SOUTH LAKELAND DISTRICT COUNCIL South Lakeland House, Kendal, Cumbria LA9 4UQ www.southlakeland.gov.uk
You are requested to attend a meeting of the Cabinet on Wednesday, 11 March 2009, at 10.00 a.m. in the Georgian Room at the Town Hall, Kendal
Membership
Councillors
Brenda Gray (Housing and Development Portfolio Holder) Brendan Jameson (Leader and Promoting South Lakeland Portfolio Holder) Andy Shine (Deputy Leader and Policy, Performance and Resources Portfolio Holder) Hilary Stephenson (Central Services Portfolio Holder) Peter Thornton (Communities and Wellbeing Portfolio Holder) Graham Vincent (Economic Prosperity and Transport Portfolio Holder) Brenda Woof (Environment and Sustainability Portfolio Holder)
3 March 2009
Debbie Storr, Executive Director (Central Services)
For all enquiries, please contact:- Committee Administrator: Mrs Inge Booth Telephone: 01539 733333 Ext.7434 e-mail: [email protected]
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2 AGENDA Page Nos. PART I Standing Items/Monitoring Reports 1. APOLOGIES To receive apologies for absence, if any. 2. EXECUTIVE DECISION NOTICES 7 - 27 To authorise the Chairman to sign, as a correct record, the executive decisions made during the weeks ending 6 and 20 February 2009 (copies attached). 3. DECLARATIONS OF INTEREST To receive declarations by Members of personal and prejudicial interests in respect of items on this Agenda. If a Member requires advice on any item involving a possible declaration of interest which could affect his/her ability to speak and/or vote, he/she is advised to contact the Monitoring Officer at least 24 hours in advance of the meeting. 4. LOCAL GOVERNMENT ACT 1972 – EXCLUDED ITEMS To consider whether the items, if any, in Part II of the Agenda should be considered in the presence of the press and public. 5. PUBLIC PARTICIPATION Any member of the public who wishes to ask a question, make representations or present a deputation or petition at this meeting should apply to do so before the commencement of the meeting. Information on how to make the application can be obtained by viewing the Council’s Website www.southlakeland.gov.uk or by contacting the Democratic and Member Services Manager on 01539 717440. (1) Questions and Representations To receive any questions or representations which have been received from members of the public. (2) Deputations and Petitions To receive any deputations or petitions which have been received from members of the public. 6. CORPORATE STRATEGY AND PERFORMANCE GROUP 29 - 33 To receive the notes of the meeting of the Corporate Strategy and Performance Group held on 28 January 2009 (copy attached) and to consider the recommendations contained therein, if any. 7. HEALTH AND SAFETY COMMITTEE 35 - 39 To receive the minutes of the meeting of the Health and Safety Committee held on 12 January 2009 (copy attached). Key Decisions 8. TOURIST INFORMATION CENTRES – DELIVERY OF BUDGET SAVINGS 41 - 47 (KD09/009/EP&T) To consider options available for achieving savings of £60,000 from the Tourist Information Budget for the 2009/10 budget (please see also Part II Agenda Item No.22).
3 9. COMMON LAND AT NEW ROAD (KD09/011/EP&T) 49 - 64 To consider legal advice in respect of the opportunities and constraints that the Council faces in the future management of the Common Land at New Road, Kendal and recommendations on the principles of a new approach to the land’s management. 10. ARNSIDE AND SILVERDALE AONB MANAGEMENT PLAN AND 65 - 70 MEMORANDUM OF UNDERSTANDING (KD09/008/H&D) To consider a new draft Management Plan, along with an associated draft Action Plan which has been produced for the Arnside and Silverdale Area of Outstanding Natural Beauty. 11. PRIORITY ECONOMIC DEVELOPMENT INITIATIVES - BID FOR 71 - 77 RESOURCES FROM THE - LOCAL AUTHORITY BUSINESS GROWTH INCENTIVE (LABGI) RESERVE 2009- 2012 (KD09/010/EP&T) To consider using the Local Authority Business Growth Incentive (LABGI) Reserve to fund a programme of priority economic development initiatives for the period 2009 to 2012. Referrals to Council 12. CAPITAL STRATEGY 79 - 101 To consider an update of the Capital Strategy which is broadly consistent with the current Corporate Plan and Medium Term Financial Plan. 13. MEDIUM TERM FINANCIAL PLAN 103 - 107 To consider the revised financial forecast and submission of the draft Medium Term Financial Plan to Council. 14. DRAFT COUNCILLOR CALL FROM ACTION SCHEME 109 - 119 To consider the draft Councillor Call for Action scheme for recommendation to Full Council for approval. 15. LEADER / CHIEF EXECUTIVE PROTOCOL 121 - 126 To consider a protocol on the responsibilities and appropriate behaviours covering the professional relationship between the elected Leader of the Council and the Head of Paid Service. General Executive Matters 16. REVISIONS TO FEES FOR PROPERTY SEARCHES 127 - 132 To consider the charges for access to property records and for undertaking property searches for implementation from 1 April 2009. 17. A PAYMENT MECHANISM FOR BLUE BADGE HOLDERS USING 133 - 135 WESTMORLAND SHOPPING CENTRE CAR PARK To consider the method of payment for blue badge holders in the Westmorland Shopping Centre Car Park (please see also Part II Agenda Item No.23). 18. ADOPTING THE CUMBRIA CLIMATE CHANGE STRATEGY 137 - 212 To ensure that the Council’s representative on the Cumbria Strategic Partnership has the mandate to respond to the adoption of the Cumbria Climate Change Strategy at the meeting of the partnership on 16 March 2009. 19. STATUTORY CONSERVATION AREA REVIEW OF THE NEWLAND 213 - 216 CONSERVATION AREA To consider the formal adoption of the draft Newland Conservation Area Character Appraisal.
4 20. STATUTORY CONSERVATION AREA REVIEW OF THE CARTMEL 217 - 222 CONSERVATION AREA To consider the formal adoption of the draft Cartmel Conservation Area Character Appraisal and amendments to the existing Cartmel Conservation Area boundary following a statutory review of the conservation area. 21. INFORMATION AND COMMUNICATIONS TECHNOLOGY STRATEGY 223 - 251 2008/2011 To consider the Information and Communications Technology Strategy 2008/2011. PART II Private Section (exempt reasons under Schedule 12A of the Local Government Act 1972, as amended by the Local Government (Access to Information) (Variation) Order 2006, specified by way of paragraph number) Key Decisions 22. TOURIST INFORMATION CENTRES – DELIVERY OF BUDGET SAVINGS 253 - 257 (KD09/009/EP&T) – APPENDIX 3 - Information relating to the financial or business affairs of any particular person (including the authority holding that information). (Paragraph 3) Financial details relating to Part I Agenda Item No.8. General Executive Matters 23. A PAYMENT MECHANISM FOR BLUE BADGE HOLDERS USING 259 WESTMORLAND SHOPPING CENTRE CAR PARK – APPENDIX 1 - Information relating to the financial or business affairs of any particular person (including the authority holding that information). (Paragraph 3) Financial details relating to Part I Agenda Item No.17. 24. APPLICATION FOR RATE RELIEF ON THE GROUNDS OF HARDSHIP - 261 - 265 REF:52535584 - Information relating to the financial or business affairs of any particular person (including the authority holding that information). (Paragraph 3) To consider an application for rate relief.
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6 Item No.2(1) 213 w.e. 6.2.2009 Executive Decisions
EXECUTIVE DECISION NOTICE DELEGATED DECISIONS A record of delegated decisions made by officers week ending Friday, 6 February 2009. The reports (unless exempt under Section 100(B)(2) of the Local Government Act 1972, on the grounds that they involve the likely disclosure of exempt information as defined in Part 1 of Schedule 12 A of the Act as amended by the Local Government (Access to Information) (Variation) Order 2006 by virtue of the Paragraphs indicated and, in all the circumstances of the case, it is considered that the public interest in maintaining the exemption outweighs the public interest in disclosing it) are available for inspection from the Democratic and Member Services Manager, South Lakeland House, Kendal. EX/262 ACCESS FOOTPATH TO KENDAL CASTLE, THORNEY HILLS, KENDAL (STRATEGIC DIRECTOR (RESOURCES) ON BEHALF OF CORPORATE DIRECTOR (COMMUNITIES)) Summary Consideration was given to entering into an easement to formally record the route of the above-mentioned footpath. Decision The principle of entering into an easement agreement to formally record the route of the access footpath to Kendal Castle, Thorney Hills, Kendal, be approved, the detailed terms to be dealt with under delegated powers. Reasons for Decision To assist in the delivery of the Council’s Corporate Priority No.11 – Quality of Life is enhances through improved access and participation in cultural, sporting and leisure activities. Alternative Options Considered and Rejected To choose not to enter into the easement agreement, which may result in Russell Armer removing the footpath from their land. * * * * * * * * * * * * EX/263 APPOINTMENT OF CONSULTANT – KENDAL CANAL HEAD AREA ACTION PLAN (STRATEGIC DIRECTOR (RESOURCES) ON BEHALF OF CORPORATE DIRECTOR (COMMUNITIES)) - Information relating to the financial or business affairs of any particular person (including the authority holding that information). (Paragraph 3) Summary Work on the Kendal Canal head Area Action Plan needed to be progressed. Consultancy support was required to deliver the work within an appropriate timetable. Resources had been agreed in the Capital Programme and the proposal was to appoint the consultants who have previously worked on the plan, under instruction from British Waterways.
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Decision
(1) Contract Procedure Rules be waived to enable the appointment of ARUP to prepare the draft submission document of the Kendal Canal Head Area Action Plan.
(2) The Capital Programme provision of £40,000 for this scheme be confirmed and increased by £13,000, to be financed from Housing and Planning Delivery grant.
Reasons for Decision
• To assist in the delivery of the Council’s Corporate Plan:-
o Our towns become vibrant centres for enhancing employment, local services, retail and community facilities – Priority 3.
o The Communities development priorities delivered – Priority 7.
• In addition, the decision links to:-
o South Lakeland Sustainable Community Strategy – Jobs Skills and Regeneration. The canal head is specifically mentioned.
o Cumbria Sub Regional Action Plan – Investment in canal head is a recognised priority action.
Alternative Options Considered and Rejected
• There is an option to undertake a competitive appointment process. This option is not preferred due to reasons explained in paragraphs 5 and 6 of the report.
• There is an option to undertake the work in house. This option is not preferred as the work load would severely affect the timetable for the production of the Core Strategy by diverting staff resources. The Core Strategy is the key Development Plan Document for which the Council will be penalised through grant income foregone if the timetable slips. Such slippage could also materially damage the areas ability to address the key development issues of housing and employment site provision.
• There is an option to cease work on the AAP. This option is not preferred as the AAP area will provide significant opportunities for investment in Kendal, securing higher paid employment, providing housing and increasing the attractiveness of Kendal as a place to visit. A cessation or significant delay in plan production will lead to a loss of confidence in the process and resultant loss of opportunity for the District.
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8 Item No.2(2) 215 w.e. 20.2.2009 Executive Decisions
EXECUTIVE DECISION NOTICE
CABINET
A record of the decisions made at the meeting of the Cabinet held on Tuesday, 17 February 2009, at 10.00 a.m.
Present
Councillors
Brendan Jameson (Leader and Promoting South Lakeland Portfolio Holder) (Chairman)
Brenda Gray Housing and Development Portfolio Holder Andy Shine Deputy Leader and Policy, Performance and Resources Portfolio Holder Hilary Stephenson Central Services Portfolio Holder Graham Vincent Economic Prosperity and Transport Portfolio Holder Brenda Woof Environment and Sustainability Portfolio Holder
An apology for absence was received from Councillor Peter Thornton (Communities and Well Being Portfolio Holder).
Also in attendance at the meeting were Shadow Executive Members James Airey (Deputy Leader of the Opposition and Environment and Sustainability Portfolio), Colin Hodgson (Leader of the Opposition and Promoting South Lakeland Portfolio), Janette Jenkinson (Economic Prosperity and Transport Portfolio) and Brian Wilkinson (Central Services Portfolio). Shadow Executive Members Tom Harvey (Policy, Performance and Resources Portfolio) and David Williams (Communities and Well Being Portfolio) had tendered their apologies.
In addition, Councillor Kathleen Atkinson was present at the meeting.
Officers
Inge Booth Democratic Services Officer Dave Conlin Head of Commercial and Technical Services Lawrence Conway Strategic Director (Customer Services) Jack Jones Strategic Director (Resources) Sheila Meades Communications Manager Steve Richards Scrutiny Officer (part) Debbie Storr Executive Director (Central Services) Sandra Walbran Corporate Change Manager/Head of Strategy and Performance Services
STANDING ITEMS/MONITORING REPORTS EX/264 EXECUTIVE DECISION NOTICES RESOLVED – That the Chairman be authorised to sign, as correct records, the Executive Decisions made during the weeks ending 16, 23 and 30 January. * * * * * * * * * * * *
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EX/265 DECLARATIONS OF INTEREST
RESOLVED – That it be noted that Councillors Colin Hodgson and Janette Jenkinson declared interests in EX/273 (below).
* * * * * * * * * * * *
EX/266 LOCAL GOVERNMENT ACT 1972 – EXCLUDED ITEMS
RESOLVED – That it be noted that there were no excluded items on the Agenda.
* * * * * * * * * * * *
EX/267 PUBLIC PARTICIPATION
RESOLVED – That it be noted that no questions, representations, deputations or petitions had been received.
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EX/268 PROGRESS REPORT
Consideration was given to a report detailing progress in relation to Executive Decisions as at 9 February 2009.
RESOLVED – That the report be received.
* * * * * * * * * * * *
EX/269 FORWARD PLAN
RESOLVED – That the contents of the Forward Plan covering the period 1 March – 30 June 2009 be noted.
* * * * * * * * * * * *
GENERAL EXECUTIVE MATTERS EX/270 CORPORATE FINANCIAL MONITORING OCTOBER 2008 – DECEMBER 2008 Summary Members were presented with the third quarterly monitoring report for 2008/09 which set out an indicative corporate picture of the Council’s financial performance during the period ending December 2008. Since the production of the last report, the Council’s budgets had been revised to take account of the latest information, and the format of the report had changed slightly to reflect this. The report had been prepared using the 2008/09 revised budgets. Monthly summary budget monitoring reports had been submitted to Management Team and Heads of Service Team throughout the year as per the 2008/09 budget monitoring cycle. The report summarised the variances in excess of £5,000 reported by Budget Managers, where these had been provided. In addition, there were specific sections for salary monitoring, grants, capital expenditure and financing, investments and borrowing, reserves, Housing Revenue Account, revenue collection performance and Insurance and Risk Management.
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The challenging economic climate looked set to continue and, possibly, worsen and would have numerous and varied effects on the delivery of the Council’s services. Close regular monitoring and reporting of all areas would continue to be of great importance.
The staff team in the finance department continued to work towards improving the service it provided.
Councillor Andy Shine welcomed the report which he pointed out was a very public document showing the full range of the Council’s financial information.
Decision
RESOLVED – That the report be noted.
Reasons for Decision
The report was to be noted.
Alternative Options Considered and Rejected
Not applicable.
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EX/271 FEES AND CHARGES 2009 – 2010, CULTURE AND ECONOMY
Summary
Consideration was given to recommended fees and charges for services provided by the Culture and Economy Group, except for the Lake Windermere Service. It was noted that the Council's Medium Term Financial Plan sought annual increases in income of at least 1% above the Retail Price Index excluding mortgage interest payments (RIPX). As the RIPX inflation rate was currently 4.7%, this would give a target of 5.7%.
Due to uncertainty about future inflation levels and concerns about the effect of an increase in fees and charges on services, it was recommended that no increases in fees and charges should be made to those services which covered the Public Halls, Tourist Information Centres and Kendal Museum. It was also pointed out that, as a few of these charges included VAT at the standard rate, this would actually represent a small increase in income to the Council.
Members felt that the proposals showed that the Council was trying to do something proactive for the community in the current difficult economic climate.
Decision RESOLVED – That approval be given to the fees and charges for the year commencing 1 April 2009, as detailed in the report. Reasons for Decision It was unclear what the inflation levels would be in 2009/2010 and officers within the Service felt the income could not be sustained if there was a rise in fees and charges. It was, therefore, recommended that fees and charges should be kept competitive in order to attract users.
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Alternative Options Considered and Rejected
• Increase fees and charges by 1% above the RIPX – this was not recommended as the Medium Term Financial Plan recommendation could not have taken account of the present economic climate. Such an increase could act as a deterrent to potential users of the service. The public halls are already seeing a reduction in booking income.
• Reduce the fees and charges – not recommended at this time.
* * * * * * * * * * * *
EX/272 CLARE HOUSE LANE FOOTBRIDGE, GRANGE-OVER-SANDS
Summary
Further to Minute No EX/129 (2008/09), an update was provided on the practicalities and revised costings in relation to the planned restoration of Clare House Lane Bridge, Grange-over-Sands. It was pointed out that, although additional funding was requested, there might be scope in the longer term to meet this from existing capital budgets. It was planned that the work would be completed by late Summer/early Autumn 2009.
Members expressed thanks, in particular, to BAE for its contribution of steel to the project.
Decision
RESOLVED – That the Capital Programme be amended to increase the provision for KMR01, Grange Railway Bridges by £24,000 to enable the restoration of Clare House Lane footbridge to proceed.
Reasons for Decision
Increased costs associated with completing the project needed to be met,
Alternative Options Considered and Rejected
• To start this project again as a design and build project with contractors being asked to tender for the construction of a bridge to a design dictated by the District Council - not recommended as a substantial amount of work has been done in terms of negotiations with BAE and Balfour Beatty and Network Rail. Furthermore BAE have spent a considerable amount of time in terms of the planning application and drawing up detailed, as built, plans.
• To close the project and use the Council's resources towards the restoration of the Berners Bridge crossing as part of the Berners Vision Project. - not recommended as the timescales for the Berners Vision Project would not be acceptable.
* * * * * * * * * * * *
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MATTERS REFERRED TO CABINET BY OVERVIEW AND SCRUTINY COMMITTEE
Note – Councillors Colin Hodgson and Janette Jenkinson declared personal interests in the following item of business by virtue of the fact that they were Trustees of the Ulverston Townlands Trust.
EX/273 CALL-IN OF EXECUTIVE DECISION EX/238(2): EVENING CHARGING TO 9.00 P.M. BE INTRODUCED ON CAR PARKS THROUGHOUT THE DISTRICT
Summary
Cabinet was asked to reconsider a decision that had been taken (EX/234(2) (2008/09)) regarding the introduction of evening charging to 9.00 p.m. on car parks throughout the district.
The Community Services Overview and Scrutiny Committee had considered two call-in requests which had been received in relation to the decision at its meeting held on 5 February 2009 (Minute CSOS/081 (2008/2009) refers). The reasons for the call-ins had been:-
• Members required further information on how the decision could affect the evening economy; • further clarification was required on if and how other councils charged for evening parking and how much forecasting and comparative studies had been done; • Members believed that the decision was unfair and would cause financial difficulties, as many of our residents living in town centres who used and had been encouraged to use by the planning system our town centre car parks in the evenings; • it may also encourage on street parking in areas where we already had overnight parking problems; and • it would have an adverse effect on the night-time economies in many of our towns at a time when we should be supporting such economies and not working against them.
The Community Overview and Scrutiny Committee had raised a number of concerns about the decision and felt that it had been based on inadequate information. The report detailed the reasons for these concerns.
The Leader drew attention to an email which had recently been sent to all Cabinet and Shadow Executive Members. The communication from Windermere guest house proprietors was in opposition to the proposal to re-implement charging in the Broad Street Car Park during evenings until 9.00 p.m.
Councillor Graham Vincent read out a set of recommendations which had been circulated prior to the meeting. In addition, a document highlighting possible options for income raising on car parks during 2009/10, without evening charging, had been circulated as an Appendix. The proposals now being put forward were to request the Community Services Overview and Scrutiny Committee to investigate the wider implications of parking charges and, in particular, to look into the possibility of a discounted parking permit for new applicants in order to encourage take-up by local residents. This would still, however, leave a budget shortfall, which would require further examination by the Strategic Director (Resources).
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Councillor Vincent wished to emphasise the excellent value of the annual parking permit to local residents. He also stressed the need to find an appropriate way of financing the visitor economy within South Lakeland.
Decision
RESOLVED – That
(1) the representations from the Community Services Overview and Scrutiny Committee be noted and, the same having been considered, evening charging be not implemented at this time, but the Community Services Overview and Scrutiny Committee be requested to set up a task and finish group to consider further the issue of evening charging and also to look at charging from 8.00 a.m., and to consider potential discounts for new permit applications to encourage the take- up of parking permits, with a view to reporting recommendations back to Cabinet no later than 30 September 2009 to feed into the budget round for 2010/11;
(2) as a result of (1) above, in acknowledging that the consequent reduction in income will adversely affect the financing of the 2009/10 budget, further revision to the car parking fees and charges for 2009/10 be made, as detailed in the Appendix circulated prior to the meeting, as attached to this Decision Notice; and
(3) the Executive Director (Central Services) and the Strategic Director (Resources) be requested to estimate the financial effect on the budget of replacing evening charging by the revised charges and to report the findings to the Council meeting on 26 February so that the revised financial position can be included in the budget proposals presented to Council for approval.
Reasons for Decision
To ensure a full review is carried out on the matter of evening charging for car parking.
Alternative Options Considered and Rejected To re-affirm the decision taken at EX/238(2). * * * * * * * * * * * * REFERRALS TO COUNCIL 2009/10 REVENUE BUDGET: GENERAL FUND SERVICES EX/274 Update Report Summary Further to Minute EX/258 (2008/09), whereby Cabinet had requested that the Budget be re-examined to establish if a Council Tax increase could be restricted to 3.6%, the Strategic Director (Resources) presented a report which detailed a number of adjustments to the draft figures. As a result, he had concluded that it would be possible to limit the tax increase to 3.6%, which would result in £80,000 surplus funds, which it was recommended to retain for subsequent allocation to priority growth items.
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The Strategic Director (Resources) now referred to EX/273(2) (above) on changes to charging on car parks. He pointed out that the resolution made earlier in the meeting for a further revision to the car parking fees and charges for 2009/10 was likely to raise additional income for the Council than evening charging which would enable him to examine the possibility of a further reduction in the Council tax to an increase of 3% or lower. He would still, however, need to firm up costings to see how much income could be generated. The Strategic Director (Resources) advised that the Agenda for the Council meeting on 26 February was due to be despatched the following day but advised that he would try to prepare this information prior to publication. The budget booklets had, however, already been printed, and would show the position prior to today’s meeting.
Councillor Andy Shine welcomed the proposals and pointed out that, although car park users would pay a little more, this would result in a lower Council Tax increase.
Members wished for their thanks to be passed to those staff in the Finance Department who had worked so hard during the past six to seven weeks.
The Leader took the opportunity, on behalf of the Cabinet, to express appreciation to the Strategic Director (Resources) for his hard work and commitment over the past years. He wished him well for the future. The Leader of the Opposition reiterated thanks on behalf of the Shadow Executive for the help and support provided by the Strategic Director (Resources). In response, the Strategic Director (Resources) reflected on the fact that he had seen the Cabinet develop since its inception and that it had been a genuine pleasure to work with both present and past Cabinet and Shadow Executive Members.
Decision
RESOLVED – That
(1) the adjustments to draft estimates as detailed in the report be adopted;
(2) subject to (4) below, a Council Tax increase of 3.6% for 2009/2010 be proposed;
(3) the resulting surplus of £80,000 be reserved for subsequent allocation to non-recurring priority growth items when progress has been made in addressing the inherent imbalance in the Council's revenue finances; and
(4) these proposals be included in Cabinet's budget recommendations to Council but, in the light of changes to car park income agreed earlier in the meeting (EX/273(2) above), the Strategic Director (Resources) be asked to investigate and report to Council the possibility of introducing a Council Tax increase of 3% or lower.
Reasons for Decision To ensure prudent use of resources. Alternative Options Considered and Rejected Other options addressed throughout process. * * * * * * * * * * * *
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EX/275 Parish Precepts
Summary
It was reported that precepts totalling £1,037,970 had been issued by Parish Councils. This was a 10.5% increase on the 2008/2009 figure of £939,501. Average Parish Council taxes would increase by 9.4% to £23.39.
Decision
RESOLVED – That the schedule of Parish Councils' expenses for 2009/2010 be accepted and forwarded to Council for approval.
Reasons for Decision
The Council is required to adopt the Parish Council precepts.
Alternative Options Considered and Rejected
None.
* * * * * * * * * * * *
EX/276 Future Years’ Financial Forecast
Summary
It was reported that the financial projections, based on the draft estimates which had been presented to Cabinet on 28 January 2009, confirmed that the Council continued to face budget deficits that would require it to align its expenditure and income in the context of its new Corporate Plan. The report detailed the headline assumptions from the projections.
Decision
RESOLVED – That the financial forecast be noted and the assumptions used in its compilation be confirmed.
Reasons for Decision
The report was for noting.
Alternative Options Considered and Rejected The financial forecast was built up from a set of assumptions which could be varied. * * * * * * * * * * * * EX/277 FIVE YEAR CAPITAL PROGRAMME Summary The Strategic Director (Resources) reported that the Capital Programme had been revised to take account of recent decisions, updated resource assumptions, slippage and spending on existing approved schemes. It was now consistent with the proposed Revenue Budget but further re-alignment with the new Corporate Plan would be required. Current projections indicated that resources of £1.4 m should be available over the life of the Programme to deliver priority objectives.
16 223 w.e. 20.2.2009 Executive Decisions
Decision
RESOLVED – That
(1) the draft Capital Programme be approved as a baseline for capital investment and calculation of prudential indicators;
(2) it be noted that the Capital Programme will require a fuller review to ensure its strategic fit to the new Corporate Plan; and
(3) Council be recommended to approve the draft Capital Programme.
Reasons for Decision
See below.
Alternative Options Considered and Rejected
The draft Programme is mainly an update of existing assumptions for expenditure and resources, together with the proposals developed during the current budget round.
* * * * * * * * * * * *
EX/278 DEVELOPMENT OF THE CORPORATE PLAN 2009-2012
Summary
It was reported that the Corporate Plan 2009/2012 was currently being developed. It provided an important opportunity for the Council to be much more focussed on the needs of its communities and rooted in the evidence on which it based our priorities for delivery.
High-level outcomes identified what the Council's role was in making South Lakeland the best place to live, work and visit. These outcomes had been translated into targets and projects to ensure the Council had clarity during 2009 over its activities.
The Plan continued to be developed with the necessary recognition of the Council's current financial position and the projections for 2009/2010.
The Leader raised concern in relation to the fact that the final draft of the Plan lacked referral to the Arts and Culture. He highlighted the importance of the inclusion of these items in view of the fact that Kendal Arts International had recently been awarded £2m Olympic legacy funding per year until 2011 by the North West Development Agency to promote Cumbria and South Lakeland as the UK centre for outdoor festivals. There was, therefore, a need to demonstrate that South Lakeland was proactive in embracing Arts and Culture as a means of reinvigorating the economy and enabling residents to have access to these types of events. The Leader reported that he had, therefore, asked for this point to be emphasised within the Council’s Corporate Plan.
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The Corporate Change Manager/Head of Strategy and Performance Services welcomed the Leader’s comments and undertook to examine how thus to strengthen the Plan and include Arts and Culture activities within the document. She acknowledged and expressed thanks to all who had been involved in the development of the Plan, including officers, Members, outside organisations, key stakeholders and the Audit Commission. In particular, she expressed thanks to the comments raised by Members of the Overview and Scrutiny Committees at their joint meeting on 10 February. She briefly highlighted comments which had been raised at that meeting and, in particular, was pleased to point out that no negative remarks had been made. She advised that, following today’s Cabinet meeting, she planned to sharpen up the language of the Plan and to include the Leader’s suggestions with regard to Culture and the Arts. In addition, she would stretch targets, ensuring that they were realistic, with actions sitting at the correct levels. In closing, the Corporate Change Manager/Head of Strategy and Performance Services referred to the alignment of the Corporate Plan with the new Management Structure which would provide the ability to take the Council forward where it needed to go.
The Leader wished to put on record the Cabinet’s thanks to the Corporate Change Manager/Head of Strategy and Performance Services and her team for the work put into the development of the Plan. He also referred to the intention for a quarterly report to be presented to Cabinet in order to enable it to monitor further developments.
Decision
RESOLVED – That
(1) the high-level outcomes, the targets and projects contained within the current draft of the Plan be noted;
(2) the verbal report on the comments from the Joint Overview and Scrutiny Committees be received;
(3) the Corporate Change Manager/Head of Strategy and Performance Services be requested to include referral within the Plan to Culture and the Arts, prior to its presentation to full Council, as discussed at the meeting; and
(4) it be noted that the Plan will be presented to Council on the 26 February 2009.
Reasons for Decision
See Alternative Options below.
Alternative Options Considered and Rejected
To retain the current Corporate Plan – not recommended as the Council is not in a static state and needs to reflect the needs of a challenging and changing environment.
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18 225 w.e. 20.2.2009 Executive Decisions
KEY DECISIONS
EX/279 GRANGE-OVER-SANDS, PARKS FOR PEOPLE GRANT APPLICATION (KD09/003/H&WB)
Summary
It was reported the 3Ps Group at Grange-over-Sands had developed an outline Project Plan for improvement of the promenade and adjacent two parks at Grange which belonged to the District Council. The project was being directed towards funding through the Heritage Lottery Fund Parks for People Programme.
This required a “Round One” application and, if successful, it would enable further development of detailed proposals. This would require a contribution of £6,000 which could be obtained within the capital allocation for Grange Regeneration (KRE04).
The Strategic Director (Customer Services) felt that the report did not do justice to the background work which had been carried out by the local community, Grange Town Council, the 3Ps Group and the Economic Development Group, and, on behalf of the Portfolio Holder for Communities and Well Being who was not present at the meeting, expressed thanks to all involved.
Decision
RESOLVED – That
(1) the submission of a “Round One” application to the Parks for People Programme of the Heritage Lottery Fund be approved; and
(2) in the event that the “Round One” application is approved by the National Lottery Heritage Fund, a contribution of up to £6,000 to match Lottery Funds in the development of a detailed project “Round Two” application be agreed.
Reasons for Decision
To assist in the delivery of the Council’s Corporate Priorities:-
• Prosperous Communities – Priority 3 - Our towns become vibrant centres for enhancing employment, local service, retail and community facilities.
• Healthy Communities – Priority 11 – Quality of life enhanced through improved access and participation in cultural, sporting and leisure activities.
Alternative Options Considered and Rejected
Not to support this stage of the process – not recommended as it will lose an opportunity to secure potential investment in Grange-over-Sands.
* * * * * * * * * * * *
19 226 w.e. 20.2.2009 Executive Decisions
GENERAL EXECUTIVE MATTERS
EX/280 CONSULTATION ON THE DISPOSAL OF HIGHGATE CAR PARK
Summary
Further to Minute CSOS/082 (2008/09), the Executive Director (Central Services) presented a report which detailed the results of the consultation carried out with local resident, businesses and users of their car park regarding the disposal of the car park site for development. All 21 respondents to letters sent out to residents and businesses within the area had been opposed to the disposal of the car park. The recommendations of the Community Services Overview and Scrutiny Committee were also reported.
Councillor Graham Vincent drew attention to the fact that a significant amount of money would be required to enhance the car park. However, he felt that the Council should try to meet the needs of the community, and recommended that the disposal should not be pursued.
Decision
RESOLVED – That
(1) the responses of local residents, businesses and users be noted;
(2) the Highgate Car Park be retained as a “Multi Tariff Car Park”; and
(3) the Head of Commercial and Technical Services be instructed to make a Capital bid in the sum of £40,000 for enhancement f the car park.
Reasons for Decision
See alternative options below.
Alternative Options Considered and Rejected
Disposal is not considered an option because of the impact it would have on residents, businesses and users and he lack of alternative parking at peak times within the town.
* * * * * * * * * * * *
EX/281 FUTURE MANAGEMENT OF KENDAL MUSEUM (KD08/020/L)
Summary
Further to Minute EX/180 (2008/09), the Corporate Director (Communities) presented an update report on negotiations which had been progressing with Kendal College regarding the draft management plan. The College had requested that the term of the management agreement was amended to 10 years.
The Leader welcomed this success story and hoped that a successful long-term solution had been found.
20 227 w.e. 20.2.2009 Executive Decisions
Decision
RESOLVED – That the decision taken by Cabinet at Minute EX/180 (2008/09), be amended to state that a 10 year period be permitted for the management agreement in order to allow the College to secure a return on their investment.
Reasons for Decision
The forward planning for the Museum's future would be compromised by a shorter five year management period.
Alternative Options Considered and Rejected
Keep to the five year agreement previously agreed – not recommended, as it offers no advantages but instead provides unnecessary obstacles and risks to the agreement.
* * * * * * * * * * * *
Note – At this point in the proceedings, the Leader and Chairman (Councillor Brendan Jameson) left for the remainder of the meeting. In his absence, the Deputy Leader, Councillor Andy Shine, took the Chair.
EX/282 CUMBRIA PARKING STUDY
Summary
A copy of the final Cumbria Visitor Parking Study had been circulated to Cabinet Members. (Copies of the report were excluded from inspection by members of the public as the report contained information described in Schedule 12A of the Local Government Act 1972, as amended by the Local Government (Access to Information) (Variation) Order 2006 – information relating to the financial or business affairs of any particular person (including the authority holding that information).)
A meeting had been held with representatives from Cumbria Tourism, Lake District National Park Authority, Allerdale Borough Council and the District Council. Four strategy areas and suggested recommendations had been made and these were detailed in the report presented to Cabinet. If Cabinet Members were comfortable with the principles being put forward, it was suggested that a working group be established to take forward and work up the detail of the recommendations.
Councillor Graham Vincent raised the need to find common services for visitors to Cumbria. The Strategic Director (Customer Services) raised a point that other areas around the public realm should also be investigated, for example, public conveniences. Decision RESOLVED – That (1) the joint working between the three authorities within the study area be welcomed; and (2) an Officer Working Group be set up, with the Lake District National Park Authority, Allerdale Borough Council and Cumbria Tourism to look at the details of the recommendations and report back to the Cabinet as appropriate.
21 228 w.e. 20.2.2009 Executive Decisions
Reasons for Decision
To assist in the delivery of the Council’s Corporate Priority of Prosperous Communities.
Alternative Options Considered and Rejected
Not to proceed as recommended – but this will not help the customer experience.
* * * * * * * * * * * *
EX/283 PILOT SCHEME – AGENDAS SENT ELECTRONICALLY
Summary
It was proposed to undertake a three-month pilot scheme to send Cabinet agendas to Members electronically. This would build on recent developments in the use of IT by Members and could produce modest savings.
Councillor Hilary Stephenson expressed thanks to all involved, both officers and Members.
Decision
RESOLVED – That the roll-out of the pilot scheme to send Cabinet agendas to Members electronically for a three month period, starting in March 2009, be noted.
Reasons for Decision
Modest savings could be achieved and the proposal would build on the Council's recent investment in IT equipment and training for Members.
Alternative Options Considered and Rejected
None – the report is to note.
* * * * * * * * * * * *
The meeting ended at 11.25 a.m.
22 229 w.e. 20.2.2009 Executive Decisions
DELEGATED DECISIONS
A record of delegated decisions made by officers week ending Friday, 20 February 2009.
The reports (unless exempt under Section 100(B)(2) of the Local Government Act 1972, on the grounds that they involve the likely disclosure of exempt information as defined in Part 1 of Schedule 12 A of the Act as amended by the Local Government (Access to Information) (Variation) Order 2006 by virtue of the Paragraphs indicated and, in all the circumstances of the case, it is considered that the public interest in maintaining the exemption outweighs the public interest in disclosing it) are available for inspection from the Democratic and Member Services Manager, South Lakeland House, Kendal. EX/284 LAND OFF WINDERMERE ROAD, KENDAL (KD09/005/H&D)
(CORPORATE DIRECTOR (COMMUNITIES))
Summary
Consideration was given in principle to the disposal of land off Windermere Road, Kendal. This would improve the lives of local residents by providing much needed affordable housing for households in housing need.
Decision
(1) The land be declared as surplus to Council requirements.
(2) The area marked RSL housing be made available for disposal to a Registered Social Landlord partner for affordable housing development on the Council’s standard scheme in accordance with Priority 1 of the Corporate Plan subject to the further approval of the detailed terms and conditions following negotiation and subject to planning consent being obtained.
(3) Thereafter, the residual areas be sold on the open market to the highest bidder(s).
Reasons for Decision
• To assist in the delivery of the Council’s Corporate Plan Priority of Housing to Meet Local Needs – homes to meet local needs in accordance with the Cumbria Housing Strategy – contribution to the target of 430 public-funded affordable homes in the period 2006 – 2011.
• In addition, the decision links to the Corporate Property Strategy 2006 Action Plan Recommendation 7 – continue to apply tests to potentially surplus properties to determine relevance and need in relation to service provision.
Alternative Options Considered and Rejected
Not to sell the land – not preferred as this will not meet the affordable homes targets.
* * * * * * * * * * * *
23 230 w.e. 20.2.2009 Executive Decisions
EX/285 REGULATION OF INVESTIGATORY POWERS ACT 2000
(EXECUTIVE DIRECTOR (CENTRAL SERVICES))
Summary
The Regulation of Investigatory Powers Act 2000 (RIPA) policy had been reviewed and amended in line with recommendations from an inspection by the Office of Surveillance Commissioners undertaken in May 2008.
Attention was drawn to the need to include Assistant Directors within the delegation of officers.
Decision
(1) The Revised RIPA Policy and Protocol governing the Use of the Council’s CCTV system be approved for publication on the Council’s Intranet.
(2) The current delegation of officers which includes The Chief Executive, all Directors, Heads of Service, Environmental Health Manager, Housing Services Manager, Support Services Manager, Development Control Manager, Building Control Manager, Culture and Economy Manager, Business Support Manager, Head of Revenues and Benefits and Head of Revenues be approved, with the addition of Assistant Directors.
Reasons for Decision
As recommended by the Office of Surveillance Commissioners.
Alternative Options Considered and Rejected
None.
* * * * * * * * * * * *
EX/286 REPLACEMENT OF TELEPHONY SERVICE
(STRATEGIC DIRECTOR (RESOURCES))
- Information relating to the financial or business affairs of any particular person (including the authority holding that information). (Paragraph 3)
Summary
Consideration was given to the replacement of the Council’s Telephony Service to enable more effective and efficient working.
Discussion was held on the reason for the waiving of Standing Orders with regard to the procurement of the service. It was pointed out that, as this was a joint procurement exercise, on behalf of South Lakeland, Barrow Borough Council was carrying out the procurement of the service using its own procurement rules. The Head of Information Services, however, undertook to consult with South Lakeland’s Procurement Manager on the issue to ensure that the process was appropriate.
24 231 w.e. 20.2.2009 Executive Decisions
Decision
(1) The procurement of equipment and services to enable the deliver of improved telephony service be approved.
(2) The Council’s contract procedure rules be waived to engage Universal Office Automation Ltd (under contract to Liberata) to enable a joint procurement with Barrow BC to:-
(a) implement a Mitel 3300 Voice over IP (VOIP) telephone solution;
(b) implement Automatic Call Distributor (ACD) to enable contact centre working;
(c) implement a virtual call centre environment to enable “Failover/resilience” between the Barrow BC Contact Centre and South Lakeland Direct; and
(d) enable “Teleworker” (home working) solution.
(3) The Capital Programme be amended to increase the provision for the project by £3,000 to £75,000 and to include a contribution of £3,000 from the IT Replacement Reserve.
Reasons for Decision
• This decision supports the Council’s Corporate Priority Outcomes 4 and 6 –
o Sustainable use of resources by the Councils and it communities - begin process to make Councils buildings Carbon neutral - through the better use of technology.
o Stronger communities as a result of increased community involvement in the design, delivery of, and access to high quality local services - improve Access Channels.
• The decision will also assist in the delivery of the following:-
o meeting the South Lakeland Community Strategy Target – CO2 reduction from LA operations.
o Transformation Project.
o Information Services Service Plan.
Alternative Options Considered and Rejected
• Not to proceed - there is a growing need for additional features such as voice mail and teleworking as part of a telephony service. These features are not available in the current telephony service nor are we able to invest in the current system (which is now eight years old) to achieve some of the facilities that could support the change agenda. In view of the recent announcement that Nortel are now in administration, there is a need to consider replacing the current PABX system.
25 232 w.e. 20.2.2009 Executive Decisions
• To seek quotations from alternate suppliers – the proposal offers the Council a cost effective solution, the installation costs of the PABX have already been met. The solution offers Failover/resilient features that will support South Lakeland Direct in maintaining a service to the Councils customers in an emergency situation. The solution enables a phased delivery without significant cost escalation. The solution maintains a shared working environment with Barrow Borough Council and is effectively a joint procurement with that Council.
* * * * * * * * * * * *
26 27
28 Item No.6 1
Corporate Strategy and Performance Group 28 January
2009, 10.00 a.m. Present Councillors Officers Brenda Gray Lawrence Conway, Corporate Director (Communities) (part) Andy Shine (Chairman) John R. Davies, Risk and Business Continuity Officer (part) Graham Vincent Janine Jenkinson, Assistant Democratic Services Officer Peter Thornton Gillian Llewellyn, Performance Officer Hilary Stephenson Simon Mcvey, Head of Revenues and Benefit Helen Smith, Head of Finance Simon Rowley, Head of Neighbourhood Services Cath Downham, Performance and Quality Assurance Officer
Actions 1. Apologies
Apologies for absence were received from Councillors Brendan Jameson and Brenda Woof and David Sykes (Regeneration and Housing Manager), and Sue Hill (Accounting Manager)
2. Notes of Meeting held on 29 October 2008
AGREED – That the notes of the meeting of the Group held on 29 October 2008 be accepted as written.
3. Revenues and Benefits Performance
Cath Downham, the newly appointed Performance and Quality Assurance Officer for Revenues and Benefits, was introduced to the Group.
Information relating to the two new national benefits indictors expected from the Department for Work and Pensions had not yet been received, therefore information contained in the quarterly report had been derived using existing methodology.
These related to NI180 – number of changes of circumstances per 1000 cases affecting customers benefit entitlement) and NI181 – time taken to process new benefit claims and change events. The Head of Revenues and Benefit circulated a graph indicating past performance and also benchmarking data gathered from 54 other local authorities.
The presented data indicated that it would be reasonable to set a NI181 target of less than 10 days which would be both stretching and, if achieved, see performance in the upper
29 2
Actions quartile.
Although it was highlighted that, by promoting awareness of benefit fraud and the need for customers to report changes in their circumstances, Members noted that not a great amount of influence could be exerted on the performance of NI180.
The Head of Revenues and Benefits gave a brief overview regarding the affect that the economic downturn was having on customers making contact with the department.
Members were advised that following the acquisition of Anite by Northgate in November 2008, it had recently been announced that Northgate would not be supporting Pericles as they have their own revenue and benefits software. Councils using Pericles will need to be off that system within two years and this will cause the inevitable disruption to service and down turn in performance as experienced in 2005.
The Performance Officer confirmed that PM6 needed to be un archived from Covalent and data backed on Covalent to Q1 of 2008/09, this should be correctly termed Local (BV79a) Accuracy of processing – HB/CTB claims. PM16 is the Local (BV76d) Housing Benefits Security number of prosecutions and sanctions which has already retained as agreed in Q1 2008 report so no further action was required.
AGREED – That
(1) benefits performance up to 31 December 2008 be noted; (2) the annual target for NI180 be set at 840 and for NI181 be set at 10 days; and (3) PM6 (percentage of cases for which the calculation of the amount of benefits due is correct (BVPI 79a) and PM16 (NO of successful sanction per 1,000 caseload) are retained as local indicators.
4. Corporate Financial Monitoring October 2008 – December 2008 The Head of The third quarterly monitoring report for 2008/09 set out an Finance to indicative corporate picture of the Council’s financial send an performance during the period ending December 2008. urgent request to The Chairman of the Group raised concern that the annual Cumbria pension bill had not yet been received from Cumbria County County Council, he urged the Head of Finance to send an immediate Council for request for the final, accurate bill. the final pension bill. The difficulties of collecting Council Tax and Business Rates due to the economic downturn and empty commercial properties were highlighted as issues.
30 3
Actions
AGREED – That
(1) the reported be noted; and (2) the Head of Finance be asked to send a request to Cumbria County Council for the final pension bill.
5. Quarter Three 2008/09 – Risk management Update and Strategic Risks Report
The Risk and Business Continuity Officer informed the Group that the report contained the third quarter 2008/09 monitoring of the Strategic Risk Register.
It was noted that the number of strategic risks with exception status had fallen progressively and this demonstrated that the management of risk was improving.
Only one Strategic Risk had seen slippage in terms of mitigation - Risk STRAT 045 - Business Continuity Plans are not robust- Control 2.
RISKActSIBC 002a and RISKActSIBC 002i had been difficult to progress through initial channels. The Risk and Buisness Continuity Officer had resolved this issue by liasing directly with staff. These actions can now be regarded as complete.
RISKActSIBC 002a Business Continuity Plans / Trent records employees authorised to work from home/could work from home – discussion took place regarding the number of employees currently authorised to work from home and the potential number of employees that could work from home, if home working capability was developed.
RISKActSIBC 002i Information and guidance is available for all employees re flu pandemic – The Risk and Business Continuity Officer advised the Group that if schools closed for the day, potentially 40 % of employees may need to stay at home in order to look after children.
It was noted that the Strategic Level Business Continuity Plan had been updated with this and other information.
AGREED – That the quarter three 2008/09 Corporate Risks report be received.
6. Quarter Three 2008/09 PI Exceptions Report
Consideration was given to a report which summarised current performance as at Quarter 3 2008/09 and outlined progress in developing targets and methodologies for outstanding local and national indicators.
31 4
Actions Local (BV8) % of invoices paid on time – Members were advised at the meeting that improvements had been made since the publication of the report and the current target was now 92.74 %, therefore the traffic light icon should now show green. The Group congratulated the Head of Finance and department staff on their hard work in achieving this improvement.
Local (BV64) No of private sector vacant dwellings that are returned into occupation or demolished – It was noted that a Empty Homes Officer Post had been filled, therefore it was anticipated that improvements would be forthcoming.
NI 195a Improved street and environmental cleanliness (levels of litter, detritus, graffiti and fly posting – The Corporate Director (Communities) advised the Group that the main issue regarding this indicator related to detritus on small back roads.
Local (L69) Number achieved annually of the pro rata 4 – year target of 376 local occupancy houses completed in South Lakeland outside the National Parks, in the period 1 April 2007 to 31 March 2011 – Councillor Brenda Gray noted that progress to date had been slow.
Local (L76) Switchboard answer 95% calls in 10 seconds – it was noted that the target might have been skewed due to the introduction of a new telephone system and the high level of calls received during the recent floods.
AGREED – That
(1) progress on performance to date on the following had been noted; • Indicators on targets • Poor performing targets • Slightly below targets (2) those targets that had been set and those still outstanding, be noted; (3) It be agreed that where indicators have been put forward for deletion these are archived; (4) those ‘new’ indicators that have been put forward to assist with the performance management in the particular service area be noted and agreed; (5) the deferred indicators by government be noted; and (6) those indicators that have improved since last quarter and those to still improve be noted.
7. Positioning Paper on Data Quality and New Changes by the Audit Commission
AGREED – That (1) the conclusions and recommendations within the internal audit report be noted; (2) the conclusions and recommendations from the
32 5
Actions Data Quality Audit November 2008 and the management response for the recommendations be noted and approved; and (3) the changes in the way data quality will be assessed in the future be noted.
8. Corporate Planning and Performance Cycle
AGREED – That the report be noted.
9. Referrals to Overview and Scrutiny Performance Group
Agreed - The Group requested that the Resources Overview and Scrutiny, Performance Task Group investigate any failing indicators identified.
9. Date of Next Meeting All to note
AGREED – That future meeting dates be confirmed as follows:- 29 April 2009 – 2 p.m. 29 July 2009 – 2 p.m. 28 October 2009 – 10 a.m.
The meeting ended at 4.45 p.m.
33
34 Health & Safety Committee Minutes Item No.7
Date: Monday 12th January 2009 Venue: Georgian Room, Kendal Town Hall
Agenda Action By Item
Present: Sam Bracken (Chair), John R. Davies, Neil Dickinson, Graham Aspinwall (GMB), Rose Tideswell (UNISON), Martin Mason, Margaret Booth (note taker)
Part 1 a) Apologies These were received from Councillor Brenda Woof, Andrew Aitken, Trevor Williams.
SB advised that now the separate H&S Committee for Waste Management is set up, Trevor Williams was part that of that committee and would no longer attend this Committee.
th b) Minutes of last meeting on 19 May These were agreed. c) Action Points Ref 05/52 Driving licence and insurance checks The Committee expressed grave concern over this long outstanding matter and the consequences this could have on the Council. MHM referred to the memo he had circulated to the Committee (copy attached) on the Council’s ‘Grey Fleet’.
In discussion it was understood that ‘insurance document’ training had been given to all relevant staff but within the Members’ section the checking of documentation had not been done and no Members’ documents checked save by the Insurance Officer. It was now expected also that if relevant, MOT’s should be produced.
MHM also advised that Zurich were to carry out a Risk Audit on the management fleet of which this issue would be one of the areas looked at.
It was agreed that SB • The issue be referred to MT to resolve and question what actions be imposed if Members do not cooperate SB/JRD • The issue be put on the Corporate Risk Register • Ref 07/03 Violent Working Marker system Item deferred until new Head of Human Resources in post. SB will continue to carry out ‘ad hoc’ service. SB
Ref 08/02 Safety Audit to Covalent Not implemented yet due to staff resources.
Ref 08/06 Car Parking at Canal Head Depot This item had been raised at SLH H&S meeting but there appeared to be no problem. However, it was felt the problem may be connected to the use of the Learning Centre and SB confirmed that the Training and Development Officer had been made aware of the restriction in parking and users of the Centre are requested to park elsewhere.
