments included in this report be forwarded to Cumbria CC as the views of Allerdale Borough Council.

Financial/Resource Implications There is potential for the Council to incur additional costs if the reduced service proposed in the consultation results in additional fly tipping.

Legal Implications None directly from this report.

Community Safety Implications There is the potential for antisocial behaviour, in the form of fly tipping, to increase in the light of the proposals contained within the consultation.

Health and Safety and Risk None directly from this report. Management Implications

Equality Duty considered/Impact No . Assessment completed

Wards Affected All Wards .

The contribution this d ecision would Consultation response only . make to the Council’s Strategic Objectives

Is this a Key Decision No .

Portfolio Holder Councillor Micha el Heaslip .

Lead Officer Ian Payne [email protected] 01900 702565

Page 99

Report Implications (Please delete where applicable).

Community Safety Y Employment (external to the Council) Y Financial Y Employment (internal) N Legal N Partnership Y Social Inclusion Y Asset Management N Equality Duty N Health and Safety N

Background papers Consultation Document (Appendix A).

1.0 Introduction

1.1 Cumbria County Council has issued a consultation paper on proposals to reduce the operating costs of the Household Waste Recovery Centre service, which has implications for both Allerdale residents and services provided by the Council. It is therefore appropriate for the Council to respond to the consultation. The full consultation document is included at appendix A.

2.0 Consultation Proposals

2.1 There are 4 areas of service reduction proposed.

2.2 Proposal 1

The County Council proposes reducing the number of HWRCs across Cumbria from 14 to 7, which would bring the county in line with other similar authorities. The County Council is proposing to close the least frequently used sites. The impact in Allerdale, where there are currently facilities in Workington, Maryport and Wigton would be the loss of the Wigton HWRC. (Outwith the review, plans to replace the Workington site at Lillyhall are being progressed).

2.3 Commentary – Proposal 1

The Allerdale area will be the only one with two HWRCs under the review. Whilst the relocation of the Workington site will make it slightly more accessible to rural communities in the south of the Borough, residents from the north will need to travel further to use a HWRC. The proposed mobile service (Proposal 2, below) will only go part way to offset that impact.

2.4 Proposal 2

The second proposal is to introduce a mobile service to those areas that have lost HWRCs.

Page 100

Whilst the operation of the scheme has not been finalised, the implication for Allerdale would be that a vehicle would be sent to Wigton 4 times per year, potentially at weekends. The vehicle would be able to take general waste, garden waste and material for re-use/recycling.

2.5 Commentary – Proposal 2

A quarterly service to Wigton would only provide a limited opportunity for residents to dispose of waste items and would be limited in terms of the materials that could be collected. The proposed service is akin to this Council’s ‘Crunch Service’ that has been provided to communities without ready access to the existing HWRC network.

It is suggested that the County Council works with the Districts, as Waste Collection Authorities, to see if this service could be provided more effectively in partnership, using the existing vehicle fleets which are not always fully utilised at weekends. Joint working may also help to extend the coverage or frequency of the mobile service.

2.6 Proposal 3

The third proposal is to reduce opening times of the sites. Currently the HWRCs are open between 8.00 am and 6.00 pm everyday throughout the year. Analysis of usage has shown that the majority of visits are between 9.00 am and 4.00 pm and that Thursdays and Fridays are the days with fewest visits. There is also an element of seasonality to the usage. The County Council therefore proposes to reduce the opening hours between October and February and to close the sites entirely on Thursdays and Fridays.

2.7 Commentary – Proposal 3

This authority’s experience as a Waste Collection Authority is that consistency and simplicity of service are important factors in usage and customer satisfaction. It is a reasonable assumption that the majority of households are infrequent users of the service and could be unaware of differential opening times and days. It is not unlikely that having loaded up a vehicle with waste and finding the HWRC closed, there would be a temptation amongst some users, to dispose of the material illegally rather than take it home again. This Council is responsible for dealing with fly tipping and this proposal could result in a reversal of the steady decrease in incidents in the Borough over the last 3 years, which in part, is due to effective enforcement work undertaken by Allerdale staff and partner organisations. Nationally, Defra estimates that each fly tipping incident costs some £60 to deal with and any increase would be an additional call on the Council’s resources.

It is proposed that the County Council be informed that this Authority would prefer to see consistent opening times for the HWRCs. Should the County Council be minded to implement the proposed changes, there should be a wide reaching promotional campaign to inform the public and provision made at the site entrances to accept some waste on the days that the HWRCs are closed.

Page 101

2.8 Proposal 4

The fourth proposal relates to charging for the disposal of non-household waste. Items such as soils and hardcore, asbestos, plasterboard and car tyres are not classified as Household Waste and it is thus appropriate to charge for disposal and offset the costs of running the service.

Proposed charges are £2.50 per sack of rubble (or £15 per trailer), £10 per sheet or sack of asbestos, £5 per sheet or sack of plasterboard and £2.50 per car tyre.

2.9 Commentary – Proposal 4

This Authority understands the need to generate income to support services such as HWRCs and is not averse to the principle of charging. The proposed charges however, may well act as a disincentive to use the HWRCs and as with proposal 3, result in an increase in fly tipping. (Building materials in particular are frequently the cause of fly-tipping). It is further suggested that the charges would be difficult to implement on site, potentially cause queues and delays and would require additional staffing.

It is proposed that a small ‘flat rate’ be charged for all users of HWRCs, say £1 or £2 per visit. It is further proposed that 20% of income should revert to the Districts to enable them to tackle the issue of fly tipping.

3.0 Customer Focus

3.1 It is suggested that the proposed response would improve the service to the customer.

4.0 Locality Working

4.1 The proposals do not provide for local communities to determine the service levels available to them or promote joint working across agencies.

5.0 Finance/Resource Implications

5.1 There are no direct financial implications from this report however the potential impact on fly tipping and hence costs to the Council are noted.

6.0 Legal Implications and Risks

6.1 None arising from this report.

7.0 Recommendations

That the comments included in this report be forwarded to Cumbria County Council as the views of Allerdale Borough Council.

Page 102

8.0 Conclusion

8.1 This Authority recognises the need for change to the HWRC service but notes the adverse impact on communities and potentially, the environment. The comments put forward, if accepted by the County Council, would serve to reduce that impact.

Ian Payne Strategic Manager Places

IMP/SHS 26 January 2012 STRAT MANAGER PLACES/REPORTS/EXEC/8.2.12 household waste recycling centre

Page 103 This page is intentionally left blank

Page 104 Cumbria County Council

Public consultation on proposals for changes to Cumbria’s household waste recycling centres

Have your say This consultation runs from 9 January 2012 until 19 February 2012.

Page 105 Cumbria County Council

Have your say! Public consultation on proposals for changes to Cumbria’s household waste recycling centres

Consultation in a nutshell 7#$/-(0$0&$"#-4$8&'4$3)#/+$&($0"#+#$:4&:&+-*+=$ there is more detail in the rest of this document. Your !"#$%&'(%)*$)+$,#-*)(.$/)0"$0"#$1&+0$+).()[%-(0$#3#4$ ;##,5-%<$/)**$5#$%&**-0#,$-(,$:4#+#(0#,$0&$0"#$%&'(%)*R+$ 4#,'%0)&(+$0&$)0+$5',.#06$7#$"-3#$0&$[(,$/-8+$0&$ C-5)(#0$)($ March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emerge through the consultation.