1 35 Action By Part 2: Corporate Issues a) Accident Statistics (SB) Accident Statistics since the meeting on 8 September were noted. SB confirmed that where applicable safe working practices had been reinforced to staff and default items repaired/replaced. In one particular case disciplinary action had been taken due to safe working practice not being adhered to. b) Future Trends in Health and Safety A précis paper drawn up by SB from the Health and Safety Executive’s Horizon Scanning Section was distributed for information.
The main point to note was in relation to the ‘H&S The usual suspects’ from which it was noted that serious injuries in heavy industry and manual work had decreased, most probably due to the decline in this work. Falls from heights continued to be the main cause of death or injury. One probably reason put forward might be due to the employment of unskilled/untrained labour. It was noted that highest incidences in stress absence were in central government 81%, education 74% and the NHS 69%. Incidences with injuries and illnesses resulting from poor use of DSE now came second to stress. c) Safety Audit Compliance SB commented on the Safety Audits completed to date.
th Environment Health was 73% limited compliance on the 19 August 2008 and a deadline th for remedial action had been put as 20 January where it was hoped 80/90% would be achieved.
Waste Collection was 84% significant compliance and Transport 85% significant nd compliance. The next service on the list for auditing was Car Parks on the 22 January. d) Corporate Health and Safety and Wellbeing Strategy A revised document (dated 7th January) was distributed for Members to view and submit ALL comments to the next meeting.
Part 3 Operational Issues a) Workplace Inspections SB commented that these quarterly inspections were falling behind. He would issue a reminder to Heads of Service of the necessity and of those who failed to submit their SB inspections would report to the issue to Management Team.
A more detailed workplace inspection was applicable to the depots. b) Information on Driving Documents Issue discussed in 1[ c ] above.
Part 4 Reports from Safety Representatives • GA reported that - the pedestrian gate at Canal Head continues to be locked during operational hours - potholes in the Ulverston depot need urgent attention SB
2 36 Action by Part 5 Any Other Business
[a] Sickness Absence – Stress Related Absence PL distributed a report which had been submitted to Management Team and briefed the Committee further on the content and the policy and procedures in place that HR take to manage the absences. PL advised that it was impossible to separate stress/depression between work and domestic as they were often inter-related but in the information supplied the peak in absence did reflect to specific periods of difficulties in certain sections of the Council. However, it was pleasing to note such absences were decreasing.
The Committee held a full discussion on the information supplied, noting that the HSE want the Wellbeing at Work simplifying to 5 steps of risk management. It was also noted that if assistance was not given within the first four weeks of absence then that absence tended to lead to a considerable period off work of at least 13 weeks.
SB thanked PL for his informative report.
[b] Health Cash Plan PL commented on the briefings held which had generated a lot of interest. HR section were following this up.
[c] Health and Safety Committee SB advised that the Head of Human Resources was leaving the Council in March. The Committee asked that thanks be conveyed to AA for his ‘chairing’ and work on the Committee. The Committee felt that health and safety should not diminish in profile and it was essential a senior management officer chaired the meeting. SB confirmed he would SB make enquiries on this.
Part 6 Next Meeting of Health & Safety Committee April 20th 2009 Venue to be arranged.
3 37 SOUTH LAKELAND DISTRICT COUNCIL ACCOUNTANCY GROUP Internal Memorandum To: Health & Safety Committee Your Ref: From M H Mason, Insurance Officer My Ref: MHM / I 9247 : Date: 7 January 2009
USE OF PRIVATE MOTOR VEHICLES ON COUNCIL BUSINESS THE COUNCIL’S ‘GREY’ FLEET
MAIN POINTS TO CONSIDER
This includes Employees (Essential, Casual, and Informal Users), Volunteers, Members, Co-optees, and Panel Members. The requirements under the HSE’s ‘Driving at Work – Managing work-related road safety’ (Health and Safety of employees and responsibility to third parties).
Pressure from Dept of Transport to reduce work-related road deaths and serious injuries.
Pressure from Crown Prosecution Service to press for tougher sentences for motor-related offences. Corp Manslaughter and Homicide Act. Using a vehicle in a dangerous condition – disqualification for second offence.
In the event of a serious RTA the police will be looking for evidence of why the vehicle was at the scene, the mechanical condition of the vehicle, and the physical condition of the driver.
H & S responsibility for at-work drivers rests with the Council, irrespective of who owns the vehicle. (Stark-v-Post Office)
In view of the above, it is essential that the Council has an ‘occupational road risk management policy’.
Examples: Document checks – Driving licences Insurance policies and certificates MOT certificates.
Vehicle checks - ‘fit for purpose’ roadworthiness
Driver checks – Health (eyesight / hearing / disability)
4 38 Drug / alcohol abuse.
Implementing such a policy will demonstrate a caring and legally compliant employer.
Non-compliance could lead to criminal proceedings / fines / imprisonment, and subsequently civil proceedings against both the EMPLOYEE and the EMPLOYER.
Claims of negligence against the Council will be defended by the Council’s insurers, so long as it can be demonstrated that it had undertaken all reasonable precautions to mitigate claims. With this in mind the Council has put measures in place to put the onus on the employee to act responsibly, but ultimately, as previously stated, the responsibility rests with the Council.
This, I feel sure, will be tested in the Courts in the near future.
Employee / Member declaration
1. For all Employees and Volunteers (excluding Members) - Weekly Travelling and Expenses Claim. Additional declaration to be inserted before signature: ‘I declare that, on claiming the above, I have read and agreed to accept the following conditions: ‘Any person using their own vehicle on Council business must have an appropriate insurance policy in place which covers the use of the vehicle for ‘business’ use. The policy must also indemnify the Council against any third party claim (including those concerning passengers) arising from ‘business’ use. It is also a requirement when using a vehicle on Council business, to have a valid driving licence, and to ensure the vehicle is suitable for use, and in a roadworthy condition. Any person making a claim for car mileage allowance does so on the understanding that all the above requirements are in place. Payment of claims will be withheld if any of the above conditions are not met. Documents may be checked periodically’.
2. For Members only – Members Expenses Claim Form
‘I declare that, on claiming the above, I have read and agreed to accept the following conditions: ‘Any person using their own vehicle on Council business must have an appropriate insurance policy in place which covers the use of the vehicle for ‘business’ use. The policy must also indemnify the Council against any third party claim (including those concerning passengers) arising from ‘business’ use. It is also a requirement when using a vehicle on Council business, to have a valid driving licence, and to ensure the vehicle is suitable for use, and in a roadworthy condition. Any person making a claim for car mileage allowance does so on the understanding that all the above requirements are in place. Payment of claims will be withheld if any of the above conditions are not met. Documents may be checked periodically’
Could I also suggest that the new arrangements are circulated via the Human Resources’ Newsletter to ensure everyone is aware of their responsibilities?
5 39
40 SOUTH LAKELAND DISTRICT COUNCIL
Cabinet
Date of Meeting: 11th March 2009 Part I Portfolio Holder: Cllr Graham Vincent Economic Prosperity and Transport Report From: Corporate Director (Communities) Agenda 8 Report Author: Scott Burns Item No: Culture and Economy Manager Report Title: Tourist Information Centres – delivery of budget savings
Summary The 2009/10 budget requires significant savings of £60,000 from the Tourist Information Budget. The report considers options available for achieving these savings. Recommendations Cabinet are recommended to 1. Agree for changes to the fees and charges arrangements for the Tourist Information Centres in 2009/10 to generate £8,500 from additional income. 2. Agree to the closure of Kirkby Lonsdale and Grange Tourist Information Centres 3. Cease the annual grant to Sedbergh Book Town Company 4. Agree work proceeds with Cumbria Tourism to consider the future delivery of visitor information from 2010 onwards 5. Consider how to address the shortfall of £22,500 in the agreed reduction to the TIC budget. Report 1.1 The District Council has five Tourist Information Centres (TICs) it runs by itself and two that are delivered in partnership with other bodies. The key strategic document relating to joint working in tourist information is the report commissioned by Cumbria Tourism in 2008 on the provision of visitor information. In this report, known as the “Locum report – Provision of Visitor Information in Cumbria”, Kendal and Windermere TICs are seen as Key Strategic Hubs for visitor information in Cumbria; Grange and Ulverston are classified as Regional TICs; and Kirkby Lonsdale, Broughton and Ambleside are classified as local TICs. 1.2 The Council has worked to implement the service review of 2006-2007 – namely to, ‘Reduce TIC provision from 7 centres to 4 main centres to enable the sites to concentrate on TIC service delivery and to form the basis for potential customer access points for Council services if the Council invests in an Information Strategy, with the maintenance of possibly a single staffed or kiosk point of delivery of TIC information in partnership with other interested bodies in Broughton, Grange and Kirkby Lonsdale.’ 1.3 Significant savings from the TIC budget were made at that time. There is little opportunity to further reduce the expenditure budget without significantly reducing service delivery. Although partnership working has been achieved in the delivery of TICs in Broughton and Ambleside this
41 still requires significant financial support from the District Council’s budget. Investigations into local partnership working in Kirkby Lonsdale has not resulted in a deliverable proposal, though the Council is still pursuing a ‘Local Links’ arrangement with Cumbria County Council in the local library. A minimal level of Tourist information may be deliverable if this arrangement is agreed. In Grange, the Town Council committed an annual grant of £4,000 to support the running costs of the TIC, though an option for the TIC to be run by the Town Council has not been concluded at the present time. Enquires with Barrow B.C and South Lakes Development Trust over the delivery of TICs in Ulverston and Windermere respectively have found that no savings on budget will be made by the District Council. 1.4 The 2009/10 Budget requires a £60,000 saving. The decision on how the saving is to be delivered is to be taken during a period when there is discussion emerging between Cumbria Tourism and key delivery partners on the strategy for future delivery of visitor information services. Whilst addressing the essential requirement of reducing the budget, it should be a key consideration of the Cabinet to take decisions that would not unduly compromise the strategic future of delivery. 1.5 Three options have been considered in achieving the required budget saving: • Increase income - It is believed that only £8,500 can be generated in extra income from the TIC network. This would mean an increase and introduction of various charges principally booking fees and search fees. This would need a change to the Fees and Charges book for 2009/10. It should be noted that income so far for 2008/09 is down against predictions on the TIC budget. • Reduce operating hours – Should Grange, Kendal, Windermere, Kirkby Lonsdale and Ulverston TICs each close for one day per week all year round £44,500 could be saved from the budget. • Protect the Key Strategic Centres – In the “Locum report” Kendal and Windermere TICs are seen as key strategic Hubs for visitor information in Cumbria. Due to the close relationship with the Coronation Hall there would be negligible savings in the closure of Ulverston TIC. Kirkby Lonsdale and Grange are in the lower strategic tiers of Tourist information centres, their closure would generate annual savings of £48,090. 1.6 To achieve the budget saving, it is recommended that Cabinet approve both the income generation option and the closure of Kirkby Lonsdale and Grange TICs. Savings from reducing hours across the TICs will still have significant staffing and delivery implications and result in a visitor information service at odds with the one recommended in the Locum report’s strategic review. This approach would reduce hours at the busiest centres of Windermere and Kendal with resultant impact on service delivery and income generation. 1.7 The full ‘in year’ savings by agreeing to the recommended options would be £56,590. Cabinet should also note that £5,000 is given from the Grants budget GGV31 000 14864 (Subscriptions to Associations), in grant support to the Sedbergh Book Town Company towards the operation of the Sedbergh TIC. If the grant is removed, it would assist in achieving the required £60,000 budget saving. Cabinet should consider whether they wish to remove this relatively small financial contribution. The Book Town Company confirm that its removal would be in addition to the ending of other grants and require additional cost reduction over and above the cuts they are already making. It is very likely that TIC operations would cease. A letter from the Booktown Company is attached as a Part 2 appendix. 1.8 The savings outlined above are based on full financial years. It should be noted that if the recommended options were approved only pro-rata savings would be achieved for 2009 /10 depending on the dates of closure. The savings for 2009/2010 are estimated at £37,500 based upon the Grant saving and increased income being realised in April 2009 and the TIC budget savings being realised from October 2009. Savings may be realised earlier, but there is a risk Date: 03/03/2009 Version No:FINAL Amended by:DS 2 42 that in year, there could be up to a £22,500 shortfall on the targeted reductions. There will also be one off costs associated with the necessary changes to staffing: It is assumed that these will be funded from reserves. Cabinet is asked, given the approach to identifying the savings proposed by the report, whether it will require the saving shortfall to be found from the remaining operation of the Kendal, Windermere and Ulverston centres. Such a requirement will require reduction of service. Detailed proposals will have to be developed and presented for decision. 1.9 In 2009 / 2010 it is recommended that SLDC work with Cumbria Tourism to investigate options and opportunities for a strategic delivery of visitor information in the District that will acknowledge and accommodate current and future pressures on SLDC’s budget. Existing agreements for Ambleside and Broughton TICs will also be reviewed during this process. The agreements for partnership working for these TICs extend into 2010. 1.10 Ward Councillors and the Town and Parish Councils have been notified of the possible closure of Grange and Kirkby Lonsdale TICs. Their comments are attached in appendix.1. 1.11 On the 5th February 2009 a meeting with Cumbria Tourism outlined the budget pressures being faced by SLDC and the need to change its approach to the provision of visitor information. A further meeting is scheduled for the week commencing 23rd March 2009 where the processes for investigating further options and opportunities for 2010 onwards will begin.
Key Decision This report relates to Key Decision Ref. No. KD09/009/EP&T. It appears in the Forward Plan for the period 1st March 2009 to 30th June 2009.
Material Considerations Finance • Financial information is contained in the main body of this report. Risk Management Risk Consequence Controls required Income generation not Failure to meet the required Monitoring of budget income achieved due to economic budget savings and review of opportunities in downturn 2009/2010 following discussions with Cumbria Tourism Decisions delayed Reductions in savings made to Agreed decision timetable budget in 2009/2010
Failure to follow correct Delays and possible legal Adequate time given to procedures in respect to challenges following the correct staffing implications. procedures and the involvement of Human Resources and the Unions. Removal of financial support to Closure of services provided Full consideration of the community organisations by community organisations implications of removing support. Loss of community infrastructure and confidence Explanation of decision
Date: 03/03/2009 Version No:FINAL Amended by:DS 3 43 in delivering local services communicated effectively. Decision interpreted as Explain decision in the context contrary to the Council’s intent of the emerging work on Local to empower local communities Area Partnerships in influencing the delivery of local services Staffing Three members of staff would be at risk of redundancy should the recommended options be agreed. The staffing implications will be considered by the Human Resources Committee, once Cabinet has determined the appropriate reductions in service. Links to Corporate Plan Tourist information centres are linked to the prosperous communities priorities 2 and 3 by the help they give in generating economic growth in tourist dependant businesses and the role they play as focal points in the towns within which they are located. Tourist information centres also provide information to their local communities. Links to Other Strategic Plan(s) Community Strategy 2008/ 2028– Job, Skills and Regeneration. Cumbria Tourism - Locum Report – Provision of Visitor Information in Cumbria - 2009. Equalities & Diversity An Equality Impact Assessment has been carried out for this service and identified actions are being addressed. Community Safety Not applicable Background Documents Document: Contact:
Date: 03/03/2009 Version No:FINAL Amended by:DS 4 44 Appendix 1 Tourist Information Centres – delivery of budget savings Ward Councillor comments: Councillors McPherson and Woof : Even a quick glance at the Town Map and Guide for the unspoilt old Westmorland town of Kirkby Lonsdale will indicate how much the town and beautiful surrounding countryside (including Ruskin’s View) has to offer tourists and casual visitors alike: a medieval street layout, delightful 17th and 18th Century buildings and architectural features (of which Devil’s Bridge is probably the most famous), not to mention a host of small, often specialist shops, clustered along Main Street and Market Street and excellent walking and cycling in the immediate area all contribute to make Kirkby Lonsdale a tourist destination par excellence. Few towns in the District have as much to offer. It is not surprising, therefore, that the proposal to reduce services offered by the existing TIC, not to mention the possibility of complete closure, has been met with consternation, even anger, throughout the town and as particularly focussed through its representatives on the Parish Council. Not only does the town feel unsupported by SLDC in this time of economic downturn, it also feels that reduction of services or closure would have a significantly detrimental effect on the local economy. If South Lakeland is to be truly regarded as a good place to live, work and visit then at this time every effort should be made to attract and retain the tourist trade rather than allow it to wither on the vine due to lack of promotional facilities. The ideal scenario would be for SLDC to continue the existing excellent shop-window TIC on Main Street. Staff there recently won an award for the services which they provide. Consideration is also being given to sharing premises with the library. This would be better than nothing but is not an ideal solution. The library is not in a high visibility position and visitors footfall might well be limited. It is also not obvious how well the library service and TIC would “fit together” as they are very different operations. Complete closure would be strongly resisted not only by us but by the Town Council and concerned citizens of the town. To close the TIC now would simply make a mockery of SLDC’s aspiration to promote tourism in the area. Ian McPherson Peter Woof Ward Councillors Councillor Harvey: Grange is a vibrant tourist destination in the process of major regeneration, much of which will make it even more attractive to visitors. The TIC is a well used and acts as vital centre and focal point for visitors, businesses and local residents alike. We all know that once a service is closed that the chances of it returning diminish to almost non existent. Grange Town Council has been attempting to enter into negotiations with SLDC for at least 2 years to begin discussions on the future of the TIC, rightly anticipating that funding is being steadily cut by SLDC and that the Town Council will have to take on a greater role in the running of the TIC. Unfortunately, especially for a District Council that seems so keen on community empowerment and locality working, SLDC have not been forthcoming and are now proposing service cuts or indeed closure at a time when the Town Council has already set its Precept, leaving it in a very weak position to financially support the TIC for the following financial year. I would urge Cabinet not to make a short sighted decision to close this facility and to do all they can to retain Grange TIC for the short term at least so that negotiations can finally begin to agree a sustainable future for it
Councillor Wearing Please find attached my report to cabinet on the proposal to find saving on the TIC budget and possible closure of Grange TIC. I have put in 5 bullet points to say we need to keep this facility open and in conclusion where to find the money to do it so that we can find a long term solution to this problem not just in Grange and KL but with all our Tic's. We need to be working more in partnership with our Towns and Parishes to make sure we are not having this annual ritual of cutting services to balance our budget.
Date: 03/03/2009 Version No:FINAL Amended by:DS 5 45 Regarding £60,000 cut in TIC budget and possible closure of the Grange Office. 1. This office in the Town serves not only the holiday maker but the residents of Grange and surrounding area as the only District Council contact in the Cartmel Peninsula. 2. If closed it would cause major concerns for the economic future of our Town as tourism is the largest employer and wealth generator. 3. It will send out all the wrong messages to the outside world as we are trying to upgrade and enhance our Town through the 3 P’s development on the promenade and the Berners Vision development at Berners Close. 4. We are all working with the Government Agenda of Community involvement at the grass roots level. This proposal will undermine this process as partnership working with the Town Council has not been given a chance to work. 5. Cutting contact offices and information centres is not the way to go. Everyone now needs more than ever support and advice in these hard economic times. In conclusion I would suggest we find the funds necessary to keep our TIC budget in tact by using funding from LABGI Reserve which is for economic regeneration. If we do not use it now there will be no local economy left for regeneration.
Date: 03/03/2009 Version No:FINAL Amended by:DS 6 46
Appendix 2 TIC comparison statistics
Year: TIC Comparison Statistics 2007/08
Grange over Kirkby TIC Windermere Kendal Sands Lonsdale Net Cost £209,302 £74,846 £41,131 £27,120
Number of in person enquiries 192,172 127,726 71,159 9,429 Number of Telephone enquiries 16,697 10,979 11,826 1,420 Number of written enquiries 1,303 1,517 1,359 391 Number of email enquiries 6,220 2,419 2,440 572 Total number of enquiries 216,392 142,641 86,784 11,812
Income Generated £120,374 £82,010 £17,956 £5,834
Value of local accommodation bookings to the town/Immediate area £299,235 £79,035 £6,918 £1,100
Net cost / total number of enquiries £0.97 £0.52 £0.47 £2.30 Income as a % of gross cost 36.50 52.30 30.30 17.70
£Value of bookings /£net expenditure 1.43 1.06 0.17 0.04
Date: 03/03/2009 Version No:FINAL Amended by:DS 7 47
48 SOUTH LAKELAND DISTRICT COUNCIL
Cabinet
Date of Meeting: 11th March 2009 Part I Portfolio Holder: Cllr Andy Shine (Policy Performance and Resources) Cllr Graham Vincent (Economic Prosperity and Transport) Report From: Corporate Director (Monitoring Officer) Agenda 9 Report Author: Jackie Evans (Head of Legal, Item No: Democratic and Member Services) David Sykes (Assistant Director, Community Investment & Development) Report Title: Common Land at New Road
Summary The report presents legal advice in respect of the opportunities and constraints that the Council faces in the future management of the Common Land at New Road, Kendal. The report makes recommendation on the principles of a new approach to the land’s management and proposes that the process should be taken forward through public and stakeholder consultation and engagement. The report indicates the likely scale of costs that will be faced by the Council in taking forward a new approach. Recommendations It is recommended that Cabinet: 1. Consider the legal advice and risks set out in this report in the context of the constraints and opportunities that the Site’s status, byelaws and management scheme present. 2. Agree that in principle, the future management of the site be based upon an approach which will seek to de register the ‘northern strip’ of common land and manage the main New Road site in accordance with the 1910 scheme and 1951 byelaws. 3. Agree that in principle, other Council owned property identified in the report be considered for replacement land to enable the proposed de registration of the ‘northern strip’ of the common land. 4. Agree the list of proposed outcomes (presented in paragraph 35 of the report) on which public consultation and engagement will take place to establish a preferred option for the future of the site. 5. Agree the principle of accommodating the Kendal Riverside Route through the main New Road site. 6. In respect of the legal advice received in relation to Taylor’s Amusements’ claim of Charter Rights, it is noted that Goose Holme is available for the siting of the funfair.
49 7. Require a further report on the outcomes of public consultation and engagement and resultant management proposals and costs, to be presented by October 2009. 8. Agree that no action will be taken to stop current uses until a management proposal is identified and implementation plan agree. 9. Agree the use of £5,000 from the LABGI Reserve to fund the next stage of work, focussing on public and stakeholder engagement. Report 1. The purpose of the report is to set out the legal issues that relate to the current use of the common land at New Road (“the Site”) which is shown edged red on the plan attached to this report and marked “Plan 1”, and to propose an approach to the future management of the Site. Part 1 - Legal considerations 2. The Site is part of the land that was registered as Common Land by virtue of a scheme made in 1910 under the Commons Act 1899 (“the 1910 Scheme”). The Council has managed the Site since 1974 under the 1910 Scheme and local bylaws made in 1951 (“the 1951 Byelaws”). The Council obtained registered title to the Common land in 2005 under the voluntary registration scheme. The Common land (together with additional land that is not registered as Common land) is registered at the Land Registry under title number CU213735. A copy of the Land Registry Title plan is attached to this report, which shows the land owned by the Council edged red, and is marked “Plan 2” 3. The Site is made up of two distinct areas separated by New Road. The area to the north of New Road (“the Northern Strip”) and which is shown as parcels A, B and C on Plan 1 is used for parking cars and for vehicular access to the various properties adjoining it. By way of background information, the Council no longer owns part of the Northern Strip, which is the strip of land to the frontage that adjoins 7 New Road. This area of Common is shown hatched black on Plan 1. The significance of this is discussed in more detail later in this report. 4. The area of land lying to the south of New Road (“the Main Site”) is used as a free car park by the public. There is also a toilet block on the Main Site that is used by the public and which is maintained by the Council. 5. Due to the status of the Site as Common Land, the Countryside and Rights of Way Act 2000 (CROW) Act 2000 and the Commons Act 2006 regulate its use. Under the provisions of the CROW Act, the Site falls within the definition of access land. Under Section 2 of the CROW Act, the Public are granted the rights to enter and remain on any access land for the purposes of open air recreation. Accordingly the current use of both the Northern Strip and the Southern Strip is not permitted under this Act, since the act of parking vehicles on the site amounts to exclusive possession of the land over which it is parked and denies the Public access to it. In addition, under the provisions of section 34 of the Road Traffic Act 1984, in general terms it is illegal to drive a mechanically propelled vehicle across a Common without lawful authority. 6. A number of objectors have asserted that the public have acquired prescriptive rights over the Site being both access rights and the right to park vehicles on the Site. The case law only relates to the right of way and not the right to park and suggests that express right of way can only be granted where lawful authority exists. In relation to the Site, the 1951 byelaws would seem to permit such rights of vehicular access over the Site, by virtue of paragraph 7(i) that states “A person shall not without lawful authority, draw upon the Common any carriage, cart, caravan, truck or other vehicle….”. The legal advice indicates that the Council should be in a position, as the owner of the Site to provide “lawful authority” to the use of the Site for the purposes of vehicular access. It may be difficult however for the claimants to establish such a right exists where the access have been used on an Date: 03/03/2009 Version No:FINAL Amended by: DSy 2 50 incidental and informal basis. The case law does not extend to car parking however, and neither prescriptive nor express rights to park on common land can be given. 7. In summary, the current use of the Site for parking is not permitted. Although the wording of the 1951 Byelaws may seem archaic, if an appropriate modern interpretation is given, the 1951 Byelaws allow for the Council to give an express right of access (including vehicular access) over the Site. Accordingly the 1951 Byelaws permit the access that is currently exercised by members of the Public provided that access is undertaken with the authority granted by the Council. 8. There are 3 broad approaches available to the Council to enable the future management of the Site, which are set out below: a. To seek deregistration of the Common Land i. An application to DEFRA under Section 16 of the Commons Act for the Common land to be released (and de-registered). As the land to be released is more than 200 sq. metres in area the application must include provision of other land in exchange to be used for Common land in the future. In considering an application, DEFRA would have regard to 1. the interests of persons having rights in relation to, or occupying the release land (and in particular those exercising rights of common over it) 2. the interests of the neighbourhood 3. the public interest 4. any other matter considered to be relevant. ii. If the application is approved then any replacement land must be registered as common land and the controls apply to that land in place of the land released. The land released has to be de-registered once the replacement land is registered as Common land. iii. This option, if successful, would enable the Council to manage the site, free of the requirements of common land legislation, the 1910 Scheme and the 1951 byelaws. However, a suitable alternative site for registration as a common in lieu of the whole site has not been identified. b. To reinstate and lay out the land so that it is consistent with the 1910 Scheme. i. Most of the works that will be required to reinstate the Site are permitted under the 1910 Scheme which states at paragraph 3 that “the Council may execute any works of drainage, raising, levelling or fencing or other works for the protection and improvement of the Common and shall preserve the turf, shrubs, trees, plants and grass thereon and for this purpose may for short periods enclose by fences such portions as may require rest to revive the same and may plant trees and shrubs for shelter or ornament and may place seats upon and light the Common and otherwise improve the Common as a place for exercise or recreation but the Council shall do nothing that may otherwise vary or alter the natural features or aspect of the Common or interfere with free access to every part thereof and shall not erect upon the Common any shelter, pavilion or other building without the consent of the person entitled to the soil of the Common”. ii. Paragraph 6 of the Scheme also goes on to allow power to repair and maintain existing paths and roads on the Common. However, this section appears to have little application since the entire area in question has been placed under tarmac. The 1910 Scheme does not however, envisage all the reinstatement works, specifically the digging up of tarmac. If the Council is to Date: 03/03/2009 Version No:FINAL Amended by: DSy 3 51 be cautious then this element will probably need an exemption under Section 43 of the Commons Act 2006, which provides the Secretary of State with specific power to exempt some kinds of work from the necessity to obtain consent under Section 38 where the works are necessary or expedient for any of the following purposes, namely 1. for the use of the land for members of the public for the purposes of open air recreation pursuant to any rights of access 2. the exercise of rights in common 3. nature conservation 4. the protection of archaeological or features of historic interest 5. the use of the land for sporting or recreational purposes iii. In the absence of a realistic opportunity to de register the whole of the land, the Council should progress the future management of the majority of the land in accordance with the 1910 scheme.
c. To obtain the Secretary of State’s consent to amend the 1910 Scheme to allow car parking. i. The legal position is that it is very unlikely that the Secretary of State has statutory powers to do this. It would also be contrary to the CROW Act to permit car parking and it would be inconsistent with the use of the land as a Common. Additionally, the 1910 Scheme and 1951 Byelaws prohibit the use of the Common by vehicles save with lawful authority. ii. This option is not recommended. Legal advice on related matters The Kendal Riverside Route 9. The legal advice obtained with respect to the proposed combined footpath/cycleway (Kendal Riverside Route – KRR) along the over the Main Site originally suggested that the Council should be in a position to consent to the use of the New Road Car Park in part as cycleway within the terms of the 1951 Byelaws. Whilst the dedication of part of common land as a public highway is not permitted under the legislation, the legal advice suggests that it would be possible to appropriate land for use as highway that has formerly been Public Open Space. The power to do so arises under section 229 of the Town and Country Planning Act 1990. Under this section a local authority may be authorised under an order made by that local authority and confirmed by the Secretary of State to appropriate land, which forms part of a Common. 10. Following further consideration and review of the issues, the legal advice now recommends that the land on which the KRR is constructed should be deregistered as common land as an alternative to dedicating the land to form the route of the KRR. The placing of a cycle way within the Common might be viewed in two different ways, which could be quite subjective depending on the interest of the party involved. Whilst those having an interest in cycling may view the placement as an added amenity to the enjoyment of the Common some may view the placing of the KRR within the Common as no more than a right of way thereby undermining potential for the enjoyment of the Common as open space. The legal advice suggests that the Council may prefer to take the view that it should try to avoid these added difficulties by including the land within the area to be deregistered. If this procedure is followed, replacement land will need to be offered at the same time that the replacement land is offered for the deregistration of the Northern Strip, under the provisions of section 16 of the Commons Act, referred to paragraph 8a above. Date: 03/03/2009 Version No:FINAL Amended by: DSy 4 52 11. Adopting this approach would also mean that any difficulties that may be encountered in obtaining consent under s 38 of the Commons Act (as referred to at paragraph 8b above), could also be avoided. It should also be noted that the County Council has recently approached the Council in respect of their proposal for a further section of the KRR across Gooseholme. This proposal may also require a similar approach to deal with the creation of the KRR as part of the route will be across common land. It is proposed that this proposal is included within forthcoming consultations and assessed within the area of land which would be needed for replacement, should such a scheme be implemented. 12. The decision on how to best approach this issue can only be reached once the amount of the exchange land has been properly determined. 13. In relation to the location of the KRR on the Main Site, following a site visit with Friends of the Lake District, Kendal Civic Society and the Open Spaces Society, it has become clear that the preferred route for the footpath/cycleway would be to run adjacent to New Road and not along the riverbank. This is because the perception is that constructing the KRR along the riverbank would interfere with views across the river and the ability to put benches at the riverside. 14. It is recommended that the Council agrees the principle that the KRR, (to be provided by Cumbria County Council) be accommodated within the Main Site Funfair 15. The legal advice concludes that both the 1910 Scheme and the 1951 Byelaws contemplate the holding of fairs with the consent of the Council. There are specific regulations in this respect, which are set out in regulation 8 of the 1951 Byelaws. However, neither the byelaws nor the 1910 Scheme are specific to the New Road although they are inclusive of the New Road Common. 16. There is evidence in the Charter of 1575 that the fairs have been held twice a year since the thirteenth century. Whilst it is not possible to be specific on this point, it would appear that the custom of holding the bi-annual fair forms part of those rights exercised by commoners under the 1910 Scheme which provides rights for recreation. The 1910 Scheme does provide for an element of consent before staging a fair. It also includes other land on which the fair can conveniently be staged including the land at Goose Holme. Although it may not be as convenient for Taylors Funfairs to hold the fair on Goose Holme instead of New Road Common, their rights remain intact for so long as they have the ability to hold the fair within any part of the land designated under the 1910 Commons Scheme. 17. The police have indicated that New Road is the preferred site for controlling anti–social behaviour as it is within a contained area. It is however far from ideal due to its proximity to a busy road. No objections to the siting of the fair on Gooseholme were raised, provided that measures were put in place to secure safety in the surrounding area. However, following periods of wet weather it is not possible to gain vehicular access on to Gooseholme, without making temporary roadway improvements. The Public Toilet Block 18. A member of the public has queried the authority for the construction of the toilet block on the Main Site. The legal advice confirms that the ownership of the Main Site is crucial to any concerns about the retention of the toilet block under the 1910 Scheme. Since the land is now registered to the Council, there may be an issue with the 1910 Scheme, specifically paragraph 3. As it is, there is a concern that any consent to the construction under the provisions of this paragraph would be deemed to be retrospective. The legal advice cannot say categorically how much weight could be attached to such an argument, but suggests that the Council can at least maintain a position in defence of the retention of the toilet block as owners of the Site.
Date: 03/03/2009 Version No:FINAL Amended by: DSy 5 53 Part 2 - Recommendations for the future management of the Site The Northern Strip 19. The legal advice recommends that it would be appropriate for the Council to consider deregistering the Northern Strip as common land. To do so, the Council will have to consider its options to provide replacement land. Deregistration would enable the regularisation the use of the northern strip, fronting the business premises. This would allow the continuation of parking and access to the frontage of houses and premises. 20. One advantage of only deregistering the Northern Strip, as opposed to including the main site in an application as well, means that proportionately the amount of replacement land that is required will be significantly less. The area of the Northern Strip has been calculated as being approximately 663sqm. The area that will be required for the construction of the cycleway on the main site has been calculated as being approximately 700 sq metres. The replacement land will need to be at least as extensive as this and must not already be registered as Common. The Council has identified a number of areas of grassed and open land that could be included in an application for deregistration and exchange, that are described at paragraph 27 below. 21. A point that has already been raised in this report is that the Council does not own all of the Common land on the Northern Strip. The title to No 7 New Road has a registered freehold title and a registered leasehold title under title number CU56457 and CU238776 in respect of the registered Common area (Unit CL68). In addition, the freehold title to 16 New Road records a claim for prescriptive rights in respect of the land at the front of the property, which forms part of the Common land and rights over the Common land at the front of the side access between this property and 8 New Road. 22. One possible way forward to address this issue would be for the owners of both the freehold and the leasehold interest to join in with the application process for the declassification and exchange (see below). If the frontages to other properties is not deregistered, it will become significant, following the deregistration of the remainder of the Northern Strip. For example, currently a vehicular right of way may only be exercised over the frontage of the relevant properties but only for so long as the Council consents to this under the 1951 Byelaws. Car parking on the frontages will continue to be an issue for so long as the remains registered Common land. 23. The legal advice states that it would be preferable to join the owners of the relevant properties into the application for deregistration otherwise there will remain a very small and isolated area of Common, if the Council proceeds with the deregistration of the Northern Strip. The Council could be prepared to bear the cost of the separate application fee for the relevant properties as this could assist the process of deregistration. Otherwise the situation may arise where the co-operation of all the parties involved may not be forthcoming, which would be an impediment to the process itself. If this approach was adopted and two separate applications were submitted in conjunction, then the Council would need to be a party to the application for the relevant properties, since it is the owner of the replacement land. 24. If the land is deregistered, it will open the possibility for the Council to sell its freehold interest in the relevant strips to the frontages, which currently have use of the same. 25. It is recommended that the Council adopts an in principle approach to the management of the northern strip that is based upon a successful deregistration of the northern strip as common land. This principle should be tested through public and stakeholder engagement and consultation and through discussion with the owners and tenants of the relevant properties.
Date: 03/03/2009 Version No:FINAL Amended by: DSy 6 54 The Replacement Land 26. Several areas of nearby land have been identified as being suitable land to be included as replacement land in an application for deregistration, details of which are set out below. The representatives from Friends of the Lake District, the Kendal Civic Society and the Open Spaces Society inspected these areas of land during a site visit held on 20 January 2009. They approved of both the character and the potential extent of the land and expressed their wish that all four areas of land should be included as replacement land. Exchanging this land, currently in the Council’s ownership would not interfere with the existing use of that land and would secure in perpetuity green space in the centre of the town on either side of the River Kent for the future enjoyment of residents and visitors alike. 27. Sites of potential replacement land a. The area of open grassland shown edged red on the plan attached to this report and marked “Plan 3”. The area is approximately 1308 sq metres b. The land adjoining Castle Street shown edged red on the plan attached to this report and marked “ Plan 4”. The area is approximately 220 sq metres c. The area of grassland land adjoining the river bank alongside Aynam Road which is shown edged green on the plan attached to this report and marked “Plan “5”. The area is approximately 3,300 sq metres d. The area of grassland that was the bed of the River Kent prior to flood alleviation works when the course of the river was diverted which is shown edged red on the plan attached to this report and marked “Plan 6”. The area is approximately 5,090 sq metres. This land is used as the putting green. 28. The Council may need to be aware though, that the new alignment of the river is in the area of Common (Unit CL153). By including the former river bed, which is also registered under the same Title Number, this draw’s attention to the fact and the terms of the exchange will need to be generous so that the Council can establish a strong case that the exchange represents a benefit to the neighbourhood. 29. In summary: a. The total area of land to be declassified (being the northern strip and part of the main site for the construction of the cycleway) is approximately 1,363square metres. b. The total area of land that is potentially available to be offered as replacement land is 9,918 square metres 30. It is recommended that the Council agree in principle that these alternative sites can be considered as replacement land. The extent and preferred location of the replacement land be tested through public consultation and recommendations prepared in response to the consultation.
The Main Site 31. The legal advice recommends that the best way forward would be for the Council to apply to the Secretary of State for an exemption under s43 of the Commons Act for the works that will be necessary to reinstate and lay out the land to a condition that is consistent with the right of recreation in accordance with the 1910 Scheme. This approach would obviously incur considerable costs in relation for the works necessary to remove the tarmac and the toilet block and landscape the land so that it is in keeping with its Common land status. 32. The legal advice clearly states that the “do nothing option” is not viable in the long term. The Open Spaces Society will be aware of the issues relating to the illegal car parking and they will continue to press for a resolution to this issue until the Common land is reinstated. The representations made by the Open Spaces Society in their letter dated 6 October 2008 Date: 03/03/2009 Version No:FINAL Amended by: DSy 7 55 will carry considerable weight in the consultation process as will that also received from the Friends of the Lake District dated 3 October 2008. Both have concluded that the Common ought to be reinstated in accordance with the original 1910 Scheme. 33. The Main Site is the most significant in terms of change, the benefits that can be delivered for the town and where change will generate the greatest level of public concern. The Council should aspire to building public consensus on the future of the site, within the constraints that the legal status of the land requires. 34. Rather than defining a management prescription and design for the site, it is proposed that the Council propose a series of ‘outcomes’ that the future management of the site could deliver. These outcomes would provide a basis for a first stage of consultation and engagement with the public and stakeholders. The results of the consultation can be used to develop a series of preferred options for the future use and design of the site which can be subject to a second stage of public and stakeholder consultation. It is proposed that such an approach will offer the best opportunity to build consensus. 35. Cabinet is invited to consider and agree the following list of outcomes: a. High quality site – a unique part of Kendal’s ‘Public Realm’ – complementing the network of riverside and other amenities of the town b. Creation of an attractive and distinctive riverside destination – accessible on foot, bicycle and for people of all abilities. Valued by both residents and visitors to the District. A place to relax, to enjoy the views, to traverse as part of the access network, - a site with appropriate amenities to help people enjoy the site. c. A site which provides a link between the town centre, the canal head, the riverside to Abbot Hall and the riverside to Gooseholme d. A site which has a true sense of community ‘ownership’ – of civic pride – delivering uses valued by many. e. A site that delivers the spirit and intention of the 1910 management scheme. f. A site that conforms to the law and bylaws. g. The design of the site is a result of a fair process of engaging the public and stakeholder groups. h. Removal of the threat of future challenge to the legality of use.
Managing the loss of car parking 36. The strongest public objection arises from the loss of free car parking from the main site. From the Councils understanding of the existing use of its car parks, it is expected that there is sufficient short stay capacity within the town. Long stay car parking is at a greater premium. Partners are already assessing where additional parking facilities may be provided for the town as part of the Kendal Transport Study. 37. It is recommended that the Council works with local partners to identify where alternative parking provision could be provided and investigates options for bringing suitable capacity forward. 38. However, it is recommended that the Council do not place a requirement to find alternative parking as a pre requisite to implementing a scheme on the main site. This would fetter the Council in addressing a land use which is illegal. 39. If the Council commences a process of addressing the management of the common land, it is proposed that the Council do not take action to cease the current use of the main site as a car park, until a scheme is agreed and an implementation plan agreed.
Date: 03/03/2009 Version No:FINAL Amended by: DSy 8 56 Alternative Options The report considers the options available to the Council. Key Decision This report relates to a key decision KD09/011/EP&T and appears in the Forward Plan for the period 1st March to 30th June 2009 Material Considerations Finance The scheme will incur direct costs in the following areas: a. Undertake public consultation and formulate proposals (e.g. drawings, holding meetings, artist impressions, scale drawings) – estimated costs of £5,000 b. Legal and surveyors fees – estimated at between £10,000 and £15,000 c. Detailed design fees – estimated at £50,000 d. Implementation of physical works – estimated at between £150,000 and £250,000 These would be one off, non recurring costs and could be considered as capital expenditure. A budget does not currently exist for this work. For the next stage of work, focussing on public consultation, the Council would have to agree a budget of approximately £5,000. However, in embarking on this course of action, the Council needs to be mindful of the costs that will be incurred in delivering the whole scheme. Once completed, there will be recurring revenue costs on grounds maintenance. There are possibilities for raising external match funding for the capital works that will add benefit and value to the site. External funding is unlikely to be forthcoming to undertake the legal works as this would be seen as works to address a legal obligation of the Council. It is recommended that detailed cost estimates are prepared during the next phase of work to enable consideration of costs when considering the preferred option for the site. It is recommended that Cabinet agree the use of £5,000 from the LABGI reserve to fund the next stage of work, focussed on public consultation. Risk Management Risk Consequence Controls required Loss of customary use of the Removal of ‘free’ parking, Clear explanation of the legal land as a car park potentially placing extra situation of the site. demand on existing car parks, Assessment of impact of loss especially long stay. of car parking spaces on the Opponents to the loss of car car park provision in the town parking will claim that it Investigation of alternative and presents an unacceptable additional car parking in the impact on people who work in town. the town and those that visit the town Adjacent landowners and Potential for the de registering Engagement and consultation tenants of common land do not of the northern strip is reduced. with adjacent landowners and engage in the Council’s tenants proposals Objection to ‘replacement land’ Delays in bringing forward Public and stakeholder being offered for registration as replacement land, slowing the consultation and engagement
Date: 03/03/2009 Version No:FINAL Amended by: DSy 9 57 common land process of de registering Legal Challenges to the use of Delays in terms of proposals, Appropriate consultations and the land restrictions regarding use advice on representations made Adverse publicity arising from Lessening of public confidence Clear and open explanation of any decision on the land use the proposals Absence of full understanding Public criticism of the Council Clear and open explanation of of proposals, constraints and the proposals proposed ways forward Public and stakeholder consultation and engagement
Staffing The next stage of work will be lead and managed by the Culture and Economy Group. It will require input from Democratic Legal and Member Services and Commercial and Technical Services. There is capacity to undertake the next stage of work. Links to Corporate Plan The future management of the New Road site has an opportunity to contribute to all three of the Vision elements of best place to Live, Work and Visit. e. Live – the future management of the site could contribute to the outcomes of ‘Physical and mental health and well being is improved for people in South Lakeland – through the provision of a cycleway and open space for recreation. f. Work – the future management of the site could contribute to the outcome of ‘Key Service Centres are economically buoyant and distinctive’ through the provision of an enhanced riverside place, adding to Kendal’s distinctiveness. g. Visit – the future management of the site could contribute to the outcomes of ‘The public realm in South Lakeland is upgraded, protecting its unique character.’ Links to Other Strategic Plan(s) Defining and delivering a new use for the New Road site will contribute to the delivery of the Kendal Economic Regeneration Action Plan. The Plan identifies the site as a key project to be addressed. The accommodation of the cycleway will contribute to the achievement of the Local Transport Plan. Equalities & Diversity N/A. Community Safety An improved use of the site will lead to an improvement in the safety of the site for people who use it.
Background Documents Document: Commons Act 2006 Contact: Debbie Storr 1951 Byelaws The 1910 Scheme Report to Cabinet 16 July 2008
Date: 03/03/2009 Version No:FINAL Amended by: DSy 10 58 59 60 61 62 63 64 SOUTH LAKELAND DISTRICT COUNCIL
Cabinet
Date of Meeting: Wednesday 11th March 2009 Part I Portfolio Holder: Brenda Gray Report From: Corporate Director (Communities) Agenda 10 Report Author: Lorayne Woodend Development Plans Item No: Officer Report Title: Arnside and Silverdale AONB Management Plan and Memorandum of Understanding
Summary A new draft Management Plan, along with an associated draft Action Plan, has been produced for the Arnside and Silverdale Area of Outstanding Natural Beauty (the AONB) on behalf of the relevant authorities, of which South Lakeland District Council (SLDC) is one. This report seeks approval for the adoption of the new Management Plan by SLDC and also approval that the draft Action Plan can be approved by the AONB Unit and Technical Officers Group (TOG) following a 6- week consultation period and resulting minor amendments.
In addition, SLDC has been approached to sign a Memorandum of Understanding (MoU) (which replaces the former Memorandum of Agreement) to confirm the Council’s continuing involvement in and support of the AONB. This report therefore also seeks the authorisation for the Assistant Director, Community Investment and Development to sign the Memorandum in order to continue SLDC’s commitments and fulfil SLDC’s statutory obligations in respect of the AONB.
Recommendations It is recommended that Cabinet agree to: • the adoption of the new Management Plan by SLDC with the caveat that minor amendments may still be made to the Management Plan and that these will be approved by the Chairman of the AONB Executive Committee • authorise that the draft Action Plan associated with the new Management Plan can be approved by the AONB Unit and TOG following a 6-week public consultation and resulting amendments and; • authorise the signing of the MoU by the Assistant Director, Community Investment and Development. Report The Management Plan The statutory Management Plan for the AONB adopted in 2004 has been reviewed to produce a new plan for the period 2009-2014. The Management Plan of the AONB is required to be reviewed every 5 years under the Countryside and Rights of Way (CRoW) Act 2004. The new plan will directly affect the landscape and communities of the area by influencing the policies, actions and priorities of partner organisations such as SLDC.
65 A pre-adoption draft of the Management Plan has been prepared following a period of public consultation and takes account of comments made by individuals and partner organisations as well as the processes of Strategic Environmental Assessment and Appropriate Assessment. This has resulted in what the AONB unit consider to be a much improved, more robust plan that sets out a comprehensive strategic context within which appropriate decisions can be made to help conserve and enhance the important landscape of the AONB. The AONB Executive Committee unanimously agreed on 4th February 2009 that the Management Plan document be taken forward for cabinet approval by the partner local authorities, subject to any final amendments being approved by the AONB Executive Committee Chairman. The partner local authorities must now formally adopt the Management Plan before formal submission to the Secretary of State. The Action Plan The Action Plan has been developed in tandem with the process of making amendments to the Management Plan following public consultation. The preparation of the Action Plan has taken into account lessons learnt from the 2004-2009 Action Plan and has resulted in a more targeted approach. The new Action Plan will be reviewed bi-annually in order to reflect actions completed and new actions arising. It is important to remember that this is an Action Plan for all AONB Partnership partner organisations; the lead authority in relation to some actions has already been highlighted, although this can be altered if necessary. The draft Action Plan is currently out for consultation until 20th March 2009, following which the AONB Unit Staff and the TOG will approve any amendments before the Action Plan is sent to the Secretary of State. The TOG will be heavily involved in ensuring that the action plan is implemented, which in turn will see that the Management Plan objectives are delivered. Regular reports will be tabled at TOG meetings updating Officers on progress towards fulfilling the action plan.
The Memorandum of Understanding A new national agreement has been drawn up between Natural England and the National Association of AONBs (NAAONBs). At a local level, this has historically taken the form of a Memorandum of Agreement (MoA) between the then Countryside Agency and the partnership authorities of the Arnside and Silverdale AONB. A generic Memorandum of Understanding (MoU) has been provided by Natural England and this has been adapted for Arnside and Silverdale through discussion of the TOG. This MoU replaces the existing MoA, which was originally drawn up and agreed to by the partner authorities in 2002, setting out the mechanisms by which the AONB Partnership will operate including a move towards 3 year funding agreements. Whilst not a legally binding document, the MoU represents a mutual agreement between the partnership authorities and organisations to work together to achieve the objectives of the AONB designation and to fulfil partners’ statutory obligations under the CRoW Act 2004. As the AONB Executive Committee Constitution appears as an appendix in the MoU (and previously in the MoA), the opportunity has been taken to update the document in discussion with the TOG. This has resulted in a few minor changes. Members of the Executive Committee approved these changes. Due to the length of the documents, copies of the draft Management Plan, draft Action Plan and Memorandum of Understanding (including the AONB Executive Committee Constitution) - appendices A, B and C respectively are available in the Members’ room and on the Council’s Website. Alternative Options Option 1: Declining authorisation of any or all three of these actions. This would jeopardise further membership of the Arnside and Silverdale AONB Executive Committee and would breech the
Date: 03/03/2009 Version No: Amended by: 2 66 Council’s legal obligations under the CRoW Act 2000. The Management Plan and associated Action Plan provide key mechanisms for the special care and management of a small but highly valuable portion of South Lakeland. Key Decision This report relates to Key Decision KD09/008/H&D. It appears in the Forward Plan for the period 1st March – 30th June 2009. Material Considerations Finance This report has annual financial implications; these are detailed for the next two financial years below. The costs are accounted for within the Conservation budget (GCV51 000 15326). According to the MoU Local Authority Partners, including SLDC, must contribute to core function costs including Management Plan, advisory and advocacy, reporting and monitoring costs at the following amounts for Financial Year 09/10 with an intended minimum contribution for year 10/11 based on a minimum 25% contribution to core staff unit costs. Budgeted core costs for 09/10 are £165,000 and 10/11 £167,000 but are subject to the results of the Fair Pay Review currently being undertaken by Lancaster City Council. Organisation FY 08/091 FY 09/10 FY 10/11
Lancaster City £14,100 £14,523 £14,959 Council South Lakeland £10,434 £10,747 £11,069 District Council Lancashire County £7,800 £8,034 £8,275 Council Cumbria County £8,300 £8,549 £8,805 Council
£40,634 £41,853 = 25.4% of £43,108 = 25.8% of TOTAL core costs core costs
Natural England will make contributions of £185,871 in financial year 09/10 (of this £123,147 is budgeted to cover core function costs = 74.6% of core function costs) and a minimum of £171,827 in 10/11 (of this £123,892 is budgeted to cover core function costs = 74.2% of core function costs) Natural England’s contribution makes provision for Sustainable Development Fund and project costs in addition to core function costs. An additional contribution may be made available by Natural England in 10/11 subject to satisfactory performance of the AONB partnership. Whilst further and additional contributions may be by Parties on occasion to fund particular projects, these will be agreed on an as-and-when basis. Therefore, other than the core funding set out, there are no other obligatory financial resource requirements resulting from the approval of the recommendations of this report. Risk Management Risk Consequence Controls required If a situation was to arise whereby Natural This would have significant implications in There is little that could be done to prevent England reduced their funding to AONBs in terms of the financial pressure on SLDC as this as the decision would be made by general, or to the Arnside and Silverdale one of the partner authorities in order to Natural England themselves or by Central maintain the work of the AONB Unit. This Government. However, SLDC and other
1 Costs for financial year 08/09 have already been settled and are shown for information only
Date: 03/03/2009 Version No: Amended by: 3 67 AONB specifically, in the future is not a risk over the next 3 years as partner authorities will support the AONB in contributions from Natural England have securing funding and in lobbying Natural already been confirmed England to maintain funding
Staffing The AONB Unit is already in place and the staff are employed by Lancaster City Council as the host authority. Those Elected Members of SLDC whose wards fall wholly or partly within the AONB are automatically members of the AONB Executive Committee. An SLDC officer already sits on the Technical Officers Group (TOG) and has done for some years, attending regular meetings and performing related tasks, such as preparing responses to consultations and relevant reports, as required. There are thus no additional staffing requirements. Links to Corporate Plan Acting upon the recommendations in this report will contribute to the following Priority Outcomes in the Corporate Plan: Priority Outcome 4 – Sustainable use of resources by the Council and it’s communities Priority Outcome 7 – Communities Development Priorities Delivered Priority Outcome 8 – Community Pride and will help to improve performance against the following local and national indicators related to the Corporate Plan: L12, NI170, NI197, NI189 and NI179 Links to Other Strategic Plan(s) Acting upon the recommendations in this report will help to improve performance against the following projects identified in the Sustainable Community Strategy: • Conserve, enhance and promote the natural and historic environment • Recognise the environment as an essential factor in the local economy • Climate change addressed • A clean, green, healthy environment • Better engagement with the community on environmental issues
Acting upon the recommendations in this report will help to deliver the following strategic objectives of the emerging Local Development Framework: • To support the growth of the local economy and rural diversification • To ensure that all development is sustainable and making prudent use of resources • To conserve and enhance the diverse character and local distinctiveness of the District • To encourage and support accessible and varied opportunities for leisure and recreational activities in order to promote healthy lifestyles
Equalities & Diversity N/A Community Safety N/A
Date: 03/03/2009 Version No: Amended by: 4 68 Background Documents Document: Arnside and Silverdale AONB Contact: Lorayne Woodend Management Plan and Action Plan, April 2004. Arnside and Silverdale AONB Memorandum of Agreement 2005 SLDC Corporate Plan SLDC Sustainable Community Strategy SLDC Local Plan 2006 Countryside and Rights of Way Act 2004
Date: 03/03/2009 Version No: Amended by: 5 69
Appendix A – Draft AONB Management Plan
Appendix B – Draft AONB Management Plan Action Plan
Appendix C – AONB Partnership Memorandum of Understanding
All of the above appendices are available in the Members’ room.
Date: 03/03/2009 Version No: Amended by: 6 70 SOUTH LAKELAND DISTRICT COUNCIL
Cabinet
Date of Meeting: 11th March 2009 Part I Portfolio Holder: Cllr Graham Vincent Economic Prosperity and transport Report From: Corporate Director (Communities) Agenda 11 Report Author: Scott Burns Item No: Culture and Economy Manager Report Title: Priority economic development initiatives - Bid for Resources from the - Local Authority Business Growth Incentive (LABGI) Reserve 2009- 2012
Summary To consider using the Local Authority Business Growth Incentive (LABGI) Reserve to fund a programme of priority economic development initiatives for the period 2009 to 2012. Recommendations It is recommended that Cabinet 1. Agree the programme of priority economic development initiatives for the period 2009 to 2012 a. Business Start up Support - £60,000 b. Kendal Public Realm - £125,000 c. Kendal Signage Project - £25,000 d. Eden and South Lakeland DeliveryBoard – £30,000 e. Castle Dairy - £10,000 f. World Heritage Site project - £9,000 g. Still Waters Partnership - £2,000 2. Recommend to Council: a. the use of the LABGI Reserve to fund the District Council’s contribution to the identified projects b. amendments to the Capital Programme to incorporate the gross costs and funding of the Kendal Public Realm and Signage projects.
Report 1.1 Appendix. A details the priority economic development initiatives for which funding totalling £261,000 is proposed, using financial resources from the LABGI Reserve. The Council has built this reserve from receipts through the Local Authority Business Growth Incentive (LABGI). Council has agreed the purpose of the reserve to fund appropriate non-recurring initiatives that contribute directly to one or more of the Council’s priority objectives, with a preference for
71 economic regeneration. Appendix. A. also details how these requests fit with the Corporate Plan priorities and whether they lever other funding contributions. At the present time, the LABGI reserve has a total of £ 446,000 unallocated funds. Allocation of £221,000 would leave £225,000 available. 1.2 Five projects are identified for funding: • Business Start Up Support: Part of a North West Development Agency (NWDA) programme to simplify business support. The focus of the project is to provide intensive and specialist services and support for people from target groups considering setting up in business, improve survival rates of businesses through targeted support for up to 36 months, and to contribute towards increased levels of enterprise activity. The NWDA are funding this process in the District with £76,200 although 80% of this funding is for regional priority groups (for SLDC this 80% funding is split between women (40%), BME (5%), Social Enterprise (35%), and disabled (20%)). The local authority can itself prioritise the remaining 20% plus any additional contributions it adds to the pot. So far this prioritisation is 56.75% for the LA9 postcode area (as this is the amount of funding contributed from the Kendal Employment Development Fund) and 43.25% males (a category that otherwise could be omitted). The LABGI funding request is to match SLDC’s contributions from the Kendal Employment Development Fund and thereby increase the level of business start up support in the District at a time of economic uncertainty. In view of potential changes to LABGI allocations Cabinet may wish to consider years 2 and 3 being subject to a favourable LABGI settlement from central government, however current prospects suggest that the likelihood of any sizeable grant is small.
• Kendal Public Realm Recent discussions have resulted in the NWDA indicating that they are prepared to fund £350,000 towards a programme of quality public realm and streetscape improvements in Kendal over the next 2 years with spend starting 2009/10. As a result of this indication a proposed 2-year public realm programme with an overall value of £1.3m has been identified with a range of partners including NWDA, SLDC, Cumbria County Council, Kendal Town Council, Kendal Civic Society, South Lakeland Local Committee (SLLC), South Lakeland Tourism Action Group and the private sector. The request for funding is for £75,000 for year 1 and £50,000 for year 2. This will add to SLDC’s contribution of £10,000 from the Environmental Partnership Fund towards historic yards and £40,000 from the Kendal Employment Development Fund towards Shopfront Improvement Schemes. These contributions from SLDC will help match other funding sources such as the K-Village Section 106 agreement (£200,000) and £410,000 from Cumbria County Council. Delivery of the NWDA funded programme is dependent on SLDC support. The core objective of the scheme will be to encourage and increase trading and business activity within the town through a series of quality physical premises enhancement projects. These include tourist trails, shop-front improvement schemes, enhanced main gateways, restoration of historic yards, Kirkland and Highgate improvements, sculpture and tourist trails, added value to the Kendal signage project at transport gateways, quality street furniture, design of key public spaces e.g. New Road and the development of the River Kent as key attraction, delivery of Kendal riverside improvements etc. (What about the Community Toilet Scheme? Include as a pilot until we can divert resources from
Date: 03/03/2009 Version No:FINAL Amended by:DS 2 72 the Public Conveniences budget?) The Shopfront Improvement Scheme element may be withdrawn from the overall NWDA funded scheme as it could duplicate the NWDA’s Business Support and Simplification Process (BSSP). If it is decided it duplicates the BSSP it will operate as a stand-alone project. The outcome of this public realm programme will be to drive footfall into the town centre, reverse commercial decline by improving the streetscape in the town centre, and in particular the Kirkland and Highgate areas. It will create Kendal as quality destination that competes successfully with other regions and encourage the creative design industries. A vibrant, principal urban centre in South Lakeland enhances the prospects to attract inward investment to the area and further support the rural economy • Kendal Signage Project Design, manufacture and installation of 18 new high quality bespoke town centre information units consisting of maps, trail routes, historic information and pictures. New map designs for Kendal will be part of the signage project. Kendal will see design, manufacture and installation of much needed town centre map units in and around main visitor areas. This will help improve awareness of what Kendal has to offer and connectivity around town centre from the main arrival points and the K-village development. Also linked into the scheme will be Kendal Railway Station and Bus Station. This project will be delivered in phases to the main shopping areas, visitor areas and transport interchanges/car parks across Kendal. This fits improvements currently underway linking the Railway Station to town centre (Lakes Line Community Rail Partnership). The signage project work will be carried out by The Knack and will cost £45,000. This is a co-financed project with KTC, Department of Transport and SLLC. • Eden and South Lakeland Delivery Board The Eden and South Lakeland Delivery Board has been established as part of County wide arrangements to streamline and make more effective the prioritisation of investment in economic development within the districts of Eden and South Lakeland. A Board of 14 is in place, with 4 Private Sector representatives and the remainder being drawn from the Local Authorities, the NPA, Cumbria Vision, NWDA, Homes and Communities Agency, the LSPs and Cumbria Tourism. The Board incurs a relatively low level of annual costs for its operation and is putting in place its programme management arrangements – (Programme Director, Programme Officer, Administrative Support and office costs). Funding commitments are being sought from Local Authority and Agency partners. SLDC is being asked to provide a contribution of £10,000 pa for a fixed period of 3 years. This item was presented as a growth item for 2009/10 and as such has not been funded. The joint Overview and Scrutiny Committees’ review of the growth bids, identified this proposal as one which should be supported if possible. • Castle Dairy Kendal College have indicated a desire to use the Castle Dairy in Kendal. The premises have been vacant for some time and requires significant maintenance expenditure. The College is seeking Learning and Skills Council monies to renovate the building and they should know by June 2009 whether they have been successful in this application. The Council’s £10,000 is to contribute to the refurbishment expenditure and secure a tenant prepared to invest further in this Council asset • World Heritage Site project and Lake District Still Waters Partnership. The Council has been approached by the World Heritage Site Project (WHS) and the Lake District Still Waters Partnership for one off contributions to project development works in 2009/10. The WHS has requested £9,000 and the Still Waters Partnership £2,000. The contributions will provide support in partnership Date: 03/03/2009 Version No:FINAL Amended by:DS 3 73 from the District Council to the two initiatives. The Funds will enable the development of major bidding documents for both initiatives. The Kendal Public Realm and Kendal Signage projects are capital in nature and will require an amendment to the Capital Programme, to introduce the full costs and funding.
Alternative Options Cabinet may choose to support any or all bids in Appendix. A. Alternatively it may not wish to release any resources at this stage, particularly if it wants to reserve its position in anticipation of other bids in 2009/10. Cabinet should note that many of the bids are reliant on securing use of the LABGI Reserve to proceed. Key Decision This report relates to Key Decision Ref. No. KD09/010/EP&T. It appears in the Forward Plan for the period 1st march 2009 to 30th June 2009.
Material Considerations Finance Details are contained in the main body of the report and summarised below. Expenditure as proposed will not lead to additional requirement for revenue funding. Project 2009/10 2010/11 2011/12 Business Start up £20,000 £20,000 £20,000 Support Kendal Public Realm £75,000 £50,000 - Kendal Signage £25,000 - - Project Eden and South £10,000 £10,000 £10,000 Lakes Vision Board Castle Dairy £10,000 - - World Heritage Site £9,000 - - Project Lake District Still £2,000 - - Waters Partnership The LABGI Reserve is being credited with £97,400 grant recently announced in respect of 2007/08. There will be no distribution from Central Government for 2008/09 and only limited funding for 2009/10 and 2010/11, meaning a loss of this valuable source of funds which has provided £1.15m over the last three years. Risk Management Risk Consequence Controls required The Council could over commit Unplanned use of revenue The LABGI money is resources reserves, curtailment of effectively windfall income that revenue or capital plans is not assumed in any financial projections. Monies are not allocated unless funds are available.
Date: 03/03/2009 Version No:FINAL Amended by:DS 4 74 Projects fail to achieve their Criticism of Council for wasting Project Planning and Project intended outputs. resources. management Staffing Not applicable Links to Corporate Plan Refer to Appendix Links to Other Strategic Plan(s) Community Plan – Jobs, Skills and Regeneration. Equalities & Diversity Not applicable Community Safety Not applicable
Background Documents Document: Contact:
Date: 03/03/2009 Version No:FINAL Amended by:DS 5 75
76 APPENDIX A BIDS FOR RESOURCES
Other Bid HoS Ref Proposal Strategic Fit Contribtions Notes ££
EXTERNAL FOCUSED BIDS Business Start Up Support (BSU) Work - Ensure Council activity supports The NWDA has allocated the local economy (2.2) £76,200 per year (3-year)for BSU in SLDC . SLDC has contributed a further £20,000 Total initial 3 per year for three years from its year Kendal Employment contibution of Development Fund to HRHS 1 £60,000.00 £288,600 from specifically fund BSU in the LA9 NWDA / EDRF postcode. LABGI monies are funding and sought to match this £20,000 KEDF annual contribution and thereby increase the BSU budget for use across the District.
Kendal Public Realm Work - Ensure Council activity supports the local economy (2.1;2.2;2.3)
NWDA £378k (tbc); K-Village £1.143m £200k; Kendal Town Council overall £55k; Cumbria County Council scheme with £410k; South Lakeland Local funding from Committee £5k; Private HRHS 2 £125,000.00 NWDA, Investment £50k; Brewery Arts Cumbria CC Centre £10k (in kind); South and K-Village Lakeland Tourism Action Group 106 plus other £5k; Civic Society £20k; match SLDC's Kendal Partnership Fund £10,000 (and Kendal Employment Development Fund £40k towards a shopfront improvement scheme) Kendal Signage Project work - Ensure Council activity supports Kendal Town Council £5k; the local economy ( 2.2;2.3) Live - Work South Lakeland Local HRHS 3 with partners to deliver key regeneration £25,000.00 £20,000 Committee £5k; Lakes Line schemes ( 2.3;3.1) £10k;
Eden and South Lakeland Delivery Work - work with partners in the Eden NWDA £ 216K, HCA £216K, HRHS 4 Board and South Lakeland Delivery Board (2.1; £30,000.00 £560,000 CCC £62K, LDNPA £15K, Eden 2.2; 2.3) DC £21K SLDC £30K Castle Dairy Work - Ensure Council activity supports Contribution to essential the local economy (2.1;2.2;2.3) maintenance at Castle Dairy to secure long term tenant and the HRHS 5 £10,000.00 £20,000 protection of this Council asset. Kendal College £20,000
World Heritage Site Project - to Work - Develop stronger relationships Cumbria County Council, assist the development of the WHS with Cumbria Tourism and Lake District NWDA, LDNPA, Other District Inscription Bid National Park Authority (3.2, 2.3). Councils HRHS 6 £9,000.00 TBC Ensure the Council activity supports the local economy (2.1;2.2;2.3)
Lake District Still Waters Work - Develop stronger relationships Env Agency, LDNPA, National Partnership - to assist preparation with Cumbria Tourism and Lake District Trust, University of Cumbria of Community Landscape Project National Park Authority (3.2, 2.3). HRHS 7 £2,000.00 £15,000 (HLF) bid - around the Windermere Ensure the Council activity supports the Catchment Management Project local economy (2.1;2.2;2.3)
Total: £261,000.00 £2,086,600
Leverage - £1 of SLDC contribution will result in £8.0 of expenditure
77 Item 11 (02) LABGI Reserve 2009-2012 - Appendix summary of potentialAppx bidsA Page 1
78 SOUTH LAKELAND DISTRICT COUNCIL
Cabinet Council
Date of Meeting: 11 March 2009 Part I 25 March 2009 Portfolio Holder: Cllr Andy Shine Report From: Head of Finance Agenda 12 Report Author: Helen Smith JSJ/A0822 Item No: Report Title: Capital Strategy
Summary Approval is sought for an update of the Capital Strategy which is broadly consistent with the current Corporate Plan and Medium Term Financial Plan. The Strategy sets out the Council’s approach to capital investment to deliver its community and service priorities, although it is recognised that further work is needed to fine tune the Strategy to meet the latest Corporate Plan. Recommendations Cabinet is recommended to receive this report and to recommend to Council that it: (a) approves the Capital Strategy (b) notes that a revision of the Capital Programme is needed for it to fully reflect the latest Corporate Plan (c) authorise the Head of Finance, in consultation with the Policy, Performance and Resources Portfolioholder, to update the Strategy as necessary for changes following the revision of the Programme. Report 1. The Capital Strategy is a method of expressing the Council’s approach to planning, selecting and managing its capital investment to ensure that it supports the delivery of its corporate objectives. 2. Council has just adopted its latest Corporate Plan, in February 2009. The Capital Strategy should reflect that Plan, its themes, objectives and targets. While the Strategy essentially applies the previous Plan to capital investment decisions, the broad principles continue into the new Plan so that the strategic fit is adequate for current purposes. However a separate exercise is needed to revise the Programme to ensure that it is fit for purpose, following which the Strategy will need to be fine tuned. 3. In the interim, the attached draft Strategy meets the requirements for a statement of the council’s approach to capital investment. It is a straightforward updating of the existing Strategy and identifies explicitly how capital investment decisions and projects contribute to corporate objectives, which have been restated in line with the new corporate themes. 4. The Strategy incorporates the financial assumptions and scenarios built into the emerging Medium Term Financial Plan. It is consistent with the current revenue budget and the principles embodied in the Focusing the Budget exercise. The Strategy includes the current Capital Programme with schemes grouped under corporate themes. One of the
79 tasks for the revision of the Programme will be to allocate design fees to individual schemes to reflect their true cost and to improve control. 5. One of the strands in the Improvement Programme was to introduce new prioritisation techniques for capital investment. These were developed and approved during 2008/09. They are restated in the Strategy but will require amendment to reflect the latest corporate objectives, as part of the review of the Capital Programme.
Alternative Options The Strategy represents current practice and policy. Key Decision This report does not relate to a Key Decision. Material Considerations Finance Although concerned with good financial management, the report in itself has no direct financial implications. Risk Risk Consequence Controls required Capital investment is not Inappropriate or unaffordable Adoption and adherence to the planned and/or does not assist capital spending. Capital Strategy. in the delivery of corporate priorities.
Staffing Not applicable. Sustainability This report does not have any registered significant environmental effects. Links to Corporate Plan The Strategy supports the Corporate Plan. Links to Other Strategic Plan(s) The Strategy is consistent with the Community Strategy, Housing Strategy and Medium Term Financial Plan. Equalities & Diversity Not applicable. Community Safety Not applicable.
Background Documents Document: Working Files Contact: Helen Smith Capital Strategy A0822 Capital Programme A0901
Date: 03/03/2009 Version No: 1 Amended by: 2 80 CAPITAL STRATEGY 2009
1. Introduction This Capital Strategy sets out the Council’s approach to meeting community and service needs through its capital investment programme. The Council’s priorities, objectives and corporate outcomes are set out in its current Corporate Plan which was approved in February 2009. The Plan is supported by a set of annual service plans. The Capital Strategy describes how the deployment of capital resources will contribution to the achievement of these aims. The current Corporate Plan represents a major change of emphasis for the Council. This Strategy needs to be fine tuned as the corporate objectives are clarified and developed. The Capital Strategy is consistent with the Council’s housing policies and programmes as expressed in its Housing Strategy and HRA Business Plan. It is also consistent with other plans and strategies, in particular the Community Strategy, the emerging Local Area Agreement, the Local Development Framework and the Annual Performance Plan. Its financial implications are reflected in the Medium Term Financial Plan (MTFP) and annual revenue budgets and operational aspects in the Corporate Property Strategy. 2. The Council’s Vision The Community Strategy for South Lakeland sets out the community vision to 2025. As a key partner in the Local Strategic Partnership, the Council has responded to that over- arching vision by setting its own vision: "By involving people and creating opportunities we will make South Lakeland the best place to live, work and visit”. In order to achieve this vision, the Council has adopted three priority themes that encompass its ambition for developing services: Theme Objective Best Place to Live We will deliver key services that meet the essential needs of residents - homes, warmth, safe food, a clean environment, and financial assistance where appropriate. We will work with partnerships to ensure that, regardless of age, people have opportunities to stay safe, healthy and active. We will protect South Lakeland’s outstanding natural and built environment whilst encouraging sustainable development that helps to support making South Lakeland the best place to live. Best Place to Work We will work with partners to understand and sustain South Lakeland’s economy for the benefit of its residents and tackle head on the economic challenges in the area. Best Place to Visit We will work with partners to sustain South Lakeland as unique place to visit and enjoy for local people and visitors alike.
Capital schemes are grouped by reference to these themes, with further analysis for regulatory and other services.
26 March 2009
81
In addition the Council is committed to transform its services and has set out a strategy with the vision: “We will transform our services for our citizens, for businesses, for our members and staff, which will provide a better future for all of our communities”. The Council is committed to making the significant revenue and capital investment for this Strategy to succeed. 3. Capital Resources Context: The introduction of the Prudential Code for Capital Finance gives local authorities greater freedom to borrow, provided that both capital and revenue expenditure is affordable. The Council uses the Code in making decisions on the overall level of capital expenditure, taking into account the revenue implications of projects, such as operating costs and interest lost on the use of capital receipts. These are built into the MTFP to determine affordability. Following a period beginning in 2002 when the Council became debt-free, allowing it to spend both a higher volume of in-year usable capital receipts and part of accumulated reserved receipts on new capital investment, the relatively plentiful supply of receipts has dried up. Even before the current economic downturn, the volume of Council house sales had fallen dramatically so that monies from this source are no longer significant and 2007/08 saw the last year in which accumulated receipts were available to fund investment. The MTFP assumes that revenue budgets will provide a regular contribution towards capital expenditure. This is capable of being converted into support for borrowing, a concept that has been assumed for 2010/11 and subsequent years: the practicality of this will be proved when the Council has identified the means of creating affordable and sustainable revenue budgets. As a result of these factors, the current capital programme is limited but capable of expansion when finance permits. The Council applies the following principles when determining the level of resources available to finance capital expenditure. Principles: • Grant funding or other external contributions will be sought where possible, provided that service development and Council objectives are not constrained by the grant conditions. • Capital receipts will be used at a rate consistent with the impact of lost investment income on revenue budgets being manageable. • Borrowing will be considered to finance schemes where debt charges are supported by central government, or where it is certain that they can be accommodated in revenue budgets. • Leasing is rarely used now but will be taken out where it is economically or operationally more advantageous than other methods of finance. • Major repair and improvement work to the Council’s housing stock will be met from resources available to the Housing Revenue Account. • Revenue resources will be used, as appropriate, to support the Capital Programme, with resources being held as revenue monies where possible. At present, the Council does not believe that the Private Finance Initiative is an appropriate method of funding because of the long-term revenue commitments that are involved.
82 26 March 2009 2
4. Planning and Prioritisation The Council’s Capital Programme is based on a five year rolling cycle. All schemes within the current programme support at least one of the Council’s key objectives. During 2008 the Capital Prioritisation Group devised a scheme for the evaluation of new capital projects, based on the following prioritisation criteria: Priority Category Criteria 1 Unavoidable A statutory requirement over which the Council has no choice 2 Essential A health & safety or business continuity issue where service delivery would fail if the scheme did not proceed 3 Corporate Outcome A scheme which is specifically identified in the Corporate Plan as delivering a priority outcome 4 Strong Strategic Fit A scheme which has clear links to corporate outcomes and will have a significant impact on service delivery 5 Good Strategic Fit A scheme which has a link to corporate outcomes and will have a limited impact on service delivery 6 Operational Benefit A scheme which does not link to corporate priorities but provides positive benefits to service delivery 7 Other Schemes Marginal benefit to service delivery
These priorities are overlaid by factors that reflect the leverage of external funding and the deliverability of individual projects. The scheme uses weighted scores to quantify the relevance and importance of each scheme. Further details are given in Appendix A for schemes competing for general capital resources. Appendix B shows diagrammatically the results of the scoring system for a selection of real projects. In practice, the inclusion of schemes depends on the level of available resources as well as their priority scores, determining where the line is drawn between successful and unsuccessful bids, with the latter being placed on a reserve list for subsequent consideration. A modification of the main scheme has been developed for assessing bids for earmarked housing capital resources: deliverability and external funding are given a greater emphasis because bids do not have to compete across objectives. The Housing prioritisation scheme is shown at Appendix C. This process was used to draw up the current Capital Programme in December 2008 based on the existing Corporate Plan. Not all resources were allocated at that time to allow scope for any major changes needed as a result of the revisions to the Corporate Plan. Normally a major review of the Capital Programme is undertaken each February as part of the budget process. Decisions on the phasing of projects will depend on the availability of funds, the priorities attached to each scheme and the implications for the revenue budget. The Programme is updated regularly during the year using the same principles to take account of new opportunities and demands. The Cabinet is able to alter phasing and to allocate up to £25,000 of resources to a scheme that is urgent, necessary and in accordance with Council priorities. Otherwise amendments can only be made by full Council.
83 26 March 2009 3
5. Procurement and Best Value The Council has thoroughly revised its procurement strategy and contract procedure rules in order to conform to relevant legislation and best practice, particularly the principles of Rethinking Construction. Where appropriate, it makes use of design and build methodology, Constructionline and industry quality standards and has created the opportunity for future e-tendering. In addition to obtaining best value in procurement, the Council applies the results of formal Best Value and service reviews in selecting potential schemes for capital investment. 6. Consultation Consultation generated by the corporate planning process extends to the Capital Programme. The Council seeks the views of stakeholders, including businesses, identifying these through consultation with Citizens Panel, focus groups, Tenants Committee, employees, disability groups as well as persons directly affected (eg the residents of a sheltered accommodation scheme). Key partners are major contributors to the consultation process. 7. Project Management and Monitoring All schemes have a designated lead officer. Project management disciplines are used to ensure that targets are met and expenditure contained within budget. The Council uses a modified version of the Prince 2 methodology to manage its major schemes. The Contract Procedure Rules require the reporting of material variations in contracts to the Cabinet or relevant service committee. The Council has introduced tighter procedures for monitoring the Capital Programme. It has placed the responsibility for monitoring with a multi-disciplinary team including the Portfolioholder. Capital budgets are held on the financial ledger and reported monthly to Managers. At present, programmed capital expenditure is monitored monthly, with the quarterly and outturn position reported to Cabinet and full Council. Reporting mechanisms are continually being developed to support the new process. 8. Performance Measurement Performance management needs to be further developed alongside project monitoring. This is part of a larger exercise to expand performance management to all of the Council’s activities. The Corporate Property Strategy contains a number of performance measures, which will be used in monitoring the effectiveness of the programme. Principal criteria will be: • Timescale for completion compared to target • Outputs compared to target • Financial outturn compared to target • Impact on service delivery. 9. Partnership Working The Council could not achieve its objectives without the input of its key partners. For example it relies on the following to deliver both the Community Strategy and its Corporate Plan: • Members of the Local Strategic Partnership, particularly the County Council, Primary Care Trust, Police Authority, voluntary and community groups • South Lakes Housing, its ALMO • Lakes Leisure, the leisure trust set up by the Council • Housing Associations and Registered Social Landlords
84 26 March 2009 4 • Market Towns Partnerships • Key funding agencies such as North West Development Agency, Housing Corporation, Environment Agency, Sport England and English Heritage. Partnership working extends to capital projects, examples from each of the corporate themes being: Theme and Outcome Scheme Best Place to Live: Enabling schemes delivered by Housing Addressing Housing Needs Associations and funded largely by Housing Corporation grant and contributions from Cumbria County Council from the proceeds of council tax on second homes. Best Place to Live: Joint scheme with a local group of young people Improved health for our communities to provide a Skateboard facility in Lightburn Park, Ulverston Best Place to Work: A major regeneration programme in Grange- South Lakeland has balanced over-Sands seeks to provide employment, economic growth with well paid jobs housing, medical and recreational facilities, in from both indigenous businesses conjunction with the private sector, local general and new external investors practitioners and the Parks for People project. Best Place to Visit: Development of Kendal Museum in conjunction A sustainable tourism industry which with Kendal College and Kendal Town Council, meets the needs of both local with the ongoing service managed by the people and visitors College.
10. Cross-Cutting Projects A number of projects lead to benefits across the Council’s priority themes, examples being: • The Grange-over-Sands regeneration programme as described above • The Council’s refurbishment schemes for car parks are designed with safety in mind, incorporate environmental improvements where possible and, by attracting visitors, encourage the prosperity of the locality • The capital investment under the Transformation Strategy will improve customer access to all Council services, whether in person, by telephone or via the website. 11. Risk Management The Council builds risk management into all of its activities and processes, including the delivery of capital schemes. This ranges from risk assessments built into every new proposal for capital investment and subsequent contracts through to the corporate risk register which highlights the need for management of the following capital related risks: • Inability to meet the local need for affordable housing • Programme management does not continue to improve • Assets do not meet DDA requirements • Capital funding available is insufficient to meet aspirations Action plans are drawn up to minimise these risks.
85 26 March 2009 5
12. Capital Programme The December 2008 review of the Capital Programme allocated £5.6m of resources to new projects that will assist in delivering its corporate outcomes. Borrowing has been assumed for Council housing and £5.9m for General Fund purposes but the Medium Term Financial Plan requires the Council to consider further expanding its future programmes by additional affordable borrowing to deliver non-Housing priorities. The Programme assumes the continuation of the arrangement with Cumbria County Council to return a proportion of its income from council tax on second homes to the District Council to be used to provide affordable housing. The proportion falls in April 2009 but the availability of a long agreement gives scope for the Council to consider borrowing to expand this programme. The current five-year Capital Programme supports the Corporate Plan in the following thematic areas: £000 Programmed Expenditure: Best Place to Live: Addressing Housing Needs 47,486 Other Living Projects (including Transformation) 7,174 Best Place to Work 3,069 Best Place to Visit 2,769 Regulatory Services 507 Other Services 1,085 Unallocated Resources 1,100 Total Programmed Expenditure 63,190
The Programme assumes the following resources: £000 Capital Receipts 1,654 Borrowing (Decency Works) 5,792 Borrowing (unsupported General Fund) 5,863 Council Housing Major Repairs Allowance 10,985 Second Homes (County and District) Council Tax Income 3,611 Other Revenue Monies 2,445 Housing Single Capital Pot Grant 4,047 Other Grants and Contributions 3,210 Financed in earlier years 25,583 Total Resources 63,190
The detailed programme is shown at Appendix D.
86 26 March 2009 6 APPENDIX A
SLDC Schemes (Q10) Deliverability
External External Payback No External Confirmed CAPITAL PROGRAMME: Funding Funding Permissions in Appropriate < 5 years Funding Funding & GENERAL CAPITAL RESOURCES > 50% 10 - 25% Place Timescale Resources Overall PRIORITISATION CRITERIA AND SCORECHART Or Assessment Partner Schemes (Q11) Q14 Q15 Q16 SLDC SLDC SLDC SLDC Contribution Contribution Contribution Contribution < 25% < 50% 75 - 90% 100%
Assessed Basic Score for Maximum Add: Sum of the following Priority Category Criteria on Strategic Fit Add: One of the following Total (up to) Questions (Minimum) Score
A statutory requirement over 1 Unavoidable Q1 240 20 10 5 0 6 6 7 279 which the Council has no choice
A health & safety or business continuity issue where service 2 Essential Q2-6 200 20 10 5 0 6 6 7 239 delivery would fail if the scheme did not proceed
A scheme which is specifically 3 Corporate Outcome identified in the Corporate Plan Q7 160 20 10 5 0 6 6 7 199 as delivering a priority outcome
A scheme which has clear links to corporate outcomes and will 4 Strong Strategic Fit Q8 120 20 10 5 0 6 6 7 159 have a significant impact on service delivery A scheme which has a link to corporate outcomes and will have 5 Good Strategic Fit Q9 80 20 10 5 0 6 6 7 119 a limited impact on service delivery A scheme which does not link to corporate priorities but provides 6 Operational Benefits Q9 40 20 10 5 0 6 6 7 79 positive benefits to service delivery
Marginal benefit to service 7 Other Schemes 020105066739 delivery
Note: Weighted towards strategic fit: no overlap between priority bands
87
Capital Strategy - Appendix D appx a general prioritisation 02/03/09
88 APPENDIX B
GENERAL CAPITAL BIDS: PRIORITY vs DELIVERABILITY
20 18 16 14 Low priority High priority 12 Readily deliverable Readily deliverable 10 8 6 Deliverability Score Deliverability 4 Low priority High priority 2 Less readily deliverable Less readily deliverable 0 0 50 100 150 200 250 300 Priority Score
Capital Strategy - Appendix D appx b diagram 02/03/0989
90 APPENDIX C
SLDC Schemes (Q12) Deliverability External External Payback No External Confirmed Appropriate CAPITAL PROGRAMME: Funding Funding Permissions < 5 years Funding Funding & Timescale & > 50% 10 - 25% in Place EARMARKED HOUSING (NON-HRA) CAPITAL RESOURCES Resources Risk Factor Or Overall PRIORITISATION CRITERIA AND SCORECHART Assessment Partner Schemes (Q13) Q16 Q17 Q18-21 SLDC SLDC SLDC SLDC Contribution Contribution Contribution Contribution < 25% < 50% 75 - 90% 100% Add: Assessed Basic Score for Maximum non-Housing Add: Sum of the following Priority Category Criteria on Strategic Fit Add: One of the following Total elements (up to) Questions (Minimum) Score Q10 (up to)
A statutory requirement over 1 Unavoidable Q1 230 9 20 10 5 0 6 6 8 279 which the Council has no choice
A project which is essential to 2 Essential Q2-4 180 9 20 10 5 0 6 6 8 229 housing service delivery
A scheme which is specifically identified in the Corporate Plan 3 Corporate Outcome Q5 140 9 20 10 5 0 6 6 8 189 as delivering a housing priority outcome A scheme which has clear links to housing corporate outcomes 4 Strong Strategic Fit Q6-9 110 9 20 10 5 0 6 6 8 159 and will have a significant impact on service delivery A scheme which has a link to housing corporate outcomes and 5 Good Strategic Fit Q6-9 70 9 20 10 5 0 6 6 8 119 will have a limited impact on service delivery A scheme which does not link to corporate priorities but provides 6 Operational Benefits Q11 40 9 20 10 5 0 6 6 8 89 positive benefits to service delivery
Marginal benefit to housing 7 Other Schemes 5 0 20 10 5 0 6 6 8 45 service
Notes: Scoring ensures priority 1 schemes are ahead of all others by allowing no overlap Priority 3 and 4 and priority 5 and 6 schemes schemes allowed partial overlap Remainder allowed small overlap
91
Capital Strategy - Appendix D appx c housing prioritisation 02/03/09
92 SOUTH LAKELAND DISTRICT COUNCIL - CAPITAL PROGRAMME 2008/09 TO 2012/13 (£000) APPENDIX D
To 2008/09 2009/10 2010/11 2011/12 2012/13 TOTAL SUMMARY 31.3.08
EXPENDITURE:
LIVING
ADDRESSING HOUSING NEEDS Private Sector: General 0.0 825.9 884.0 884.0 884.0 884.0 4,361.9 Second Homes Funded Housing Schemes 0.0 949.6 665.4 665.4 665.4 665.4 3,611.2 Single Capital Pot: Strategic Housing Priorities 195.4 1,918.6 522.0 542.0 542.0 532.0 4,252.0 Housing Revenue Account: General 54.5 108.7 53.2 59.5 0.0 0.0 275.9 Housing Revenue Account: Major Repairs Schemes 175.9 641.8 1,073.0 2,137.2 2,137.2 2,137.2 8,302.3 Housing Revenue Account: Decency Contract 17,912.2 7,189.0 1,581.5 0.0 0.0 0.0 26,682.7
OTHER LIVING PROJECTS 4,126.4 1,867.1 702.5 364.0 57.0 57.0 7,174.0
WORKING 1,977.4 108.3 543.0 340.0 100.0 0.0 3,068.7
VISITING 302.1 504.9 642.6 320.0 500.0 500.0 2,769.6
REGULATORY SERVICES 492.2 14.8 0.0 0.0 0.0 0.0 507.0
OTHER SERVICES 346.6 280.5 114.5 114.5 114.5 114.5 1,085.1
UNALLOCATED RESOURCES (Borrowing) 0.0 0.0 0.0 1,100.0 0.0 0.0 1,100.0
TOTAL PROGRAMMED EXPENDITURE 25,582.7 14,409.2 6,781.7 6,526.6 5,000.1 4,890.1 63,190.4
Allowance For Slippage B/f 300.0 450.0 450.0 300.0 300.0 0.0 Allowance For Slippage C/f (450.0) (450.0) (300.0) (300.0) (300.0)
FINANCED EXPENDITURE FOR YEAR 25,582.7 14,259.2 6,781.7 6,676.6 5,000.1 4,890.1 63,190.4
RESOURCES:
CAPITAL RECEIPTS : Used in Year 506.9 310.0 300.0 262.5 275.0 1,654.4
FUND OF REVENUE MONIES FOR CAPITAL PURPOSES : Contribution Required to fund Programme 8.6 1,828.3 155.0 190.0 94.5 2,276.4
Appx D Page 4 93 SOUTH LAKELAND DISTRICT COUNCIL - CAPITAL PROGRAMME 2008/09 TO 2012/13 (£000) APPENDIX D
To 2008/09 2009/10 2010/11 2011/12 2012/13 TOTAL SUMMARY 31.3.08
GENERAL FUND BORROWING: Supported 0.0 Conversion of Reserve Contribution from Revenue 1,200.0 1,200.0 Unsupported 1,000.0 1,100.0 1,000.0 1,000.0 4,100.0 Borrowing/Leasing for Vehicles and Plant 563.0 563.0
SINGLE CAPITAL POT GRANT FOR STRATEGIC HOUSING PRIORITIES 1,918.6 532.0 532.0 532.0 532.0 4,046.6
GENERAL FUND GRANTS AND CONTRIBUTIONS: Disabled Facilities Grant 230.3 174.0 174.0 174.0 174.0 926.3 Low Mill Business Park Phase II: ERDF/NWDA Grants (11.1) (11.1) Stockbeck Drainage Grant 31.0 29.0 60.0 Stockbeck Drainage Cumbria CC Contribution To Contingency 250.0 250.0 Revenues & Benefits System: DWP Grant 39.1 39.1 Summerlands Sewerage System, Private Householders 6.6 6.6 County Square, Ulverston Grants 350.0 350.0 Grange Regeneration Programme 30.0 30.0 BIG Lottery Play Area Grant 199.8 199.8 Heritage Lottery Fund Greenside Limekiln 65.0 65.0 130.0 Lakes Leisure Loan Repayments 12.0 48.0 48.0 27.0 135.0 Kendal Quality Gateway Programme: NWDA Grants 150.0 140.0 290.0 Kendal Quality Gateway Programme: Other Contributions 245.0 200.0 445.0 Salix funding for Climate Change Investment 25.0 25.0 12.0 12.0 74.0 Ulverston Skate and Bike Action Group (Lightburn Skatepark) 42.5 42.5
Canal Head Area Action Plan: Planning & Development Grant 13.0 13.0
SECOND HOMES INCOME 949.6 665.4 665.4 665.4 665.4 3,611.2
HRA DECENT HOMES MONIES SUPPORTED BORROWING 4,167.0 1,625.0 5,792.0
HRA UNSUPPORTED BORROWING 1,066.8 (1,066.8) 0.0
HRA MAJOR REPAIRS RESERVE: Decent Homes Programme 1,867.2 991.3 2,858.5 Major Repairs Schemes 641.8 1,073.0 2,137.2 2,137.2 2,137.2 8,126.4
Appx D Page 5 94 SOUTH LAKELAND DISTRICT COUNCIL - CAPITAL PROGRAMME 2008/09 TO 2012/13 (£000) APPENDIX D
To 2008/09 2009/10 2010/11 2011/12 2012/13 TOTAL SUMMARY 31.3.08
HRA DECENCY PROGRAMME: GRANTS AND CONTRIBUTIONS:
Electricity Allowances: Energy Efficiency 20.0 20.0 Leaseholder Contributions 68.0 32.0 100.0
HRA CONTRIBUTIONS TO SOUTH LAKES HOUSING SCHEMES 110.0 110.0
CONTRIBUTIONS FROM GENERAL FUND RESERVES: IT Replacement Reserve 169.0 169.0 EARMARKED REVENUE FUNDING 0.0
TOTAL RESOURCES ALLOCATED 14,259.2 6,781.7 6,676.6 5,000.1 4,890.1 37,607.7
ADD: FINANCED TO 31 MARCH 2008 25,582.7
TOTAL PROGRAMME 63,190.4
CAPITAL RECEIPTS :
BROUGHT FORWARD INTO YEAR: AVAILABLE FOR ANY PURPOSE 0.0 0.0 0.0 0.0 COUNCIL HOUSE & OTHER HRA SALES :
In Year 150.0 150.0 150.0 162.5 175.0 OTHER ASSET SALES : In Year 216.9 160.0 150.0 100.0 100.0 Low Mill Business Park 140.0
PLANNED RELEASE TO FUND CAPITAL EXPENDITURE (506.9) (310.0) (300.0) (262.5) (275.0)
CAPITAL RECEIPTS CARRIED FORWARD 0.0 0.0 0.0 0.0 0.0
Appx D Page 6 95 SOUTH LAKELAND DISTRICT COUNCIL - CAPITAL PROGRAMME 2008/09 TO 2012/13 (£000) APPENDIX D
To 2008/09 2009/10 2010/11 2011/12 2012/13 TOTAL SUMMARY 31.3.08
FUND OF REVENUE MONIES FOR CAPITAL PURPOSES :
BALANCE BROUGHT FORWARD 2,282.7 2,425.0 646.7 1,691.7 1,501.7
Transfers from/(to) General Fund: General Contribution 100.0 50.0 100.0 Lightburn Skatepark additional costs 20.0 Ulverston Tennis Centre Defects Claim 45.9 Club/Coach Development revenue scheme (15.0)
PLANNED RELEASE TO FUND CAPITAL EXPENDITURE (8.6) (1,828.3) (155.0) (190.0) (94.5)
BALANCE CARRIED FORWARD 2,425.0 646.7 591.7 1,501.7 1,407.2
UNALLOCATED BORROWING 0.0 0.0 1,100.0 0.0 0.0
UNALLOCATED RESOURCES 2,425.0 646.7 1,691.7 1,501.7 1,407.2
SECOND HOMES INCOME: BALANCE BROUGHT FORWARD 0.0 0.0 0.0 0.0 0.0 In-Year Income 1,085.4 778.4 778.4 778.4 778.4 Less: Used to fund revenue expenditure (135.8) (113.0) (113.0) (113.0) (113.0)
PLANNED RELEASE TO FUND CAPITAL EXPENDITURE (949.6) (665.4) (665.4) (665.4) (665.4)
BALANCE CARRIED FORWARD 0.0 0.0 0.0 0.0 0.0
GROSS CAPITAL RECEIPTS IN YEAR:
COUNCIL HOUSE SALES (incl Repaid Discounts) 500.0 500.0 500.0 550.0 600.0 OTHER HRA ASSETS 50.0 50.0 50.0 50.0 50.0 GENERAL FUND ASSETS 216.9 100.0 100.0 100.0 100.0
USABLE RECEIPTS: HRA 150.0 150.0 150.0 162.5 175.0 GENERAL FUND 216.9 100.0 100.0 100.0 100.0
Appx D Page 7 96 APPENDIX D SOUTH LAKELAND DISTRICT COUNCIL - CAPITAL PROGRAMME 2008/09 TO 2012/13 (£000)
To 2008/09 2009/10 2010/11 2011/12 2012/13 TOTAL 31.3.08
LIVING ADDRESSING HOUSING NEEDS
Private Sector: General KGP11 PRIVATE SECTOR RENEWAL GRANTS 469.1 500.0 500.0 500.0 500.0 2,469.1 KGD21 DISABLED FACILITIES GRANTS 332.3 384.0 384.0 384.0 384.0 1,868.3
KGT01 RYDAL ROAD VERY SHELTERED HOUSING, KENDAL 0.0 KGX17 TOWN VIEW FIELDS HOSTEL, KENDAL, IMPROVEMENTS 24.5 24.5
Total: Private Sector Housing 0.0 825.9 884.0 884.0 884.0 884.0 4,361.9
Second Homes Funded Housing Schemes KGS01 AFFORDABLE HOUSING GRANTS (AHRG) 500.0 665.4 665.4 665.4 665.4 3,161.6 KGS30 IMPACT SHARED EQUITY SCHEME 400.0 400.0 COMMUNITY LAND TRUST REVOLVING FUND 10.0 10.0
LAKELAND HOUSING TRUST 39.6 39.6 KGS99 UNALLOCATED HOUSING SCHEMES 0.0
Total: Second Homes Funded Schemes 0.0 949.6 665.4 665.4 665.4 665.4 3,611.2
Private Sector: Single Capital Pot Grant Schemes KGT20 SITE ASSEMBLY FUND FOR AFFORDABLE HOUSING 6.9 721.4 312.0 332.0 332.0 332.0 2,036.3 KGT21 NEW-BUILD FUND FOR AFFORDABLE HOUSING 650.0 650.0 BUY BACK SCHEME: RTB HOMES 320.0 320.0
KGT22 ENERGY EFFICIENCY 82.7 117.3 100.0 100.0 100.0 100.0 600.0 KGT23 DISABLED ADAPTATIONS 90.7 109.3 100.0 100.0 100.0 100.0 600.0 KGX17 TOWN VIEW FIELDS HOSTEL IMPROVEMENTS 15.1 0.6 10.0 10.0 10.0 45.7 Total: Single Capital Pot Grant Schemes 195.4 1,918.6 522.0 542.0 542.0 532.0 4,252.0
Appx D Page 5 97 APPENDIX D SOUTH LAKELAND DISTRICT COUNCIL - CAPITAL PROGRAMME 2008/09 TO 2012/13 (£000)
To 2008/09 2009/10 2010/11 2011/12 2012/13 TOTAL 31.3.08
Housing Revenue Account: General JTR01 ADMIN SUPPORT 33.2 33.2 33.2 99.6
JNI30 SOUTH LAKES HOUSING, CHOICE BASED LETTING SYSTEM 26.3 26.3 JNI32 SOUTH LAKES HOUSING, WORKFLOW SCHEDULING 54.5 35.5 90.0 JNI33 SOUTH LAKES HOUSING, ASSET MANAGEMENT 30.0 20.0 50.0 SOUTH LAKES HOUSING, DDA ACCESS ULVERSTON TOWN HALL 10.0 10.0 Total: HRA General 54.5 108.7 53.2 59.5 0.0 0.0 275.9
Housing Revenue Account: Major Repairs Schemes JNM50060 OTHER MAJOR REPAIRS 302.8 739.4 1,799.2 1,799.2 1,799.2 6,439.8 JNM50070 HOUSING PLAY AREAS 20.0 20.0 20.0 20.0 20.0 100.0 JNA90 AIDS & ADAPTATIONS 290.0 290.0 290.0 290.0 290.0 1,450.0
JNM50050 SEPTIC TANK SUMMERLANDS ENDMOOR 175.9 16.4 192.3 JTR01 ADMIN & TECHNICAL SUPPORT MET BY MRA 12.6 23.6 28.0 28.0 28.0 120.2 Total: HRA Major Repairs Schemes 175.9 641.8 1,073.0 2,137.2 2,137.2 2,137.2 8,302.3
Housing Revenue Account: Decency Contract JD IMPROVEMENT WORKS 16,305.6 6,500.7 562.3 23,368.6 JDW SLH SUPERVISION (incl NPS) 1,445.0 612.0 270.0 2,327.0 JDX SUSTAINABILITY 161.6 76.3 749.2 987.1 Total: HRA Decency Contract 17,912.2 7,189.0 1,581.5 0.0 0.0 0.0 26,682.7
Total: Addressing Housing Needs 18,338.0 11,633.6 4,779.1 4,288.1 4,228.6 4,218.6 47,486.0
Appx D Page 6 98 APPENDIX D SOUTH LAKELAND DISTRICT COUNCIL - CAPITAL PROGRAMME 2008/09 TO 2012/13 (£000)
To 2008/09 2009/10 2010/11 2011/12 2012/13 TOTAL 31.3.08
OTHER LIVING PROJECTS
KMR03 JUBILEE PLAYING FIELDS, KENDAL, IMPROVEMENTS 138.2 138.2 LAKES LEISURE LOAN, KENDAL LEISURE CENTRE DEVELOPMENT 135.0 135.0 ULVERSTON TENNIS CENTRE REMEDIAL WORKS 45.9 45.9
KRE99 KENDAL UNITED FC CHANGING PAVILION 15.0 15.0 KRE99 LIGHTBURN PARK, ULVERSTON, SKATEBOARD FACILITY 10.0 62.5 72.5 KRE99 KIRKBY LONSDALE RUGBY CLUB 15.0 15.0
KLR31 NOBLES REST PARK, KENDAL, IMPROVEMENTS 0.4 79.6 80.0 KLR50 BIG LOTTERY PLAY AREA DEVELOPMENT 150.9 150.9 KLR51 CASTLE ESTATE, KENDAL, PLAY AREA IMPROVEMENT 48.9 48.9
KXB25 DISABLED ACCESS, COUNCIL BUILDINGS 59.4 80.6 140.0 KLH44 KENDAL TOWN HALL, DDA COMPLIANT LIFT 59.2 15.8 75.0
KEG33 STOCKBECK DRAINAGE Land & Construction 3,705.8 11.4 17.0 3,734.2 KEG33 STOCKBECK DRAINAGE Contingency 500.0 500.0 KMR01 GRANGE RAILWAY BRIDGES 278.3 125.4 24.0 427.7
KEB14 PLASTIC/CARDBOARD RECYCLING BANKS 15.5 4.5 20.0 CLIMATE CHANGE PROGRAMME 114.0 114.0 57.0 57.0 342.0
KPG01 HISTORIC BUILDING GRANTS 18.4 18.4 KPG02 ENVIRONMENTAL GRANTS 28.8 28.8 KPG03 DISABLED ACCESS GRANTS 6.5 6.3 12.8
KPG04 ULVERSTON HERS SCHEME 26.1 26.1 KPE11 ENVIRONMENTAL PARTNERSHIPS 0.0 77.5 77.5 KPE16 GREENSIDE LIMEKILN, KENDAL, RENOVATION 7.8 132.5 50.0 190.3
Appx D Page 7 99 APPENDIX D SOUTH LAKELAND DISTRICT COUNCIL - CAPITAL PROGRAMME 2008/09 TO 2012/13 (£000)
To 2008/09 2009/10 2010/11 2011/12 2012/13 TOTAL 31.3.08