!"-0R+$/"8$/#$"-3#$4#3)#/#,$&'4$:4&3)+)&($&;$ How to respond to this consultation: "&'+#"&*,$/-+0#$4#%8%*)(.$%#(04#+6$?'4$4#3)#/$"-+$ +"&/($0"-0$&'4$%'44#(0$:4&3)+)&(=$-*0"&'."$3#48$/#**$ #$ C&1:*#0#$0"#$K'#+0)&(+$)($0")+$%&(+'*0-0)&($ 4'(=$)+$'(,#4$'0)*)+#,$-(,$+).()[%-(0$+-3)(.+$%&'*,$5#$ ,&%'1#(0$-(,$:&+0$)0$5-%<$&4$[**$)0$)($&(*)(#$-0$ 1-,#$0"-0$/&'*,$54)(.$'+$)(0&$*)(#$/)0"$&0"#4$:-40+$&;$ cumbria.gov.uk the country. #$ L4&3),#$;##,5-%<$)($/4)0)(.M$ HWRC consultation, Freepost NWW6059A, The Courts, Carlisle, We are proposing to: CA3 8BR #$ Email your feedback to [email protected] #" Close six of the county’s least used household #$ Follow us at twitter@cumbriacc waste recycling centres (HWRCs) in 2012 #" Move to seasonal opening hours For those who want more #" Close sites on the least used days of Thursday information: and Friday #" Introduce a mobile household waste recycling Follow the links from cumbria.gov.uk to get further service to offset the impact of closures background detail. #" Introduce charges for disposal of soil, rubble, asbestos, plasterboard and car tyres

7#$-4#$-*4#-,8$%&11)00#,$0&$)(3#+0)(.$)($-$(#/$+0-0#@ Have your say &;@0"#@-40$A7BC$)($9)**8"-**$-+$:-40$&;$7#+0$C'154)-$ This consultation runs A7BC$)1:4&3#1#(0$:4&.4-11#6$!")+$/)**$)(3&*3#$0"#$ %*&+'4#+$&;$D4)E)(.0&($-(,$7&4<)(.0&($A7BC+$/"#($ from 9 January 2012 until 0"#$(#/$+)0#$)+$&:#4-0)&(-*$)($FGHI 19 February 2012.

2 Page 106 Have your say! Public consultation on proposals for changes to Cumbria’s household waste recycling centres

Why we are proposing changes !")+$8#-4$0"#$%&'(%)*$%&(0)('#+$0&$5#$;-%#,$58$+).()[%-(0$4#,'%0)&(+$0&$0"#$;'(,)(.$ )0$4#%#)3#+$;4&1$%#(04-*$.&3#4(1#(0=$/")%"$-*&(.$/)0"$8&'4$%&'(%)*$0-N=$:-8+$;&4$ 0"#$+#43)%#+$/#$:4&3),#6$D&**&/)(.$3#48$*-4.#$4#,'%0)&(+$*-+0$8#-4=$0"#$4#,'%0)&($)($ FGHFSHI$)+$+1-**#46$T'0$/#$-*4#-,8$<(&/$0"-0$0"#$4#,'%0)&(+$/)**$)(%4#-+#$-.-)($)($ FGHISHP$-(,$FGHPSHU6$!"#+#$4#,'%0)&(+$-4#$;&4%)(.$0"#$%&'(%)*$0&$[(,$/-8+$0&$+-3#$ money and reduce costs.

9-+0$8#-4$/#$%&(+'*0#,$/)0"$0"#$:'5*)%$-5&'0$/"-0$ +:#(,$&($/-+0#$+#43)%#+6$7#$"-3#$(&/$%&1:*#0#,$ &'4$:4)&4)0)#+$+"&'*,$5#$&3#4$0"#$(#N0$+#3#4-*$8#-4+6$ -$4#3)#/$&;$&'4$"&'+#"&*,$/-+0#$4#%8%*)(.$%#(04#+6$ After considering your feedback we decided that R0$"-+$+"&/($0"-0$&'4$%'44#(0$:4&3)+)&($)+$'(,#4$ &'4$:4)&4)0)#+$+"&'*,$5#$-5&'0$0-%<*)(.$:&3#408=$ utilised and that changes could be made that would +'::&40)(.$3'*(#4-5*#$:#&:*#$-(,$)1:4&3)(.$0"#$ %&(04)5'0#$-4&'(,$!F1$0&$0")+$0-4.#06$!"#+#$%"-(.#+$ %"-(%#+$)($*);#$&;$0"#$1&+0$,)+-,3-(0-.#,6$$!"-0$"-+$ /&'*,$-*+&$54)(.$'+$)(0&$*)(#$/)0"$&0"#4$:-40+$&;$0"#$ really focussed our minds on where we should look country. 0&$[(,$+-3)(.+6 7#$0")(<$0")+$)+$0"#$4)."0$0")(.$0&$,&=$/"#($5',.#0+$ !"-0R+$/"8$)($*-+0$8#-4R+$5',.#0$/#$,#%),#,$0&$4#3)#/$ -4#$5#)(.$+K'##E#,$#3#4$"-4,#4$/#$0")(<$/#$+"&'*,$ &'4$/-+0#$+#43)%#+$/)0"$0"#$-)1$&;$1-<)(.$+).()[%-(0$ 5#$:4)&4)0)+)(.$0"#$1&(#8$/#$+:#(,$&($:#&:*#=$(&0$ +-3)(.+$&;$-4&'(,$!P1$:#4$8#-4$;4&1$0"#$!FQ1$/#$ rubbish.