KXF50 TRANSFORMATION AGENDA 306.0 178.5 484.5 KBP01 BUSINESS PROCESS RE-ENGINEERING 20.0 20.0
KXK11 LAPTOPS FOR COUNCILLORS. 50.3 50.3 KIT23 UPGRADE TELEPHONE SYSTEM 75.0 75.0 REPLACEMENT FINANCIAL SYSTEMS 250.0 250.0
Total: Other Living Projects 4,126.4 1,867.1 702.5 364.0 57.0 57.0 7,174.0
WORKING KDE03 LOW MILL BUSINESS PARK PHASE II 1,947.4 8.3 1,955.7 KRE04 GRANGE REGENERATION PROGRAMME 30.0 80.0 115.0 225.0
CANAL HEAD, KENDAL AREA ACTION PLAN EXTENSION 20.0 33.0 53.0 EMPLOYMENT LAND IN SOUTH LAKELAND 100.0 100.0 KENDAL QUALITY GATEWAY PROGRAMME 395.0 340.0 735.0 Total: Working 1,977.4 108.3 543.0 340.0 100.0 0.0 3,068.7
VISITING
KMR21 KENDAL MUSEUM IMPROVEMENTS 302.6 302.6 KET01 DISABLED ACCESS, PUBLIC CONVENIENCES 219.4 300.0 519.4
KLL14 LAKE WARDEN PATROL BOATS 74.9 74.9 FERRY NAB TRACTOR REPLACEMENT 30.0 30.0 RAYRIGG MEADOW PUBLIC JETTIES 50.0 50.0
KRE06 COUNTY SQUARE, ULVERSTON ENHANCEMENTS 0.1 449.9 450.0 KRE99 BLUEBIRD PROJECT, CONISTON 30.0 30.0 KRE99 SIR JOHN BARROW MONUMENT, ULVERSTON 25.0 25.0
KPY22 MAIN STREET, GRANGE CAR PARK, COMPLETE REFURBISHMENT 7.7 260.0 267.7 WESTMORLAND SHOOPING CENTRE CAR PARK REFURBISHMENT 500.0 500.0 1,000.0 RYDAL ROAD CAR PARK, AMBLESIDE, BRIDGE 20.0 20.0 Total: Visiting 302.1 504.9 642.6 320.0 500.0 500.0 2,769.6
Appx D Page 8 100 APPENDIX D SOUTH LAKELAND DISTRICT COUNCIL - CAPITAL PROGRAMME 2008/09 TO 2012/13 (£000)
To 2008/09 2009/10 2010/11 2011/12 2012/13 TOTAL 31.3.08
REGULATORY SERVICES KIT18 REVENUES & BENEFITS SYSTEM 492.2 14.8 507.0 Total: Regulatory Services 492.2 14.8 0.0 0.0 0.0 0.0 507.0
OTHER SERVICES KIT90 IT REPLACEMENT PROGRAMME 212.3 106.0 318.3 SERVER VIRTUALISATION 60.0 60.0
KXR51 ADMINISTRATIVE & TECHNICAL SUPPORT 29.3 34.5 34.5 34.5 34.5 34.5 201.8 KXR51 DESIGN FEES 105.0 80.0 80.0 80.0 80.0 80.0 505.0 Total: Other Services 346.6 280.5 114.5 114.5 114.5 114.5 1,085.1
UNALLOCATED RESOURCES UNALLOCATED BORROWING 1,100.0 1,100.0
PROGRAMME TOTALS 25,582.7 14,409.2 6,781.7 6,526.6 5,000.1 4,890.1 63,190.4
Appx D Page 9 101
102 SOUTH LAKELAND DISTRICT COUNCIL
Cabinet
Date of Meeting: 11 March 2009 Part I Portfolio Holder: Cllr Andy Shine Report From: Corporate Director (Monitoring Officer) Agenda 13 Report Author: Helen Smith, Head of Finance Item No: Report Title: Medium Term Financial Plan
Summary A set of financial projections were presented to the last meeting of Cabinet, based on the draft estimates. Those projections have now been revised to take account of the approved 2009/10 Budget, Capital Programme and some new assumptions. These do not materially affect the conclusion that the Council still faces ongoing budget deficits that will require it to align its expenditure and income in the context of its new Corporate Plan. The projections represent the first stage in updating the Medium Term Financial Plan (MTFP). The Plan is still in preparation but its main principles and the majority of its contents will be similar to the current version adopted in March 2008. It would be appropriate for the draft Plan to be circulated to Cabinet Members for comment prior to submission to Council on 25 March. Recommendations Cabinet is recommended to note the revised financial forecast and for the draft Medium Term Financial Plan to be submitted to Council after circulation to its Members for comment. Report 1. Recent work on budget preparation has prevented the production of a draft MTFP for this meeting but the financial forecasts have been brought up to date. It is proposed that the completed draft is circulated to Cabinet Members so that they can comment on it before its submission to Council on 25 March for approval. 2. The headline assumptions in the forecast were reported to your last meeting but are repeated below so that Members are clear about them: • Annual council tax increases of 4.0%, unless an income stream is identified which can be used to set a lower level: although recent increases have been lower than this, a projected annual increase of 4% in future years is realistic in view of the poor prospects for revenue support grant and the ongoing potential deficits • Nationally revenue support grant to have a nil real terms increase after 2010/11; locally grant to rise by 0.5% pa initially then 1.9% in 2012/13 when the grant floor has been reached • Pay awards of 2.0% in 2010/11 to reflect a tightening of wage increases in the expected economic climate, easing thereafter • Inflation of 2.0% pa on expenditure and income budgets
103 • Pension contributions to increase by 2.0% in 2011/12 and a further 3.0% in 2012/13 as a result of the Pension Fund’s triennial revaluation (this is a significant risk area for the Council’s expenditure) • Full implementation of the budget reductions in the approved Budget • A provisional efficiency target of 0.5% pa cash reductions to budgets (subject to this being re-defined as a reduction in core administrative costs) • Incorporation of known variations to budgets arising from the estimates • The management restructure to have a cost-neutral ongoing effect, with implementation costs covered by reserves • A slow increase in interest rates from their current historically low level • Revenue consequences of running down investments to finance the Capital Programme • Finance for service development to deliver corporate priorities and legal/health and safety requirements of £450,000 pa • The resumption of the planned contribution to the General Reserve. 3. Based on these assumptions, there will be an accumulating budgetary shortfall to finance a standstill budget, with a further £450,000 pa required to accommodate financial growth: 2010/11 2011/12 2012/13 £000 £000 £000 Standstill Budget: Expenditure 15,968 16,281 16,708 Budget 15,127 15,514 16,017 Shortfall before growth * 841 767 691 Allowance for Growth: 2010/11 450 450 450 2011/12 450 450 2012/13 450 Projected Deficit 1,291 1,667 2,041 * The reduction in the underlying shortfall is dependent on a recovery in interest rates and the prospect of a reasonable increase in Government grant in 2012/13 Further details are given in Appendix 1. 4. The variations from the balanced approved budget to the projected deficit of £1.3m in 2010/11 are as follows: £000 £000 Balanced budget 2009/10 Add: Inflation 338 Reduction in interest & MRP Adjustment 245 Corporate Plan growth 450
Date: 03/03/2009 Version No: Amended by: 2 104 Less: Efficiency savings (158) Removal of one-off growth and other non- (386) recurring costs Concessionary fares (20) Reinstate contributions to reserves: General Reserve 120 Fund of Revenue Monies for Capital Purposes 50 Contributions from reserves 273 Addition to working balance 50 One-off use of working balance 2009/10 705 Increased expenditure 1,667
Increased Council Tax (342) Increased RSG (34) Projected Deficit 2010/11 1,291
5. Redirection of resources and budget reductions will be needed to bridge this deficit. The Chief Executive has already expressed a commitment to reduce administrative expenditure, combined with a critical review of budgeted resources against priorities from the new Corporate Plan Alternative Options The financial forecast is built up from a set of assumptions which can be varied. Key Decision This report does not relate to a Key Decision. Material Considerations Finance The forecast summarises the corporate financial issues facing the Council. Risk Management The major risk to the Council’s finances is the long-term affordability of its revenue budget. The draft Plan will contain a full risk assessment. At present the major identified risks relates to the achievement of targeted budget reductions and the review of pension contributions in April 2011. Staffing Not Applicable Links to Corporate Plan Links between the MTFP and the Corporate Plan need to be strengthened. The forecast simply acknowledges that new resources will be needed to introduce corporate priorities. Links to Other Strategic Plan(s) The MTFP will be consistent with the HRA Business Plan, Capital, Transformation and other relevant Strategies. Date: 03/03/2009 Version No: Amended by: 3 105 Equalities & Diversity Not Applicable Community Safety Not Applicable
Background Documents Document: Working File A2906 Contact: Helen Smith Resources Department
Date: 03/03/2009 Version No: Amended by: 4 106 APPENDIX 1 MEDIUM TERM FINANCIAL FORECAST GENERAL FUND
2009/10 2010/11 2011/12 2012/13 NET NET NET NET EXPENDITURE EXPENDITURE EXPENDITURE EXPENDITURE £000 £000 £000 £000
Employees: Superannuable 8,174.2 8,174.2 8,305.0 8,437.9 Other 3,363.6 3,363.6 3,417.5 3,641.7 11,537.8 11,537.8 11,722.4 12,079.6 Other Expenditure (net benefits) 19,921.8 19,921.8 20,284.8 21,005.5 Income (15,125.1) (15,125.1) (15,427.6) (15,736.2) Net Interest earned 102.3 102.3 347.0 280.7 Minimum Revenue Provision 13.9 13.9 13.3 70.3 SERVICE EXPENDITURE 16,450.7 16,450.7 16,940.0 17,699.9
NET INFLATION incl above 338.2 343.3 407.4
REDUCTION IN INVESTMENT INCOME 244.7 (66.3) (8.3)
EFFICIENCY PROGRAMME (157.3) (160.0) (165.4)
INCREASE IN MINIMUM REVENUE PROVISION (0.6) 57.0 24.5
INCREASED PENSION FUND COSTS 0.0 169.6 259.5
KNOWN VARIATIONS TO BUDGET (385.8) (33.6) (90.3)
CONTINUATION OF 2009 FTB REDUCTIONS 0.0
GROWTH: 2010/11 Corporate Plan 300.0 2011/12 Corporate Plan 300.0 2012/13 Corporate Plan 300.0 2010/11 Statutory/Health & Safety Initiatives 150.0 2011/12 Statutory/Health & Safety Initiatives 150.0 2012/13 Statutory/Health & Safety Initiatives 150.0
TOTAL SERVICE EXPENDITURE 16,450.7 16,940.0 17,699.9 18,577.3
MAJOR REPAIRS/IT EXPENDITURE 200.0 200.0 650.0
SUPPORT TO CAPITAL PROGRAMME 1,828.3 155.0 190.0 94.5
CONCESSIONARY FARES GRANT (875.3) (895.0) (915.1) (935.7)
PLANNED CONTRIBUTIONS TO RESERVES General Reserve 80.0 200.0 200.0 200.0 LABGI Reserve Major Property Repairs Reserve 100.0 100.0 100.0 100.0 IT Replacement Reserve 40.0 40.0 40.0 40.0 Fund of Revenue Monies 50.0 100.0 0.0 0.0 Building Control Fee Income Reserve 38.1 38.1 38.1 38.1
PLANNED CONTRIBUTIONS FROM RESERVES General Reserve (161.0) (66.2) (5.0) 0.0 LABGI Reserve (142.1) (42.1) (27.1) (11.8) GF Major Repairs Reserve (16.0) (100.0) (150.0) (150.0) IT Replacement Reserve (25.0) (100.0) (50.0) (500.0) Environment Fund Economic Development Fund (46.4) (27.4) 0.0 0.0 Fund of Revenue Monies for Capital Purposes (1,828.3) (155.0) (190.0) (94.5) Building Control Fee Income Reserve (18.0) 0.0 0.0 0.0
PHASED ADDITION TO WORKING BALANCE 0.0 50.0 50.0 50.0 Use of Working Balance (725.0) (20.0)
EXPENDITURE AFTER USE OF RESERVES 14,750.0 16,417.4 17,180.8 18,057.8
BUDGETARY DEFICIT 0.0 (1,290.8) (1,666.6) (2,041.1)
PROJECTED BUDGET 14,750.0 15,126.6 15,514.2 16,016.7
SLDC COUNCIL TAX & INCREASE £170.78 £177.61 £184.71 £192.10
2.9% 4.0% 4.0% 4.0%
Deficit as %age of service expenditure 7.7% 9.3% 10.9%
107
Appx 1 Page 1
108 SOUTH LAKELAND DISTRICT COUNCIL
Cabinet
Date of Meeting: 11 March 2009 Part I Portfolio Holder: Report From: Corporate Director (Monitoring Officer) Agenda 14 Report Author: Steve Richards (Scrutiny Officer) Item No: Report Title: Draft Councillor Call from Action Scheme
Summary Local authorities are required to have Councillor Calls for Action schemes in place by 1 April 2009. A draft scheme is attached for consideration. Recommendations That Cabinet consider the draft Councillor Call for Action scheme and recommend it to Full Council for approval. Report 1 The Police and Justice Act 2006 and the Local Government and Public Involvement in Health Act 2007 introduced Councillor Call for Action schemes. The purpose of the Call for Action scheme is to enable local councillors to resolve issues of local concern. 2 Resolving local concerns is an important element of the local councillors role. This can often be done informally, or through existing formal mechanisms. However where all other methods of resolution have been unsuccessful the Councillor Call for Action provides councillors with the opportunity to request that the overview and scrutiny committees consider the matter. 3 The Councillor Call for Action was introduced alongside strengthened powers for overview and scrutiny in the LGPIH Act 2007. These include powers to scrutinise a wide range of national, regional and local bodies not previously subject to local authority challenge, including Primary Care Trusts and the Police. A crime and disorder Councillor Call for Action may address any local crime and disorder matter (and in particular anti-social behaviour or other behaviour adversely affecting the local environment) or the misuse of drugs, alcohol and other substances. Overview and scrutiny committees have powers to make recommendations to the executives of partner organisations who have a duty to respond, setting out what action they will take. 4 Regulations exclude certain issues from a Councillor Call for Action where they relate to a formal complaints process. These include planning and licensing decisions and other areas where an individual has a route to resolve a problem through an established complaints process, for example council tax and non-domestic rates. In addition any matter which is vexatious or discriminatory may be excluded. The responsibility for deciding whether a Councillor Call for Action rests with the overview and scrutiny committees or a sub- committee thereof. The draft scheme suggests that the Overview and Scrutiny Co- ordination Board takes on the responsibility for deciding whether a Councillor Call for Action should be placed on to an overview and scrutiny committee agenda.
109 5 Guidance on the Councillor Call for Action was recently released and a draft scheme is attached for consideration. The draft scheme has been prepared in two parts. One is a guide to councillors and the other is a guide to help the Overview and Scrutiny Coordination Board determine whether a Call for Action should be heard. 6 The recent guidance on the Councillor Call for Action also addresses Section 236 of the LGPIH Act 2007. Section 236 enables local authorities to delegate some of their functions to individual councillors to allow them to take decisions at the ward level to bring improvement to their local areas. The Councillor Call for Action will help councillors resolve local issues on behalf of the residents. Section 236 may bolster this role by giving ward members powers to respond directly to local need. Alternative Options N/A Key Decision This report does not relate to a Key Decision. Material Considerations Finance Dependant upon the number of Councillor Call for Action raised there will potentially be increased costs associated with an increase in work for councillors, overview and scrutiny committees and the officers supporting them. Risk Management Risk Consequence Controls required The Council fails to have a The Council will be in breach of Implement a Councillor Call for Councillor Call for Action legislation. Action Scheme by 1 April Scheme in place by 1 April 2009. 2009. Staffing There may be an increased workload for officers supporting overview and scrutiny committees. Links to Corporate Plan Effective overview and scrutiny supports the development and delivery of the Corporate Plan. Links to Other Strategic Plan(s) Local authority overview and scrutiny supports the delivery of the Local Area Agreement. Equalities & Diversity Councillor Calls for Action may be excluded if they are discriminatory as defined by Section 45 of the Equality Act 2006. Community Safety Crime and Disorder Councillor Calls for Action have been introduced to assist local councillors resolve local crime and disorder and community safety matters. Background Documents Document: CfPS/IDeA Councillor Call for Contact: Steve Richards (Scrutiny Officer) Action Best practice Guidance LGPIH Act 2007 Police and Justice Act 2006
Date: 03/03/2009 Version No: Amended by: 2 110 Draft Guidance for Councillors
Draft SLDC Councillor Call for Action scheme
What is a Councillor Call for Action?
Ward councillors play a key role in local government as community leaders and champions for local concerns. The Councillor Call for Action (CCfA) strengthens this role and provides councillors with an opportunity to request that the overview and scrutiny committees consider any local problem or issue of concern, after all other attempts to resolve them have been exhausted. CCfA is about helping councillors resolve problems and issues on behalf of their residents.
Overview and scrutiny has powers to scrutinise local authorities and other public bodies across organisational boundaries, and councillors sit at the centre of this process. Councillors have a democratic mandate to challenge existing practice, involve local communities in the decision-making process and help councils change and improve. CCfA should help councillors drive improvements to services provided by the Council and partner organisations.
CCfA is a last resort and is only to be used after all other means of resolving an issue have been exhausted. A CCfA is not appropriate for planning or licensing matters, or any other matter where there is an established complaints procedure. Also a CCfA is not appropriate for an individual complaint about a service, for example someone whose bin hasn’t been emptied, or someone who has received a parking ticket.
The Overview and Scrutiny Coordination Board will consider each Councillor Call for Action to ensure that it meets the necessary criteria to be heard.
More information is available over the next couple of pages and there is a flow chart to help guide councillors through the CCfA process.
If a councillor has any questions on CCfA or wishes to raise a CCfA Scrutiny Team will provide help and assistance.
111 How do I decide if a CCfA is the right approach?
The purpose of CCfA is to act as a means of solving local problems when all other avenues and approaches have failed. Consequently the first step is to establish whether an issue can be resolved through any other means.
There are many avenues open to councillors to help resolve problems – both formal and informal which could be explored before deciding to initiate a CCfA. For example:
o informal discussions with the Portfolio Holder, officers and/or other councillors; o formal letters written on behalf of constituents; o public meetings and community campaigns; o raising the issue at the Local Area Partnership; o communication with local partner organisations, such as the Police, Primary Care Trust, Environment Agency, the County Council Area Committees and Neighbourhood Forums, and the Local Area Partnerships, etc. o petitions and deputations; o written questions or Motions on Notice put to Full Council; o encouraging constituents to make use of the Public Participation at Meetings scheme; o communication with local MPs. o requesting that an item be included on a Committee agenda – currently aside from CCfA arrangements any member of an overview and scrutiny committee or any three non-overview and scrutiny committee councillors may request that an item be placed on an overview and scrutiny agenda;
Councillors wishing to raise CCfAs should think carefully about their reasons for doing so and in particular be sure that all other routes have been explored to resolve the issue.
It is important to recognise that CCfA is not guaranteed to solve a particular problem. CCfA does provide:
o recognition that an issue is significant enough for time, attention and resources to be spent in trying to resolve it; o a public forum for discussion of issues; o an opportunity for all parties to discuss an issue in a neutral environment; o an opportunity to discuss a problem with the explicit aim of resolving it; o a high-profile process owned by the ward councillor.
Councillors will also need to be clear at the outset about what outcomes they hope to get from the CCfA process. For example will an issue be successfully resolved when:
o the matter has been resolved to the satisfaction of the person or persons who raised the issue with the ward councillor? o the councillor is satisfied that the desired outcome has been achieved? o the Overview and Scrutiny Committee have considered the issue and are happy with the outcome? o a response has been received from Cabinet or other executive body?
112 If I think that a CCfA is the right approach – how do I go about it?
Any councillor may submit a CCfA request. The request needs to be in writing, should be submitted to the Head of Legal, Democratic and Member Services. A form is available on the Members Section of the website or from the Scrutiny Team.
The request should clearly set out:
o the nature of the problem; o the action has been previously taken to try to resolve the problem; o what outcomes the councillor hopes to achieve from the CCfA; o which partners if any, for example the County Council, the Police, the LDNPA, etc, are involved.
The Overview and Scrutiny Co-ordination Board will meet to consider each CCfA request and will decide whether the request is valid, or whether the issue may be better resolved through other means. The councillor initiating the CCfA may be asked to attend the Overview and Scrutiny Co-ordination Board meeting to clarify why they have initiated a call for action.
If the Board feels that it is appropriate for overview and scrutiny to consider the CCfA it will be included on the next agenda of the relevant overview and scrutiny committee. Any appropriate partners and witnesses will also be invited to attend to help the overview and scrutiny committee explore how the issue may best be resolved. The overview and scrutiny committee may deal with the CCfA at a single meeting or agree to establish a task group to look at the issue in more detail.
Councillors need to be clear at the outset about what they hope to get out of the CCfA process. The overview and scrutiny committee discussion should focus on the outcomes sought and councillors initiating CCfAs should expect to be challenged at committee.
Having considered the CCfA the overview and scrutiny committee may prepare a report and recommendations for Cabinet or Full Council as appropriate. Alternatively (or in addition) the overview and scrutiny committees may also present their report to the executive of relevant partner organisations.
What will happen at the Overview and Scrutiny Committee meeting?
The Chairman will provide a short introduction to the issues and then invite the councillor who has raised the CCfA to briefly outline the reasons behind the CCfA and the outcomes sought.
The Chairman may then open the discussion and invite other overview and scrutiny committee members to ask questions to help clarify the issues and outcomes sought.
The relevant Portfolio Holder, senior officers and/or representatives from partner organisations will be invited to attend and provide information, respond to questions and assist the Committee arrive at the appropriate outcome.
113 Do other public bodies and partner organisations have to respond to CCfAs?
Overview and Scrutiny at SLDC has powers to scrutinise a wide range of national, regional and local organisations, including the County Council, Fire and Rescue Authorities, the Police Authority and Chief Officer of Police; Primary Care Trusts, National Park Authorities, Probation Boards, Development Agencies, Youth Offending Teams, the Sports Council, Environment Agency, Health and Safety Executive, Learning and Skills Council, Natural England, the Highway Authority and so on. All partners involved in the Cumbria Local Area Agreement have a duty to respond to CCfAs (contact the Scrutiny team for a full list of partner organisations under a duty to respond).
Partners have a duty to provide information to overview and scrutiny when requested and to consider and respond to overview and scrutiny reports and recommendations, setting out what action they will take in response, or their reasons for taking no action, within two months of receiving the report.
Executive members of partner organisations and/or their officers are not under any obligation to attend overview and scrutiny meetings - but again in the spirit of closer partnership working we hope they will agree to attend and help resolve CCfAs if requested.
CCfA can be a useful tool for partners. It can involve them in working more closely with local councillors and by extension, with local communities. Local councillors can in turn provide valuable advice to partners on local concerns and issues and can act as a vital conduit for information and discussion.
Cumbria has always been at the forefront of joint scrutiny work and all of the Cumbrian local authorities fund a Joint Scrutiny Officer post. The Joint Scrutiny Officer supports councillors serving on the Cumbria Joint Scrutiny Overview Group (the county-wide joint scrutiny body, with councillors from all Cumbrian local authorities).
The Joint Scrutiny Officer will monitor CCfAs countywide and if similar issues are being raised, the Joint Scrutiny Overview Groups may carry out countywide scrutiny work on an issue.
Local Crime and Disorder and Community Safety issues.
The Police and Justice Act 2006 introduced a CCfA for local crime and disorder and community safety issues.
Local crime and disorder matters include any matter concerning crime and disorder (including in particular forms of crime and disorder that involve anti-social behaviour or other behaviour adversely affecting the local environment) or the misuse of drugs, alcohol and other substances.
Crime and disorder CCfAs will be considered by the Community Services Overview and Scrutiny Committee.
114 What issues are excluded from the CCfA process?
Regulations state that issues should be excluded from CCfA when they relate to a formal complaints process. These include:
o any planning matter; o any licensing matter; and o all other areas where a person has a route to resolve the problem through the established complaints process (for example council tax and non-domestic rates).
It is also not appropriate for some complaints made by individual residents about a service the Council provides to be brought to the attention of the Council through the CCfA process where procedures already exist for resolving such issues. For example if bins have been missed on a waste collection round, residents should call the Contact Centre who will arrange for the bin to be emptied.
However overview and scrutiny may act where it is felt that a series of complaints demonstrates a ‘systematic failure’ in a particular service area. So for example a large number of individual complaints about waste collection – even if quickly resolved to the satisfaction of the person making the complaint – may lead to scrutiny acting to establish why so many complaints are being made in the first place.
In addition regulations state that ‘any matter which is vexatious, discriminatory or not reasonable to be included in the agenda for, or to be discussed at, a meeting of the overview and scrutiny committee or at a meeting of a sub-committee of that committee is to be excluded’.
In addition all CCfAs logged will be considered by the overview and scrutiny committees when deciding upon issues for potential inclusion in their work programmes.
CCfA and the call-in procedure.
CCfA should not be used by councillors to have a second bite of the cherry where previously a call-in has failed to achieve the outcomes sought.
However if there have been material or other changes in the nature of an issue that has previously been subject to call-in, and where the CCfA may add something the process and not merely duplicate what has happened before – then the CCfA should not be automatically excluded and the Board may decide that it should go ahead.
115 Councillor Call for Action flowchart
Ward councillor becomes aware of a local issue of concern
Councillor attempts to resolve the matter through informal and formal channels
Councillor is unsuccessful in attempts to resolve the matter and considers the criteria for raising a Councillor Call for Action
If the matter relates to a formal Councillor feels that the criteria are met and complaints process, for example decides to raise a Call for Action, and planning or licensing the matter submits the Call for Action request to the may be excluded. Councillors may proper officer seek advice from the Scrutiny Team
The Overview and Scrutiny Coordination Board meet to consider the Call for Action request
The OSC Board decides the Call for Action is not The OSC Board agrees that the Call for Action appropriate and sets out in request is valid and places the item on the detail the reasons for the relevant overview and scrutiny committee decision in a letter to the agenda Councillor
The Overview and Scrutiny Committee
considers the Call for Action and may
resolve the issue at as single meeting or
set up a task group to explore the issue in more detail
The Overview and Scrutiny Committee makes recommendations to the Executive of the appropriate body
The Executive body responds to the O&S report within two months, setting out what action they will take, if any, and their reasons for doing so
116 Guidance for the Overview and Scrutiny Co-ordination Board when considering if a CCfA is appropriate
General principles
The purpose of CCfA is to help resolve local issues of concern and CCfA procedures must concentrate on this key aim. Procedures are necessary, but should not be overly prescriptive, as each CCfA should be judged on its merits. Too much restriction on discussions and too much of a focus on procedures would limit openness and meaningful discussion.
CCfAs should only be considered where a councillor feels they have exhausted all their powers as a ward member to resolve an issue and feel that they need to call on the resources of overview and scrutiny to achieve the required outcomes for their local community.
Councillors initiating CCfAs are required to show how they have previously tried to resolve the issue. CCfA is meant to be a last resort, a long stop when all other attempts to resolve the issue have been exhausted.
Councillors initiating CCfAs need to clear at the outset about what they hope to get out of the CCfA process. The Committee discussion should focus on those expected outcomes and councillors initiating CCfAs should expect to be challenged on those outcomes if the overview and scrutiny committee feel they are unreasonable.
CCfA issues will feed into the broader overview and scrutiny work programmes. The purpose of CCfA is to give councillors more of a voice, and as scrutiny is member- led, CCfA sits alongside existing methods of placing items of overview and scrutiny work programmes.
The fact that some scrutiny work relating to the CCfA issues may already be in place should not automatically exclude a CCfA from being considered by a scrutiny committee. CCfAs can help make the work programmes more relevant and responsive to community concerns and issues and give them a higher profile.
Overview and scrutiny may respond to CCfAs as one-off items on committee agendas, or may decide that more work is required, in the form of a more in-depth piece of task group scrutiny.
In addition all CCfAs logged will be considered by the overview and scrutiny committees when considering issues for potential inclusion in their work programmes.
117 Statutory Exclusions
Regulations state that issues should be excluded from CCfA when they relate to a formal complaints process. These include:
o any planning matter; o any licensing matter; and o all other areas where a person has a route to resolve the problem through the established complaints process (for example council tax and non-domestic rates).
It is also not appropriate for some complaints made by individual residents about a service the Council provides to be brought to the attention of the Council through the CCfA process where procedures already exist for resolving such issues. For example if bins have been missed on a waste collection round, residents should call the Contact Centre who will arrange for the bin to be emptied.
However overview and scrutiny should act where it is felt that a series of complaints demonstrates a ‘systematic failure’ in a particular service area. So for example a large number of individual complaints about waste collection – even if speedily resolved to the satisfaction of the person making the complaint – may lead to scrutiny acting to establish why so many complaints are being made in the first place.
Vexatious and discriminatory
In addition regulations state that:
‘Any matter which is vexatious, discriminatory or not reasonable to be included in the agenda for, or to be discussed at, a meeting of the overview and scrutiny committee or at a meeting of a sub-committee of that committee is to be excluded.’
The Freedom of Information Act provides a definition of ‘vexatious’:
‘Deciding whether a request is vexatious is a flexible balancing exercise, taking into account all the circumstances of the case. There is no rigid test or definition, and it will often be easy to recognise. The key question is whether the request is likely to cause distress, disruption or irritation, without any proper or justified cause’.
A request which some may consider vexatious for political reasons may be entirely reasonable. The fact that there may be political motivation behind a CCfA does not make it invalid.
It is important to keep in mind when considering whether a request is vexatious that it is the subject matter that is the deciding factor, and not the personality of the councillor or the way the request is made. CCfAs need to be looked at on their merits and not on the basis of who is raising them, or whether there may be an ulterior motive.
In addition a series of requests that may be considered vexatious could have some validity. Repeated requests may indicate a systematic failure or problem that has not been adequately resolved.
118 All CCfAs will be recorded – even where the Call for Action inappropriate – as they may signpost areas of concern for overview and scrutiny and recording all CCfAs may act as an impetus for the Council to resolve an issue.
Section 45 of the Equality Act 2006 defines ‘discrimination’ in relation to religion and belief as:
‘A person (A) discriminates against another person (B)… if on grounds of the religion or belief of B or of any other person except A (whether or not it is also A’s religion or belief), A treats B less favourably than he treats or would treat others (in cases where there is no material difference in the relevant circumstances).’
This definition can also accommodate other forms of discrimination, such as discrimination for reasons of sex or race. Local authorities are required to comply with the Equality Act and other anti-discriminatory legislation, including the Race Relations Act, the Disability Discrimination Act and the statutory equalities duties that arise from them.
Where a request for a CCfA is vexatious, the Overview and Scrutiny Co-ordination Board is required to give detailed reasons for their decision to the councillor concerned.
CCfA and the call-in procedure.
CCfA should not be used by councillors to have a second bite of the cherry where previously a call-in has failed to achieve the outcomes sought.
However if there have been material or other changes in the nature of an issue that has previously been subject to call-in, and where the CCfA may add something the process and not merely duplicate what has happened before – then the CCfA should not be automatically excluded and the Board may decide that it should go ahead.
Procedure at committee meetings
The Chairman will provide a short introduction to the issues and then invite the councillor who has raised the CCfA to briefly outline the reasons behind the CCfA and the outcomes sought.
The Chairman will then open the discussion and invite other overview and scrutiny committee members to ask questions to help clarify the issues and outcomes sought and the appropriate outcome.
The relevant Portfolio Holder, senior officers and/or representatives from partner organisations will be invited to attend and provide information, respond to questions and assist the Committee arrive at the appropriate outcome.
The Committee may resolve the issue at that meeting, or decide to set up a task group to explore the issue in detail.
The Committee will agree a report and any recommendations it wishes to make on the matter and refer these to the relevant executive body. Partners under a duty to respond have two months to do so.
119
120 SOUTH LAKELAND DISTRICT COUNCIL
Cabinet
Date of Meeting: 11 March 2009 Part I Portfolio Holder: N/A Report From: Corporate Director (Monitoring Officer) Agenda 15 Report Author: Jackie Evans (Head of Legal, Item No: Democratic and Member Services) Report Title: Leader / Chief Executive Protocol
Summary Attached is a protocol on the responsibilities and appropriate behaviours covering the professional relationship between the elected Leader of the Council and the Head of Paid Service. The Cabinet is asked to comment on the protocol and recommend its adoption to full Council. Recommendations 1. To comment upon the Protocol; and 2. To recommend the adoption of the protocol to full Council; and 3. Council be requested to delegate responsibility for the protocol to the Standards Committee. Report 1. As part of the ongoing review and maintenance of the Local Code of Corporate Governance Council protocols have been established to provide guidance on good practice to establish good working relationships between salaried staff and democratically elected councillors. The Council has had a member officer protocol since June 2006 (Minute C/040 2006/07 refers). The key lines of enquiry for the Council’s Use of Resources Assessment suggest that it is also good practice to adopt a protocol for the Chief Executive and Leader to provide a framework of good practice for the leadership of this Authority. 2. The purpose of the Leader / Chief Executive protocol is to demonstrate the Council’s commitment to the principles of good corporate governance and to confirm its ongoing commitment and intentions through the development and continued maintenance of our Local Code of Corporate Governance. 3. This protocol is to assist the Leader and Chief Executive with forging and sustaining a successful working relationship by giving guidance on the commitments and expectations of their roles. It aims to provide a framework of good practice and it sits alongside other already agreed protocols which form part of the Council’s Constitution. 4. The Chief Executive and Leader have been fully consulted on the protocol to this report and have indicated that they are both willing to sign up to the principles contained within it. 5. At its meeting on 24 February 2009 the Standards Committee welcomed the draft protocol (Minute S066 2008/09 refers) and commented that an effective appraisal system for the Chief Executive, Leader and Deputy Leader would provide an ideal opportunity for structured feedback to the individuals concerned. They also felt that a means of evaluating the protocol should be sought to ensure that the principles contained within the protocol were embedded within the organisational culture at the highest level.
121 6. Bearing in mind that that the Member/Officer protocol fell within the remit of the Standards Committee, it was also proposed that it also be given responsibility for overview of the Leader / Chief Executive Protocol. Alternative Options Not to adopt a Leader/Chief executive protocol. Not recommended as documentation on expected behavioural standards and clearly articulated accountabilities, roles and responsibilities provides evidence of high ethical standards and contributes to the Council’s overall Use of Resources assessment criteria. Key Decision This report does not relate to a key decision Material Considerations Finance N/A Risk Management Risk Consequence Controls required The Chief Executive / Leader Poor decision-making. Lack of Documented protocols in place do not understand expected appropriate leadership and agreed. Training and behaviours, roles, awareness raising responsibilities or accountabilities Staffing N/A Links to Corporate Plan N/A Links to Other Strategic Plan(s) Use of Resources Equalities & Diversity N/A Community Safety N/A
Background Documents Document: N/A Contact:
Date: 03/03/2009 Version No:JAE Amended by:001 2 122
Protocol for the Leader and Chief Executive
Overview South Lakeland District Council is committed to the principles of good corporate governance and confirms its ongoing commitment and intentions through the development and continued maintenance of its local Code of Corporate Governance.
The working relationship between the Council’s Leader and Chief Executive is vital to the continued success of South Lakeland District Council.
The purpose of this protocol is to assist the Leader and Chief Executive with forging and sustaining a successful working relationship by giving guidance on the commitments and expectations of their roles. It aims to provide a framework of good practice and it sits alongside other already agreed protocols which form part of the Council’s Constitution.
Principles of Corporate Governance - Leadership The Council positively recognises and accepts the six core principles of good governance1. Core principle 1 Focusing on the purpose of the authority and on outcomes for the community and creating and implementing a vision for the local area Core principle 2 Members and Officers working together to achieve a common purpose with clearly defined functions and roles Core principle 3 Promoting values for the authority and demonstrating the values of good governance through upholding high standards of conduct and behaviour Core principle 4 Taking informed and transparent decisions which are subject to effective scrutiny and managing risk Core principle 5 Developing the capacity and capability of members and officers to be effective Core principle 6 Engaging with local people and other stakeholders to ensure robust public
123 accountability
The concept of effective leadership, acknowledged as the over-arching principle to corporate governance, and the other principles can only be effectively achieved through: The Council providing a vision for its community and leading by example in its decision making and other processes and actions. Members and Officers conducting themselves in accordance with high standards of conduct. - Good governance Good government is where political leadership and Officer support combine to be greater than the sum of the parts. Leaders and Chief Executives of local authorities should make sure that they work together well in the best interests of the Council and the people served by the Council.
Roles & Responsibilities - Councillors (Members) The 51 Members of the Council are the democratically elected leaders of the local community of South Lakeland District and acting collectively as the Council form the representative body with all the powers and duties of a district local authority. Local authorities derive all their powers and duties from statute. The Council is therefore empowered and constrained by Acts of Parliament as to what it does on behalf of the local community and, to some degree, how it does it.
The Local Government Act 2000 prescribed specific options for local authorities’ decision-making arrangements, with a view to creating more transparent political accountability, and this Council selected the Leader/Cabinet model.
The Council appoints the Leader of the Council who then chooses the Members who will form the Cabinet. Each Cabinet Member has a portfolio in line with the Council’s key aims. All Members meet together as the Council to decide the Council’s overall policies and set the budget each year. In addition to the appointment of the regulatory committees, Human Resources, Audit and Accounts and Standards Committees, the Council also appoints the Community and Resources Overview and Scrutiny Committees to scrutinise and hold to account the Cabinet.
- Officers The Officers are employed by the Council to assist and support Members in fulfilling their democratic community leadership role. Officers provide information and professional advice, and support to the Council. They also ensure that the decisions of the Council are carried out as promptly, efficiently and effectively as possible. It is important to note that unlike the Civil Service, which supports the Government of the day, the role of Officers, pursuant to the Local Government legislation, is to support the whole Council.
124
Councillor–Officer relationships Within the Cabinet system the Leader of the Council is the most prominent and accountable Member of the Council. As Head of Paid Service, the Chief Executive is the most senior of all the employed staff and is responsible for ensuring the efficient day-to-day management of the authority. The relationship between the Leader and the Chief Executive is therefore of critical importance to the successful operation of the whole Council. Good communication and mutual courtesy and respect are critical in establishing and maintaining effective Member-Officer relations throughout the Council, and particularly so between the Leader and Chief Executive.
There are some simple things that can make it easier to establish relationships that work. There should be clarity about the respective roles of Councillors and Officers and this can only be achieved through discussion. Getting the Councillor–Officer relationship right requires that: • both should aim to develop a relationship based on mutual respect • Councillors should define the core values of the organisation • Councillors should identify priorities, assisted by the Officers • Officers should provide clear advice and offer alternative courses of action where they exist • Councillors and Officers should communicate clearly and openly, avoiding ambiguity and the risk of misunderstanding • Councillors and Officers should work in partnership to turn the core values and priorities into practical policies for implementation • Officers should carry out the decisions of the Council to the highest standard of efficiency and effectiveness. The relationship between Councillors and Officers is fully described in the Protocol for Members and Officers of South Lakeland District Council
Commitments To encourage a constructive and effective working relationship between the Leader and Chief Executive, the following commitments are agreed: Principle: Members and Officers working together to achieve a common purpose with clearly defined functions and roles The Leader and Chief Executive will: • Clearly communicate their roles and responsibilities, via the Council’s Constitution, and ensure they are updated/maintained as necessary – this will ensure Members, Officers, partners and the public are clear about what can be expected • Clarify their respective roles early in the relationship and ensure a shared understanding of roles and objectives is maintained so that each knows what to expect of the other • Support the Protocol on Member and Officer Relations
125 • Carry out their responsibilities to a high standard with an annual performance appraisal. Principle: Promoting values for the authority and demonstrating the values of good governance through upholding high standards of conduct and behaviour
The Leader and Chief Executive will: • Ensure their leadership exemplifies high standards of conduct and effective governance • Ensure their leadership relationship is characterised by integrity, transparency, mutual respect and trust; and sets a tone for the organisation by creating a climate of openness, support and respect • Feel free to speak to one another openly and honestly • Be courteous and helpful • Listen and make every effort to help • Promote equality irrespective of race, religious belief, disability, gender, sexual orientation or age • Not discriminate nor permit discrimination against anyone • Provide information in clear and simple terms • Welcome constructive feedback and work to continuously improve their working relationship
Declaration We agree to the commitments listed above to ensure an effective working relationship. We propose to take steps to ensure we work together well in the best interests of the Council and the people served by the Council.
Leader of the Council Chief Executive
Date: Date: on behalf of South Lakeland District Council.
1 Delivering good governance in local government (CIPFA, 2007) 2 Councillor’s guide 2008-9 (IDeA, 2008)
126 SOUTH LAKELAND DISTRICT COUNCIL
Cabinet
Date of Meeting: 11th March 2009 Part I Portfolio Holder: Cllr Gray- Housing and Development Portfolio Holder Report From: Corporate Director (Communities) Agenda 16 Report Author: David Sykes, Assistant Director, Item No: Community Investment and Development Report Title: Revisions to fees for property searches
Summary The Local Authorities (England) (Charges for Property Searches) Regulations 2008 were made on the 16th December 2008. During late January 2009, the CLG issued guidance to Local Authorities for the setting of charges. This guidance was received too late to allow the revision of charges to be fully incorporated in to the 2009/10 Fees and Charges booklet. This report seeks approval for the revised charges, to become compliant with the new regulations and become effective from 1st April 2009. Recommendations It is recommended that The charges for access to property records and for undertaking property searches (described in appendix 1) are agreed and implemented from 1st April 2009. Report 1. The Local Authorities (England) (Charges for Property Searches) Regulations 2008 were made on the 16th December and became effective from the 23rd December 2008. In late January 2009, The CLG issued guidance to Local Authorities on the setting of charges. 2. The effect of the new regulations is that in charging for access to property records the income the Council generates in any period of three consecutive financial years does not exceed the cost of providing access to records. The Council may not charge for access to free statutory information. 3. Within this Council, we are able to provide a degree of web based access for information that is contained within statutory registers and cannot be charged for. For other property records that we hold, we will provide access through the provision of an ‘unrefined’ data report. This will be simply an extract of information from records and provided to personal searchers undertaking property searches. The Council cannot add any value to such reports, in respect of compiling data into prescribed formats. 4. In respect of answering enquiries about properties, the Council will provide ‘refined’ data reports in response to requests for compiled Con29 searches. (Note: Con29 is the name of the legal form through which information is sought in respect of information held by local and other authorities on matters outside the Local Land Charges Register) In these cases, the Council can add value through its compilation and formatting of finished reports. For these services, the Council may charge at its discretion but must have regard to the costs to the Council in answering these enquiries.
127 5. The Council has to be transparent in the setting of charges. In respect of charges for access to property records, (unrefined data reports) it is required to publish its estimates of its costs in providing access and its estimates on the number of requests for access to records. It has to provide the basis of the estimates and publish the charges it will implement for the following financial year. This will be done by the Section 151 Officer. 6. The Council will, from the financial year ending March 2010, have to publish a statement of actual expenditure, number of requests and the total income. In respect of answering enquiries of properties, (refined data reports) the Council will have to publish a summary of the income it received for the financial year. 7. Appendix 1proposes the charges the Council will make for access to property records (Unrefined Data Reports) and for answering enquiries about properties (Refined Data Reports). In respect of the latter, the Council has sought to cover its costs whilst remaining competitive in attracting property enquiries. Alternative Options 8. The Council does not have an option other than to cover its costs in respect of providing ‘unrefined’ data reports. Charges need to be calculated accordingly. 9. In respect of charges for refined data reports, the Council has a degree of discretion in the charges that it sets. The charges proposed are designed to maintain a market share of the property searches market. If priced more highly, there will be an increase of market share towards the personal search market. It is suggested that the Council needs to retain and have some modest increase in market share so that it retains better capacity to generate income over and above cost, enabling better investment in information management and handling systems. Charges in excess of those proposed are not recommended. Key Decision This report does not relate to a Key Decision. Material Considerations (please enter “not applicable” if necessary) Finance The report indicates the financial considerations that are required in the setting of charges. The introduction of the regulations, promoting a more balanced and open market between the private and public sector in the provision of such services, inevitably means that the Council can no longer rely on the Land Charges services to generate a significant net contribution to the General Revenue Fund. The 2009/10 budget, though showing a £21k deficit, can be managed so that there will be a reduction in the budgeted direct costs, (due to market downturn) with the aim of achieving a break even position. In addition to the change to regulations, there has been a significant change in the market. The economic downturn has seen a dramatic slowing of the housing market and resultant demand for property searches. For example, the total number of personal and compiled searches in 2007/08 was 3961 In 2008/09, this is forecast to be 3040 The situation requires constant monitoring so that cost reduction measures can be considered should income not meet the budgeted income. During the current year, as some elements of capacity have become available, they have been applied to improving and modernising the records system and have undertaken work on key projects for the Council, such as GIS related work for the waste and streetcare contract preparations. There remain some key areas of investment required, for example shifting information records and management onto PAI (Positional Accuracy Improvement) corrected maps, which the Land Charges team can address, should the downturn worsen. Such an approach would reduce the financial costs of undertaking this essential work by other means.
Date: 03/03/2009 Version No:FINAL Amended by: DS 2 128 The regulations require the activity and income to be reconciled over a three year period. Provided that a budget deficit in any one year is not too severe, it will be possible to recover the deficit in the subsequent two years through the setting of charges and the assessment of resource inputs. It is proposed that this three year view is considered when assessing any in year budget deficit or surplus. The revised charges have been set to meet the regulations, and in respect of the Council undertaking refined data reports, to achieve an income level above that it incurs in expenditure. Risk Management Risk Consequence Controls required Charges are not compliant with Council is challenged on the Produce charges in regulations legitimacy of its charges accordance with regulation and guidance. Changing market conditions Market downturn will lead to Frequent budget monitoring the Council not meeting its Accounting for income and budgeted income expenditure over a three year Market uplift may lead to the period Council generating a surplus Adjustments to charges on an not allowed by the regulations annual basis if this were in respect of unrefined data reports.
Staffing There are no staffing implications. Links to Corporate Plan The Council has to maintain records in respect of properties in the District. The Land Charges Register is a statutory duty. It is required to make this information available, either through personal searchers and by providing responses to property enquiries. There are no specific links to the Corporate Plan, although the collation recording and management of information is crucial to the Council’s ability to undertake its functions. Links to Other Strategic Plan(s) None Equalities & Diversity The approach and charges are designed to meet the requirements of creating an open market for the delivery of property related searches. Community Safety N/A
Background Documents Document: Local Authority Property Search Contact: Lois Gosnay Land Charges Officer Services – costing and charging ext 7432 guidance 22nd January 2009
Date: 03/03/2009 Version No:FINAL Amended by: DS 3 129
130 Revisions to fees for property searches – Appendix 1
SOUTH LAKELAND DISTRICT COUNCIL – PROPERTY SEARCH FEES From 01/04/2009(for further information and service updates please refer to http://www.southlakeland.gov.uk/Default.aspx?page=474)
Part 1. CHARGES FOR REFINED DATA REPORTS
FULL SEARCH FEES • Including Highways £90 • Excluding Highways £65 • Each additional parcel of land if separated by road, railway, river, stream or canal. Also ‘parcel of land’ means land (including a building or part of a £12 building), which is separately occupied or separately rated or, if not occupied or rated, in separate ownership. • Refresh within 3 months only on FULL Searches including Highways on Searches submitted by original client (original Search No. required) NEW £65 SERVICE DATE TO BE ANNOUNCED
CON 29 PART II OPTIONAL ENQUIRIES
• Each printed Part II Optional Enquiry when submitted with Part 1 except £11 Enquiry No.22 (Commons Registration) • Part II Optional Enquiry No 22 when submitted with Part 1 (no additional £14 fee for multiple parcels) • When a Con 29 Part II only is submitted there is a £10 administration fee
LLC1 ONLY • LLC1 Requisition for Search ONLY £25 • Each additional parcel of land (see Full Searches for description of parcel) £2
CON 29 SUBMISSION ONLY
• Con 29 Including Highways £65
• Con 29 Excluding Highways £40
• Each Additional Parcel of Land (see Full Searches for description of Parcel) £10
CONTINUED
131 Part 2 CHARGES FOR UNREFINED DATA REPORTS – ACCESS TO PROPERTY RECORDS
• Con 29 Access to property records (Appointment Required) (See table £26 below for the detail of how the charge is made up) • Each additional parcel of land (see Part 1 - Full Searches for description of £5 Parcel) • LLC – Personal Search of the Local Land Charges Register – (Statutory £11 Fee)
Con 29 (R) part 1) - Requests for access to Con 29 data only (Unrefined data reports) Requests Q. 1. 1. g-h Buildings Regulations £3.70 Q. 3. 7. a Outstanding Notices £1.85 Q. 3. 8. Contravention of building regulations £1.85 Q. 3. 1. Land required for Public Purposes £1.55 Q. 3. 9. a-I Notices, Orders, Directions and Proceedings under Planning Acts £12.50 Q. 3.10. b Conservation Area £1.55 Q. 3.11. Compulsory Purchase £1.55 Q. 3.7. b, c & f Outstanding Notices £0.66 Q. 3.12. b (i) & c Contaminated Land £0.44
Q. 3.7. d Outstanding Notices £0.35 TOTAL FEE OF £ £26.00
Part 3 - COPY OF DOCUMENTS – SCALE OF FEES
1. Completed (full) Requisition for Search £10
2. Requisition for Search (only) (LLC1) £10
3. Enforcement notices £20 Section 52/106 Agreements Tree Preservations Orders Discontinuance Notices
4. Listed Buildings (schedule/definition/description/plan) Conservation Area £10 Advert Area Advance Payment Code
5. Planning Decisions (request direct from relevant planning authorities A fee may Planning Department) be charged
132 SOUTH LAKELAND DISTRICT COUNCIL
Cabinet
Date of Meeting: 11 March 2009 Part I Portfolio Holder: Graham Vincent Report From: Corporate Director (Monitoring Officer) Agenda 17 Report Author: Phil Turner – Client Services Manager Item No: Report Title: A Payment Mechanism for Blue Badge Holders using Westmorland Shopping Centre Car Park
Summary To consider the method of payment for blue badge holders in the Westmorland Shopping Centre Car Park. Recommendations 1 To agree to the validation of tickets at a discounted rate through Shopmobility during the hours they are open and charging in full outside Shopmobility hours. 2 Enter into a Service Level Agreement with Shopmobility to operate a discounted payment system for Blue Badge Holders, funded from increased revenue generated in 1 above. Report 1 Cabinet, at its meeting of 28 January 2009 resolved for Blue Badge Holder Access/Egress– that (1) the results of the consultation exercise be noted; (2) charging for Blue Badge Holders in the Westmorland Shopping Centre Car Park be agreed in principle for adoption on or soon after 1 April 2009; and (3) a further report be presented to Cabinet providing details of the charging process. 2 The two suggested methods of payment identified in the report were, (a) Charging at the standard rate by validation of tickets at DDA accessible paystations. (b) Validation of tickets at a discounted rate through Shopmobility during the hours they are open and charging as (a) above outside Shopmobility hours. A third method might be to introduce a reduced price permit for blue badge holders. However the drawbacks to this type of scheme are that, it would have to have qualifying restrictions such as residency to be manageable, it is open to misuse as there are no controls on the user of the permit, it will require administering at an unquantifiable cost at present, and there could be claims that it is detrimental to non-qualifying blue badge holders. For these reasons, such a scheme has not been considered. 3 Either method identified would require the modification of existing paystations for use by blue badge holders. Charging at the standard rate would require Blue Badge holders to use the equipment as other users of the car park for the full operating hours of the car park. 4 For the discounted system operated through Shopmobility, it would require blue badge holders to take a ticket on entry as at present, but prior to exiting the car park they would
133 present their entry ticket and Blue Badge (for validation purposes) at Shopmobility, who would validate their ticket for exit at an agreed fixed sum. Blue Badge Holders could then exit the car park automatically as other users within the 30 minutes allowed for exit after validation. 5 The system would require the provision of validating equipment, the collection of cash by Shopmobility, a full audit trail (built into the equipment and similar to that at the existing paystations) and an agreement to operate the system by Shopmobility on behalf of the Council, at a fee. 6 Shopmobility have indicated their willingness to enter into a Service Level Agreement for the administration of such a payment scheme and the Financial Considerations for this Agreement are based on a discounted tariff of £1. This tariff equates to the minimum tariff currently in operation in the car park. The system would only operate during the opening hours of Shopmobility, 10-00hrs to 16-00 hrs Monday to Saturday and at times outside these, Blue Badge Holders would be required to use the payment facilities as all other users. Between 70% and 80% of Blue Badge Holders exit the car park during the operating hours of Shopmobility and could avail themselves of this service. Alternative Options Outlined in the report. Key Decision This report does not relate to a Key Decision. Material Considerations Finance See Appendix 1 in Part II. Note – In accordance with Section 100B(2) of the Local Government Act 1972, a copy of this appendix is excluded from inspection by members of the public as the report contains information as described in Schedule 12A of the Act, as amended by the Local Government (Access to Information) (Variation) Order 2006, as follows:- (information relating to the financial or business affairs of any particular person (including the authority holding that information) paragraph 3.
Risk Management Risk Consequence Controls required Challenge that the system of Challenge by external bodies Maintain equality of opportunity payment breaches the Council’s Equality Policy Equipment and layout of the Challenge of discrimination Equality of access to facilities car park disadvantages users under the DDA in the car park, DDA friendly with disabilities paystations, Blue Badge bays etc.
Staffing As identified in the report Links to Corporate Plan N/A
Date: 03/03/2009 Version No: Amended by: 2 134 Links to Other Strategic Plan(s) N/A Equalities & Diversity The Council, in agreeing to introduce charging for Blue Badge holders in the car park needs to be aware of the key points of legislation. These are: • Promote equality of opportunity between disabled people and non disabled people • Eliminate unlawful discrimination • Promote positive attitudes towards disabled people • Encourage participation by disabled people in public life. • Take account of disabled people's impairments even where that involves treating disabled people more favourably than non-disabled people
Charging does not breach any of the above and introducing charging will reduce costs and help to pay for upgrading of the car park such as lighting, accessible ticket machines and signage. The introduction of a time limited, discounted fee through Shopmobility has a positive impact, in that it reduces the impact on most blue badge users of the car park and also secures extra funding for Shopmobility thereby aiding in retaining their services and facilities.
Community Safety N/A
Background Documents Document: Previous reports to Cabinet Contact: Phil Turner
Date: 03/03/2009 Version No: Amended by: 3 135
136 SOUTH LAKELAND DISTRICT COUNCIL
Cabinet
Date of Meeting: 11 March 2009 Part I Portfolio Holder: Brenda Woof Report From: Corporate Director (Communities) Agenda 18 Report Author: Caroline Turner, Climate Change & Item No: Sustainability Officer Report Title: Adopting the Cumbria Climate Change Strategy
Summary This report is to ensure that the Council’s representative on the Cumbria Strategic Partnership has the mandate to respond to the adoption of the Cumbria Climate Change Strategy at the meeting of the partnership on March 16th 2009. Recommendations (1) That South Lakeland District Council adopts the Cumbria Climate Change Strategy and works with its partners in the Cumbria Strategic Partnership to achieve the aims set out in the accompanying action plans. (2) That it be confirmed that the Chief Executive has the necessary delegated authority to sign up to the Strategy on behalf of the Council. Report 1. Cumbria has included in the Local Area Agreement a target to reduce carbon emissions by 210,000 tonnes per annum. That represents a 0.42 tonne reduction for every Cumbrian each year. 2. The Cumbria Climate Change Strategy 2001-2012 has been developed plans with its partners through the Cumbria Climate Change Task Group of the CSP to meet this target. The draft strategy and action plans are attached. 3. The Strategy and Action Plan are to be formally signed by all partners on the 16th March 2009. 4. This report is to ensure that the Council’s representative on the CSP, the Chief Executive, Peter Ridgeway, has the mandate to sign up to the strategy. 5. The strategy has eleven supporting Action Plans, bringing together recommendations in the draft strategy and ideas generated from the “Focus On “ climate change event held in September 2008. 6. South Lakeland District Council has responded to previous consultations on the strategy and corresponding action plans. This work was coordinated by Simon Rowley in 2007 and 2008. 7. The strategy and action plans have been reviewed by the Climate Change Officer and Cllr Woof. Heads of Service were also given a further chance to respond to the impacts the strategy may have on their areas of work. Planning Policy and Cllr Grey were also approached independently to ensure that they were aware of the implications of the Strategy for their area of work.
137 8. The Climate Change Officer has received a response from Cllr Grey to say that she was aware of the strategy and its implications. No other responses were received. 9. The Climate Change Officer and Cllr Woof noted that whilst many of the actions in the Strategy will be the responsibility of wider partners, there are some areas where South Lakeland District Council resources will need be focused to deliver the strategy. However both were supportive of adopting the current strategy.
Alternative Options • The strategy is not adopted. This is not recommended as the Council has a responsibility to reduce per capita CO2 emissions under NI 186. It would also lead to negative reaction from local people and environmental groups. • An alternative strategy is adopted by SLDC to reduce emissions. This is not recommended unless additional resource is found to draw up and finance a strategy. Climate change is also an issue which needs combined work to have significant impact on reducing per capita emissions. Key Decision This report does not relate to a Key Decision. Material Considerations Finance Adopting the strategy and reaching the targets set out in the strategy will have resource implications for the authority. However the authority will also benefit from partner organisations’ resources. The costs to the council of reducing its own transport and energy emissions in line with those in the strategy are estimated to be £342,000 over the period 2009/10- 12/13. This finance will realise estimated revenue savings of £720,054 over the same period. The sum of £342,000 has been included in the capital programme approved by Council on 26 February 2009. The costs for delivering other areas of the strategy will need to be considered by management team in future budgets as the current focus is internally on the work required around the carbon trust management programme.
Risk Management
Risk Consequence Controls required Not adopting the strategy No reduction in per capita CO2 Alternative plan of action to be emissions. adopted Reduced ability to mitigate against the impacts of Climate Change Poor performance on National Indicators 185, 186, 188, 194. Unable to meet LAA target Negative public image Adopting the strategy but No reduction in per capita CO2 Heads of Service to consider having insufficient resources to how current resources can be Date: 03/03/2009 Version No: Amended by: 2 138 fulfil the targets emissions. used to deliver the strategy Reduced ability to mitigate against the impacts of Climate Change Poor performance on National Indicators 185, 186, 188, 194. Unable to meet LAA target Negative public image
Staffing Heads of Service will need to allocate resources to the targets set out in the action plans. Links to Corporate Plan Corporate Priority Outcome 4: Sustainable Use of Resources by the Council and its Communities and the following actions in the corporate plan: - Coordinate local activity from Cumbria Climate Change Strategy through LSP Links to Other Strategic Plan(s) • Will contribute towards the Cumbria LAA Priority Outcome: Maximise Cumbria’s contribution to limiting climate change - target indicator NI186 – per capita CO2 reduction • National government policy of 80% reduction in carbon emissions by 2050. Equalities & Diversity N/A Community Safety Adopting of the Strategy will have a positive impact on community safety, through mitigating the impacts of climate change and ensuring better preparedness for extreme weather events.
Background Documents Document: Cumbria Climate Change Contact: Phil Davies/ Alex McKenzie, Strategy & associated action Cumbria County Council plans SLDC response to Climate Simon Rowley Change Strategy in 2007
Date: 03/03/2009 Version No: Amended by: 3 139
140 For more information on this document or the CSP please contact: Alex McKenzie Sustainability Manager Cumbria County Council Nisi Prius Building English Street Carlisle CA3 8LZ
Tel: 01228 221057 Email: [email protected] Cumbria Or visit: www.cumbriastrategicpartnership.org.uk Climate Change Strategy We can provide this strategy in different formats on request. 2008 to 2012
This document is printed on recycled paper 141
9834 Designed by Cumbria County Council 3cStudio Graphic Design 01228 226420 Scientists are calling for urgent action to cut greenhouse gas emissions from human activity as quickly as possible, by as much as possible, Contents to reduce the worst impacts of climate change on society Contents
p4-5 Foreword p6-11 Introduction p12-17 Energy generation p18-23 Housing and buildings p24-29 Health p30-35 Industry and commerce p36-41 Natural environment p42-47 Procurement p48-53 Spatial planning p54-59 Transport p60-65 Waste p66-70 Water
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2 Cumbria Climate Change Strategy 3 Foreword
Strategy and action plan on The Cumbrian strategy will reduce greenhouse Tough as these may be, they are not Finally we all need to play our part. The Foreword gas emissions and enable people, organisations incompatible with maintaining economic Partnership can make a difference but we climate change and industry to adapt to unavoidable impacts of prosperity and taking advantage of new need your help. Climate change is a shared climate change. The production of the strategy opportunities that low carbon technologies offer responsibility. Cumbrians will need to re-asses could not have been better timed. Cumbria has to regenerate Cumbria. how they lead their lives and reduce their own The County Council has been leading included in the Local Area Agreement a target carbon footprint. This strategy is a catalyst for the development of a Cumbria to reduce carbon emissions by 210,000 tonnes Climate change is the major challenge facing action and change. Success depends on both climate change strategy and action per annum. That represents 0.42 tonnes for the world. We need to rise to that challenge. personal and organisational commitment. I hope plan through the Cumbrian Strategic every Cumbrian each year. The Partnership welcomes this strategy and you will follow our leadership and make that Partnership. A Partnership Task is clear about what needs to be done. The commitment too. Group was set up early in 2007 That’s a tough target. It means making a Partnership is committed to action and will work and has worked hard to produce a substantial reduction of carbon emissions from to reduce emissions and ensure that Cumbria strategy and action plan that will help housing, transport and industry. Put simply, and its people can cope with climate change. implement both national policy and 30% of households would need to reduce their regional climate change objectives. emissions by 15%. In addition, 20% of drivers This is not the end of the journey. The Task would need to cut their travel emissions by 10% Group will monitor progress and review and business and the public sector would also the need for further action. That reflects the need to cut carbon emissions by 15%. challenge inherent in the target. We will need to learn what works, what doesn’t and adapt accordingly.
Bill Lowther, Chairman Cumbria Strategic Partnership
The partnership welcomes this strategy and is committed to action ...
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4 Cumbria Climate Change Strategy 5 ForewordIntroduction
ClimateThe Cumbrian Change landscape Impacts presents in Cumbriaa picture to OverwhelmingCumbria’s natural scientific environment evidence has shows shaped that our UKCIP has described four different Recent climate IPCC modelling research confirms some of a world unchanged by the passage climatehistory andchange pattern is influenced of communities by human based activity. on scenarios for our future climate based that delaying action now would require greater Thisof time. introduction It is possible gives to a feel brief a uniqueoverview sense of the Greenhouselocations favoured gases releasedby agriculture, into the shipping, atmosphere on emissions of greenhouse gases action later for the same temperature target; probableof serenity, impacts space andof climate stillness. change And somewithin of the frommining, burning steelmaking, fossil fuels, power such generation as oil, gas andand coal over the next 100 years (see Box 1 even a delay of 5 years could be significant. North West and Cumbria. The data comes from ,act like a blanket around the planet and prevent opposite.) Clearly the longer the delay, the greater the our communities with their traditions, dialects, nuclear energy. This has brought opportunity Introduction the UK Climate Impacts Programme (UKCIP) heat from escaping. The extent to which the level of intervention necessary, and according informationand warmth formay Cumbria feel as extrapolatedthough they are from from climatebut also changes created inisolation the future for will some. be influencedIt has meant Carbon dioxide concentrations have risen by to the Stern Review (2006), the higher levels regionaltimes when level. life Significantwas lived atadvances a slower in and UKCIP more bystrong the quantitiesself-reliant of communities greenhouse whichgasses have(GHG) had just over one third from 280 parts per million of GDP that would need to be diverted to pay climatepeaceful change pace. modelling will be published thatto work are released.hard to influence Data collection national and and modelling regional (ppm) around 1750, to 379ppm in 2005. for the ensuing problems. More recent work by in November 2008, based upon the latest showspriorities. clearly that recent human emissions of Including other major greenhouse gases, the the IPCC suggests that limiting CO2 e emissions IntergovernmentalBut in reality, Cumbria Panel comprises on Climate a complexChange GHG activity have already committed us to total warming effect is equivalent to around closer to 450 ppm or even lower might be more (IPCC)array of data. communities Early signals set in suggest and alongside that this will experienceHowever, it someis already degree possible of warming to see (between change 430ppm carbon dioxide. appropriate to meet the 2°C stabilisation limit present evidence of even greater changes in 1-2°C). that the Government has stated as their aim. a unique, varied, stimulating and testing taking place – you can walk through the our climate likely to occur within the century. The IPCC report estimates that without Thelandscape. influence This and can effect at times of mountains be both anon Averagecentre of centralour city England or towns temperatures and see world-class have intervention greenhouse gas levels will rise to climateadvantage change and scenariosbarrier. These is little complexities studied, with alreadybusinesses increased and communities by about 1°C energised since 1980, and between 600-1550 ppm CO2 equivalent by morepresent work a wide required variety to ofimprove opportunities local accuracy. and whilstengaged sea bytemperatures ambitious, aroundbut measured, the UK coastplans have 2100, depending on future emissions. This Cumbria’schallenges, varied the real topography essence of also which means can there risenfor regeneration. by 0.7°C over You the can same see period. their vibrancy Insignificant would be associated with a warming of between arebe masked many micro-climates by simple statistics. within Thiswhich strategy the exact asemerging this rise as may they seem, tackle science the inequalities shows that betweensuch a around 1.7 and 7.0°C above pre-industrial impactseeks to of address climate issues change that is willalmost improve impossible the to changelives in differentwill inevitably parts resultof the in county, significant creating climatic levels (or 1.1 to 6.4°C above 1990 levels) predict. instability, greater likelihood of extreme weather by the end of the century, and a further few well-being of all of those who live and visit much needed opportunities for young and old events and longer term shifts in weather patterns. degrees warming in the following century. this county. It recognises that we need to take alike. account of individual need, based on accurate evidence to best address the varied issues faced Box 1: Greenhouse gas emission scenarios Fig 1: Global carbon dioxide concentrations from 1960 to 2100 for each of the four by our diverse communities. emissions scenarios • High emissions – this reflects a world of very rapid economic growth, with a global population that peaks in the middle of the century and then declines. Market mechanisms continue to dominate and there is a rapid development and introduction of new technologies, but a continued 1000 1000 reliance on fossil fuels. There is social, cultural and economic convergence between regions. High Emissions 900 900 • Medium high emissions – this reflects a heterogeneous world with a continuously increasing global population. There is a regional focus on economic development and local identity remains Medium High 800 800 strong. Technological change is slower and more fragmented than in the other scenarios. Emissions
700 700 Medium Low • Medium low emissions – this reflects a world where the focus is on local solutions to Emissions economic, social and environmental sustainability. World population continues to grow but at a slower rate than in the medium-high emissions scenario. Rates of economic growth are 600 600 intermediate, while technological change is less rapid and diverse than in the high and low Low Emissions
emissions scenarios. 500 500
• Low emissions – this reflects a world with greater convergence between regions and global solutions to economic, social and environmental sustainability. Global population changes in a 400 400
similar fashion to the high emissions scenario. Economic structures are transformed with rapid CARBON (PPM) DIOXIDE CONCENTRATION moves toward a service and information economy, reductions in materials intensity and the 300 300 introduction of clean and resource efficient technologies. 200 200 In all of these scenarios it is assumed that no specific measures are taken to reduce greenhouse gas 1960 1980 2000 2020 2040 2060 2080 2100 emissions. Source: Hulme et al, 2002; and IPCC, 2000.
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6 Cumbria Climate Change Strategy 7 At a glance ... weather changes in • Snowfall in Cumbria will decrease by 10% At a glance ... what will trends • Landscape changes may be subtle or Cumbria by 2020s falling by a further 35%, possibly in climate change mean for us in dramatic, but equally significant for the 55% from current levels by 2050s. In many Cumbria? fragile ecosystems that Cumbria supports. The climate in the North West is set parts of Cumbria snow may disappear Some species of plants, animals and birds to get warmer and wetter. This will altogether as we enter the last quarter of the Between now and 2080 if we continue to will disappear as conditions become too Introduction increase the risk of storms, flooding century. discharge high amounts of greenhouse gases hard for them to survive whilst other species and the potential for extended into the atmosphere then, in Cumbria, it is will move in to take their place. Warmer, periods of drought. As global average • While predicted changes in sea level are possible that: drier summers are predicted to reduce the temperatures increase, we will also not available for Cumbria, in the North rate of recharge of wetland areas and bogs experience rises in sea level around West sea levels are predicted to rise by up • Fuel and food prices will continue to with a decline (or total loss) in both habitat the Cumbrian coast. to 67cm. increase relative to inflation, impacting and associated species. most on the poor and rural communities. By 2080, if we continue to discharge high • Weather patterns could become more Costs will rise to pay for air conditioning • A series of comparatively dry summers and amounts of greenhouse gases into the extreme e.g. high temperatures recorded and refrigeration during summer months. winters may lead to water shortages, crop atmosphere then, in the North West, it is occasionally today could become the norm Flooding will become much more common, failures and increasing cost of water with a possible that: by 2080. with consequential economic loss. We can possible loss of water quality. expect more frequent ‘extreme’ weather • Average daily temperatures in Cumbria will These trends are substantiated by conditions, with major disruption to • Drier summers are likely to lead to an rise between 1 and 2 degrees by 2050s. recent changes in climate in the everyday life. Land use in Cumbria’s flood increase in the number of outdoor fires and northwest of England. plains will also be affected, leading to a demands on emergency services. • Summer rainfall will reduce by as much as greater financial burden on local authorities 15% in Cumbria by 2020s. and the insurance industry within these • Agricultural practices could change zones. significantly in order to cope with the • Winter rainfall in Cumbria shows a longer growing season and the reduced soil consistent increase of up to 15% throughout • Health, disease and pest patterns will moisture in summer ( or water logging in the first half of the century rising to impact on humans and livestock; e.g. the Winter). Depending on the combination of somewhere between 15% and 30% increase potential expansion of tick and midge borne weather factors this will either result in more by 2080s depending on GHG emission diseases such as Lyme disease and Blue vigorous plant growth or stunted, patchy levels. Tongue. Some of our Lakes may also suffer growth, prone to disease and crop failure. from periodic algal blooms in Summer. Some years will be the best ever, other’s very poor. • Milder winters will be characterised by Observed trends in Climate Change for NW Region 1961- 2006 the earlier appearance of leaves on trees, earlier arrival of migrating species like Spring Summer Autumn Winter Annual swallows and insects, including agricultural Change in Daily Mean Temp ( °C ) 1.44 1.45 1.07 1.81 1.40 pests and earlier breeding times for many species. Change in Daily Max. Temp ( °C ) 1.67 1.63 1.13 1.93 1.55 Change in Daily Min. Temp ( °C ) 1.25 1.31 1.03 1.7 1.29 • Potentially more pressure will be placed on our resources from increased numbers Change in Days of Air Frost -5.9 -0.1 -3.2 -13.1 -24.4 of European tourists seeking holidays in a % Change in Heating Degree days - - - - -15.4 more temperate climate. Absolute change in Cooling degree days - - - - 12.8 % Change in Total Precipitation 6.3 -13.2 5.6 43.0 8.8 Change in days of rain ≥ 1mm 0.4 -1.1 2.9 6.8 7.5 % Change in Relative Humidity -2.3 -1.9 -2.3 -2.3 -2.2
Data Source UKCIP08: Changes from 1961-2006 based on linear trend. Bold Type indicates a significance of the trend at the 95% level. 145
8 Cumbria Climate Change Strategy 9 Temperature Precipitation
Even with a scenario of low GHG emissions, the Winter rainfall is set to increase in the region Summer rainfall over the whole of the UK is average minimum temperature in the northwest over the next century. It could change by as expected to decrease over the coming years region could change by 2°C by 2080. With much as 30% with high emissions of greenhouse but with high emissions of greenhouse gases high emissions of greenhouse gases the gases. the changes in the North West could be very temperature could rise by as much as 4°C or dramatic. Our rainfall could reduce by as much 5°C over the next eighty years. as 50%.
Percentage Change in Total Introduction Change in Daily Mean Temperature Precipitation 1961-2000 °C 1961-2000 (Source UKCIP08) (Source UKCIP08)
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10 Cumbria Climate Change Strategy 11 Energy generation Energy 12 emissions up by 55%. by up emissions GHG and 2006 in than higher 50% be will 2030 in demand energy global that suggests trends current not, If wastage. energy and complacency replace to needs management demand with combined efficiency Energy extinction. with species many threatening and world the around habitats altering risk, at people putting economy.is world It the of stability the threatening is and functions society that way the disrupt to beginning is fuels fossil on dependency Continued change. climate and warming global causes turn in which (GHG) gases greenhouse generates use energy fuel Fossil change. climate affects use Energy
increase in energy from renewables. from energy in increase tenfold a require will target this Meeting 2020. by 15% to mix energy the in renewables of share the UK’sincrease the should contribution that proposed has EU The 2020. by renewables from 20% of target EU binding the of share fair its meet can UK the how on consulting currently is It 2020. by 20% of target aspirational an with renewables from electricity of 10% of target a has currently Government The energy.renewable by provided needs energy our of proportion the increase drastically to need we that recognises Government
and resources power nature's Plugging in to
Cumbria Climate Change Strategy Change Climate Cumbria
... 147 13
Energy generation Currently 42% of UK carbon emissions result Nationally major investment in replacement around 800 GWh of electricity annually. Only which process food wastes and farm slurries from actions by individuals while the remaining generation is required over the next 15 years a small proportion of Cumbria's energy is to produce methane for heating and power 58% arise from economic activity. Analysis to produce around 22 GW to replace that lost generated from renewable sources. Data for generation. Increased pressure can be of the average individual’s carbon emissions from retirement of ageing nuclear and coal 2007 indicates 81.5 MW of on-shore wind expected on methane emissions in future as suggest that 45% arise from a combination of plant. Diminishing supplies of oil, continuing either operational or with planning permission the Government’s focus widens onto all GHG household space heating, hot water heating and increased global demand for energy and rising and likely to proceed. Off-shore wind adds emissions. lighting with a further 12% arising from cooking oil and gas prices underpin the Government’s another 288MW (operational or planned). Data and household appliance use. Most of the UK's drive to achieve 20% of national electricity for 2002 suggests small scale hydro and landfill 2005 baseline data exists for energy use and Energy generation electricity is generated by burning fossil fuels. supply from renewables by 2020. gas add around 799 kW and 3.1 MW capacity carbon dioxide equivalent emissions (CO2 e) In 2006, 37% of electricity was generated from respectively. across all sectors (industry, transport, housing coal, 36% from natural gas, 1% from oil, 18% Currently 3 Bills are passing through Parliament etc.). from nuclear and 4% from renewables. A further which, once approved, will bring about a Cumbria's natural resources are likely to be 3% was provided by continental imports. These number of significant changes. These will called upon to provide energy services for the figures demonstrate clearly that the proportion facilitate faster deployment of renewables and region utilising opportunities for wind, sea/ Likely impact of climate change of electricity supplied by fossil fuels and that make legally binding the 60% (possibly higher) tidal and biomass. Landscape quality and on energy supplied by renewables needs to change carbon reduction target, with at least 26% designation makes it difficult to substantially significantly. This makes the Government’s 20% reduction by 2020 compared to 1990 levels. increase this proportion without opposition Reliance on carbon based energy use is one of target from renewables look inadequate in the Other changes proposed are the introduction of since the majority of schemes proposed are for the main causes of global warming and climate longer term. More recent data (2008) shows 5 year rolling carbon budgets and a mechanism on-shore turbines. change and because of this Government is that renewables have increased to 4.9% with to speed up planning decisions on nationally directing society and the economy to reduce a total of 2.39GW of wind capacity installed significant infrastructure proposals to tackle Proposals have been submitted to Government demand and switch to renewable energy on land and off shore with a further 9.44GW climate change. In addition a UK renewable to transform West Cumbria into Britain's sources. This is taking place in stages as in the planning system. Other developments energy strategy is expected in early 2009 Energy Coast utilising existing nuclear skills awareness increases, taxes and incentives kick include the announcement towards the end of and this will set out how the UK will deliver and assets to construct and manage new in and the price of carbon fuels rise. Increased 2007 of a Government commissioned feasibility its share of the EU’s 20% renewables target. generation nuclear plant fuelled by recycling global demand and commodity market study of a tidal energy scheme in the Severn Also due in 2009 is a low carbon homes stocks of nuclear waste. These proposals would speculation has pushed up oil and gas prices Estuary thought to be capable of producing strategy. Progress on introducing the Carbon also seek to maximise other opportunities for sharply during 2008. Combined with lower around 5% of current UK electricity demand. Reduction Commitment (CRC) continues. This renewable power generation and renewable production rates in future, increasing demand is a compulsory carbon emissions trading technology manufacturing, building on existing and scarcity will continue the upward trend The Government published a Nuclear White scheme which will affect around 5,000 large environmental technologies skills and knowledge in prices. This will present society with real Paper in 2008 in which it signalled its intention non-intensive energy users in both the private base. The proposals fit well with Government challenges. If oil production peaks and tails off to give energy companies the option to build and public sectors. The CRC is expected to policy aims of combating climate change and ("peak oil") over the next few years then many and operate new nuclear power plant along commence in 2010 and is predicted to reduce reducing risks to energy supply. If they proceed, Cumbrians will be badly affected. Many people with proposals to reduce risks to operators carbon emissions by 1.2MtC per annum. they could transform the local economy and are already struggling to heat their homes and from investing and operating new nuclear make Cumbria a net exporter of energy. cope with the escalating cost of food, other power stations. This resurgence of support for goods and services and transport costs. In many nuclear power is partly based on a combination Cumbrian dimension The potential exists to boost the economy ways the current oil price hike has provided a of security of supply considerations and on through the manufacture and supply of foretaste of the "peak oil" scenario. Clearly this the conclusion reached by Government that Locally the electricity network remains vulnerable renewable energy equipment for the domestic has serious implications for Cumbria's carbon nuclear power, when viewed over its entire to the impacts of severe storms, particularly in market and for industrial and commercial use. based economy and rural settlements. lifecycle, is a low carbon source of energy rural areas, and the grid is insufficiently flexible Tidal and wave power are not considered to comparable to wind power. This view is not to accommodate new connections to renewable have the same potential as other coastal areas Rising oil costs generally trigger investment in universally held but the research material cited energy sources. Action is needed to address that are fully exposed to the Atlantic although energy efficiency and more recently investment by Government appears to support this view. grid capacity constraints in Cumbria to enable proposals are being assembled for Morecambe in renewable energy has increased. This tends However there remains some uncertainty about new energy sources to be connected at a price Bay and the Solway Estuary. to be easier for companies and public sector what is included in these life cycle analyses. The that does not deter investment. organisations. It is much harder at the domestic Government is nonetheless confident enough to There are currently no plans for generating scale to switch from oil or butane to renewables declare nuclear power a low carbon option and Cumbria's current capacity for energy energy from household waste in Cumbria when investment costs are high, pay back an essential part of future UK energy generation generation is relatively small. The power station although there is potential for this. Likewise periods are relatively long and grant aid is mix. at Roosecote is rated at 220MW but operates the agricultural community has an opportunity relatively low. to meet peak domestic demand and supplies to benefit from anaerobic digestion facilities 148
14 Cumbria Climate Change Strategy 15 The switch to a low carbon society opens up The report also identified the need to help local Spatial planning will have a major role In support of this broad approach there is a opportunities within the economy both within businesses reduce their carbon emissions and in ensuring that the Local Development need to develop and support local supply chains the energy supply chain and the service sector. energy costs and therefore improve their overall Frameworks currently being produced support for woodfuel and wood burning technologies. Spatial planning and investment decisions will viability. This will reduce the numbers of carbon the renewables targets contained in the draft The need to develop other supply chains and increasingly be guided by low carbon solutions dependent jobs at risk and create new jobs RSS and are flexible enough to accommodate installation capability on a range of small on energy use. ICT will increasingly be used to primarily in a ‘greener tourism destination’, and support the outcomes which the scale renewables, at both the domestic and reduce the need to travel and maximise energy from the expansion of the biomass sector, in Government decide to pursue to help deliver commercial scale, is crucial to delivering targets efficiency. the energy supply chain and in manufacturing. the EU’s proposed target of 15% of energy on renewables. Energy generation Other opportunities exist associated with across electricity and heat (plus transport) from microgeneration. Further jobs would also be renewables by 2020. Capital investment for energy generation What is happening already? safeguarded in the existing nuclear industry projects is a barrier to progress. Various grant and relating to large scale wind energy Industry and commerce as the largest users of schemes exist to subsidise installation but the Proposals have been presented to Government development. energy in Cumbria will need to improve energy resulting capital investment required is often that aim to release £500m of public sector efficiency, minimise wastage and invest in prohibitive. More needs to be done to explore funding to be matched by an equal amount of Other research shows there is potential for small renewables. Combined heat and power (CHP) and draw down opportunities for funding and private sector investment. The proposal would scale hydro-schemes in parts of the County. is an option favoured by many large companies to develop a more creative approach to funding transform West Cumbria into Britain's Energy Cumbria Woodlands is raising the profile of and coupled with an increased emphasis on localised energy generation from renewables. Coast. This fits with national policy aims of woodfuel as a heat source. There are a number energy efficiency may be a more attractive energy security and tackling climate change. of isolated installations of various types of option for industry. It is anticipated that the funding would small scale renewable energy in Cumbria and regenerate the local economy by, inter the community sector is well placed to pioneer There is a particular opportunity to tackle alia, funding research and business and renewables installation in community buildings climate change and fuel poverty in rural manufacturing opportunities related to nuclear using grant schemes to reduce installation costs. communities that are not connected to the new build and renewable energy technologies. mains gas grid, by funding localised generation The lobbying document was publicly launched The Regional Spatial Strategy (RSS), currently capacity. This will reduce exposure to rising in July 2008. awaiting Government approval, contains oil and propane costs and help maintain the several policies in support of the North West viability of rural communities. A recent report commissioned on behalf of Sustainable Energy Strategy designed to deliver the Cumbria Strategic Partnership into the 20% of electricity from renewables by 2020. For effects of climate change legislation on the Cumbria the indicative targets are 284 MW by Cumbrian economy recommended a number 2015 and 293 MW by 2020. of interventions which together could catalyse a resurgence in economic activity, with parallel benefits for society and the natural environment. What more needs to be done locally? Cumbria was identified as having a comparative advantage in this respect, if the interventions Cumbria will need to respond to the range of take place. policy initiatives being developed by national and regional government. Already a renewables The report also examined sources of carbon panel has been established in support of the emissions in Cumbria. Some 3.8m tonnes of Energy and Environmental Technologies section CO2 are emitted by industry and commerce with of the emerging Cumbria Economic Strategy. 1.2m tonnes from households. This represents The Panel will attempt to capture opportunities 69% of Cumbria’s total carbon footprint. and funding to support an expansion in the The potential for nuclear new build in the renewables sector including local manufacturing County and the need to upgrade the electricity of energy technologies. The potential exists to transmission grid to accept both small and large generate more renewable energy on a domestic, scale installations was emphasised. community and commercial scale particularly from small-scale hydro, woodfuel, waste and also from wave power.
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16 Cumbria Climate Change Strategy 17 Housing and buildings and Housing 18 buildings function also affects GHG emissions. GHG affects also function buildings which in way the and infrastructure supporting location, Similarly buildings. and houses from emissions GHG of level the influence all selected materials consumption, energy systems, heating of choice insulation, of levels design, orientation, methods, Construction emissions. (GHG) gas greenhouse reduce or generate therefore and choices mobility personal influence can jobs) and shops schools, routes, (bus facilities other to relation in housing of location The and policies on adaptation. on policies and targets reduction carbon specific incorporate to need (LDFs) Frameworks Development Local districts. and villages towns, for plans and strategies shaping place contemporary include to buildings and homes individual above rise to needs focus The emissions. GHG reduce to plan action any to central are housing social and buildings public of management the planning, Spatial emissions. global of 1% and emissions carbon UK of 50% about for responsible are infrastructure supporting and environment built the Currently planned. or existence in either schemes housing sustainable truly of examples few very are There sites. employment large and supermarkets centres, shopping town of edge e.g. emissions GHG and flows traffic considerable generate buildings Some to follow by 2020 buildings new other all zero homes new All behaviour. anti-social and disorder crime, reduce further to done being is everything that confident live, they place the to difference a make and involved get to people more helping by inclusive more and safer,made be stronger will communities Our achieve. them help to opportunities training and learning excellent with provided be will Cumbria’sthey and future in play to part important Youngan have people communities. their in involved get to empowered be and life in start possible best the get will They opportunities. diverse and prospects bright see will people young and Children communities …
safe, strong and inclusive and strong safe,
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Cumbria Climate Change Strategy Change Climate Cumbria throughout life throughout ...
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Housing andThe buildings vision European research suggests buildings consume The Cumbrian Housing Strategy contains Likely impact of climate change on Whilst the planning system is encouraging around 40% of all energy produced and that policies on energy efficiency. The Home Energy housing and buildings economic development and major population by increasing their energy efficiency, carbon Conservation Act 1995 introduced targets to growth to be concentrated in and around emissions from buildings can be reduced by reduce CO2 emissions and improve domestic Changing weather patterns, rising temperatures major settlements, rising fuel costs are making around 22%. Amongst non-residential dwellings, energy efficiency by 30% by 2010. There are and extreme weather events will combine and rural living increasingly expensive. This trend retail premises, offices and education facilities additional decent homes standards on effective act on existing homes and buildings in a way is expected to continue. Predictions that both are the largest energy users followed by insulation and efficient heating. The majority of that will increasingly test the ability of the design transport and heating costs will double or triple healthcare and hospitality buildings. homes that fail the decent homes standard do and construction of homes and buildings to by 2020 appear almost certain. However, it is so because of thermal inefficiency. All Cumbrian function as planned. Equally the urban setting not easy to predict whether urban migration The relationship between houses and buildings districts have been working with Cumbria in which buildings tend to be located will be will gather pace (with attendant pressure on Housing and buildings and climate change is particularly strong. Energy Efficiency Advice Centre (soon to be tested. The number of failures of being recorded infrastructure) or stay at its current trickle (with Buildings last a long time and by and large Cumbria and Lancashire Energy Saving Trust in services (drainage and energy supply) when consequent increases in poverty and carbon suffer from design inflexibility. Reducing energy Advice Centre or ESTAC) to access funding from tested by extreme weather events is growing. footprint). use and GHG emissions from existing stock utility companies to provide subsidised energy Existing homes and buildings will inevitably requires significant funding and presents a efficiency measures. Various grant schemes are become less pleasant places in which to live Increased risk of flooding is already affecting considerable challenge, given the diversity of also utilised to help the vulnerable stay warm, and work without extensive and expensive some parts of Cumbria whilst sea level rises funding streams and different programmes promote renewable energy and improve energy modification. Existing buildings will become are predicted to impact adversely on a number aimed at failing housing markets or decent efficiency of privately rented properties. increasingly expensive to heat and cool using of Cumbrian settlements, though perhaps less homes rather than refurbishment designed to carbon based systems and less desirable than severely than elsewhere in the UK. Planners and reduce the carbon footprint of existing homes Little is known about the carbon footprint of newer homes and buildings of better design, developers will need to work closely with the and buildings. buildings in Cumbria (both residential and offering significantly lower running costs. Environment Agency to minimize risk to both non-residential) although some progress has existing and new buildings. been made by local authorities in terms of their The built environment is therefore a major The Cumbrian dimension own energy efficiency. Defra figures for CO2 source of GHG emissions and a major emissions (2005) from Cumbrian households contributor to climate change. Improvements The Cumbrian Housing Strategy (2006-2011) indicate approximately 1.28 million tonnes CO2 here offer a major potential to reduce carbon deals with various housing issues in Cumbria per annum or 2.58 tonnes per household. The emissions. but does not directly address climate change. CREA building in Penrith, Gamblesby village It does however seek to create ‘decent homes’, hall and Cockermouth Eco-Centre all stand the definition of which includes ‘a reasonable out as low carbon buildings though CREA and degree of thermal comfort’. Cockermouth School continue to generate high levels of car traffic. House condition surveys have been carried out across the 6 districts between 1999 and 2006. The carbon footprint of buildings doesn’t just While standards for measuring decent homes relate to energy use but also needs to factor in have changed in recent years the data suggests the high transport costs of bringing in materials. that around 9% of housing in Copeland is unfit, 6% in both Barrow and Allerdale, 3% in Carlisle and Eden, with 4% unfit in South Lakeland. The social housing sector is expected to meet 100% of the modest target for decent homes by 2010. Private rented housing accounts for around 10% of the housing stock in Cumbria and these tend to be in the worst condition. However, the major part of Cumbrian housing is owner occupied, with a higher than national average level of both older properties and older inhabitants. The Government has set a target to ensure that 70% of vulnerable private sector households meet the decent homes standard by 2015.
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20 Cumbria Climate Change Strategy 21 What is happening already? What more needs to be done locally?
Government has decided that all new homes In Cumbria, the annual Green Build Fortnight is The built environment is a significant source lower energy use and fewer carbon emissions should be zero carbon by 2016 with building raising awareness by showcasing best practice of GHG emissions and will also be affected from schools, hospitals and offices needs regulations raising energy performance examples. The Cumbria Energy Efficiency by climate change. If Cumbria is to reduce its to be driven by the CSP through individual standards by 25% by 2010 and 44% by Advice Centre (CEEAC) provides advice to carbon footprint then there is a need to gather public sector organisations. This will involve a 2013 as interim steps. Government funding to householders across Cumbria working in baseline information on energy use in housing, significant programme of energy audits and Registered Social Landlords (RSLs) is conditional partnership with other agencies including the commercial and public buildings sectors and budgeting for improvements. on new homes meeting level 3 of the Code housing associations and large employers. to set targets to improve energy efficiency and for Sustainable Homes. Energy Performance The Cumbria Business Environment Network reduce CO2 emissions. These targets would need Existing grant regimes need to be explored Housing and buildings Certificates have already been introduced for (CBEN) provides advice on a range of issues to exceed those in Part L 2006 with separate and exploited to the full. CEEAC and CBEN homes, public and commercial buildings and including energy efficiency to companies. targets for existing and new development. could lead on this along with individual public this may introduce market pressures to drive Carlisle City Council, Cumbria County Council, sector energy managers. The introduction up energy efficiency standards of existing South Lakeland District Council and the Lake Achieving this requires a step change in the of the Carbon Reduction Commitment (CRC) stock. Action on delivering significant carbon District National Park Authority (LDNPA) are planning process across Cumbria so that will encourage lower emissions from higher savings from new commercial buildings is under now actively engaged in a Carbon Management LDFs clearly specify targets for new housing commercial energy users currently operating consideration as is mandatory rating of all new Programme operated through The Carbon development that dovetails with and tracks the outside of the EU Emissions Trading Scheme, housing against the Code for Sustainable Homes Trust, while the other districts are considering Government’s zero carbon homes proposed with further support to minimise carbon by May 2008. Proposals for micro-generation participating in the Programme. The LDNPA targets. The programme for retrofitting emissions offered by programmes such as are also being developed. Micro-generation has committed to being Carbon Neutral by existing housing stock with energy efficiency ENWORKS. is estimated to have the potential to reduce 2012, whilst Natural England will cut CO2 from measures will contribute to national targets household carbon emissions by 15%. 2005-06 levels by 50% by 2010. A locally run on carbon reduction. Work will be required However, in the private sector, major challenges project is also improving energy management in to identify and assess energy efficiency and lie ahead for low income and elderly owner The Code for Sustainable Homes will enable community centres. calculate the carbon emissions generated by occupiers. Local agencies will need to work with prospective buyers of new housing to make existing housing in Cumbria. Resources will them to encourage greater thermal efficiency, a more informed choice through a greater At Thirlemere, Impact Housing is tackling need to be found to help gather this baseline possibly through ‘save to invest’ type loans. understanding of the environmental impact and fuel poverty in 18 tenanted homes through information. In addition, due to the higher potential running costs of new homes and it improvements to insulation and the supply costs of retrofitting existing buildings, there is a A ‘step change’ in the prudent use of Cumbria’s will also allow developers of sustainable homes of cheaper heating made possible by the clear need for additional levels of Government renewable natural resources (wood, sun, solar, to gain an edge in an increasingly difficult installation of a biomass district heating scheme. support, a challenge that will require Cumbrian wind and water) will help to reduce emissions, and competitive market place. A similar code It has set up Impact Affordable Energy to enable organisations to position themselves to take with woodfuel potentially offering a medium has been proposed for new non-domestic it further support its tenants by controlling the more advantage of national, regional and even term, practical alternative for heating in some buildings. Inevitably this will involve significant cost of heating. European funding. Once sound baseline data circumstances. An increased use of locally construction cost increases since many new has been assembled then stretch targets can be sourced, sustainable building materials (timber industrial buildings are relatively low cost sheds. set and the funding requirement calculated. frames, wool and paper insulation, for example) Nonetheless research indicates that zero carbon would provide opportunities for lowering carbon non-domestic new build can be delivered by Targets for commercial and public sector new footprints and adding value to the Cumbrian 2020. build can be set to mirror zero carbon homes economy. targets on an equally ambitious timescale using BREEAM standards. CBEN can help establish RSLs, architects, builders and planners need mechanisms to measure existing business energy to be made aware of the CSP strategy and use and carbon emissions profiles, potentially Government targets on climate change developing outreach programmes to help through a series of events and the extent convert and grant aid the transition of existing to which delivery depends on their actions, commercial building stock to lower carbon their willingness and ability to incorporate operations. Public sector movement towards microgeneration, to produce low carbon design and construction.
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22 Cumbria Climate Change Strategy 23 Health
… safe, strong and inclusive … health and Protecting public healthcommunities well-being throughout life Health
Children and young people will see bright We will live healthier lives and enjoy high and well-being from the adverseprospects and diverse opportunities. They quality support whatever our health and social will get the best possible start in life and be care needs. effects of a changing climateempowered to get involved in their communities. Young people have an important part to play in We are committed to involving people more in Cumbria’s future and they will be provided with decisions in their lives and their communities. excellent learning and training opportunities to Health inequalities across the county will be help them achieve. reduced by targeting neighbourhoods in greatest need. Our communities will be made safer, stronger and more inclusive by helping more people to Cumbria will be a great place for people get involved and make a difference to the place to enjoy active, healthy and fulfilling lives. they live, confident that everything is being done We will value the contribution that people of to further reduce crime, disorder and anti-social all ages make to the social, economic and behaviour. cultural diversity of the county. In particular we recognise the contribution that older people make to the community. We want to empower Cumbria’s older population to influence and shape their communities, live independently and have maximum control over decisions that affect them.
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24 Cumbria Climate Change Strategy 25 Climate Change likely impact on Health impacts and wider social • Infectious diseases: Cases of food • Water and food shortages: Drought Health impacts of climate change across poisoning (Campylobactor infections, may increase the risk of infectious diseases
the UK and in Cumbria can be Salmonellosis) and waterborne disease due to reduced public and personal hygiene Health Quantitative estimates of the possible impacts of summarised as follows: (Cryptosporidiosis) are linked to warm and increased risk of water contamination. climate change on health in the United Kingdom weather. Cases of food poisoning are There may be an increase in cases of were addressed in a Department of Health • Heatwave-related health problems: likely to increase significantly in the UK, by dehydration due to inadequate water report (2001/2002) – ‘Health Effects of Climate The average temperature in the North West perhaps 10,000 cases per year. intake. There is the chance of increased Change in the UK,’ updated in 2008. Climate is predicted to increase. Heatwaves are mental health problems due to anxiety change has been described as the world’s most predicted to become more frequent resulting • Vector-borne diseases: (Lyme disease) caused by loss of water supply and urgent public health problem. Failure to act now in increased heat and pollution-related may present local problems due to changes introduction of emergency measures. risks a widening of health inequalities, whereas illness (cardio-respiratory) together with in eco-systems leading to changes in taking strong and early action will deliver a a rise in the number of deaths associated vector-pathogen-host relationships, but the Food prices are likely to increase due to range of health improvement benefits. Health with the hotter, drier summers. In the UK increase in their overall impact is likely to increasing production costs. This will require effects of climate change have already occurred an additional 2,000 heat related deaths a be small. a greater need for local food production as and will continue to occur more frequently. year by 2050 are predicted. The very old, fewer people will be able to access healthy, Epidemiologists know that climatic factors are young, chronically ill and deprived are most • Mould: Milder, more humid winters will affordable food. important determinants of human health and susceptible. The rapidly ageing population lead to more mould growth in housing well being. The World Health Organisation of Cumbria will exacerbate this impact. – already a major cause of respiratory • Extreme weather-related events: (WHO) recently calculated that around 150,000 allergies. These are likely to lead to social disruption, deaths and 5.5 million DALYs (deaths and • River, Coastal Flooding and Flash injuries, death, disability, migration and disability adjusted life years) were being lost Floods: The risk of major flooding • Cancer and Cataracts: Due to the food shortages, as well as placing unusual every year due to the effects of climate change. disasters caused by severe winter gales, warmer, sunnier conditions cases of skin strain on the local emergency services. How The WHO estimates that both these figures could heavy rainfall and coastal erosion is likely cancer are likely to increase by 5,000 cases managers prepare and pay for the costs of double in the next 25 years. Increases in heart to increase contamination of drinking per year in the UK by 2050. these events will also become of increasing disease, obesity and other chronic diseases, as water, increase waterborne infections and concern. well as an increasingly aged population, will exposure to toxic pollutants, accompanied mean that a greater number of the people will with psychological consequences, However, measures taken to address greenhouse be susceptible to heat related deaths. disruption, injuries and deaths. Drinking gas emissions could have a positive impact water supplies will be affected by increased on health through the promotion of active rainfall. A combination of increased travel, resulting in improved physical health numbers of bacteria in surface water, and a reduction in obesity. An increase in the increased water temperature leading to availability of fresh, local food may also benefit algal blooms in reservoirs, and a decrease health. Meanwhile, improvements in air quality in the efficiency of chemical coagulation. will lead to reduced respiratory illness. River floods or storm surges, which can be forecast several days in advance, often have fewer casualties compared to flash floods where there is no prior warning. All types of flooding may leave longer lasting stress and mental health problems.
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26 Cumbria Climate Change Strategy 27 Cumbria dimension What’s happening already? What more needs to be done?