Page 107 3 Cumbria County Council

What our review found 7#$*&&<#,$-0$-$4-(.#$&;$,);;#4#(0$)(;&41-0)&($-+$:-40$&;$&'4$4#3)#/6$?'4$-(-*8+)+$)+$0"-0$ 0"#$/-8$/#$%'44#(0*8$,&$0")(.+$)+$'(-;;&4,-5*#$-(,$0"-0$%"-(.#+$0&$0"#$+#43)%#$%-($ 5#$1-,#$0"-0$/)**$,#*)3#4$+).()[%-(0$+-3)(.+$/")*#$+0)**$1##0)(.$0"#$(##,+$&;$0"#$:'5*)%=$ 1-N)1)+)(.$4#%8%*)(.$-(,$#(+'4)(.$+)0#+$1##0$0"#$")."#+0$+0-(,-4,+6

Public behaviour has changed #$ R($.#(#4-*=$!"'4+,-8+$-(,$D4),-8+$-4#$0"#$ K')#0#+0$,-8+$-(,$/##<#(,+$-4#$5'+)#+06 ?3#4-**$"&/$0"#$:'5*)%$,#-*$/)0"$/-+0#$"-+$%"-(.#,$ dramatically in recent years. Through successful #$ !"#4#$)+$+#-+&(-*$3-4)-0)&($)($"&/$+)0#+$-4#$ :'5*)%$-/-4#(#++$%-1:-).(+$-(,$)(;4-+04'%0'4#$ '+#,=$/)0"$*#++$'+#$5#0/##($?%0&5#4$-(,$ )1:4&3#1#(0+$0"#$0&0-*$-1&'(0$&;$/-+0#$/#$:4&,'%#$ February. )($C'154)-$"-+$5##($4#,'%#,$58$FUV$-(,$4#%8%*)(.$ "-+$)(%4#-+#,$;4&1$FQV$0&$PWV$+)(%#$FGGU6$X)+04)%0$ #$ 7#$&:#4-0#$HP$A7BC$+)0#+=$5'0$0"#$+#3#($*#-+0$ %&'(%)*+$-*+&$:4&3),#$-$3#48$")."$+0-(,-4,$&;$ '+#,$-%%&'(0$;&4$\'+0$FUV$&;$3)+)0+$-(,$FHV$&;$ <#45+),#$%&**#%0)&($+#43)%#+6$7)0"$-$.4#-0#4$4-(.#$ the total waste collected. &;$/-+0#$(&/$5#)(.$%&**#%0#,$-0$0"#$<#45+),#=$0"#$ (##,$;&4$:#&:*#$0&$3)+)0$&(#$&;$&'4$A7BC+$"-+$5##($ #$ ])0#+$3-48$)($:#4;&41-(%#=$'+-.#$-(,$/-+0#$ noticeably reduced. %&**#%0#,=$0")+$)1:-%0+$&($%&1:-4-0)3#$*#3#*+$&;$ %&+0$-%4&++$0"#$(#0/&4<6$D&4$#N-1:*#$)0$%&+0+$ !"#$%&'($)*+,-#.$/0$/)*1\3/*)+ 0"#$%&'(%)*$!H6II$:#4$3)+)0$;&4$C-4*)+*#$%&1:-4#,$ 0&$!W6FP$:#4$3)+)0$;&4$T4-1:0&(6 7#R3#$*&&<#,$%*&+#*8$-0$"&/$A7BC$+)0#+$-4#$ -%0'-**8$'+#,$58$0"#$:'5*)%6$7#$"-3#$%&(%*',#,$0"#$ We have too many HWRC sites following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use. How do we compare?