Cumbria has its own particular challenges There are national plans and guidelines for Cumbrian NHS organisations will have to Health when adapting to the health impacts of climate handling extreme weather events. The Heat respond to a number of policy initiatives at change. Cumbria has an aging population Wave Plan for England outlines what needs to both a national and regional government with the number of people over 65 above the be done by health and social care services and level related to saving carbon and improving UK average. It suffers from pockets of urban other bodies to raise awareness of risks relating health. The NHS has currently published for deprivation whilst simultaneously over 50% of to severe hot weather and what preparations consultation ‘Saving Carbon, Improving Health’. its population live in rural areas. The average both individuals and organisations should make This document challenges NHS England to meet distance that people have to travel to see a to reduce those risks. The plan also spells out the and exceed the national target to reduce NHS GP in Cumbria is twice the national average, responsibilities at both national and local level carbon emissions by 60% by 2050. The strategy in some cases as much as 16km. Poverty in for alerting people once a heatwave has been is the first step in taking forward a sustainable rural areas is often underestimated as it is not forecast, and advising them what to do during development programme for NHS England. spatially concentrated; however, 38% of all a heatwave. The Extreme Weather Plan sets out people on low income in Cumbria live in rural similar arrangements to cope with the effects of There is also a need to raise awareness amongst areas. storms and flooding. the public of the potential health impacts of climate change and of the risks of over exposure The increase in food prices will lead to an The Health Protection Agency Guidelines (2000) to the sun. Cumbria Primary Care Trust needs increase in the number of people in Cumbria cover the public health implications of flooding to ensure that it adheres to the Department of who are unable to access affordable, healthy which include general advice on protecting Health ‘Heat Wave’ Plan and other national food. In Cumbria there are a limited number against infection, and specific advice about plans and guidelines for handling extreme of local allotments to enable people to produce returning to a flooded home, the dangers of weather events. home grown fruit and vegetables. Waiting lists electricity, drinking water, food preparation and for people wanting an allotment is also long; in storage. In Cumbria a Multi Agency Response Certain groups are more prone to the health Barrow-in-Furness, for example, some allotments Plan has been established to respond to impacts of climate change such as the young, have a 5 year waiting list. A survey has recently flooding. people living in deprivation and older people. been carried out by the Cumbria Association of Therefore, when planning for adaptation, Local Councils and South Lakeland Action on Two national campaigns for weather related vulnerable people are likely to require special Climate Change. The survey shows that there events are already active. These include consideration. are 758 allotment plots in South Lakeland, 350 SunSmart, the UK’s national skin cancer people on the waiting list for a plot and the campaign and ‘Keep Warm, Keep Well’, a The increase in food prices due to climate demand for plots is increasing. campaign about giving information and advice change could lead to an increase in health about staying well in Winter by keeping warm. inequalities by increasing the number of people It is difficult to say what mortality, diseases and Cumbria Primary Care Trust supports both the not being able to access affordable, healthy allergies are due to climate change in Cumbria. SunSmart and the ‘Keep Warm, Keep Well’ food. Work needs to be done to support local However, after the Carlisle floods in 2005 there national campaigns; however resources have people to access affordable, healthy food and were three deaths, 1,925 homes and business only been allocated to deliver these campaigns to grow their own fruit and vegetables. Support flooded (to 2 metres), 3,000+ people homeless in the south of the County. Cumbria Energy is needed for local food initiatives such as food for up to 12 months, 40,000 addresses without Efficiency Advice Centre is working throughout co-ops, playground markets and allotment power, whilst 3,000 jobs were also put at risk. Cumbria to access subsidised energy efficiency groups as well as making more land available measures to help vulnerable people to stay for such groups to grow their own produce. warm.
There are examples of good practice that are addressing local, affordable food production. Examples include Feeding Brampton whose activities involve research, gardens, allotments, commercial production and retailing, and the new project in the Four Groves area of Barrow which includes a Vegetable Delivery Service.
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28 Cumbria Climate Change Strategy 29 Industry and commerce
Industry and commerce uses energy to heat Building a successful future economy, in the and light premises, provide services, operate face of rising fossil fuel prices and diminishing machinery, secure supplies and move finished reserves of oil, requires industry and commerce products to market. Employees also travel on to look beyond energy efficiency and planning business and commute to work. Energy use is to cope with extreme weather events. It requires Maximising opportunities a principal source of greenhouse gas (GHG) an understanding of the market potential and emissions. Industry also generates energy and needs of a low carbon society, including support for business and jobs produces fuels for sale. Renewable energy is for renewables in businesses. A low carbon part of the energy mix provided by industry. economy opens up possibilities for innovation, entrepreneurship, regeneration, jobs and a
presented by a Industry and commerce Industry and commerce together account for significant boost to GVA in Cumbria. The 25.5% of UK energy consumption which equates Government has set a 60% carbon reduction to some 44 million tonnes of oil equivalent. UK target by 2050. Similar targets apply in Europe. low carbon economy industrial energy consumption is following a These will stimulate the market for low carbon downward trend in contrast to service sector goods and services affecting household goods, consumption which has increased by around energy supply, transport, housing and a whole 80% since 1980. National policy allows energy raft of commodity goods procured by industry, intensive companies to enter climate change commerce and the public sector. agreements with Government to reduce liability under the climate change levy and requires large energy users to participate in the EU Emissions Trading Scheme which provides both incentives and disincentives to reduce GHG emissions. Neither scheme however encourages carbon reduction amongst the wider business and public sectors. A new Carbon Reduction Commitment will be introduced in 2009 to deliver carbon savings of 1.3 Mtc per year from large commercial and public sector organisations, including schools whose 2008 half-hourly metered electricity use is above 6,000 MWh.
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30 Cumbria Climate Change Strategy 31 The Cumbrian dimension the economy in many areas employing over for specific types of crop or livestock. Demand Infrastructure for transport, water supplies 23,000 and contributing some £350m to the for low carbon refrigeration for storage and and electricity are particularly vulnerable. Cumbria’s economy is difficult to characterise economy. GVA generated in Cumbria is rising transport is likely to increase. Water supplies The tourist sector is vulnerable to global and in part because each district has a distinct more slowly than in other parts of the economy may become scarce or contaminated through domestic changes to weather. Sustained higher localised economy. Large numbers of small reflecting the structure, the lack of financial and flooding. temperatures and reduced water supply will shops, pubs, restaurants, solicitors, accountants business service jobs, rurality, and a decline in make some European resort areas unattractive. and small services and repair businesses manufacturing industry. Domestic tourism may benefit from this. Demand exist across the county but few medium sized for air conditioning is expected to rise. Some employers. Nonetheless industry and commerce beaches may disappear through a combination in Cumbria emits just over 3.8m tonnes (52%) Likely impacts of a changing climate of storms and rising sea levels. This may affect of total carbon dioxide emissions of which on industry and commerce coastal tourism. Riverside hotels and coastal Industry and commerce 988,000 tonnes are attributable to 14 large caravan sites may become prone to flooding manufacturing sites. Tourism emissions are A wide range of business is likely to be affected and suffer disruption of business and insurance estimated between 750,000 tonnes and just by changes in weather patterns and extreme problems. Lower river flows may also reduce over 1m tonnes. weather events. Any businesses involved in the attractiveness of some locations for tourists. exports and imports and those with product Other factors underpinning tourism may also be Groups like the Cumbria Business Environment ranges linked to seasonal demand will probably vulnerable, particularly historic attractions and Network (CBEN), and the Cumbria Green be affected by climate change. Profits can also some habitats and species. Rising temperatures Business Forum, support organisations on be affected by changing climate as transport are likely to bring more visitors and extend the environmental issues and provide advice systems, telephone networks, water and tourist season. on reducing GHG emissions and adapting electricity distribution systems and premises to climate change. More could be done if become increasingly vulnerable to weather additional staff resources and funding was related events like floods, storms, subsidence available to provide grants to assist business to and landslip. Road and rail networks are also install more energy efficient, carbon reducing vulnerable to high temperatures and extreme technology. Agriculture is important but employs rainfall and will increasingly disrupt travel comparatively few people. Manufacturing is a and transport of materials. IT systems are also significant employer in the West of the county susceptible to power supply interruptions and but less so in the East and South where the this may interrupt communications and bring hospitality industry dominates. Manufacturing down web sites. employs over 30,000 people and generates £1,679m in Gross Value Added (a measure In general terms chemical processes may need of wealth created). Mining and quarrying, to be redesigned to deal with temperature electricity, gas and water supply are important sensitive volatile chemicals. Lower river flows rural employers. Combined they employ around will restrict water extraction and aqueous 1500 and generate £158m GVA. The public waste discharges. Supply chain vulnerability sector (administration, education and health may necessitate additional materials storage combined) employs about a quarter of the capacity. workforce. Construction and transport employ 9,700 and 11,300 respectively and together Climate change will challenge the construction contribute £900m in GVA. The finance and industry in terms of low carbon construction real estate sector employs 18,000 people and climatic resilience of buildings. Changing and generates £830m while the retail sector weather patterns may also delay construction employs around 38,500 and contributes £868m programmes. Changing weather patterns will in GVA. Upland agriculture is particularly affect crops, crop diseases and crop quality and fragile. Combined with hunting, forestry and may ultimately lead to purchasers switching to fishing the sector employs about 3,500 people new suppliers who are more favourably located. and generates £184m of Cumbria’s GVA. Diversification into other produce may prove Tourism is rapidly becoming a mainstay of difficult if there has been significant investment
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32 Cumbria Climate Change Strategy 33 In Cumbria agriculture and associated land What’s happening already? The tourist sector has already begun to develop The tourist industry needs to link into work management and uses, while economically a a range of adaptation strategies and is involved on sustainable transport and campaign for a relatively small part of the economy, has strong Business generally is keen to control overheads with a range of initiatives geared to reducing enhanced public transport network that links links with tourism and local food and drink and manage energy costs, particularly when visitor pressures on uplands, protecting cultural with cycling and walking to radically reduce production. Agriculture is vulnerable to climate electricity, heating and transport costs are heritage and promoting the need for indoor wet the carbon emissions from the tourist industry. change which may apply further pressures on rising. Investing in energy efficiency measures weather facilities. This can perhaps be combined with existing an already fragile sector, with a consequential is fairly widespread. To date the driving force initiatives on green tourism and promoting impact on landscape and tourism. Opportunities has been the need to control overheads and responsible travel behaviour in a valued exist for renewable energy generation from maintain profits rather than reduce greenhouse What more needs to be done locally? environment. wind and slurry with scope to diversify into gases. Concern about a company’s reputation tourism, local food production, and wood is leading to an increase in corporate social Business as a whole needs to improve energy Further work needs to be done to make business Industry and commerce fuel supply. Forestry has the potential to act responsibility reporting. efficiency, particularly amongst SMEs. Business aware of the opportunities available to industry as a carbon sink to help offset the industry’s also needs to focus on reducing carbon and commerce arising from climate change and contribution to GHG emissions. Currently the Cumbria Rural Enterprise Agency provides a emissions from all of its operations. It needs to promote awareness and action on mitigation industry removes slightly more carbon dioxide range of consultancy advice on environmental to put in place bespoke adaptation measures. and adaptation by industry and commerce. emissions than it emits. Evidence suggests that management including energy efficiency and Climate risk management needs to be built into Recent work by Quantum Strategy and while emissions from the forestry industry are carbon footprinting. This programme is linked mainstream business strategy processes. Technology suggests that there are opportunities gradually reducing, carbon removal rates by to the Cumbria Business Environment Network for safeguarding jobs and creating new jobs forestry are broadly constant. Awards scheme. Similar consultancy advice is This will involve making managerial and as Government legislation on climate change provided to farms which may lead to further operational changes that respond to the gathers pace. Nuclear generation and grid Indirectly climate change will affect all reductions in GHG, though this is not the threats and opportunities presented by climate upgrading are identified as the largest job businesses through Government regulation principal aim of the programme. change. This will require companies to allocate creating regeneration projects but scope exits of carbon emissions and the use of taxation responsibility for climate issues and conduct or for smaller scale interventions with jobs creation to encourage a shift towards a low carbon There are a number of small firms - around commission research on how weather events potential. These include biogass and biomass economy. Local policy changes are afoot 13 - that have been established to supply and will impact on the business. This review needs and other types of microgeneration and their that will require microgeneration in new install microgeneration technologies (solar to: focus on procurement of natural resources, respective supply chains. Scope also exists to development. As the public policy response heating, ground and air source heat pumps, raw materials, supply chains and logistics; promote Cumbria as a green tourist destination, picks up, yesterday’s solutions to economic wood fuel, wind turbines, photovoltaic cells and examine any manufacturing processes, and look reduce the carbon footprint of existing expansion and growth will increasingly become small scale hydro). A further 5 companies are at the way products and services are delivered accommodation and transport, and promoting redundant. located in Cumbria in what can be described to market; assess any vulnerability inherent local produce. Opportunities also exist to as the energy efficiency sector including one in the design and construction of fixed assets expand business advice, particularly to SMEs to Climate change also brings opportunities that is researching and piloting underwater tidal and how these can continue to operate and be reduce their carbon emissions and develop the for regeneration in energy generation and turbines. maintained in the face of extremes of climate. capability to serve the growing wave and tidal associated environmental technologies. This is Consideration needs to be given to the ability renewable energy sector. Other opportunities covered in more detail in the Energy section of Broadband expansion throughout the County of the workforce to be able to get to work arise for the construction industry to provide low this document. offers new opportunities for connectivity and larger companies need to be introducing carbon, sustainable housing but this needs to be allowing local companies to compete for work travel plans for staff. The risk to staff well- driven locally by planners. at home and abroad and execute large parts being and their ability to perform in extremes of the contract over the internet without the of temperature, whether indoors or out in the need for travel. Unfortunately broadband is field, needs to be assessed. Inevitably consumer not yet available to all businesses, and it is demand is affected by extremes of climate unclear what the priorities for next generation particularly in those sectors of the economy broadband in Cumbria will be. dealing with food, clothing, gardening and holidays.
In Cumbria the business support agencies need to sign up to the British Climate Change Charter and encourage the business community to reduce GHG emissions.
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34 Cumbria Climate Change Strategy 35 Natural environment
Evidence is mounting that suggests that the animals are sensitive to temperature change and changing climate is already having an impact follow annual patterns that link with the seasons on Britain's natural environment. These impacts illustrated by coming into leaf, flowering, nest will become more pronounced as temperatures building, egg laying, migrating and shedding rise and seasonal weather patterns change leaves. Sensitivity to temperature change makes Reducing the risks to produce drier hotter summers and wetter biodiversity a good proxy indicator for climate warmer winters punctuated with extreme change. to biodiversity and weather events. In general terms plants and Natural environment vital eco-systems services
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36 Cumbria Climate Change Strategy 37 Changes in temperature have been shown to • Regulating services - such as climate are found here as are remnant montane mosses Cumbria is home to 103 protected and priority disrupt these patterns and may lead to: loss of regulation, water purification and flood and lichen heaths on the higher peaks and in species. It contains 30 European designated species from colder and wetter habitats at the protection. inaccessible ungrazed areas, diverse arctic- Special Areas of Conservation, 278 Sites of southern end of their distribution; changes in alpine plant communities exist in North facing Special Scientific Interest covering 139,771 species composition of plant communities; loss • Cultural services - such as education, quarries. hectares, more than any other county in of coastal habitats due to sea level rise through recreation, and aesthetic value. England; 11,500 hectares of National Nature coastal squeeze and extinction of species due Woodland is common on lower slopes. The Reserve and 425 Ha of Local Nature Reserve; to inability to adapt. Areas may also gain new The agricultural sector is the second largest rivers support populations of fish including 3 Areas of Outstanding Natural Beauty and 2 species as those found in southern Britain move source of UK greenhouse gases accounting for native crayfish and freshwater pearl mussel and National Parks. Natural environment northwards where habitats retain a viable 7% of Britain's emissions. Agricultural CO2 is provide habitats for dippers and other birds. network between themselves with reduced less of an issue contributing 1% of UK emissions The Orton Fells contain moorland with extensive fragmentation. New species are likely to arrive but nitrous oxide and methane are significant areas of limestone pavement, rock outcrops, Likely impact of climate change from the Continent. Some, not all, may be pests contributing 66% and 46% respectively. Total screes and calcareous grassland with few trees. on the natural environment or invasive species while others might bring agricultural emissions have declined by about The Howgill Fells consist of ridges and valleys, diseases. 16% over last 25 years due to changes in with steep scree slopes, occasional waterfalls Predicting the likely impact of climate change on agricultural practices, smaller herds and less and crags, open moorland with rough grass the natural environment is difficult given the range Peat bogs and other soils can be expected to synthetic fertiliser use. and bracken, few trees and few settlements all of variables of temperature and weather and a release carbon emissions previously removed of which gives a sense of wilderness. The South blurring of the seasons. Sea level rise, drought from the atmosphere due to increased drying Cumbria Low Fells consists mainly of undulating and flood risk also need to be factored in. during summer and unfavourable vegetation The Cumbrian dimension pastureland, areas of woodland and managed conditions caused by previous drainage. Some estates which give a parkland appearance. Possible loss of biodiversity due to increased biodiversity losses may occur due to increased Cumbria has a unique and highly valued natural Morecambe Bay is the largest area of inter-tidal pressure for land use for agriculture resulting pressure on land use for agriculture and in environment that delivers the major tourism flats in the UK and is internationally important in habitats becoming more fragmented particular energy crops, or as agricultural land attractions in the county and offers opportunities as a stopover point for migrating waders and with potential for isolation and extinction of is lost due to sea level rise, saline intrusion, for a superior quality of life to it’s residents. wildfowl. species. In Cumbria species which specialise drought, development and other population Cumbria’s natural environment is characterised in living in colder areas high above the tree pressures. This biodiversity loss may be by the Solway Basin in the north with stretches The Cumbrian coastline includes extensive line will have no where to retreat to and are accelerated as arable crop imports reduce due of sandy and pebble beaches backed by dunes cliff areas at St. Bees which support important likely to disappear. Agricultural land below to crops becoming unviable in parts of Europe, and raised beaches along the Irish Sea and the populations of sea-birds and maritime cliff the 5m contour is vulnerable to flooding North America and Africa and UK farmers inter-tidal mud flats of the Solway Firth. This plants. Elsewhere softer boulder clay cliffs, and salinisation. New species may move expand production to fill the gap. area is internationally important as a stopover sandy beaches and grassland dominate. The into Cumbria from other parts of the UK. point for migrating waders and wildfowl. It is coastline also includes two major estuaries, the Temperature rise will lengthen the growing Human beings benefit from processes or flanked by undulating pastureland and raised Duddon and Ravenglass both of which are of season for plants and may increase pest and structures within the natural environment that peat bogs. Cumbria contains 45% of England's international importance. The West Cumbria disease survival across the seasons with more give rise to a range of goods and services lowland raised bogs and 23% of blanket bog. Coastal Plain contains a mixture of mudflats, breeding cycles for pests. Research suggests called ‘ecosystem services’. The Millennium Mosses and other plants in peat bogs use shingle and pebble beaches interspaced with some trees are vulnerable to drought. Seasonal Ecosystem Assessment grouped ecosystem photosynthesis to extract and, due to the wet smaller areas of dunes, sandy beaches and disruption may lead to a loss of synchronisation services into four broad categories (UNEP and cold environments, lock up carbon from the sandstone cliffs. Inland there is undulating or between the birth of new generations of birds, 2006): atmosphere as decomposition of the dead plants flat pasture with hedgerows and some tree insects and animals and their food sources. is minimal. cover. Wetlands and herb rich meadows exist There is significant potential for peatlands to • Supporting services - such as nutrient along river valleys with semi natural ancient dry out and emit carbon rather than capture cycling, oxygen production and soil The River Eden and its tributaries dissect the woodland. Elsewhere there are extensive areas and store it though this is less likely in Cumbria formation. These underpin the provision Eden Valley with its by rolling mixed farmland, of estuary with a range of inter-tidal habitats. provided there is increased winter rainfall. of the other ‘service’ categories. neatly delineated by hedgerows and drystone walls. Broadleaved woodland is common. On Decreased river flows in summer and lower • Provisioning services - such as food, fibre, either side of the valley foothills unimproved oxygen levels will disrupt species movement fuel and water. grassland and moorland merge into the wilder and will affect fish breeding. Increased winter Cumbrian High Fells and North Pennines. The river flows will silt up gravel beds and destroy central and northern Lake District mountains spawning areas. In summer shallow water consist of u-shaped valleys, steep sided bodies may dry up and only regain their water mountains, corries and tarns. The major lakes 160
38 Cumbria Climate Change Strategy 39 levels in winter. Higher winter rainfall is likely to What is happening already in River and coastal systems need to function What more needs to be done locally? lead to more prolonged waterlogging of land. Cumbria? in a natural way to prevent and reduce the Increased year round temperatures are likely to frequency and severity of flooding. Other issues It is clear that climate change affects ecology and disrupt waterfowl breeding and over-wintering. The Cumbrian landscape and the likely that need to be considered are increased fire also impacts on the physical environment but what Increased flooding is also likely to reduce changes it will experience from climate change risk and the opportunities to create new habitats is less clear is the likely rate of change and scale populations of soil invertebrates and fungi is at the forefront of practical understanding and use natural processes to protect material of impact associated with increased temperatures leading to higher numbers of bacteria, reducing nationally. The Flora of the Fells project has assets. Consideration needs to be given to and climate variability. This reinforces the need decomposition rates. Woodland is vulnerable to recently produced ‘Mission Possible’ a very preventing and dealing with greater amounts of for further research on the direct and indirect prolonged periods of drought, increased fire risk soil erosion that is likely to result from increased
good and accessible guide to the impacts of Natural environment impacts of climate change on Cumbria's natural and extreme weather events like gales. Overall climate change on the landscape and natural rainfall intensity. environment, it’s ecosystem services and how this however most woodland plants and animals are environment of Cumbria. The Lake District may effect the economy it supports. expected to survive because while there may be National Park’s project ‘Low Carbon Lake some changes in the abundance of dominant District’ sets out some of the impacts and The Cumbria High Fells project makes a start trees the woodland itself is likely to survive. The proposes some actions on how we might evolve on this and will identify the relative vulnerability new composition will be the outcome of climate our landscape to adapt to climate change. of ecosystems, habitats and species to climate induced change and other factors: greater change. The results of this assessment may well drought sensitivity might disadvantage species Natural England’s Cumbria High Fells Climate be applicable to other upland areas and allow like birch, beech and sycamore, while the Change project is looking at the direct impacts appropriate land management strategies and higher shade tolerance of sycamore and beech on the natural environment and how we might mitigation measures to be developed as part will give them an edge over oak and ash. adapt the landscape to be more resilient and of a wider adaptation programme. This type robust to the future changes. of research needs to be carried out in other Sea level rise and increased severity and character areas of Cumbria to determine a frequency of storm surges are likely to damage The Natural Economy North West project is county-wide adaptation programme which will sand dunes, sandy beaches, coastal vegetated proving how a well-managed natural economy determine what mitigation may be delivered. shingle, mudflats and saltmarsh, grazing marsh underpins the social, cultural and economic This should then help to inform local site specific and saline lagoons and their associated flora prosperity of the region. management responses based on increased and fauna. Marine species are sensitive to monitoring of sensitive habitats. temperature rise with research documenting Cumbria has extensive peat bogs which lock species adapting by moving northwards, north away carbon. Work has already started on In the meantime a more flexible approach to easterly and to deeper waters. New marine the complicated process of restoration and land use and land management is required species are already arriving from southern re-wetting to prevent carbon loss, but more to connect protected areas and allow habitats seas. Over-wintering birds are also shifting in money and resource is needed to achieve real and species to migrate as temperatures rise. a north easterly direction. Cumbria's lakes will carbon reductions by 2015. Biodiversity enhancement needs to be factored experience disrupted stratification, become less into land management and development sites. clear and may be at risk from invasive species. Cumbria’s rich natural environment means The profile of climate change needs to be that many organisations work on enhancing raised within local biodiversity action plans. The environmental economy already generates the natural environment. While this is not Consideration needs to be given to increasing £2.6bn GVA within the regional economy directly aimed at responding to climate change tree and scrub cover primarily to lock up every year, and employs 109,000 people, the indirect effect of restoration work will be carbon but also to create new habitats and much of this in Cumbria. A high quality natural habitats that are in better condition and are habitat corridors. When positioned in the right environment also provides opportunities for more resilient to climate change. In addition place they can also deliver other benefits e.g. a higher quality of life for people living and local authorities now have a duty to 'have reducing soil erosion and flood mitigation. working in Cumbria. Climate change could regard' to biodiversity when carrying out their This will require advice to land owners and easily change all this. functions so that consideration of biodiversity their managers on soil erosion and flood becomes a natural and integral part of policy management options, grazing, and land use and decision-making. change occasionally from agriculture to non agriculture. A low carbon local agricultural system which helps biodiversity and delivers ecosystem services will be an essential part of the solution. 161
40 Cumbria Climate Change Strategy 41 Procurement 42 Force have defined Sustainable Procurement as: Procurement Sustainable defined have Force Government’sTaskProcurement Sustainable The areas. action priority as change climate and consumption and production sustainable identifies also policy National process. procurement the into embedded are issues equality sustainability,and diversity that ensure and council the to selling on guidance provide chains, supply local develop others, with procurement joint and procurement e- introduce excellence, of centres regional with co-operation increase to designed targets efficiency of number a out sets Government Local for Strategy Procurement National The actions at higher levels (Levels 4 and 5). and 4 (Levels levels higher at actions reaching wider and robust more to progressing and 1) (Level level basic a at beginning timescale given a over for aim can organisations that actions stepped of series a provides framework The this. facilitate to Framework) Flexible (The framework a includes Strategy Procurement Sustainable UK The pollution. and efficiency,waste resource reducing improving by environment the protecting while cost, and purpose for fitness of terms in organisation, the of needs the meets that way a in chains supply and contracts supply manage to need the of and decisions purchasing of impacts environmental the of aware employees and managers making means It lifetime. their over materials and products of impact social and environmental the minimising and identifying and produced are goods how at looking means therefore procurement Sustainable environment.” the to damage economy,minimising the while and society to also but organisation, the to only not benefits generating of terms in basis life whole a on money for value achieves that way a in utilities and works services, goods, for needs their meet organisations whereby process “a behaviour. anti-social and disorder crime, reduce further to done being is everything that confident live, they place the to difference a make and involved get to people more helping by inclusive more and safer,made be stronger will communities Our achieve. them help to opportunities training and learning excellent with provided be will Cumbria’sthey and future in play to part important Youngan have people communities. their in involved get to empowered be and life in start possible best the get will They opportunities. diverse and prospects bright see will people young and Children communities …
safe, strong and inclusive and strong safe, services we buy and goods the of content carbon the Reducing
that affect them. affect that decisions over control maximum have and independently live communities, their shape and influence Cumbria’sto population older community.empower the Weto to want make people older that contribution the recognise we county. particular the In of diversity cultural and economic social, the to make ages all of people that contribution the Wevalue will lives. fulfilling and healthy active, enjoy to people for place great a be will Cumbria need. greatest in neighbourhoods targeting by reduced be will county the across inequalities Health communities. their and lives their in decisions in more people involving to Wecommitted are needs. care social and health our whatever support quality high enjoy and lives healthier Welive will … well-being health and health
Cumbria Climate Change Strategy Change Climate Cumbria throughout life throughout 162
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ProcurementThe vision The Framework also includes consideration • Life Cycle Assessment (LCA) tools that assess The Cumbrian dimension of social and community impacts linked to the environmental impacts of a product, procurement, environmental impacts, equality process or service from initial design and The concept of tackling climate change through The CSP has over 50 member organisations, and social exclusion. Good practice therefore manufacture through purchase and use to procurement by focusing on the carbon content 7 of which have some joint purchasing requires an audit of both the positive and disposal. These impacts, good or bad, are and energy flows embodied in goods and
arrangements for commodity goods and Procurement negative impacts that purchasing goods and referred to as the "environmental footprint" services is less well developed. Cumbria’s services. Effective Procurement in Cumbria services can have on people and communities, of a product or service. LCA involves the geography dictates that significant ‘product (EPiC) is a direct response to national policy both locally and globally. collection and evaluation of quantitative miles’ are generated by importing goods and and is led and hosted by the County Council. data on the inputs and outputs of material, sending products to external markets. Local EPiC members include 5 district councils and Tackling climate change through procurement energy and waste flows associated with a produce is becoming a significant option the Lake District National Park. Current spend takes this process a step further and involves product over its entire life cycle so that the for organisations wishing to reduce carbon is around £1.15m on paper, office furniture, calculating the carbon footprint of goods environmental impacts can be determined. emissions. ICT consumables, water chillers and car hire. and services purchased and consumed by A LCA based approach can be used to An e-Procurement system has been set up to organisations. The carbon footprint is the determine the carbon content and global enable business to be carried out electronically amount of greenhouse gas emissions generated warming potential of goods and services. and work continues on helping local businesses by the production and consumption of products become part of the council’s supply chain. and services. Tackling climate change through • Output specification – this approach gives procurement means identifying and significantly both purchaser and potential suppliers Cumbria’s public sector buying power has the reducing the carbon emissions created in scope to identify sustainable, low carbon potential to stimulate and help sustain the local making and delivering products to people solutions. An organisation might be economy by encouraging local supply chains. and organisations and also ensuring that the looking for more vehicles whereas output For larger organisations with high levels of procurement process, particularly supply chains, specification might instead look to procure demand the challenge is to join lots of small can withstand the risks associated with climate a ‘transport solution’. This opens up the producers and businesses, which may be change. It also means discriminating against possibility of procuring a more sustainable unevenly distributed around the county, into a energy hungry appliances and procuring the transport mode. Carefully worded output steady and trusted supply chain for the wide most energy efficient equipment. A robust specifications challenge organisations range of products that are required. Currently sustainable procurement process will take to rethink procurement and source more the Centre for Regional Economic Development account of the need to combat climate change innovative and sustainable products and is conducting research on public sector spending through better purchasing decisions. Low carbon services than the standard choices currently and how it feeds into the Cumbrian economy. procurement is very much an integral part of offered by many suppliers. sustainable procurement. Sustainable procurement is being developed • Risk assessment approach – this method across Cumbria by EPiC using the Flexible Best practice in sustainable procurement is involves assessing which goods and services Framework. Cumbria is represented on the evolving quickly around these areas: carry the greatest potential risk or impact North West Centre of Excellence (NWCE) on the environment. It allows a targeted sustainable procurement programme. The • Value for Money (VFM) is defined as approach to be used to change products, NWCE (currently evolving into the Regional “the optimum combination of whole life cost services or suppliers. Incorporating risk Improvement and Efficiency Partnership for the and quality that meets the users need”. This assessments into procurement can help North West) programme will develop a best approach is not related to lowest price. identify and prioritise carbon reduction on practice approach to sustainable procurement areas of greatest spend thereby enabling across the region through a sustainable carbon savings to be made quickly. procurement strategy and policy. Organisations are expected to use the strategy to help develop their own policies and approach to sustainable procurement.
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44 Cumbria Climate Change Strategy 45 Likely impacts of a changing climate What is happening already? What more needs to be done locally? on procurement
This is difficult to assess. However it is clear In October 2007 a new two year contract to EPiC needs to gather pace and embed that distribution channels (road and rail) are supply all councils in Cumbria and the Lake sustainability into the procurement process. vulnerable to extreme weather events and District National Park with electricity from In addition there is an urgent need to identify Procurement therefore ‘just in time’ supply arrangements renewable sources was announced. the carbon content of the range of products may have to be revised to make provision for and services purchased by CSP organisations stockholding for some essential goods. Extreme Schools are now free to source their own food including those purchased by EPiC member weather events can also affect supply of produce and while some are choosing local suppliers organisations. National Indicator 185, and shortages can push up prices. Local supply many remain with corporate contracts which introduced in April 2008, challenges local shortages may in turn increase supplies air are also able to source local produce. There is authorities to reduce carbon emissions from freighted in from abroad, thereby compounding noticeable growth in farm shops and farmers their activities and reinforces the need for the issue. Agricultural produce is vulnerable to markets and supermarkets are introducing a procurement to contribute to carbon reduction. changes in climate and the traditional livestock limited range of local produce. Local research Targets will need to be set to progressively and crop mix may well alter locally, affecting is being carried out into alternative foods and reduce the carbon content of products and food supplies. biofuels. services purchased. These will reflect the life- cycle carbon emissions produced at each stage Many analysts think that oil supplies will ‘peak’ EPiC members are working jointly to identify of the supply chain from raw material sourcing possibly within the next 15-20 years with and develop strategic procurement priorities through manufacture to operation and disposal. consequent price rises. Inevitably product prices across Cumbria and on implementing the Areas of greatest spend and carbon emissions will increase sharply since the cost of energy National Sustainable Procurement Framework. should be targeted. used in manufacture and supply is reflected They are likely to follow guidance on this being in product pricing. This reinforces the need developed by the two northern regional Centres Scope exists for other CSP organisations to to reduce the carbon content of products and of Excellence in procurement. This will result in join EPiC thereby increasing leverage when services and to develop locally sourced supply phased improvement involving the integration negotiating contracts and when seeking chains. A switch from grain production to of sustainability into staff training, policy and innovation to reduce carbon emissions. This will biofuels is pushing up the price of animal feed contracts and will introduce a risk assessment provide an opportunity for the public sector to and other staples like flour and bread. These approach to working with suppliers and influence the private sector to follow suit and downsides also open up economic opportunities assessing sustainability impacts of spend. to encourage private sector suppliers to adopt locally for innovative products, livestock, crops, higher environmental standards including take bio-fuels, and other low carbon, low impact Changes to the EU procurement rules took back and recycling of redundant goods and products and services that do not rely on effect in 2006 and now allows environmental packaging for recycling. More needs to be done excessive road and air freight. criteria to be specified in contracts and the to reduce ‘product miles’ through a combination environmental competence of suppliers to be of local procurement and using the combined taken into account in procurement decisions. purchasing leverage of the EPiC to switch goods to rail freight. More also needs to be done on increasing the skills of staff in sustainable procurement generally and specifically in understanding how to reduce embodied carbon and energy flows associated with procurement.
Beyond the CSP, public awareness of the carbon content of goods and services needs to be raised along with initiatives in the community to promote the purchase of low carbon alternatives. This will complement work by some communities already on sourcing local produce.
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46 Cumbria Climate Change Strategy 47 Spatial planning
Spatial planning provides the development In particular, spatial planning has a key role framework that shapes and links the places to play in shaping society’s response to climate where people live, work and spend their leisure change and encouraging the development time. It is about ‘place-making’ that contributes of low carbon communities. Local Authorities to society’s wider objectives on quality of life by are expected to respond to and contribute to shaping our enhancing open spaces and the character of Government targets to reduce per capita CO2 the built environment, the countryside and the emissions. Current planning policy aims to wider natural environment, while supporting reduce carbon emissions and stabilise climate Spatial planning the economy on which we all depend. The change through the planning and development future ... Government’s Sustainable Communities Plan process. Reducing carbon emissions is therefore (2003) seeks to create sustainable mixed use a key priority for the planning system. This development that achieves these broad aims. policy direction needs to be fully reflected creating climate resilient in regional spatial strategies and by local authorities when they prepare their Local places and communities Development Frameworks.
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48 Cumbria Climate Change Strategy 49 The national timetable for the phased reduction One of the key challenges is to provide Regional and Cumbrian spatial planning policy What is happening already? of carbon associated with new housing sustainable transport connections within is also changing rapidly. The recently adopted development follows three steps: 25% reduction Cumbria and to the rest of the country to Cumbria and Lake District Joint Structure Plan National policy is evolving and as a result by 2010, 44% by 2013, culminating in facilitate regeneration and improve quality 2001-2016 has sustainability at the heart of planning guidance now takes account of zero carbon by 2016. These standards are of life. Spatial planning has a role to play in the plan and contains a sustainable vision climate change. National guidance exists included in the forthcoming regional spatial ensuring that new development is within easy for Cumbria. It takes a tiered approach to on how spatial strategies can enhance and strategy. Local development frameworks need reach of key services. How to deliver these sustainable development by encouraging make biodiversity more resilient, encourage to reflect these. National policy makes it clear quality of life goals in a way that reduces new development to locate in the Key Spatial planning the construction of sustainable buildings with that planning authorities are expected to help carbon and energy flows, and allows society to Service Centres, with a smaller scale of new phased progression towards zero carbon to achieve this national timetable for carbon adapt to climate change is currently one of the development in locally defined Local Service emissions from all types of new build. Other emissions reduction from domestic and non- most significant challenges facing society. Centres. Any new development in the open planning guidance has been revised to take domestic buildings. This is reinforced in the new countryside is an exception. In addition, the account of the increased Government emphasis regional spatial strategy. National guidance also In practice the planning system and building Joint Structure Plan (JSP) encourages sites to upon climate change, for example on renewable allows planning authorities to anticipate levels regulations need to increase both the energy be accessible by public transport, walking or energy and flood risk. of building sustainability in advance of those set efficiency and the proportion of renewable cycling, and requires new development to avoid out nationally. energy in new development, converted and sites at risk of flooding. The Home Energy Conservation Act introduced renovated buildings. Planning policies at targets to reduce carbon emissions and improve national, regional and local levels should ensure The JSP encourages high standards of design domestic energy efficiency of the existing The Cumbrian dimension that more homes and buildings are constructed and promotes energy efficiency and water housing stock by 30% by 2010. Part L of the using sustainable construction techniques, and efficient design and the use of recycled materials Buildings Regulations now contains higher Cumbria is a largely rural county with its recycled materials. Local planning decisions and renewable energy technology. It requires standards for energy efficiency and insulation. main settlements located around the central need to direct new development to areas of new development to avoid reductions in air The Code for Sustainable Homes introduced in mountain core of the Lake District. This creates lowest flood risk and to locations with good quality and in the quality of groundwater. It May 2008 sets stringent low carbon standards challenges in moving people and goods access to existing public transport links linked to ensures that new development makes efficient for new homes that progressively move to sustainably between rural settlements, into good networks of footpaths and cycleways. use of, and is within, infrastructure, community zero carbon emissions from new houses by urban areas and between urban areas. Sub- and service constraints, and minimises light 2016. These proposals also factor in electrical regional planning policy aims to use sustainable pollution and noise. This is further supported appliances and renewable micro-generation in development principles by siting the majority of Likely impact of climate change on by the emerging Cumbria Design Guide which addition to improvements in space and water new development in the main urban areas and spatial planning will seek more sustainable design of new heating and lighting. Similar requirements on key service centres, while trying to maintain the development and minimise car travel through energy efficiency in non-domestic development viability and vitality of smaller settlements and The increased risk of rising temperatures and reduced parking standards. are already included in the RSS. A consultation rural areas. extreme weather events and their impact on paper on how to achieve significant carbon society is beginning to shape planning policy. The draft North West Regional Spatial Strategy reduction in commercial buildings is expected This policy approach requires innovative These climate changes place new risks on (RSS) will replace the Joint Structure plan. It from Government shortly. In the meantime the thinking on the location of new housing to infrastructure, development and ecological makes it clear that plans and strategies must Buildings Research Establishment has introduced enable access to jobs, education, health services assets in vulnerable locations. Climate change is help reduce energy needs and improve energy a ‘BREAM Energy star’ to encourage design and other facilities using sustainable modes of therefore influencing policy change by guiding efficiency. Local authorities must develop policies innovation to deliver zero carbon commercial transport. It also requires appropriate levels of development to new areas and reducing the to require minimum energy efficiency standards, development by 2019. development throughout Cumbria to maintain range of locational options. promote the implementation of energy essential services and provide affordable conservation measures, and efficiency of design, housing. Spatial planning needs to respond to climate layout, location and use of materials and natural change by delivering sustainable patterns of resources in new buildings and refurbishment development that achieve high levels of energy schemes. efficiency, provide decentralised and renewable energy generation, and carbon emissions reduction from development while ensuring that future development and the wider environment is resilient to the impacts of climate change.
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50 Cumbria Climate Change Strategy 51 The RSS also directs local authorities to develop A Strategic Flood Risk Assessment has been Specifically scope exists to issue design Coastal erosion is an issue in Cumbria that renewable energy generation capacity to meet commissioned by the Cumbrian Planning guidance for developers to further reduce will need to be addressed and risk assessments targets set in the North West Sustainable Energy Authorities to guide development to areas emissions and ensure buildings remain made to determine where defences will be Strategy. The target requirement is for 10% by least likely to flood. Where development is comfortable and safe for people in extremes maintained and identify areas of managed 2010 of predicted energy demand, (rising to unavoidably located in high risk areas, policies of weather. Design guidance can also ensure retreat. This is turn will influence future 20% by 2020) in residential and non-residential will include the need for mitigation measures. adequate rainwater drainage and storage locational decisions. Current infrastructure developments to be met by renewable energy RSS policies also support the management of capacity. located in vulnerable areas needs to be production. The RSS recognises that these surface water and to facilitate natural drainage identified and adaptation measures agreed with Spatial planning proposals must be sensitive to nationally by requiring, sustainable drainage systems to Scope also exists through the ongoing transition utilities to increase the resilience of essential designated areas in Cumbria and it specifically be incorporated in new development. The draft from local development plans to the new Local infrastructure. This also applies to critical encourages small scale community and onsite Cumbria Minerals and Waste Development Development Frameworks to introduce policies infrastructure in flood risk zones. In parts of renewable energy projects. Framework is emerging and contains both on parking, density and mixed use as well as Cumbria opportunities may need to be found to mitigation and adaptation measures. cycling and pedestrian links. The requirement relocate development inland and make space The RSS is expected to be published in for travel plans for significant new developments for new habitats to replace lost habitats. September 2008. 4NW, the Regional Leaders already exists. Robust policy and guidance Forum, is conducting a partial review of some What more needs to be done locally? embedded in Core Strategies within LDFs will Climate change may affect local and regional aspects of RSS policy. This is expected to inform development control on delivering low demand for water and there will be a need give further recognition to the constraints that National and regional planning guidance are carbon development. This may require further to give a higher level of protection to water Cumbria’s landscape places on renewable setting clear direction on a phased and rapid training to ensure that higher standards being resources and give greater emphasis to water energy development and should take into carbon reduction from commercial and domestic written into policy are reflected in decisions efficiency, harvesting rainwater and recycling of account the Wind Energy SPD prepared for new build. Local planning policy within taken on planning applications, requirements wastewater in new developments. Biodiversity planning authorities in Cumbria. The SPD Cumbria needs to respond through the provision placed on the developer through planning will also be affected by climate change and it identifies broad locations and appropriate scale of robust planning policies on low carbon conditions and subsequent enforcement. will be important to ensure that development for wind energy development in Cumbria. energy generation, sustainable design and plan policies respond positively to protect construction, use of locally sourced materials, species and habitats at risk through long term At local level, most of the existing Local sustainable transport and travel planning, adaptation. Plans contain policies relating to sustainable flood risk, habitat and species protection and development, and encourage energy efficient appropriate siting for new development that design. More recently prepared Local Plans, minimises carbon emissions. such as the Copeland Borough Local Plan (2006) and the Deposit Carlisle Local Plan Planning therefore has a crucial role in (2006) contain sustainable development helping society reduce carbon emissions principles that complement the recently adopted and adapt to climate change and create JSP. These include specific policies encouraging low carbon, sustainable communities that energy efficient design and renewable energy. are taking advantage of the regeneration potential of environmental technologies. Simply District councils and the Lake District National incorporating sustainability principles into Park Authority are currently producing new the policy framework will not achieve this. Local Development Frameworks (LDFs), which Each authority requires a robust local policy will replace their Local Plans. LDF preparation framework, backed by an up to date evidence is at varying stages. The emerging pattern base, to take forward zero carbon development suggests that core strategies are likely to within tight timescales and maximize the contain draft policies on renewable energy potential of the natural and built environment developments and onsite generation. Other to adapt to climate change and generate proposals and policies will aim to locate renewable energy. development in areas with sustainable transport choices.
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52 Cumbria Climate Change Strategy 53 Transport
Rapid efficient transport systems are seen as an UK air transport emissions increased by 7% essential platform for economic regeneration. from 2004 to 2005. In 1990 domestic air travel, Transport networks also underpin mobility and international passenger departures from the UK Sustainable transport enable people to access jobs, education and and air freight produced 4.6 million tonnes of Transport other essential and optional services. carbon (Mtc). By 2000 this had increased to 10.5 Mtc and is forecast to increase to between investment ... However CO2 is the main greenhouse gas by 15.7 and 29.1 Mtc by 2050. Injecting CO2 into volume and a principal cause of climate change. the atmosphere increases the destructive power improving access, In 2005 UK road traffic produced 120 million of aircraft carbon emissions by a factor of 2.5. tonnes of CO2 (22% of all UK CO2 emissions). This suggests that aircraft carbon emissions moving goods and reducing Catalytic converters have also increased nitrous will rise to between 47.1 Mtc and 87.3 Mtc oxide (NOx) emissions. NOx is nearly 300 equivalent by 2050. This does not sit well with times more powerful than CO2 and is the third the Government’s policy aim of a 60% reduction GHG emissions largest contributing gas to global warming. in carbon emissions from all sources by 2050. Road transport produced 13% of all UK NOx emissions in 2005.
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54 Cumbria Climate Change Strategy 55 The Cumbrian dimension Likely impacts of a changing climate Key measures include local highway Some sustainable transport options like electric on local transport improvements to support regeneration in trams and bus rapid transit systems are better Cumbria’s geographic location in the UK and Carlisle, Barrow and West Cumbria. As well suited to large metropolitan areas and are Europe, its sparse population, its topography, Cumbria’s coastal road and rail networks as highway infrastructure improvements there therefore unlikely to be developed in Cumbria Transport protected landscapes and the dispersed are vulnerable to rising sea levels and storm are a number of programmes within the due to investment costs and relatively low peripheral location of towns and settlements surges with consequent erosion and flooding. county that aim to improve physical access population densities. There are however a means that innovative sustainable transport The increase in intensity and frequency of and facilities for passengers at railway stations number of sustainable transport options that are solutions are required to persuade residents and extreme weather events is likely to require and develop new cycle routes and new public practical and deliverable in Cumbria. visitors to use motor cars less frequently. greater budgetary provision to maintain transport interchanges in West Cumbria. Other transport infrastructure in a safe condition. programmes will introduce mobility plans for More needs to be done to improve footpaths Cumbria is distant from regional, national and Rising temperatures may require road sanding/ town centres to improve access on foot, by and segregate cycleways from other traffic, to European markets. This isolation is greater in salting to stop road surfaces from melting with wheelchair or scooter, deploy more low floor provide better information on routes as part the west of the County and this perception of consequent increased run off and pollution of buses and extend demand responsive transport of a wider campaign to change attitudes and poor access inhibits inward investment. Road water resources and damage to wildlife. Both schemes like Rural Wheels and City Wheels. travel behaviour and to reduce reliance on cars and rail connections to M6 motorway and the road and rail transport could be interrupted Accessibility planning is being taken forward through accessibility planning. More also needs West Coast Mainline from Furness and West by landslide and landslip caused by increased with partners to improve access to jobs, to be done to increase the numbers of active Cumbria remain inadequate. Air travel to and rainfall. education, shops and services by locating these workplace and school travel plans coupled with from Cumbria is being promoted to overcome services within or close to areas of population incentives/disincentives to encourage people to this at a time when the impacts of air travel As travel for holidays abroad increases in cost, to minimise the need for journeys by car and switch from car use to other, more sustainable on climate change are coming under closer UK destinations could become more popular if increase public transport use. forms of transport. Scope exists to promote scrutiny. Improved access is also required to the people decide to holiday closer to home. The internet based ‘liftshare’ schemes by large County’s seaports to exploit the facilities they capacity of the local transport infrastructure is The LTP’s approach to climate change is to employers and the Local Transport Authority. offer for alternative freight transport, particularly inadequate to cope with this growth in visits. reduce the need to travel by car and encourage More needs to be done to expand the public unitised cargos and to attract cruise liners. Rising temperatures and drier summers are people to use public transport, cycling and transport network and make the passenger forecast to attract more foreign visitors who walking as alternatives. Accessibility planning experience more attractive combined with a The population of Cumbria is comparatively low will choose to holiday here to escape punitive reinforces this. policy shift to influence decisions on how trips but conversely the per capita carbon footprint summer temperatures abroad. CO2 emissions are made. Other sustainable transport options of residents is relatively high. Cumbrians are will continue to increase if tourists cannot arrive suited to Cumbria include public transport smart each responsible for 2.97 tonnes of carbon easily by train or coach and move around by What more needs to be done locally? cards, home and tele-working, home shopping dioxide emissions annually from road transport public transport or under their own steam. deliveries, car-clubs and encouraging greater compared to a national average of 1.9 tonnes Without significant change, congestion and Efficient sustainable transport is needed to use of existing public transport services through per person per annum. Geography dictates localised pollution is likely to increase, with improve access to jobs, education, goods and better information provision and reliability. longer journeys, a high proportion of which are potentially negative impacts on the tourism services, to facilitate economic regeneration, by car as bus services outside the larger urban industry. improve public health and safety, tackle climate ‘Routes to a Prosperous Cumbria’ sets out areas generally require a subsidy to maintain change and improve the urban environment Cumbria’s future transport investment needs and the service. As a result rural bus services are and public realm. Enabling personal mobility identifies a number of priority objectives. These limited. Local rail services are only able to serve What is happening already? and the movement of goods within Cumbria in include improved road and rail links between a limited proportion of the population, largely a way that reduces vehicle movements is central the West Coast and the M6 and West Coast around the periphery of the county. This lack The current Local Transport Plan (LTP) 2006/12 to tackling climate change and meeting social Main Line; obtaining national investment to of public transport combined with Cumbria’s focuses on developing transport infrastructure and economic aspirations. The comparatively upgrade and secure the future of the Cumbrian rurality and high fuel costs is causing social to support the local economy and improve high costs of public transport makes it difficult to Coast Rail Line; enhanced rail passenger hardship. Car ownership and usage are high, accessibility to jobs, education and other encourage drivers to reduce car use. services along the West Coast Main Line; and being the preferred and most practical option services. Maintaining the existing road network, improved access to Cumbria with improved links to access work, essential services and make reducing the need to travel, helping people from Cumbria to the North-East and the South. leisure trips. Factor in tourism visits by car and arrive safely and reducing the environmental all of this increases Cumbria’s carbon footprint. impact of travel are all fundamental elements of Increased world demand for petroleum is the strategy. contributing to higher fuel costs. Coupled with relatively large distances from customers and suppliers, the competitiveness and viability of many local businesses reliant on road transport is significantly reduced. 169
56 Cumbria Climate Change Strategy 57 Other priority objectives for transport investment The development of Carlisle Airport and Investment is required for the Cumbrian Parking strategies will play an important role involve improving land access to ports for freight investment in air travel in Cumbria has political Coastline, Tyne Valley and the Carlisle to in reducing car dependence for travel into and better public transport options for visiting support and is regarded as essential for the Settle rail lines to improve rolling stock, reduce urban areas. Parking provision linked to high tourists disembarking for short stays from cruise long term growth of the County’s economy. The journey times, improve stations and run more quality bus services offer (particularly in Carlisle Transport liners; securing sufficient funds to maintain the science is however clear. Increased air travel trains. Investment is also required to improve and Kendal) a useful approach for outlying existing highway network; reducing congestion means increased carbon emissions. The need capacity between Windermere and Kendal. settlements, commuting, long stay tourism in urban and tourist areas and greater use to reduce carbon dioxide emissions across More needs to be done within the Lake movement and week-end shopping. Increasing of public transport, walking and cycling. Two Cumbria, initially by 210,000 tonnes each year, District to bring about a shift from car use for the supply of long stay town and city centre particular priorities namely the Bridge across suggests that the increased emissions from the access and movement within the Park and to car parking may well serve to undermine other Morecambe Bay and associated major road airport should be offset by further reducing encourage cycling and walking. The National improvements to bus services, the local economy construction and the proposed expansion of carbon emissions from other parts of the Park Authority has commissioned a Sustainable and local environmental quality. However Carlisle Airport remain controversial because Cumbrian transport network. Transport Strategy that will focus on transport scope exists to use surplus income from parking they will generate greenhouse gas emissions problems and innovative solutions. The outcomes charges and parking fines to fund public although it is recognised that the Bridge design If the airport development goes ahead it will are unlikely to be implemented in the near future transport services. will incorporate some form of tidal energy. need to do so in a way that minimises carbon but when they are, the Local Transport Plan will emissions. This means access by public transport provide the policy context within which this can Other options include the use of new fuel and both airlines and the airport itself operating take place. efficient and gas powered vehicles by the public on a low carbon basis, utilising sustainable and private sectors and the introduction of car design and construction, fuel efficient engines Existing national cycle routes link many sharing clubs for rural settlements without public and lower carbon fuels. Cumbrian towns and are suitable for everyday transport. trips. Work is being carried out to improve cycle routes in towns providing better connection with the countryside. In addition to this, mobility plans are being developed in key service centres with walking routes to improve local access to jobs, goods and services. Improvements to existing rights of way and new links to form linear and circular routes along with new strategic cycle routes have considerable potential to improve sustainable movement and contribute to the tourist economy. The long term aim should be to encourage 40% of local trips by foot or by bicycle with a further 40% by a combination of public transport and walking. This would allow 20% of local journeys to be made by car reflecting the absence of public transport services outside the main towns.