Local Authority Number of HWRC Population HWRC per 100,000 population X'4"-1 HU_ PQI=UGG I6GP C'154)- HP PQU=FGG F6ZI X#3&( 20 [PQ=QGG F6W[ C&4(/-** 12 UIU=IGG F6FP Norfolk 19 ZWF=IGG 2.2 C"#+")4# 7 [GG=GGG 1 9-(%-+")4# HU_ H=PGG=GGG 1

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4 Page 108 Have your say! Public consultation on proposals for changes to Cumbria’s household waste recycling centres

We spend more than other councils People use HWRCs relatively on these services infrequently

`$.&3#4(1#(0$3-*'#$;&4$1&(#8$-(-*8+)+$)($FGGQSHG$ R($e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e are a large rural authority items – either using the district council bulky waste " 7#$"-3#$-$")."$3&*'1#$&;$.4##($/-+0#$5#%-'+#$ %&**#%0)&($+#43)%#$&4$:-++)(.$)0#1+$&($0&$%"-4)0)#+6 /#$"-3#$-$*&0$&;$.-4,#(+ " 7#$"-3#$-$")."#4$('15#4$&;$A7BC+$%&1:-4#,$ Fly-tipping is a minor issue to other rural councils f3),#(%#$;4&1$&0"#4$%&'(%)*+$/"&$"-3#$1-,#$ We can’t do much about the first two but we could +)1)*-4$%"-(.#+$0&$0"&+#$/#$-4#$:4&:&+)(.$+"&/+$ 1-<#$%"-(.#+$0&$&'4$A7BC$:4&3)+)&($0"-0$/&'*,$ 0"-0$0"#4#$"-+$(&0$5##($-($)(%4#-+#$)($;*8@0)::)(.$-+$ 4#,'%#$&'4$O#(3)4&(1#(0-*$+:#(,$:#4$"#-,P6 a result.

Our non-household waste disposal Mobile Services policy is expensive f3),#(%#$;4&1$&0"#4$%&'(%)*+$+"&/+$-$1&5)*#$ C'154)-$%'44#(0*8$:4&3),#+$;-%)*)0)#+$0&$,)+:&+#$ +#43)%#$%&'*,$5#$)(04&,'%#,$/")%"$%&'*,$)1:4&3#$ of waste not legally defined as household waste -%%#++$-%4&++$0"#$%&'(08=$#+:#%)-**8$)($4'4-*$-4#-+6 c-+5#+0&+=$.8:+'1=$%&(+04'%0)&($/-+0#$-(,$084#+d6$ Y&+0$&0"#4$%&'(%)*+$%"-4.#$;&4$0")+$+#43)%#$5'0$ /#$%'44#(0*8$,&$(&06$!")+$%&+0+$0"#$%&'(%)*$&3#4$ !FGG=GGG$#3#48$8#-46

Page 109 5 Cumbria County Council

Our proposals in detail

7#$-4#$:4&:&+)(.$-$4-(.#$&;$%"-(.#+$0&$&'4$+#43)%#6$T#*&/$/#$:4&3),#$1&4#$,#0-)*$ -5&'0$#-%"$&;$0"#$:4&:&+-*+$-(,$-+<$;&4$8&'4$3)#/+6 Proposal 1 Reducing the number of household waste recycling centres

!"#4#$-4#$%'44#(0*8$HP$"&'+#"&*,$/-+0#$4#%8%*)(.$%#(04#+$)($&:#4-0)&(6$?'4$:4&:&+-*$)+$0&$4#,'%#$0")+$0&$+#3#($ -(,$)(04&,'%#$-$1&5)*#$A7BC$+#43)%#6$!"#$(#/$1&5)*#$+#43)%#$/&'*,$3)+)0$-4#-+$':$0&$;&'4$0)1#+$-$8#-4$0&$&;;+#0$ )1:-%0$&;$%*&+'4#+$c+##$:4&:&+-*$Fd6$

7#$*&&<#,$%*&+#*8$-0$-**$&;$&'4$%'44#(0$A7BC+$-(,$,#3#*&:#,$-$+#0$&;$&5\#%0)3#$%4)0#4)-$0&$),#(0);8$0"#$*#-+0$3)-5*#$ +)0#+6$!"-0$)(%*',#,$%&(+),#4-0)&($&;M

" C&+0$:#4$3)+)0$0&$0"#$%&'(%)* " `1&'(0$&;$/-+0#$,)+:&+#,$&;$-0$0"#$+)0# " e'15#4$&;$3)+)0+$-;;#%0#,$0"4&'."$%*&+'4#

!"#$4#+'*0+$&;$0")+$-++#++1#(0$+"&/$0"-0$+)N$+)0#+$#1#4.#$-+$5#)(.$%&1:-4-0)3#*8$*#++$3)-5*#$0&$&:#4-0#$0"-($0"#$ rest.

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Current sites Proposed sites (Note only five sites are shown)

6 Page 110 Have your say! Public consultation on proposals for changes to Cumbria’s household waste recycling centres

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Page 111 7 Cumbria County Council

Proposal 2 Introduce a mobile household waste recycling centre service

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8 Page 112 Have your say! Public consultation on proposals for changes to Cumbria’s household waste recycling centres

Proposal 3 Changing the opening hours and days

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Page 113 9 Cumbria County Council

Proposal 4 Introducing charging for non-household waste disposal

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10 Page 114 Have your say! Public consultation on proposals for changes to Cumbria’s household waste recycling centres

About you

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CCCpSe6HU[QW Agenda Item 17

Allerdale Borough Council

Executive – 8 February 2012

Change of outside body representatives

The Reason for the Decision To appoint replacement representatives on Outside Bodies that are a function of the Executive, following a request from the Leader.

Summary of options considered None

Recommendation s (a) That Councillor Bacon replace Councillor M Wood as the Council’s representative on the Solway Coast AONB Joint Advisory Committee

(b) That Councillor Hansen replace Councillor M Wood as the Council’s representative on the Cumbria Law Centre

Financial/Resource Implications Travel / Subsistence would be met from existing budget provision.

Legal Implications None

Community Safety Implications None

Health and Safety and Risk None Management Implications

Equality Duty considered/Impact No Assessment completed

Wards Affected All

The contribution this d ecision would Supports the openness and transparency key make to the Council’s Strategic driver Objectives

Is this a Key Decision No.

Portfolio Holder Councillor Barbara Cannon

Lead Officer Sarah Beattie, Democratic Services Manager, [email protected] 01900 702554

Page 117

Report Implications (Please delete where applicable).

Community Safety N Employment (external to the Council) N Financial N Employment (internal) N Legal N Partnership N Social Inclusion N Asset Management N Equality Duty N Health and Safety N

Background papers None

1.0 Introduction

1.1 Following the resignation of Councillor M Wood as the Council’s representative on the Solway Coast AONB Joint Advisory Committee and Cumbria Law Centre outside bodies, and a request from the Leader, members are requested to make replacement appointments to these outside bodies, which are a function of the Executive.

2.0 Recommendations

2.1 That Councillor Bacon replace Councillor M Wood as the Council’s representative on the Solway Coast AONB Joint Advisory Committee

2.2 That Councillor Hansen replace Councillor M Wood as the Council’s representative on the Cumbria Law Centre

2.3 That Councillor Fryer replace Councillor A Kendall as the Council’s representative on Maryport Developments Ltd

Jane Allder Strategic Manager for Resources

Page 118