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58 Cumbria Climate Change Strategy 59 Waste
Around 272 million tonnes of waste is produced Waste policy focuses largely on household Working together ... in Britain each year. Household waste represents waste though new initiatives are beginning
9% of the total, commercial and industrial waste to focus on priority waste streams that have Waste 24%, construction and demolition waste 32%, potential to reduce GHG emissions. All waste investing resources ... mining and quarry waste 30%, agriculture 1% streams are responsible for flows of carbon and and other waste 6%. Waste can contribute to GHGs into the atmosphere either from direct changing culture ... climate change. Household waste, in particular, releases, as waste is processed, from landfill or contains organic matter which breaks down from fuel and energy used as waste is processed readily to release carbon dioxide (when air is or transported. Research indicates that there is present) and methane (when air is excluded, significant potential to reduce GHG emissions reducing carbon usually by water) from landfill sites. As a and energy use by a combination of resource greenhouse gas, methane is around 23 times and energy recovery. Energy from waste is more powerful than carbon dioxide. Landfill thought to have the potential to meet around gas methane represents about 3% of all UK 2% of the UK’s energy demand and along with greenhouse gas (GHG) emissions. resource recovery can save GHG emissions being generated elsewhere in the economy.
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60 Cumbria Climate Change Strategy 61 The Cumbrian dimension Likely impact of climate change Cumbria’s Waste Prevention Action Plan 2007- Few targets have emerged other than the on waste? 2012 and the Minerals and Waste Development national waste strategy targets to halve
In Cumbria the dispersed location of settlements Framework (MWDF) 2007-2018 are both being construction and demolition waste from Waste means that collecting and transporting waste for Technically waste storage is not vulnerable to developed to meet and reflect the objectives of 227,741 tonnes (2004 baseline) by 2012 and both recycling and disposal to landfill generates extreme weather events or rising temperatures the Government’s National Waste Strategy. Both to reduce industrial and commercial waste excessive transport GHG emissions. At current other than possible flooding of old landfill sites. plans by focusing on minimisation, recovery and by 20% from the 2004 baseline. Additional disposal rates, Cumbria’s remaining landfill sites Floodwater might displace and exclude air recycling will help remove carbon and energy regional targets exist to recycle 35% of are expected to reach capacity within 20 years. and therefore increase methane production. flows across all waste sectors. commercial and industrial waste and to recover Collection services may be more vulnerable. value from 70% of commercial and industrial These are located in the West and North of Other possible impacts might include changes in The Waste Prevention Strategy has set a waste by 2020. Cumbria. Waste from South Cumbria is sent by agricultural wastes as new crops are introduced number of targets to reduce waste generated road to landfill in Lancashire generating more and an added emphasis on prompt collection in Cumbrian households by 5% (35kg/person) The Environment Agency has developed a life GHG emissions. The amount of waste generated and treatment of household kitchen and food by 2012; divert 5 -10% of materials from waste cycle analysis tool called Waste and Resources in Cumbria reflects the year round influx of industry wastes as temperatures increase. The streams to re-use by 2012; and to recycle and Assessment Tool for the Environment (WRATE) some 15m visitors. relationship is really an inverse one. It is the compost 50% of household waste by 2011. which provides options for municipal waste way that waste is produced and managed that The Strategy sets out how these targets will be management. Household waste represented 86% of the affects climate change. achieved and makes an explicit commitment to 345,697 tonnes of municipal waste collected supporting community based recycling. in 2006/07. Overall 35% of household waste What more needs to be done locally? was recycled and composted during 2006/07 What is happening already? In addition, under the Landfill Allowance Trading although significant disparities still exist between Scheme, the amount of biodegradable waste The Resource Cumbria Partnership has clear districts. The Cumbria Resource Partnership has Resource Cumbria is the local public sector that can be sent to landfill is set at 110,331 plans for improving waste collection, treatment reported a reduction in waste arisings from partnership driving forward municipal waste tonnes by 2010, reducing progressively to and management that will reduce GHG 635kg per person in 2005/6 down to 593kg reduction and recycling. The Partnership runs 73,488 tonnes by 2013 and 35,282 tonnes by emissions from municipal waste. The Partnership in 2006/7. It predicts that this will fall to 530kg a number of initiatives to: increase home and 2020. The growth in municipal waste is to be is already setting its own ‘stretch’ targets that in 2007/08. With recycling and composting community composting rates and reduce food contained and reversed by 1% per annum over exceed national ambitions and go beyond rates now around 40%, the Partnership has set waste; reduce household waste and expand the 3 years to 2010. those agreed at regional level. Extending its a target of recycling 50% of household waste kerbside recycling; involve the public in a range existing communication and public engagement by 2011. This would exceed national targets. A of practical projects to reduce waste; improve The emerging MWDF is responding to programme will be necessary to increase municipal waste reduction target of 1% has also the network of recycling facilities around the national and regional policy on climate public commitment and participation in waste been set for 2008/9 and 2009/10. county and expand the range of materials that change by including local policies to minimisation. can be recycled; run a marketing campaign reduce GHG emissions and to encourage In 2004/05 541,944 tonnes of commercial and a series of events to engage and inform adaptation measures to deal with unavoidable Demolition and construction wastes are and industrial waste was generated of which the public coupled with a sustained education consequences. These relate to landfill gas responding to market forces. The escalating 54% was landfilled. A further 315,876 tonnes programme. In addition the feasibility of a collection and electricity generation; on site cost of landfill is leading to greater recovery of inert construction and demolition waste was resource recovery park is being examined. provision for biodegradable waste diversion and recycling of these wastes. In addition recorded in Cumbria in 2004/05 of which 72% from landfill and the recovery of value from Government is considering a target of halving was landfilled. 24,811 tonnes of hazardous Considerable effort has gone into the selection waste including construction and demolition amount of construction waste sent to landfill by waste was dealt with in 2004/05 of which 15% of a preferred private sector partner to help wastes; the protection and regeneration of peat 2012. This will require the provision of new went to landfill. Up to date commercial and provide and operate waste management bogs; and woodland planting to trap carbon waste management and recovery sites which is industrial waste figures are difficult to obtain facilities that will divert waste from landfill, meet as part of reclamation schemes. Other policies already being reflected in the range of policies and are based on periodic surveys. waste reduction and recycling targets and avoid being developed will promote energy recovery contained in the draft MWDF. financial penalties associated with landfill. from waste; require a proportion of renewable energy generation in new waste developments; Except for Thackwood where 80% of material is and encourage increased energy efficiency recycled, all active landfill sites in Cumbria have in all operations including transport thereby landfill gas utilization schemes. The Environment reducing ‘waste miles’. Agency is investigating opportunities to tap methane emissions from Cumbria’s older landfill sites.
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62 Cumbria Climate Change Strategy 63 Commercial waste represents about 11% of all The eco-deco plant is also being planned Waste processing provides an enormous wastes. Currently it is collected and managed to accept all residual ‘black bag’ household opportunity for economic regeneration and
in various ways. Essentially commercial waste is waste, including food waste. This means that job opportunities, whilst positive initiatives Waste left to market forces and the market determines a separate collection of food waste from on commercial waste reduction can make the proportion recovered, recycled and sent households will be unnecessary. our businesses more competitive by lowering to landfill. The private sector provides some overheads. Advice for businesses through recycling services, mostly to large producers of The amount of waste generated by tourists organisations like Cumbria Business Environment waste, while the bulk of commercial waste goes needs to be tackled. Currently this is either Network should be enhanced and supported to landfill. To date, only one local collection treated as household waste (in the case of small by new commercial waste recycling initiatives. authority in Cumbria offloads commercial waste B&Bs) or commercial waste. A report carried out Efforts to reduce the harmful emissions produced services to the private sector to gain headroom by ENTEC in 2008 estimated that approximately by the transportation of waste need to be with LATS allowances. Others still collect 22,000 tonnes of waste was being generated supported through the establishment of more commercial waste. as a result of tourism in Cumbria in 2006/7. locally based reuse and recycling schemes. This issue will require support for innovative Community based recycling schemes provide A total of 23,681 tonnes of commercial waste partnership work, promotion, education and the additional sources of employment as well as was collected by local authorities in Cumbria in provision of recycling facilities across a range recovery and recycling services and scope exists 2006/7 (thereby falling ‘within its control’) and of tourist facilities – including hotels, campsites, to expand this sector. sent to landfill. Diverting a higher proportion of visitor centres and other tourism hubs. A strong, commercial waste from landfill would require clear and positive message needs to be given local authorities to intervene and would require to tourists that valued environments need to be new commercial waste collection services being valued by visitors, not just residents. introduced where they had previously been withdrawn. Such a move would also require All CSP member organisations will need to lead investment and expansion of existing services by example in tackling waste internally (through to compete with the private sector and deliver policy and in the reuse/reallocation of office sustainable solutions. furniture, for example) and by communicating both internally and externally the measures that Currently a multi-processing ‘eco-deco’ waste have been taken and the reductions achieved. plant is being planned by the waste disposal authority which will have capacity to take approximately 30,000 tonnes of commercial waste, effectively diverting it from landfill. However demand for recycling services continues to rise from the many small Cumbrian companies and businesses that currently pay for their waste to be taken to landfill. Demand will further increase as the tax for landfilling commercial waste is scheduled to rise by £8 a tonne per annum from April 2008. Market forces are likely to drive the provision of more recycling services, but ‘pump priming’ and facilitating links between the small and medium sized businesses and recycling companies demands attention.
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64 Cumbria Climate Change Strategy 65 Water
Climate change is driving changes in the Demand for water in our homes, gardens, water cycle. The latest modelling indicates the green spaces and for agricultural use is likely
likelihood of wetter winters and drier summers to increase as temperatures rise. Reservoir Water Ensuring accompanied by higher temperatures all year and aquifer recharge rates will become less round. More storms and extreme weather predictable and more frequent periods of events are also expected and these are likely drought can be expected. Managing and sufficient water for to become more frequent and dangerous. In meeting demand during prolonged periods addition, sea level rise is expected as a result of of drought will become more challenging and increased temperatures, thermal expansion of may involve restricting supply to consumers. people, industry and the oceans and melting of polar ice. A warmer, drier summer climate may increase tourist numbers which will further exacerbate the the natural environment More flooding from rivers and the sea is effects of drought. predicted. The risk of flash flooding from intense localised rainfall will increase, even in summer. This type of flash flooding is less predictable than river or coastal flooding and can take communities by surprise, posing a threat to life as well as property. The impacts of flash flooding can be varied and long lasting, in particular the effect it can have on people’s mental health.
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66 Cumbria Climate Change Strategy 67 Reduced river flows and higher temperatures Cumbria supplies drinking water to North West Likely impacts of a changing climate What is happening already? will affect wildlife in wetlands, rivers and lakes. England from nationally protected, important on water
Less water in the environment may also affect and sensitive habitats, including Ullswater, The Environment Agency is producing catchment Water recreational users. Treating drinking water Windermere, Haweswater and Thirlmere Rising temperatures, reduced snowfall and flood risk management plans. These put flood to safe standards may become more difficult reservoirs. Conflict may arise between the need changes to precipitation will affect water risk into context and allow everyone to plan for as increased rainfall over short periods can to maintain water in the environment to sustain quality and quantity requiring utility companies the implications. The percentage of Cumbria increase bacteria numbers in surface water species and habitats and the need to meet to incorporate climate change into forward covered by catchment flood risk management while increased water temperature can increase demand for drinking water. planning and investment programmes. plans will rise from 20% in 2007/08 to 90% algal blooms in reservoirs and lakes. Both by 2009/10. National planning guidance effects decrease the efficiency of chemical In Cumbria many rural communities and In Europe, over the last century, river and lake (Planning Policy Statement 25) seeks to direct removal of microbes from drinking water. individual households and farms depend on temperatures have risen between 1° and 3°C. development away from areas where the risk springs and/or boreholes for drinking water Rising water temperatures are likely to lead to from flooding is high to areas at lower risk, Prolonged low river levels will increase pollution supplies. The security and quality of these reduced oxygen levels, changes to ecosystems where the risk can be managed. Local Planning since the volume of water to dilute and disperse supplies will be put under pressure by climate and the distribution of aquatic species with Authorities are producing Strategic Flood effluent discharges is not there. If this coincides change and may pose increased risks to health. probable extinctions. Increased levels of bacteria Risk Assessments which they will use to guide with high temperatures the stress on wildlife will Arctic relic fish species of Vendace, Arctic Charr and pathogens can be expected and these will development in their areas. be further increased. and Shelly may perish as water temperatures require higher levels of treatment of drinking rise. The tendency for warmer drier summers to water sources. Climate change is likely to reduce The Environment Agency is directing its flood dry out and accelerate the release of CO2 from mixing within lakes and reinforce thermal defence programme to areas where the risk is The Cumbrian dimension peatlands may not happen in Cumbria because stratification and contribute to the earlier highest and is also increasing the number of of higher winter precipitation. appearance of algal blooms. households registered with the Agency’s flood Increased frequency of flooding from rivers warning service from 4800 in 2006/07 to and the sea will threaten many communities Freshwater and wetlands systems in Cumbria Lower flow rates and lower water levels and 6000 by 2009/10. in Cumbria. Many Cumbrian rivers are will be vulnerable to climate change but the droughts will affect agriculture, forestry, classed as ‘flashy’ since they respond quickly precise outcomes are difficult to predict. River wetlands and hydro-electric electricity Drought and water resource planning is carried to high amounts of rainfall. This reduces the flows may increase in winter and spring generation and may also interrupt electricity out in the North West, including Cumbria, by time available to give flood warnings and increasing the risk of flooding, erosion and generation by reducing the availability of the Environment Agency and United Utilities, increases the risk to communities from flooding. clogging of gravel spawning sites. Water water for cooling towers. Research suggests a the water supply company. This includes water Quantifying this increased risk is difficult and temperature rise will follow atmospheric 20% increase in agricultural irrigation across from Cumbria that is used to supply other areas requires the Environment Agency to build in temperature rise but will be lower. Evaporation England by 2020 with household demand for of the region. Water companies are required contingency capacity into new flood defence will occur but at lower rates than in southern water up by between 2% to 5% over next 20-30 to prepare, consult and publish 25 year water schemes to take account of climate change areas of the country. Discolouration of lakes is years. Recreational water use is also likely to resource management plans. These are reviewed scenarios. likely. Historically combined sewer overflows increase with golf courses and swimming pools yearly. All water companies had to submit their have been prone to flooding during intense increasing demand. Freshwater fisheries will draft plans to Government by March 2008. The In Cumbria climate change scenarios suggest episodes of rainfall leading to foul flooding be affected with coarse fish expected to fare plans are expected to respond to climate change that summer rainfall will reduce by as much as of property but considerable investment has better than salmon and trout. Lower water flows scenarios and ensure adequate water supply is 15% in Cumbria by 2020s. Winter rainfall is reduced the risk. mean less dilution and dispersion of pollutants maintained. expected to increase by an equal amount over affecting drinking water quality and recreational the same period and accelerate towards a 30% Cumbria has the potential to provide more activities linked to water. Saline intrusion into On a local level the Environment Agency has increase as the century progresses. Snowfall in energy from hydropower. Applications for coastal aquifers is likely to increase with sea prepared Catchment Abstraction Management Cumbria is predicted to decrease by 10% by schemes may require permission from the level rise. Plans (CAMs) for all catchments in Cumbria. 2020s falling by a further 35%, possibly 55% Environment Agency and also planning These plans look at the current level of water from current levels by 2050s. permission. Reaching decisions on this type abstraction and whether this is sustainable in of application will involve balancing the the long run, bearing in mind the needs of environmental benefits from renewable energy wildlife and other water users. Some catchments against possible environmental impacts on still have water available whereas others have ecological or flood risk interests. reached the point where no further abstraction will be permitted.
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68 Cumbria Climate Change Strategy 69 What more needs to be done locally? Effective planning for droughts needs to be carried out so that action can readily be
The risk of flooding can be reduced by ensuring taken to minimise the impact on people and Water adequate flood defences are in place and by the environment. Part of this process will ensuring that future development is directed involve campaigns to minimise water use by away from areas at risk from flooding and is households. This leaves more water in the not located in areas that would increase flood environment for wildlife and people to enjoy. risk to others. Urban development needs to New development should incorporate water incorporate sustainable drainage systems to saving devices with retro-fitting of existing help prevent flooding. Additional mechanisms housing stock carried out wherever possible. also need to be in place to minimise the impact Commercial and industrial users should be of floods by ensuring that adequate flood encouraged to adopt water saving measures. warnings are given in time and that effective The water company will need to look carefully emergency plans kick in to help people when at water supply and demand scenarios and they are flooded. plan accordingly. In addition treatment facilities may need to be upgraded to deal with potential Current approaches to managing water changes in raw water quality. resources need to factor in climate change. The key aim remains that of providing society There will also need to be a cultural shift and the economy with adequate water supplies towards placing a higher value on water so that without increasing the vulnerability of freshwater people use less of it. Society generally needs resources and wetlands. to realise that water is a precious commodity and accept that supply cannot be endlessly Rivers need to be reconnected to their flood increased to meet demand. The aim must be to plains so that they act as natural flood defences. minimise waste in the distribution network and This means ensuring rivers have adequate to minimise consumption and wastage at the natural flood plains and may mean allocating point of use. land within the development plan for water storage to alleviate flooding. It also means The Environment Agency supports greater managing the whole catchment to ensure rainfall uptake of household water metering and is is held within the catchment rather than being promoting this as a long term aim. Pumping encouraged to run off into the river as rapidly water around the distribution network uses as possible. large amounts of energy mainly derived from fossil fuels. Reducing water use not only retains more water in the natural environment but also reduces carbon emissions.
Pumping sewage to treatment works also uses large amounts of energy. It therefore makes sense to keep clean rain run-off out of the sewer network by using separate systems. Rainfall run-off needs to be managed so that it drains slowly into watercourses and does not increase flood risk. This can be achieved by designing sustainable urban drainage systems into new development and encouraging other measures in existing development like water butts and green roofs.
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70 Cumbria Climate Change Strategy 71 CUMBRIA CLIMATE CHANGE STRATEGY ACTION PLANS
CSP Priority Outcome: Maximise Cumbria’s contribution to limiting climate change 15 .12.08
NI 186 per capita reduction in CO2 emissions in Cumbria (from 10.4 tonnes per capita to indicative target of 8 tonnes CO2) NI 185 C02 reduction from local authority operations (aspirational target of 25% agreed for Cumbria Quad) NI 188 Planning to adapt to climate change NI 194 % reduction in NOx and primary PM10 emissions through local authority’s estate and operations Leadership, Targets Communication Supporting Actions Implementation Monitoring Near & Engagement and Resources 09/10 10/11 and Reporting Horizon Objectives Targets
LCEO 1. To Commit to action on climate change Leaders, Chairs and All CSP organisations CSP Environment & demonstrate clear mitigation and adaptation by signing Chief Executives of to sign the Cumbria Heritage Thematic Ongoing leadership in the Cumbria Climate Change CSP organisations. Climate Change Partnership to taking action on Commitment. Commitment on monitor and report
climate change 23.3.09. progress made by Allocate responsibility for developing Within existing individual member and reporting progress on action on Ongoing resources. organisations to climate change to a member of the CSP Executive corporate management team. Board.
Publicise commitment and begin work on drawing up individual corporate
organisational policy response and
action plan, including targets on carbon reduction, energy efficiency
and on assessing risks and developing
adaptation strategies. Initiate a process of corporate social All CSP organisations Ongoing responsibility reporting that monitors to include Corporate reporting of and reports on how the organisation social responsibility climate change tackles social and environmental report as part of their in annual issues, including climate change. organisation’s annual reports. report by 31.3.10
Ensure that climate change and the By 31.3.10 organisational policy response are included in both induction and 177 ongoing staff training programmes.
LCEO 2. To raise Develop and initiate a programme of All local authorities to Ongoing Review CSP Environment & awareness of risks public engagement that focuses on lead along with LDNPA communication Heritage Thematic presented to and directs citizens to readily available and ESTAC. ESTAC targets on initiatives and Partnership to society by climate and affordable solutions to carbon carbon reduction in public response monitor and report change and reduction. LSP’s to provide homes and transport by 1.6.10 and progress to CSP stimulate a shift additional support use to be developed. revise Executive Board. towards low Explore options presented by locality through the programme carbon lifestyles. working to provide public access to community strategy accordingly. support on climate change mitigation process. at shared council offices. NWDA funding of Anchor Cumbrian campaign into the £50,000 NWDA funding of national and regional ‘Act on CO2’ £50,000 campaigns. Additional, match funding to be sourced Additional, match from CSP funding to be sourced organisations. from CSP organisations.
Agree a consistent communications programme / approach by 1.9.09
Begin delivery of public engagement campaign by 31.3.10
178 LCEO 3. To ensure Encourage participation in regional All CSP organisations, Ensure that by 1.4.09 Ongoing. CSP Environment & that Cumbria training events on climate change, NWDA, 4NW that all CSP Heritage Thematic effectively particularly the training delivered organisations aware of Partnership to harnesses regional through 4NW’s Climate Change Local Financed by NWDA the CLASP training monitor and report support and Authority Support Programme’ and 4NW programme schedule progress made by accesses regional (CLASP) from 4NW for 2009-11 individual member funding for organisations to climate change Secure Cumbria’s share of regional Ensure all CSP CSP Executive activity in Cumbria financial support for climate change Cumbria Vision to lead organisations aware of Board. activity in partnership with regional climate NWDA, Cumbria change funding by Ongoing. County Council and 1.6.09 and are alert to CSP organisations specific bidding opportunities
LCEO 5. To enable Produce and promote a guide to Cumbria Tourism to Guide developed and Ongoing 2012+ CSP Environment & all those enjoying organising recreational and cultural lead with support from agreed by 1.9.09 Heritage Thematic recreation and events in Cumbria that enables all CSP organisations, All major Partnership to culture in Cumbria organisers to minimise the carbon NWDA, Cumbria Vision Engagement and events in monitor and report to play their part footprint of those involved. publicity with Cumbria to to CSP Executive in tackling climate £5,000 identified for stakeholders be low Board. change assessment, publicity completed by 31.3.10 carbon/zero and engagement with carbon, stakeholders with local carbon offset schemes introduced in support.
LCEO 6. To develop Request the Education 21 Group to Cumbria Education 21 Action plan for a A further 20 Children and Young mechanisms to raise the profile of climate change in Group to lead with coordinated approach schools to have People Thematic support Cumbria’s Cumbrian schools and to co-ordinate Cumbria county council agreed by 1.9.09 received support Partnership to young people to and channel support to schools using and CSP partners on climate monitor and report voice their the Government’s sustainable schools providing support. At least 20 schools change by progress to CSP opinions and initiative. receiving support and 31.3.11 Executive Board.
179 develop their own implementing Second annual Children and Young actions to tackle Provide an annual event for schools programmes on Youth Climate People Thematic climate change and young people to share ideas and climate change from Approx £15k needed. Change event Partnership to aspirations on climate change and to by 31.3.10 Private sponsors likely held by 31.3.11 monitor and report feed their opinion back to the CSP to to be attracted to this. and report fed progress to CSP help shape future policy. Annual Youth Climate back to CSP and Executive Board. Change event held by Climate Change 31.3.10 and report fed Task Group back to CSP and Climate Change Task Group
CSP Priority Outcome: Maximise Cumbria’s contribution to limiting climate change 12.12.08
NI 186 per capita reduction in CO2 emissions in Cumbria (from 10.4 tonnes per capita to indicative target of 8 tonnes CO2) NI 185 C02 reduction from local authority operations (aspirational target of 25% agreed for Cumbria Quad) NI 194 % reduction in NOx and primary PM10 emissions through local authority’s estate and operations Targets and Origin of Target Energy Implementation Near Horizon Objectives Supporting Actions and resources 09/10 10/11 Targets Monitoring and Reporting EO 1. To reduce Set up invest to save internal energy All CSP member Energy profile Energy All CSP members CSP Environment carbon dioxide efficiency fund based on 10% of organisations and carbon demand and to have fully & Heritage emissions by organisational energy costs. emissions CO emissions achieved a Thematic May require additional 2 reducing the baseline to be reduced reduction in Partnership to Initiate energy efficiency programmes funding to be found demand for energy, established by by minimum of energy use and monitor and within estates and premises to reduce through budgeting improving energy 1.9.09 15% on 2007 emissions by report progress energy demand. processes efficiency and baseline by 25% by 2012 made by 5% carbon and transferring to a Establish carbon emissions baseline for SALIX funding can be 31.3.11 individual financial savings ‘green energy’ 2007. accessed if match member from 2007 supplier. funding is available. organisations to baseline by Join Carbon Trust’s carbon management CSP Executive 31.3.10 programme Board. Minimal resource Contracts with Procure 100% green tariff electricity implications providers signed Ongoing supplies. by 31.3.10
180 EO 2. To substitute Assess the suitability of estate and All CSP member Assessment of Installation of Minimum 5% of CSP Environment utility company premises for the installation of small scale organisations capacity, cost renewable energy demand & Heritage energy supplies with renewable energy, including biomass. and payback for energy met by onsite Thematic Resourced by on site generation. renewable systems begins renewables by Partnership to Install micro-generation capacity within matching funding from energy systems 1.4.10. 2015 monitor and estate. energy budgets with completed by report progress the Low Carbon 31.3.10 along Minimum 2.5% made by Buildings Programme with planned of energy individual grants, Bio Energy implementation demand met member Capital Fund and/or programme. by onsite organisations to SALIX funding or renewables by CSP Executive Carbon Trust Loans 31.3.11 Board.
EO 3. To achieve a Ensure that high level strategies in Cumbria Local Planning Policies to be Ongoing Economic balanced mix of reflect the need to diversify the current Authorities & LDNPA, reviewed and Development and installed energy dependence on fossil fuel derived energy Cumbria Vision, West revised for Enterprise generating capacity generation to include a significant mix of Coast Renaissance compliance with Thematic in Cumbria. secure, low carbon alternatives. this approach Partnership to by 31.3.10 report progress to CSP Executive Board.
EO 4. To improve the Lobby National Grid Plc for an upgrade to Cumbria Vision to lead Full assessment Ongoing Upgraded grid in Economic capacity of the the Cumbria electricity grid to enable new, with support from of the potential place by 2016. Development and National Grid in additional energy inputs at a variety of West Coast capacity issues Enterprise Cumbria to accept locations. Renaissance, Envirolink of the Grid 2009 Thematic and distribute new and United Utilities and -2020 Partnership to Secure NWDA and GONW support for sources of energy local authorities. completed by report progress initiative. generation. 1.9.09 to CSP Executive Private utility Board. investment required in Presentation to the region of £270m. NWDA, GONW and Cumbrian MPs by 31.3.10
EO 5. To develop and Request further and higher education Cumbria Vision to lead Plan for delivery Intake of Economic grow the energy providers to develop relevant skills training with support from of skills training students to E Development and and environmental courses to support the energy and West Coast initiated by & ETS courses Enterprise technology sectors environmental technology sectors in Renaissance, local 1/9/09 by 1.9.10 Thematic in Cumbria Cumbria, including research and applied authorities and Partnership to engineering. Courses in E & report progress 181 University of Cumbria, ETS topics to CSP Executive
developed by Board. Explore funding from 31.3.10
European Social Fund, NWDA & Homes &
Communities Agency. Ensure procurement processes stimulate and support a local energy and environmental technology supply chain All CSP members Procurement including indigenous energy manufacturing policy in place capacity. From within energy by 31.3.10 Ongoing Minimum 5% of efficiency funds energy demand drawing on external met by onsite funding as appropriate. renewables by Deliver a series of events throughout the 2015 year promoting the technologies and showcasing local best practice. Cumbria Vision At least 15 Renewables Panel to events to take lead with support place by 31.3.10 from ENWORKS, At least 15 ESTAC, Cumbria Action further events Produce a directory of local energy supply for Sustainability to take place chain businesses and organisations. by 31.3.11
Within existing
resources of EST, Supply chain
NWDA Demonstration and Funding
Fund and Envirolink. Support Expand the promotion and uptake of directories existing funding support mechanisms. available by 1.9.09 Directories Some funding already updated secured for 09/10 from NWDA. Additional funding to be sourced. Increase in the uptake of Low Carbon Buildings Programme funding by 30% by 31.3.11 on 182 2007 baseline.
EO 6. To set up a self Assess the benefits (carbon savings) and Cumbria Vision to lead Business Plan Cumbria wide CSP Environment financing costs associated with setting up a not-for- completed by ESCO & Heritage mechanism to make profit Cumbria-wide energy services European Social Fund 1.9.09 established by Thematic public and private company (ESCO) in partnership with other & Northwest Climate 31.3.11 Partnership to sector buildings agencies, utility companies and community Change Fund report progress energy efficient. enterprises. to CSP Executive Board.
EO 7. To stimulate Assess and make the case for All planning authorities Assessment Timescales for CSP Planning, community based implementing a 1% levy through Section & LDNPA. completed by introduction of Transport and renewable energy 106 agreements on large developments to 1.9.09 and levy to be Housing
projects across provide funds for renewable energy agreed by all determined as Thematic Cumbria. installations in public and community Planning part of Local Partnership to buildings Authorities by development report progress 31.3.10 schemes to CSP Executive
produced by Board. individual
planning
authorities.
Determine an appropriate mechanism for Community supporting the development of community Project Plan Renewable based renewable energy projects and set Cumbria Vision to lead completed by Energy CSP Environment up a project to enable renewables with support from 1.9.09 Support & Heritage installation, using a revolving fund and ESTAC Service Thematic other investment opportunities. established, if Partnership to £250,000 revolving appropriate, report progress fund required by 1.4.10 to CSP Executive sustained by payback Board. from savings.
EO 8. To provide Identify and produce detailed maps of Cumbria Vision to lead Agreed plan for Ongoing. CSP Environment additional support woodland estates keen to be brought into with support from the delivery with & Heritage 183 to the development management for biomass. Forestry Commission, funding in place Thematic
of biomass supply Cumbria Woodlands, by 1.9.09. Partnership to
chain across ENWORKS, University report progress Cumbria. of Cumbria to CSP Executive Board.
CSP Priority Outcome: Maximise Cumbria’s contribution to limiting climate change 16.12.08
NI 186 per capita reduction in CO2 emissions in Cumbria (from 10.4 tonnes per capita to indicative target of 8 tonnes CO2) NI 185 C02 reduction from local authority operations (aspirational target of 25% agreed for Cumbria Quad) NI 188 Planning to adapt to climate change Targets Health Implementation Near Objectives Supporting Actions and resources 09/10 10/11 Horizon Monitoring and required Targets Reporting HO1. To help reduce Develop a local carbon reduction strategy NHS Cumbria All NHS All PCT’s to 25% Healthy Communities the potential in response to the draft consultation paper organisations have reduced reduction in and Older People Cumbria NHS impacts of climate ‘Saving Carbon, Improving Health’ that in Cumbria to energy energy use Thematic Partnership Partnership Trust change on health focuses on: have consumption and to monitor and report and well-being of Travel North Cumbria established a and emissions emissions by to CSP Executive the population. Procurement University Hospitals CO2 and by a minimum 2015 in line Board. Existing and new buildings NHS Trust energy of 15% from with other
Resource management (energy, baseline by 2007 baseline large public Within existing water & waste) 1.9.09. by 31.3.11. organisation. resources Employment & skills supplemented by Salix Aspirational Community engagement. funding. target of All NHS 60% CO To work with other CSP partner organisations 2 reduction organisations, leading by example, to help in Cumbria to from NHS shape common policies and action on have activity by climate change and sustainable developed a 2050. development performance. carbon
reduction plan by 31.3.10
Review and adapt current monitoring of NHS Cumbria Public Review 184 public health to anticipate likely impacts of Health complete by climate change, particularly disease 31.3.10
surveillance. HO2. To implement Prepare response plans with partner Public Health to lead Assessment of Ongoing Healthy Communities programmes that organisations on the most likely impacts on this and advise CSP the communication and Older People protect the public on health and well-being arising from organisations, Police, implications on Thematic Partnership and employees climate change, focusing on flood risk, Fire and Rescue, operations Ongoing to monitor and report against the potential heat related health problems and Cumbria County from the reviews progress to CSP impacts of climate vulnerable groups. Council, other NHS health impacts Executive Board. change on health organisations and of climate All emergency service providers should Cumbria Resilience change update their response plans in light of Forum. completed and current climate change predictions. response plan
Within existing drafted by
resources 31.3.10
Assess how extreme or extended weather Programmes patterns might affect NHS operations and NHS Cumbria to lead in adopted and staff, including mental stress and prepare partnership with other plans in place adaptation plan. health organisations. by 1.3.11
Train health professionals to recognise
and treat climate related health issues.
Advise partner organisations on the preparation and delivery of effective awareness programmes for their Programmes employees of the dangers of extreme Additional resources to adopted and temperatures with a particular emphasis be secured to deliver plans in place on people working outside for sustained SunSmart and Keeping by 1.3.11 periods. Warm, Keeping Well programmes county- Ensure that similar awareness wide. programmes are carried out in Cumbrian schools.
Ensure synergies between different partner policy approaches to climate change and health promotion and health protection.
185 CERT funding, Warm Homes, Decent Homes and Housing Renewal Grant for domestic energy improvement.
HO 3. Promote healthy Support the development of local food Local Authorities to Agree a Implement Healthy Communities lifestyles that initiatives to enable people to access lead and Public Health partnership strategy. and Older People reduce CO2 healthy, affordable food in their local to advise. CREA and strategy on Thematic Partnership emissions community, including local food Cumbria County healthy to monitor and report procurement in schools. Council to contribute. lifestyles by progress to CSP 31.3.10 Executive Board. Reduce waiting lists and encourage take £50,000 pa for cycle up of allotments and, in addition, expand development in Expansion in the provision of allotment and growing additional to number of Expansion in spaces in schools and communities across infrastructure budget. allotment sites number of Cumbria. by 5% on allotment sites Include in Core Strategy Documents a 2008/9 levels by 10% on requirement that new residential by 31.3.10 2008/9 levels developments are designed with individual by 31.3.11 gardens or in communal housing space for allotments.
Expand the delivery of measures in new
and existing development that encourages and promotes safer cycling Increase in
and walking rather than inert, sedentary cycling and Increase in travel. walking miles cycling and Planning Transport and by 5% by walking miles Housing Thematic 31.3.10 from by 10% by Partnership to monitor 2007 baseline 31.3.11 from and report progress Consider further expansion of the 2007 baseline. made by individual provision of public transport to enable member organisations older people and the mobility to CSP Executive disadvantaged to access services and Board. enjoy healthy and active aging. Cumbria County Council to lead in partnership with Area Committees and NHS Cumbria to advise. 186 Resources to be determined.
CSP Priority Outcome: Maximising Cumbria’s contribution to limiting climate change 11.12.08
NI 186 per capita reduction in CO2 emissions in local authority area NI 185 CO2 reduction from local authority operations NI 188 Planning to adapt to climate change Targets Housing and Buildings Near Monitoring & Supporting Actions Implementation 09/10 10/11 Reporting Objectives and resources Horizon Targets
HBO 1. To develop a Adopt a common approach to Local Planning and 25% reduction in 44% reduction CSP Planning, Transport common approach to development management and Building Regulations carbon emissions in carbon and Housing Thematic development building regulations that Authorities and LDNPA from new homes emissions from Partnership to report management and delivers and implements zero (Code for new homes by progress made to CSP building regulations in carbon policies contained in Within existing sustainable homes 2013 (Code for Executive Board. support of spatial sustainable 187 planning policies on Core Strategies. resources. level 3). homes level 4).
zero carbon development. Zero carbon homes by 2016
Zero carbon commercial development by Explore and agree new local 10% energy needs 2019 (National standards that exceed current from on site aspirational Part L Building Regs and renewable energy target) BREEM excellent rating in generation by anticipation of higher national 31.3.10 building regulations and standards being introduced.
Sponsor and fund a series of awareness raising events and training initiatives for architects, builders, housing professionals and developers to ensure that future development proposals and refurbishments reduce embodied energy and NWDA funding. operational energy use and contribute to meeting zero carbon targets.
HBO 2. To ensure the Continue to advocate the need Cumbria Housing Develop investment Zero carbon CSP Planning, Transport costs of meeting for affordable housing in Group to lead with plan by 1.9.09 homes by 2016 and Housing Thematic higher sustainability Cumbria through NW Housing support from Cumbria Partnership to report standards do not Forum and Regional Housing Housing Executive progress made to CSP reduce affordable Group, backed by an Group and RSLs Executive Board. social housing investment plan designed to provision in Cumbria. meet the Homes and Homes and Communities Agency targets Communities Agency and deliver Level 3 of the Code funding and possibility for Sustainable Homes in small of levering in private scale developments. investment.
188 Explore with HCA ways of meeting and funding levels 4,5 and 6 in the Code for Sustainable Homes in small scale developments. Agree solution by 31.3.11
HBO 3. To reduce carbon Adopt a common approach on Local Planning and Agree and Ongoing 31,000 t CO2 CSP Planning, Transport emissions from the conversion and change of Building Regulations implement by 1.9.09 reduction by and Housing Thematic existing homes and use of existing stock to climate Authorities and LDNPA 2011 (housing Partnership to report non domestic proof existing buildings by current annual progress made to CSP buildings. including improvements in Within existing contribution to Executive Board. energy efficiency, low carbon resources N1 185) construction and on site microgeneration.
Maximise micro-renewables uptake through Local Local Planning Development Orders Authorities and LDNPA Timescales to be determined in Local
Development Schemes produced by individual
planning authorities Work to improve energy
efficiency of existing homes
through marketing of available ESTAC to agree
measures, grant uptake and ESTAC to lead with targets for home
installation. District Councils and energy efficiency
owner occupiers advice: numbers of Meet agreed advisory visits and targets. CERT funding CO saving. 2 Work with ESTAC and other
partners to identify methods of Initial report on intervention and funding to progress identified reduce CO2 emissions in Cumbria Housing actions by 1.9.09 Cumbria’s existing housing Group to lead with
stock, including private sector ESTAC, RSLs, and CSP Planning, Transport dwellings. Decent Homes Group and Housing Thematic Partnership to report CERT funding, progress made to CSP Housing Renewal 189 Grant and ‘Decent Executive Board.
Update the Cumbrian Housing Homes’ funding. Strategy action plans to align
with Government policy to deliver zero carbon homes by Decent Homes Group Complete by 1.9.09 2016. to lead on behalf of Cumbria Housing
Group Review existing housing stock
and targets to meet ‘decent homes’ standard in terms of energy efficiency and Decent Homes Group Finalise targets by insulation. to lead with Cumbria 1.9.09 Housing Group and RSLs Set stretch SAP rating targets to upgrade existing RSL social housing. RSLs to lead with Cumbria Housing Finalise targets by Group and Councils 1.9.09
Aspirational target of SAP rating 65 for all of existing housing stock by 2016
HBO 4. To reduce Participate in the Carbon Copeland BC, Barrow Join by May 2009 25% CO2 CSP Environment & carbon dioxide Trust’s Carbon Management BC, Allerdale DC and reduction by Heritage Thematic emissions from public Programme Eden DC, Police and Agree CO2 reduction 31.3.12 Partnership to report sector buildings, University of Cumbria plan by 31.3.10 progress made by depots and offices and PCT. individual member across Cumbria. organisations to CSP Within existing Executive Board. resources and use of Salix funding.
190 HBO 5. To fund Explore options for raising CSP Climate Change Complete Set up fund CSP Environment & increased energy funding to create local invest Task Group to lead investigations and by 31.2.11 Heritage Thematic efficiency and low to save fund to be sustained report to CSP by Partnership to report carbon energy by retaining a percentage of CERT and NWDA 1.9.09 progress made by generation within financial savings achieved. funding to kick-start. individual member public and private Supplemented by EU organisations to CSP sectors in Cumbria. finding Executive Board.
CSP Priority Outcome: Maximise Cumbria’s contribution to limiting climate change 2.12.08
NI 186 per capita reduction in CO2 emissions in Cumbria (from 10.4 tonnes per capita to indicative target of 8 tonnes CO2) NI 185 C02 reduction from local authority operations (aspirational target of 25% agreed for Cumbria Quad) NI 194 % reduction in NOx and primary PM10 emissions through local authority’s estate and operations Targets Industry and Supporting Actions Implementation Monitoring and Commerce 09/10 10/11 Near and resources Reporting Objectives Horizon
IC0 1. To reduce Promote carbon management to leading CREA to lead (with Current Ongoing Economic Development carbon dioxide industrial companies channelling advisory ENWORKS and Carbon promotion and promotion and Enterprise emissions from services and grant funding from the Trust support and communication Thematic Partnership industry and Carbon Trust and various NWDA business funding) with support augmented by to monitor and report commerce by reducing support programmes. from Chamber of 1.9.09 progress to CSP demand for energy Commerce & Cumbria Reduce CO2 Executive Board. and improving Vision Reduce CO2 emissions by Reduce resource efficiencies. emissions by 88,500 tonnes emissions 44,500 tonnes per annum by from
pa by 31.3.10 31.3.11 against industry by against 2005 2005 baseline 30% by baseline (excluding 2020
(excluding companies companies within the EU within the EU ETS)
ETS) Lobby for regional funding and local authority support to revise, build on and Increase direct expand existing climate related business advisory support 35% of the Cumbria Vision to lead advice for SMEs in Cumbria including to reach 1,000 18,000 with support from developing web based self help support businesses by Cumbrian CREA, Chamber of 191 and local directories of energy businesses. Commerce, Cumbria 31.3.10 businesses
Tourism, and various (ie.6,300) to
business community have received
groups and LSP’s support by 10 ‘low carbon 31.3.11,
Up to £330,000 per clubs’ or achieving an annum required to networks average of 15%
provide scaled up established by energy savings CBEN type advice 31.3.10. on 2005 figures
service to SMEs across
Cumbria. Set up energy efficiency/low carbon clubs in partnership with business support Total of 20 low agencies to mentor and encourage action NW Business in the carbon clubs or by SMEs in Cumbria on mitigation and Community to lead in networks adaptation strategies. partnership with CREA, established Chamber of Commerce 31.3.11. and Cumbria Vision and leading industrial companies in Cumbria.
ICO 2. To identify the Establish a sector specific advisory CREA to lead with Initiate Key findings 2012 and CSP Environment & implications on mechanism that assesses likely impacts of support from Cumbria partnership and across land- beyond: Heritage Thematic agriculture, food climate change on local agriculture, food Farm Link & Cumbria commence based industries Cumbria to Partnership to monitor and forestry of and forestry and explores potential Vision to lead & liaise project design in Cumbria to be regarded and report progress to climate change and solutions for GHG mitigation and with FWAG, NFU, FC, by 1.9.09 be reported by as an CSP Executive Board make appropriate adaptation that continues to improve University of Cumbria, 31.3.11 exemplar in changes to land Cumbria’s environment. and Natural England terms of management. how food RDPE funding Service and applications that will established by forestry link Axis 1,2,& 3 31.3.10 sectors low together to deliver this carbon products. Use existing agri- environment & English Woodland Grant Scheme funding and related projects to deliver adaptation and mitigation for land
192 managers.
ICO 3. To specifically Undertake a review of tourist carbon Cumbria Tourism to Review initiated Implementation CSP Environment & reduce the impact emissions, working with partners, lead in partnership by 1/9/09 of Strategy Heritage Thematic of the tourism agencies and public bodies and develop a with LDNPA & YDNPA, begun 1.4.10 Partnership to monitor industry on climate joint strategy and action plan to reduce Natural England, Review and and report progress to change the carbon footprint of tourism in Cumbria Cumbria Green corresponding CSP Executive Board by 2012. Business Forum, Strategy Tourism and completed by CO2 emissions Conservation 31.3.10 from tourism Partnership and reduced by 11% Cumbria County from 2007 Council baseline by 31.3.11 Main resource identified: staff time
Further develop the marketing of Cumbria as a sustainable or green tourist Cumbria Tourism to Implementation destination. lead in partnership of Strategy and with LDNPA & YDNPA, Unified marketing Reinforce the green tourist destination by Natural England, environmental begun by 1.4.10 encouraging tourism businesses to tourism sector standard achieve a common environmental organisations and scheme agreed standard (e.g. the Green Tourism Cumbria County by 1.9.09 Business Scheme) supported by advice to Council tourist organisations on lowering CO2 Strategy emissions. Existing marketing completed by budget to be used. 31.3.10
193 ICO 4.To encourage Adopt and implement the national Climate Cumbria Chamber of Adopted by 100% adoption Economic Development action on climate Change Charter, initiate action amongst Commerce, the 1.9.09 of Charter by and Enterprise change through the their member companies to reduce Federation of Small members by Thematic Partnership adoption of national carbon emissions, and assess and plan for Businesses and other Implementation 31.3.11 to monitor and report charters and climate change. business support begun by progress to CSP corporate social organisations. 31.3.10 Executive Board
responsibility
Adopt and implement a system of Local businesses, reporting and publishing annual corporate commercial Reporting on All annual social responsibility reports detailing the organisations and climate change company and steps taken to reduce the impact of their Industry. activity organisational operations on the environment (including embedded in reports to greenhouse gas emissions and climate All CSP members, organisations’ include progress change) and other issues of concern to Chamber of Commerce policy by 1.9.09 reports on consumers and society. and Cumbria Vision climate change activity for period 2009/2010
ICO 5. To ensure Ensure through partnership working that All CSP members and Climate Change Ongoing Economic Development funding support the local delivery of all funding streams Cumbria County Action Plan to and Enterprise programmes to (such as RDPE and NWDA) recognise the Council. be recognised in Thematic Partnership businesses in Cumbria Climate Change Action Plan local guidance to monitor and report Cumbria align with objectives as key criteria in the notes in various progress to CSP the main objectives assessment of applications and granting funds by Executive Board of the Cumbria of funds. 31.3.10 Climate Change Action Plan and help reduce carbon dioxide emissions
194
CSP Priority Outcome: Maximising Cumbria’s contribution to limiting climate change 3.12.08
NI 186 per capita reduction in CO2 emissions in local authority area NI 188 Planning to adapt to climate change Targets Natural Supporting Actions Implementation Near Monitoring & Environment and resources 09/10 10/11 Horizon Reporting Objectives targets
NEO 1. To improve the Review and organise additional All Planning 1.9.08 Ongoing CSP Environment & long term resilience continuing professional development Authorities in Heritage Thematic
and robustness of the events for planning staff across Cumbria Cumbria Partnership to monitor natural environment to through the Cumbria Planning Training jointly with Planning,
climate change Scheme and the Cumbria Efficiency & Transport and Housing Within existing Improvement Partnership Fusion Lab to Thematic Partnership resources. improve understanding of the natural and jointly agree and environment and on how enhancement report progress made 1.9.09 Ongoing and resilience can be achieved through by individual member the planning process. organisations to CSP Executive Board.
Incorporate training on use if the existing
evidence databases on landscape, Timescales biodiversity and historic environments. to be determined Include clear, unambiguous policies in as part of Core Strategy documents that: enhance the Local the natural environment and maximise Development planning gain to reduce vulnerability to Schemes climate change impacts; ensure the produced by natural environment is protected from individual inappropriate development and is able to planning adapt successfully; utilise green authorities infrastructure to mitigate emissions from new urban development, ensure that buildings and infrastructure are designed
to cope with both rising temperatures and extreme weather events and connect habitats to allow species to migrate.
195 NEO 2. Reduce the Examine the different character areas of Natural England and Complete Initiate Complete CSP Environment & vulnerability of different Cumbria to identify natural environment NW Climate Change Cumbria phased character Heritage Thematic character areas to assets, assess the relative vulnerability of Adaptation Group to High Fells programme area Partnership to monitor climate change. ecosystems, habitats and species to lead. project and of assessments and report progress climate change and develop adaptation produce assessment by 31.3.12 made by individual response for implementation. £75,000 funding project plans of Cumbrian member organisations obtained from NWDA for other Character to CSP Executive for specialist on character areas Board. climate change areas by vulnerability adaptation. 31.3.09 and identify Appointment made adaptation w.e.f. 1.1.09 response required.
NEO 3. Identify and value Develop an eco-services map of Cumbria Natural England to Initiate Complete CSP Environment & the range of ecosystem highlighting the resources that the lead in partnership partnership project by Heritage Thematic services provided and environment currently provides, assessing with appropriate local and 31.3.11 Partnership to monitor action needed to retain the impacts of climate change on these environmental commence and report progress these. resources and services (air and water organisations and pilot on the made by individual quality, timber, woodfuel, crops and agencies. Lake District member organisations carbon sequestration) and identifying by 1.9.09 to CSP Executive adaptation policy responses and the likely RDPE funding bid Board. costs of maintaining the availability of required inline with these resources for the benefit of society. Axis 2
NEO 4. Increase Produce an action plan and secure Natural England and Initiate Certification CSP Environment & sequestration capacity of funding to restore and create new Cumbria Wildlife partnership of natural Heritage Thematic the natural environment. habitats, including forests, mudflats and Trust to jointly lead in and systems to Partnership to monitor peat bogs, to lock up carbon and assist in partnership with commence lock in and report progress soil erosion and flood control. other local project by made by individual carbon environmental 1.9.09 member organisations organisations and to CSP Executive agencies. Board.
RDPE funding bid required (Axis 2) and bid to be made for NW carbon offset funding.
196 NEO 5. Climate proof Re-assess existing Local Biodiversity Cumbria Biodiversity Progress Complete CSP Environment & existing and future Action Plans to ensure that they take Partnership to lead. report by assessment Heritage Thematic biodiversity action plans. account of climate change. 31.3.09 and plan Partnership to monitor revisions by and report progress 31.3.11 made by individual Within existing member organisations resources to CSP Executive Board.
CSP Priority Outcome: Maximising Cumbria’s contribution to limiting climate change 2.12.08
NI 186 per capita reduction in CO2 emissions in Cumbria (from 10.4 t per capita to indicative target of 8 t CO2) NI 185 C02 reduction from local authority operations (aspirational target of 25% agreed for Cumbria Quad) NI 188 planning to adapt to climate change NI 194 % reduction in NOx and primary PM10 emissions through local authority’s estate and operations Targets Procurement Supporting Actions Implementation Near Monitoring & Objectives and Resources 09/10 10/11 Horizon Reporting targets
PO 1. To match best Adopt a sustainable procurement All CSP organisations Level 2 of Level 3 of Level 5 of CSP Environment & policy that progressively meets Sustainable Sustainable Sustainable Heritage Thematic practice on each of the levels of the Procurement Procurement Procurement Partnership to monitor sustainable Within existing resources. procurement and Sustainable Procurement Flexible Flexible Flexible Flexible and report progress progressively reduce Framework and: framework framework framework made by individual the carbon content of achieved by achieved by achieved by member organisations goods, services and embeds carbon analysis and 31.3.10 31.3.11 31.3.14 to CSP Executive major infrastructure climatic resilience into key Board. contracts. procurement decisions;
operates within longer term budgeting and legal framework to transform best value procurement into sustainable procurement, based on life cycle assessment of goods and services before 197 purchase;
commits to procuring the most energy efficient goods and equipment available;
reduces excessive packaging waste;
initiates a review of areas of major spend to identify those with adverse environmental impacts or high carbon content;
builds continuous improvement into procurement contracts that focuses on output specification where appropriate and encourages suppliers to innovate and provide goods and services that keep pace with best practice in sustainable procurement;
embeds social, economic and environmental factors into the procurement process; influences consumer demand within their organisations through a programme of awareness raising designed to ensure purchasing decisions increasingly favour low environmental impact, low carbon content, and locally sourced goods and services within an open, fair and competitive process.
PO 2. To expand joint Work jointly to facilitate local EPiC to lead on developing EPiC to EPiC to develop CSP Environment & procurement procurement of goods, services, best practice on determine a range of Heritage Thematic arrangements in food, fuels and other natural sustainable, low carbon necessary targets on which Partnership to monitor Cumbria and develop materials through the further procurement applicable to action and progress towards and report progress local best practice development of local supply chains. both public and private develop a sustainable, low made by individual 198 though EPiC and other sectors. programme carbon member organisations sustainable to facilitate procurement can to CSP Executive procurement local be measured by Board. partnerships. procurement 31.3.11 by 31.3.09
EPiC to lead Request EPiC to develop a model Model policy sustainable, low carbon procurement policy for use by CSP available by
organisations and to advise on 31.3.10
reducing embodied carbon in Advice on products, services, infrastructure reducing and associated supply chains; carbon content of
products and services available by
31.3.10 Further training EPiC to lead Request EPiC to develop a model Supplier for potential sustainable, low procurement guide guide suppliers for would be suppliers that repeated on developed incorporates phased approach to and training annual basis PAS 2050 assessment of the carried out by carbon footprint of goods and 31.3.10 services and to organise supplier training to support its implementation.
EPiC to lead Request EPiC to work jointly with Carbon the Energy Savings Trust and calculator and North West Improvement and sustainability Efficiency Partnership to develop a assessment tool carbon calculator and a fully developed sustainability assessment tool to and in use with inform sustainable, low carbon CSP purchasing decisions and organise organisations by training in its use. 31.3.11
199 CSP Priority Outcome: Maximising Cumbria’s contribution to limiting climate change 2.12.08
NI 186 per capita reduction in CO2 emissions in local authority area NI 185 CO2 reduction from local authority operations NI 188 Planning to adapt to climate change Spatial Planning Supporting Actions Implementation Targets Objectives And Resources 09/10 10/11 Near Monitoring & Horizon Reporting Targets SPO 1. To ensure a Conduct or commission sustainability All CSP member Organisational N/A N/A CSP Environment consistent and co- appraisals that address climate change of organisations arrangements to & Heritage
ordinated approach all new and revised major policy embed SA in place Thematic to carbon emissions documents, plans, strategies and Additional resources by 1.9.09. Partnership to reduction, programmes, as part of the plan will be required if report progress adaptation to preparation process. SA is not carried All policy work Ongoing Ongoing made by climate change and out in house. initiated after 1.8.09 individual wider sustainability to undergo SA. member objectives. organisations to CSP Executive
Complete review by Implement Board. Review of existing Cumbria Sustainability CSP Climate 31.3.10 new Framework to strengthen climate proofing Change Task Group framework of policy. by 1.7.10
SPO 2. To ensure that Adopt policies in Core Strategy Documents Local Planning Ensure emerging CSP LAA Ongoing – CSP Planning, spatial planning that: set targets that contribute to the NI Authorities and development plan carbon target likely to Transport and policy across 186 target for CO2 emissions reduction from LDNPA policies are reduction be increased to Housing Cumbria aligns with all development and supporting transport consistent with target for reflect higher Thematic the Cumbria and energy infrastructure; create Within existing national planning Cumbria of national target Partnership to Community sustainable communities with reduced resources objectives set out in 202,000 of 80% CO2 report progress Strategy’s vision and vulnerability and increased resilience to the supplement to tonnes p.a. reduction by made to CSP aspirations for a climate change; make space for PPS 1 and that PPS1 agreed with 2050. Executive Board. sustainable, low redistribution of species and habitats; planning objectives GONW
carbon, well adapted stimulate a low carbon economy in Cumbria are given due Cumbria. and enable people to contribute to weight in advance of mitigation and communities to adapt the introduction of
successfully to climate change. LDFs.
Consider a common spatial planning 25% reduction in 44% reduction approach on climate change utilising carbon emissions in carbon 200 standard policies on transport, housing and from new homes by emissions from green infrastructure to deliver zero carbon 2010 (Code for new homes by development by a combination of locating Sustainable Homes 2013 (Code for development, in both urban and rural areas, level 3). sustainable in locations that reduce the need to travel Deliver 20% homes level 4). by car; stimulate small scale and of predicted community level energy Zero carbon renewable energy generation; accelerate demand by Deliver 10% of homes by 2016 the use of low carbon design, construction 2020 predicted energy and material choice; and provide green demand in Zero carbon infrastructure to help capture and lock up residential and non- commercial CO emissions, create micro-climates, and 2 residential development buffer settlements from extreme weather developments and by 2019 events. major refurbishment (National schemes from aspirational renewable energy target) generation by 31.3.2010 (RSES & RSS targets). SPO 3. To establish Jointly produce Cumbrian guidance for Cumbria County To agree and initiate Guidance CSP Planning, clear guidelines for developers on sustainable zero carbon Council to lead in process by 1.9.09.10 published by Transport and
developers on design, construction and material use, on partnership with 31.3.11 Housing sustainable low site renewable energy generation, Local Planning Thematic carbon development sustainable drainage systems, and green Authorities and Partnership to infrastructure techniques that mitigate and LDNPA report progress alleviate climate change impacts. made to CSP Joint funding of Executive Board. consultancy fees to be agreed and budgeted for. CSP Planning, SPO 4. To ensure new Ensure that spatial planning policy aligns Local planning SFRAs complete by Timescales Periodic review Transport and development is well closely with the aims of Catchment Flood authorities including 31.3.10 to be of SFRAs – Housing adapted to deal with Risk Management Plans and Shoreline LDNPA and determined frequency of Thematic future climate Management Plans and supports longer Environment as part of review to be Partnership to change associated term aims of reconnecting rivers to Agency Local determined report progress with water. floodplains and making land available for development Local Planning made to CSP water storage. schemes Authorities and Executive Board. produced by LDNPA Ensure Strategic Flood Risk Assessments individual (SFRAs) are kept up to date and cover all Within existing planning 201 types of flooding. resources authorities.
Ensure Core Strategy policies are informed by SFRAs and steer development away from flood risk areas.
Rigorously assess the need for development in flood risk areas and ensure that where, in exceptional cases approval is given, that buildings are resilient, safe and do not increase flood risk in the area.
Adopt policies in Core Strategy Documents that require new development and major refurbishment of existing buildings to include water efficiency measures, including meters, grey water recycling systems, water storage systems and sustainable drainage systems, and promote green roofs and reed bed sewage systems where appropriate.
SPO 5. To reduce Introduction of Low Emission Strategies in District Councils Commence 1.9.10 Ongoing CSP Planning, carbon dioxide new development proposals to be and LDNPA. Transport and emissions from implemented through planning conditions Housing construction of new and legal agreements. Thematic developments and Partnership to subsequent use. report progress made to CSP Executive Board.
SPO 6. To ensure Construct an evidence base of the local Local Planning Timescales to be policy on climate authority area that includes assessments of Authorities and determined as part change is the area’s potential for renewable and low LDNPA of Local underpinned by a carbon energy sources, the scope for Development sound evidence decentralised energy for new development Schemes produced base. and neighbouring buildings, existing by individual biodiversity and its capacity to adapt and planning authorities SFRAs. 202
CSP Priority Outcome: Maximising Cumbria’s contribution to limiting climate change 2.12.08
NI 186 per capita reduction in CO2 emissions in Cumbria (from 10.4 tCO2 per capita to indicative target of 8 t CO2) NI 185 C02 reduction from local authority operations (aspirational target of 25% agreed for Cumbria Quad) NI 194 % reduction in NOx and primary PM10 emissions through local authority’s estate and operations
Targets
Transport Supporting Actions Implementation Near Monitoring & Objectives and Resources 09/10 10/11 Horizon Reporting Targets
TO 1. To reduce Set up carbon dioxide emissions baseline All CSP member Organisational CSP Environment & carbon dioxide data for organisational transport and year organisations arrangements in Heritage Thematic
emissions through on year reporting system. place by 1.9.09 Partnership to monitor
active management and report progress
of commuting, Introduce employee travel plans with made by individual
business travel, incentives & disincentives to reduce car use member organisations
customer access to including on site secure cycle parking and to CSP Executive 5% reduction in 12% 20% services and showers, reduced on site parking provision Resources for all Board. transport carbon reduction in reduction in organisational fleet and home and flexible working. supporting actions to dioxide emissions transport transport CO transport. be made available 2 from 2007 CO emissions by Introduce video/web and telephone from organisational 2 baseline by emissions 31.3.12. conferencing. budgets and external 31.3.10 from 2007 grant sources. baseline by Increase car sharing by managing 31.3.11. reimbursement process and introducing
incentives. CSP member
Introduce travel policy which favours public organisations to transport over car and air travel. derive and set their own outcome
Review of assisted purchase/lease schemes based targets for and car hire schemes. other actions e.g. 6 sites with video Review transport fleet use and fuel conferencing efficiency. facilities set up by 31.3.09 Introduce driver training to reduce fuel 203 consumption.
Delivery Introduce fuel efficient/low C02 emission plans vehicles into transport fleet. reviewed
and accessibility Change customer access to services to action plan minimise the need for travel through a in place. combination of internet based services and accessibility planning.
TO 2. To ensure that Begin early development of LTP3 and Cumbria County Produce a draft Publish LTP 10% increase CSP Planning, the third Local engage in active dialogue with CSP Council to lead LTP3 by 31.3.10. 3 by in bicycle Transport and Housing Transport Plan (LTP Thematic Partnerships and other 28.2.11 trips by 2012 Thematic Partnership 3) for Cumbria stakeholders to produce an integrated to report progress contains policies sustainable transport strategy for Cumbria All schools 17 m bus annually to CSP and progressive that fully addresses climate change and From within existing to have passenger Executive Board. targets to reduce sets challenging targets for CO2 reduction resources school trips by 2012 carbon dioxide from transport. travel plans emissions from by 2011 CO2 reduction transport which targets to be currently run at 16,500 set in LTP3 1.366m tonnes p.a. employees covered by active travel plans by 2011
25% growth in demand responsive transport
25% growth in use of community transport schemes
No of non car based trips to 204 school to increase
TO 3. Increase the Reconvene the Quality Freight Partnership. Cumbria CC to lead in 1.9.09 5% increase Planning, Transport amount of rail partnership with rail in rail freight and Housing Thematic freight and reduce Establish road and rail freight baselines. freight operators, 31.3.10 couple with Partnership to report the amount carried haulage companies, 5% reduction progress annually to by road. Explore community rail partnership options manufacturers and 31.3.10 in road CSP Executive Board. on freight between Carlisle and Barrow. consignors haulage against 2009 Transfer movement of goods from road to Ongoing baseline.
rail
Network Rail Implement the Lancashire, Cumbria & WCML Route Utilisation Strategies
TO 4. To increase the Lobby train operating companies and Cumbria CC to lead 10% Planning, Transport number of car users Department of Transport to improve rolling on behalf of CSP increase in and Housing Thematic travelling by rail. stock, timetables, service frequencies, rail Partnership to report reliability with more frequent stops at Within existing passengers progress annually to WCML stations in Cumbria and increased resources against CSP Executive Board. seating capacity on Cumbria Coastal, 2009 Furness and Lakes Lines. baseline.
Explore possibilities to improve and support existing rail services through community rail partnerships. Cumbria CC to lead
Monitor number of train passengers Cumbria CC to lead with train operators
TO 5. Increase the Audit the effectiveness of existing school Cumbria CC to lead All schools and F 10% Planning, Transport number of effective travel plans, stimulating action where (Environment and & HE colleges to reduction in and Housing Thematic school travel plans necessary to reduce emissions from staff, Children’s Services have travel plans pupil and Partnership to report in operation and pupil and student transport by car. Directorates) and and monitoring student progress annually to stimulate the University of Cumbria arrangements in transport by CSP Executive Board. introduction of using existing place by car by 2012. travel plans in resources December 2010. further and higher Additional resources 205 education colleges. c.£400,000 for Better
Ways to Schools from
2011 identified.
TO 6. Reduce the Review options to reduce car based access Cumbria CC to lead Instigate Park and Planning, Transport number of car to larger towns and increase public with District Councils, preparatory work Ride schemes and Housing Thematic
journeys into the transport use. transport operators by 1.9.09 established Partnership to report
larger towns in and Energy Savings for Carlisle progress annually to Cumbria. Put in place new approaches to parking Trust Advice Centre. and Kendal CSP Executive Board.
provision that reduce transport emissions. by December Additional resources 2012. Agree policy and Utilise surplus income from parking and to be sourced from implement by penalty charges to provide public transport parking charges 1.9.09 services.
CSP Executive and Invite public transport operators to become Invitations sent by LSPs members of the CSP and LSPs and 1.9.09 contribute to sustainable community objectives.
TO 7. Expand Initiate workplace travel plans in all Cumbria County 15,500 staff 16,500 staff 30,000 staff Planning, Transport workplace travel workplaces employing over 100 staff. Council to lead covered by covered by covered by and Housing Thematic planning supported by local workplace travel workplace workplace Partnership to report planning authorities plans. travel plans travel plans progress annually to and local employers. 31.3.11 by 2012 CSP Executive Board.
Supporting actions to be carried out using 0.5% Actively monitor and maintain effectiveness existing resources reduction CO2 of established travel plans. (3,900 tCO2 )
Cumbria County Council to lead with Raise awareness of scope to introduce CREA, Business Link, travel plans amongst range of business Cumbria Tourism and advisors working in Cumbria. Green Business Forum.
206 TO 8. Reduce tourist Establish emissions baseline and research LDNPA to lead with Establish tourist Planning, Transport related carbon options to reduce carbon emissions.. Cumbria Tourism, emissions and Housing Thematic
emissions across and Natural England baseline. By Partnership to report Cumbria. in partnership with 31.3.10 progress annually to the Green Business CSP Executive Board. Introduce Forum and the Secure funding for Jointly fund low carbon visitor travel pilot Tourism and research and 0.4% strategies and pilot programmes backed schemes to Conservation action by 31.3.10. reduction CO with sustainable travel packs. save 5,000 2 Partnership, District (5,000 tCO tCO by 2 Councils and Cumbria 2 pa) 31.3.11. County Council.
Estimated £150,000 required over 3 year period from 1.4.09
LDNPA to lead in partnership with Implement the emerging recommendations Cumbria Tourism and on developing a sustainable transport Cumbria CC. framework for the LDNP. Possible measures identified include proposals for tourist travel advice, tourist travel cards, bike hire Resources to be facilities, onward transport for tourists to identified, possibly accommodation from railway stations, using parking income overhaul of parking, parking facilities and and possibly seeking links to footpaths, cycle hire and public external funding for transport network. sustainable tourism pilot travel initiative.
TO 9. Introduce Fund and support a sustainable community Cumbria County Develop, initiate 1.3% Planning, Transport sustainable travel pilot programme in Staveley involving Council to lead with and evaluate pilot reduction and Housing Thematic community travel personal travel advice to householders and SLACC in initial community CO2 Partnership to report plans in local other actions to change travel behaviour, partnership working transport project identified progress annually to communities reduce car use and encourage greater use with ESTAC, by 1.8.09. from 4 such CSP Executive Board. across Cumbria. of public transport, cycling and walking. community schemes. representatives and groups.
Funding of £11,600 207 secured from NWRDA for initial pilot
CSP Priority Outcome: Maximise Cumbria’s contribution to limiting climate change 4.12.08
NI 186 per capita reduction in CO2 emissions in Cumbria (from 10.4 tonnes per capita to indicative target of 8 tonnes CO2) NI 185 C02 reduction from local authority operations (aspirational target of 25% agreed for Cumbria Quad) NI 188 Planning to adapt to climate change Targets Waste Supporting Actions Implementation Near Objectives and resources 09/10 10/11 Horizon Monitoring and required Targets Reporting WSTO 1. Develop waste minimisation policies for All CSP member Organisational their organisations and install practical organisations policies for To minimise waste recycling facilities for staff. waste associated with all Initial investment in minimisation CSP organisations recycling receptacles and recycling in and their activities. necessary plus costs place by 1.9.09 of contract with Cumbria Strategic
recycling contractor. Baseline agreed, Waste Thematic
Scope to offset any targets set, and Partnership to
additional costs from recycling monitor and report 30% reduction 50% savings arising from facilities progress made by in waste to reduction by reduction in /contracts in individual member landfill from 2013. commercial waste place by 31.3.10 organisations to CSP 2009/10 costs. Zero waste Executive Board. baseline by by 2015 31.3.11
Ensure all procurement contracts minimise All CSP member Procurement
waste and packaging and contain supplier organisations policies take back arrangements. reviewed by 1.9.09 and implemented by 31.3.10
WSTO 2. Deliver a series of initiatives and events Resource Cumbria SMEs in each Commercial Regional Cumbria Strategic that facilitate the recycling of commercial Partnership and district to waste to Government Waste Thematic To increase waste and initiates waste minimization Cumbria Tourism benefit from landfill from target to Partnership to commercial waste programmes in all SMEs, including a pilot organisations to lead improved SMEs to be recycle 35% monitor and report project for tourism businesses. recycling reduced by of progress made by 208 recycling rates services by 10% by commercial individual member Approximate annual 31.3.10. 31.3.11 and industrial organisations to CSP cost of events £5,000 Commercial waste by Executive Board. - £10,000 per annum waste to landfill 2020. from SMEs to be Cost for infrastructure reduced by 5% and collection service by 31.3.10 to be determined and met by SMEs
WSTO 3. Request that the Resource Cumbria Resource Cumbria Weight and/or Weight and/or Cumbria Strategic Partnership supports the expansion of Partnership to lead volume being volume being Waste Thematic To further develop community based social enterprises by diverted from diverted from Partnership to and support a continuing the Community Waste Annual budget of landfill by not- landfill by not- monitor and report vibrant, Prevention Fund and by developing new £60,000-£90,000 pa for-profit sector for-profit progress made by entrepreneurial, initiatives. in Cumbria to sector to individual member community waste increase by 5% increase by organisations to CSP sector by 31.3.10 10% by Executive Board. 31.3.11
WSTO 4. Ensure the provision of adequate sites and Waste Planning Construction Construction facilities for the recycling and reuse of Authority to lead with and demolition and demolition To develop sites for construction and demolition waste across support from waste reaching waste reaching the recycling, reuse Cumbria, to be delivered through the Resource Cumbria landfill to landfill to and reprocessing of emerging Minerals and Waste Partnership reduce by 10% reduce by 15% Cumbria Strategic waste across the Development Framework by 31.3.10 by 31.3.11 Waste Thematic County. Resources required to Partnership to be determined. monitor and report progress made by New sites individual member Ensures adequate provision for commercial New sites designated by organisations to CSP scale recycling and reprocessing sites assessed by ‘BREW’ funded study 31.3.11 Executive Board. 31.3.10 underway.
Findings to be Pilot project in Support a pilot energy from waste scheme reported by place by 31.3.10 at farm level, trialling the mix of farm Resource Cumbria 31.3.11 and waste with commercial food. Partnership to lead decision taken with support from on initiating Defra, Cumbria further Vision, CREA, West 209 Lakes Renaissance, projects. University of Cumbria.
WSTO 5. Assess the vulnerability of Cumbria’s waste Resource Cumbria Complete the Draw up a Cumbria Strategic facilities and operations to climate change Partnership review and phased Waste Thematic To ensure waste and draw up plans for adaptation based on identify programme of Partnership to management risk assessment. proposals for implementation monitor and report operations and adaptation by by 31.3.11 progress made by facilities in Cumbria 31.3.10 individual member are adapted to cope organisations to CSP with the impacts of Executive Board. climate change.
210 CSP Priority Outcome: Maximise Cumbria’s contribution to limiting climate change 2.12.08
NI 186 per capita reduction in CO2 emissions in Cumbria (from 10.4 tonnes per capita to indicative target of 8 tonnes CO2) NI 185 C02 reduction from local authority operations (aspirational target of 25% agreed for Cumbria Quad) NI 188 Planning to adapt to climate change Targets Water Implementation Near Objectives Supporting Actions and resources 09/10 10/11 Horizon Monitoring and required Targets Reporting
WTRO 1. To reduce Initiate a water consumption reduction All CSP organisations Water Ongoing – CSP Environment &
the use of clean programme within the estate and buildings reduction review and Heritage Thematic Likely to make overall, water (and its of all CSP member organisations, policy and update Partnership to monitor medium term financial associated energy identifying current usage and planned programme in and report progress savings but may requirements) by all efficiencies. place by made by individual require initial small CSP organisations 1.9.09 member organisations capital investment. and their activities to CSP Executive Prominently Ongoing – Board. display annual display
water use per comparison
capita in with previous
reception area year
by 1.9.09
5% reduction 15 % Reduction in in water use reduction in clean water from 2007 water use from use by 20% baseline by 08/09 baseline by 2015 31.3.10 by 31.3.11
Ensure any new addition to or major All CSP member refurbishment of CSP building stock Ongoing organisations Policy incorporates water efficiency measures, enshrined by water storage facilities and where feasible, Own organisational 1.9.09 sustainable urban drainage systems and budgets. green roofs to reduce and slow rainfall run
off.
WTRO 2.To ensure Report to the CSP on progress in response County Council to lead Progress Ongoing CSP Environment & that flood protection to the Pitt Review of Flooding and actions with support from report reporting Heritage Thematic schemes are in necessary to improve current flood defence Local Authorities and available by Partnership to monitor place to protect programmes, emergency arrangements the Environment and report progress to 211 people and property and provision for communities affected, the Agency 1.9.09 CSP Executive Board. across Cumbria resilience of critical infrastructure, the from extreme provision of meteorological data and the Staff time required. rainfall and development of a surface water plan. abnormal tidal surges associated with climate change.
WTRO 3. Provide an Assess the need for further research into Environment Agency to Initial scoping Further CSP Environment & evidence base for the effects of climate change on Cumbria’s lead with support from of assessment research Heritage Thematic policies on water resources and water supply, United Utilities report commissioned Partnership to monitor Cumbria’s water including private borehole supplies, rates of completed by as required and report progress to resources and leakage from the water supply network and Study required. 1.9.09 CSP Executive Board. clean water supply the installation of domestic water meters. Assessment report itself completed by 31.3.10
WTRO 4. Influence To encourage land based industries and CSP organisations with Eco services Ongoing 2015 All CSP Environment & changes in land private estates in Cumbria to modify their direct or indirect seminar for land Heritage Thematic management to land management practices to promote an influence on land stakeholders managers Partnership to monitor modify the effects eco-services approach to water retention, management to take to be held by to and report progress to of climate change buffering and supply. action. 31.3.10 understand CSP Executive Board. and use eco Advice service will services require funding (to be approach to determined) managing water.
212 SOUTH LAKELAND DISTRICT COUNCIL
Cabinet
Date of Meeting: 11th March 2009 Part I Portfolio Holder: Brenda Grey Report From: Director of Customer Services Agenda 19 Report Author: Graham Darlington – Conservation Item No: Officer Report Title: Statutory Conservation Area Review of the Newland Conservation Area
Summary This report seeks the formal adoption of the draft Newland Conservation Area Character Appraisal Recommendations To adopt the draft Newland Conservation Area Character Appraisal as background evidence for the purposes of the Local Development Framework and for use in Development Control decision making. Report See attached. Please note - Due to the length of the documents, copies of the Conservation Area Appraisal, map appendices and consultation tables are available in the Members’ room and on the Council’s Website. Alternative Options This review is part of a programme of work is a statutory function that had been long delayed in South Lakeland due to a lack of resources. Further failure to undertake such work will expose the council to difficulties at planning appeals. This is because character appraisals record the special architectural and historic interest of conservation areas, which designation is designed to protect, and inspectors will pay significant attention to the content of appraisals when considering such appeals. Key Decision This report does not relate to a Key Decision. Material Considerations Finance There are no revenue implications to this proposal that cannot be accommodated within existing budgets. The public consultation has been undertaken within existing staff resources and further work on finalising and publishing the documents together with implementing some of the recommendations, will be undertaken from defined budgets.
213 Risk Management Risk Consequence Controls required The refusal of development Such appeals consistently find Guidance from central proposals within a against the council and government is now clear that conservation area might lead approve development, with a inspectors at planning appeals to a planning appeal, at which considerable reputational risk should pay particular attention an appellant cites the lack of to the council. to the content of character any clear conservation area appraisals in forming their analysis or formal appraisal as judgements, especially those a lack of evidence and grounds prepared with significant against the council’s original community engagement at decision. formation and consultation stages of any review. A local resident may disagree No right of appeal is available Ensure that the content of any with whether their property is should the council reconfirm character appraisal and the included or excluded from the the conservation area analysis of the appropriateness conservation area and seek to boundary, in line with an of conservation area appeal against any decision officer’s analysis and boundaries conform to confirming this. recommendation, and it is very government guidance and best unlikely that the council could practice in terms of public be seen as acting perversely in consultation. the improbable situation of a home owner challenging the decision through judicial review.
Staffing No additional work will be required following this part of the review process, other than for the formal notifications identified in the report and the publication of the appraisal document, and these activities will be managed by the conservation officer as part of his normal activities. Links to Corporate Plan Priority: - Community development priorities delivered • Protect the built heritage and historic environment Indicator: - % of conservation areas with character appraisals and management plan (L12 LAA)
Links to Other Strategic Plan(s) Community Strategy Priority Issue – A vision for Quality Environment: 1. Conserve, enhance and promote the natural, heritage and built environment. Actions Action 1. Work with the other task groups within the Strategic Partnership to take opportunities to enhance biodiversity, built heritage and the public realm in all aspects of the Community Strategy. Equalities & Diversity N/A Community Safety N/A
Date: 03/03/2009 Version No: Amended by: 2 214 Background Documents Document: Conservation Area Review Contact: Graham Darlington Strategy. 10th December 2003; Conservation Area Review - Annual Monitoring Report 2007- 08. Appendix 1 to Cabinet Report: Adoption of the Proposed Newland Conservation Area Character Appraisal
1.0 Background 1.1 At it’s meeting on 22nd January 2003 Council agreed to the implementation of a Conservation Area Review Strategy for the district. This confirmed the approach to Conservation Area Review process, itself a statutory requirement, which would entail the preparation of a conservation area character appraisal and a review of the area boundary for each of the council’s ten conservation areas. This would be followed at a later date by the production of a detailed management plan for each area. 1.2 A conservation area character appraisal defines the special qualities and architectural and historic interest which warranted the conservation area designation. The character appraisal, used in conjunction with statutory planning policies, will assist in the management of the conservation area, form the basis for programmes of environmental enhancement, and ultimately, assist in the determination of development proposals. Councillors will also be aware that an authority’s justification for designation, as reflected in its appraisal of an area’s special interest and its character and appearance, is a factor that the Secretary of State will take into account in considering appeals against refusals of planning permission and for Conservation Area Consent applications for demolition. It is crucial, therefore, that the appraisals are as comprehensive as possible and are given appropriate status by the Council as background evidence to the Local Development Framework. They will be used extensively by Development Control Staff as working documents, which can be referred to for guidance; and, above all, they should have local support in their drafting and adoption. It is a statutory duty that all local planning authorities must review their conservation areas and “shall from time to time determine whether any parts or any further parts of their area should be designated as conservation areas”. The undertaking of character appraisals for conservation areas is identified as Local indicator 219b.
2.0 Public Engagement and Consultation 2.1 The council’s review strategy has been designed to include a significant amount of public engagement, especially during the appraisal process, through the council’s innovative Place Detectives events. However, in the case of Newland, Cabinet agreed, following consideration of the review programme’s Annual Monitoring Report in April 2007, that “Given the very small size of the Heversham and Newland conservation areas, and the lack of an appropriately sized venue, it is not proposed to hold Place Detectives events in these communities. However, consultation with the relevant parish councils will be held before the appraisals take place and full consultation with house and landholders will be undertaken following completion of the character appraisal”. This procedure has been followed at Newland and the parish council and the whole of the local community living in Newland were consulted on the draft conservation area appraisal in late August 2008, when invitations to make representations on the content of the appraisal were made. The council’s conservation officer then made a presentation of the appraisal’s findings at the parish council’s meeting on 2nd September 2008. Only two individual responses were received during a consultation period of four weeks and no formal response has been received to these proposals from the Egton with Newland Parish Council. Date: 03/03/2009 Version No: Amended by: 3 215
3.0 Draft Conservation Area Character Appraisal 3.1 Appendix 2 is the draft Conservation Area Character Appraisal for the Newland Conservation Area. This is organised according to the framework identified in the Conservation Area Review Strategy agreed by Council in 2003, which conforms to best practice as identified by English Heritage. The key sections are those that examine Spatial Structure (urban framework, plot size and density, the hierarchy of routes and spaces); Townscape Character (Landmarks, views and vistas, building forms and uses, gateways/approaches and types of enclosure); and Architectural Quality (listed buildings, key unlisted buildings, periods of construction, materials and decoration, etc). 3.2 Two tables are included at the end of the appraisal that examine key listed and unlisted buildings, and which detail the key aspects of form, material construction and architectural design that combine to give a building its particular significance or value. At the rear of the appraisal are two maps which examine Architectural Quality, and the particular contribution that individual buildings make to the architectural character of the wider area; and Townscape Character, which examines the character of the townscape and the spatial significance of the area looking at trees, views and vistas etc. 3.3 Appendix 3 is a table of public responses to the consultation on the content of the draft Newland Conservation Area Character Appraisal. 3.4 Following careful deliberation it is considered that the present boundary to the conservation area is appropriate and accordingly there are no changes proposed to the boundary of the conservation area.
5.0 Notifications and further actions 5.1 If Cabinet adopts the Newland Conservation Area Character Appraisal the parish council will be notified in due course.
Date: 03/03/2009 Version No: Amended by: 4 216 SOUTH LAKELAND DISTRICT COUNCIL
Cabinet
Date of Meeting: 11th March 2009 Part I Portfolio Holder: Brenda Grey Report From: Director of Customer Services Agenda 20 Report Author: Graham Darlington – Conservation Item No: Officer Report Title: Statutory Conservation Area Review of the Cartmel Conservation Area
Summary This report seeks the formal adoption of the draft Cartmel Conservation Area Character Appraisal; and agreement to make amendments to the existing Cartmel Conservation Area boundary, following a statutory review of the conservation area.
Recommendations 1 To adopt the draft Cartmel Conservation Area Character Appraisal as background evidence for the purposes of the Local Development Framework, and for use in Development Control decision-making; 2 To confirm modifications to the boundary of the Cartmel Conservation Area. Report See attached Appendix 1 Please note - Due to the length of the documents, copies of the Conservation Area Appraisal, map appendices, consultation tables, boundary modifications map and justification statement are available in the Members’ room and on the Council’s Website. Alternative Options This review is part of a statutory review of conservation areas that had been long delayed in South Lakeland due to a lack of resources. Further failure to undertake such work will expose the council to difficulties at planning appeals. This is because character appraisals record the special architectural and historic interest of conservation areas, which designation is designed to protect, and inspectors will pay significant attention to the content of appraisals when considering such appeals. Key Decision This report does not relate to a Key Decision. Material Considerations Finance There are no revenue implications to this proposal that cannot be accommodated within existing budgets. The public consultation has been undertaken within existing staff resources and further work on finalising and publishing the documents together with implementing some of the recommendations, will be undertaken from defined budgets.
217
Risk Management Risk Consequence Controls required The refusal of development Such appeals consistently find Guidance from central proposals within a against the council and government is now clear that conservation area might lead approve development, with a inspectors at planning appeals to a planning appeal, at which considerable reputational risk should pay particular attention an appellant cites the lack of to the council. to the content of character any clear conservation area appraisals in forming their analysis or formal appraisal as judgements, especially those a lack of evidence and grounds prepared with significant against the council’s original community engagement at decision. formation and consultation stages of any review. A local resident may disagree No right of appeal is available Ensure that the content of any with whether their property is should the council reconfirm character appraisal and the included or excluded from the the conservation area analysis of the appropriateness conservation area and seek to boundary, in line with an of conservation area appeal against any decision officer’s analysis and boundaries conform to confirming this. recommendation, and it is very government guidance and best unlikely that the council could practice in terms of public be seen as acting perversely in consultation. the improbable situation of a home owner challenging the decision through judicial review.
Staffing No additional work will be required following this part of the review process, other than for the formal notifications identified in the report and the publication of the appraisal document, and these activities will be managed by the conservation officer as part of his normal activities. Links to Corporate Plan Priority: - Community development priorities delivered • Protect the built heritage and historic environment Indicator: - % of conservation areas with character appraisals and management plan (L12 LAA) Links to Other Strategic Plan(s) Community Strategy Priority Issue – A vision for Quality Environment: 1. Conserve, enhance and promote the natural, heritage and built environment. Actions Action 1. Work with the other task groups within the Strategic Partnership to take opportunities to enhance biodiversity, built heritage and the public realm in all aspects of the Community Strategy. Equalities & Diversity N/A Community Safety N/A
Date: 03/03/2009 Version No: Amended by: 2 218 Background Documents Document: Conservation Area Review Contact: Graham Darlington Strategy. 10th December 2003; Conservation Area Review - Annual Monitoring Report 2007- 08.
Date: 03/03/2009 Version No: Amended by: 3 219 Appendix 1 to Cabinet Report: Adoption of the Cartmel Conservation Area Character Appraisal
1.0 Background 1.1 At it’s meeting on 22nd January 2003 Council agreed to the implementation of a Conservation Area Review Strategy for the district. This confirmed the approach to Conservation Area Review process, itself a statutory requirement, which would entail the preparation of a conservation area character appraisal and a review of the area boundary for each of the council’s ten conservation areas. 1.2 A conservation area character appraisal defines the special qualities and architectural and historic interest that warranted the conservation area designation. The character appraisal, used in conjunction with statutory planning policies, will assist in the management of the conservation area, form the basis for programmes of environmental enhancement, and ultimately, assist in the determination of development proposals. Councillors will also be aware that an authority’s justification for designation, as reflected in its appraisal of an area’s special interest and its character and appearance, is a factor that the Secretary of State will take into account in considering appeals against refusals of planning permission and for Conservation Area Consent applications for demolition. It is crucial, therefore, that the appraisals are as comprehensive as possible and are given appropriate status by the Council as background evidence to the Local Development Framework. They will be used extensively by Development Control Staff as working documents, which can be referred to for guidance; and, above all, they should have local support in their drafting and adoption. It is a statutory duty that all local planning authorities must review their conservation areas and “shall from time to time determine whether any parts or any further parts of their area should be designated as conservation areas”. The undertaking of character appraisals for conservation areas is also identified as Local indicator 219b.
2.0 Public Engagement and Consultation 2.1 The council’s review strategy has been designed to include a significant amount of public engagement, especially during the appraisal process, through the council’s innovative Place Detectives events. In addition, following the completion of the draft appraisal document, the council re-consults with the local community and with local organisations such as the parish council and with any local civic and amenity groups through a follow up public event. Each of these public participation events seeks the views of local people on both the content of the appraisal and on any proposals to modify the existing boundary. 2.2 129 people attended a very successful Place Detectives day held at the Village Hall in Cartmel on 3rd November 2007, which was jointly organised and manned with the assistance of the Cartmel Village Society. A significant amount of information was collected at the event and much of this was incorporated into the draft character appraisal document, particularly within the map appendices located at the back of the appraisal. The event also asked for views on whether the existing boundary for the conservation area was appropriately drawn, such that only areas of special character or interest were protected. In addition, people were asked to complete Event Responses Sheets, which would allow us to gauge feedback on the success of the event and help refine it for future use. Some 22 people filled in these forms and the overwhelming majority felt that they day was both well organised and stimulating.
Date: 03/03/2009 Version No: Amended by: 4 220 3.0 Draft Conservation Area Character Appraisal 3.1 Appendix 2 to this report is the draft Conservation Area Character Appraisal for the Cartmel Conservation Area. This is organised according to the framework identified in the Conservation Area Review Strategy agreed by Council in 2003, which conforms to best practice as identified by English Heritage. The key sections are those that examine Spatial Structure (urban framework, plot size and density, the hierarchy of routes and spaces); Townscape Character (Landmarks, views and vistas, building forms and uses, gateways/approaches and types of enclosure); and Architectural Quality (listed buildings, key unlisted buildings, periods of construction, materials and decoration, etc). 3.2 Two tables are included towards the rear of the appraisal that examine key listed and unlisted buildings, and which detail the key aspects of form, material construction and architectural design that combine to give a building its particular significance or value. At the back of the appraisal are two maps which examine Architectural Quality, and the particular contribution that individual buildings make to the architectural character of the wider area; and Townscape Character, which examines the character of the townscape and the spatial significance of the area looking at trees, views and vistas etc. 3.3 Following the completion of the consultation draft character appraisal the community was consulted on its content at a follow up public event held on 21st November 2008.
4.0 Proposed Modifications to the Conservation Area Boundary 4.1 Appendix 3 is a Justification Statement that was prepared in support of these proposed boundary changes. Such justification was base upon the criteria in the English Heritage publication Guidance on Conservation Area Appraisals, 2006. Two sorts of modification to the boundary are proposed: one concerned with rationalising the extent of the important landscape setting that is included within the conservation area; and the other looking to remove some areas of modern housing development together with the complex of school buildings at Cartmel Priory C of E School. 4.2 These two documents formed part of a follow up consultation with the local community, held on 21st November 2008. 58 people attended this event, although the number of formal responses received to the consultation was slightly disappointing, with only five individual responses being received for each of the separate consultations on the content of the character appraisal and on the proposed boundary modifications. In addition, the conservation officer consulted with the Low Allithwaite Parish Council at their public meeting on 11th December 2008 and a formal response was received from the council in mid January 2009. 4.3 All of the submitted representations to the consultations are included in the tables in Appendix 5 and 6, which lists the consultee, a brief summary of the representations made and the proposed response to the representation in column 6 of each table.
5.0 Notifications and further actions 5.1 If the changes to the area boundary are approved, then the following formal notifications and publicity will need to be undertaken. Notification must be sent to the Government Office for the North West and this should include an updated map of the modified boundary, a copy of the committee resolution, and the date on which the boundary was amended. In addition, English Heritage must also be formally notified and a similar description and map should be sent to their regional team in Manchester. All new designations and modifications to existing areas must be advertised in the London Gazette and at least one local newspaper. These advertisements do not normally include a map and so the boundary will have to be described in a succinct way by defining the route it takes or by including a schedule of affected properties. Date: 03/03/2009 Version No: Amended by: 5 221 5.2 In addition, all those affected by any changes will be contacted in writing to inform them of the decision and to explain the implications of designation on them as householders, once the council’s decision has been determined. Internal notifications will be posted to Legal, Land Charges, Development Control and Housing.
Date: 03/03/2009 Version No: Amended by: 6 222 SOUTH LAKELAND DISTRICT COUNCIL
Cabinet
Date of Meeting: 11 March 2009 Part I Portfolio Holder: Hilary Stephenson Agenda 21 Report From: Strategic Director (Resources) Item No: Report Author: Brian Benson Head of Information services Report Title: Information and Communications Technology Strategy 2008/2011
Summary The report seeks Cabinet approval for the Information and Communications Technology Strategy 2008/2011. Recommendations Cabinet approve the appended Information and Communications Technology Strategy 2008/2011. Report 1.0 The strategy has been developed through consultation with managers and users and has been reviewed by Council’s Resources Overview and Scrutiny Committee. 2.0 The strategy takes a pragmatic approach and is focussed on short to medium terms initiatives developing a number of building blocks to support the change agenda. 3.0 The strategy aligns with the Councils transformation strategy and will be reviewed annually to maintain that alignment. Alternative Options Do nothing Users have indicated clearly through discussion that they would like to have visibility of the projects that are currently being delivered and are aligned to a clear strategy; therefore doing nothing is not an option. Key Decision This report does not relate to a Key Decision. Material Considerations Finance The strategy highlights project funding already in place. There are some projects that will require funding as and when they are agreed and developed. Risk The risks are identified within the strategy. Staffing There are no additional staffing requirements highlighted by the strategy at this stage, however individual projects may require specialist skills, these will be identified in developing the specific project.
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Sustainability This report does not have any registered significant environmental effects. Links to Corporate Plan The strategy aligns with our core value of excellence. Links to Other Strategic Plan(s) The strategy aligns with the Transformation and Change Strategy. Equalities & Diversity A formal impact assessment has not been undertaken at this stage; however a formal impact assessment will be undertaken on the strategy. Community Safety Not applicable
Background Documents Document: Contact:
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South Lakeland District Council
Information and Communications Technology Strategy
2008 – 2011
Version 1.01
225 Information Technology Strategy v1.01
Executive Summary
South Lakeland District Council is undertaking a significant programme of change and within that context we have developed a pragmatic ICT strategy focused on realistic medium-term deliverables.
The priorities for year one has been identified as:
• ICT Working Practices Review • Corporate Electronic Document Management • Intranet Redevelopment • Contact Centre Upgrade • Sever Infrastructure Redesign • Members IT Development • User Training • Shared Services Feasibility Assessment
The other main areas of work are:
• Corporate Website Enhancement • Application Development and Support • Geographical Information Systems (GIS) Development • Telephone System Development • Technology Refresh Programme • Wireless Network Rollout • Corporate Printing Review • Organisational Reengineering Support • Corporate Mobile Working • Home Working • ICT Staff Skills Development
We believe that by undertaking this work we will achieve our aim to be:
“A highly professional, customer-focussed and effective ICT function embedded into the organisation to inspire, drive and support service development and delivery.”
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Contents
EXECUTIVE SUMMARY ...... 1
CONTENTS ...... 2
PURPOSE ...... 3
CONTEXT...... 3
VALUES ...... 4
OUR AIM ...... 4
CURRENT POSITION ...... 5
ACHIEVEMENTS SO FAR...... 6
RECURRING THEMES ...... 7
PLANNED IMPROVEMENT...... 8
QUESTIONS OR COMMENTS...... 17
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Purpose The purpose of this strategy is to outline what the ICT function will deliver over the next few years. It is a rolling three-year strategy, to be reviewed annually, and provides service managers with an insight into the key priorities and an understanding of how and when they will be delivered.
In summary, it says what we will do and can be viewed as a high level plan, from which more specific and detailed plans will emerge.
Context South Lakeland District Council is embarking on a significant change programme in order to deliver more efficient and effective customer-focused services. This is in response to Government agenda, external assessment, targets, and the desire to deliver services centred on the customer. It includes a review of organisation structure and development of new ways of working. More detail on SLDC priorities can be found in the Corporate Plan.
The corporate transformation programme is made up of several large projects and hence a significant amount of change happening within a relatively short time frame. This, in addition to business-as-usual activity, makes it difficult to develop a realistic long term ICT strategy. What we’ve tried to do is keep it as simple as possible – a few things that we know are going to happen rather than a lot of things that might not.
This strategy sits alongside the Information Management Strategy – another important document developed by Information Services. Whereas this ICT strategy focuses on the function of ICT and how it is delivered, the IM strategy identifies the key work required to ensure the most effective approach to corporate information management. More detail can be found in the Information Management Strategy.
An important piece of work documented in this strategy, but one that also provides important context for the other work identified, is the desire to explore the feasibility of a shared ICT service with Barrow Borough Council. If a shared service was to be put in place, this could potentially impact upon the other work outlined in this strategy.
Also feeding into the strategy is a piece of work which has aimed to identify the most significant issues affecting perceptions of ICT, in order to identify suitable remedial action and ensure confidence in the ICT function systems and services during this period of significant change.
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Values Our service and strategy is designed to support the Council’s values: • Valuing People • Excellence • Openness
We will directly support delivery of excellent services through our corporate vision of: “Making South Lakeland the best place live, work and visit”
Our Aim It is important to have an idea what kind of ICT Service we want to deliver and this can be best summarised as: “A highly professional, customer-focussed and effective ICT function embedded into the organisation to inspire, drive and support service development and delivery.” However, it is important to understand what this actually means – what will the ICT function of SLDC look like in two or three years?
• The ICT function will be delivered in line with recognised best practice • ICT will be seen as a dependable partner capable of supporting business- as-usual activity and driving organisational change. • Back-office systems will continue to be owned by the functions in which they operate, but local system administrators will provide expert user support along with liaison with the central ICT function. • Support will be delivered by a virtual helpdesk, with first-line support and a comprehensive knowledge base to enable quick fixes. Users will be able to log and monitor service requests online. • Account managers will service business units, taking ownership of key issues and projects. • The ICT team will be multi-skilled and resilient, capable of delivering all of its services effectively through periods of vacancy or absence. • Staff will have access to the tools they need to do their job, based on a clear business case. • The service will be consistent and professional, with formal standards and clear accountability. • Work requests and projects will be managed effectively within clear and published processes. • The service will be provided within a corporate service agreement covering the most important aspects of the service, while accountability will be through a set of local performance indicators. • Key performance information will be available to all staff via the intranet. • The intranet will be utilised as an informative central repository for ICT information. • Communication to the organisation will be appropriate, frequent, targeted and effective.
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Current Position The Information Services Unit has responsibility for the Information and Communication Technology (ICT) function at SLDC. This includes ownership of the computer network, telephone network and printing facilities, and includes provision of strategic advice and guidance.
The unit has three operating teams; business services, development and infrastructure: • The business services team are responsible for active engagement with the business units to ensure that the other teams co-ordinate activities to support the business. • The development team are responsible for the software development and integration. • The infrastructure team are responsible for data and telecommunication networks support, server support, help desk and print services.
The team is recognised as having technical expertise and its focus to 2006 was to drive the national e-government agenda, while developing and maintaining a comprehensive corporate ICT infrastructure. Since 2006, the emphasis on electronic service delivery has changed and ICT developments are now being driven by the organisation, which requires a refocus of the IT function, with greater emphasis on customer-focussed working and delivering to the requirements of the business.
One of the key drivers for the work identified in this strategy is the feedback acquired from managers and users. As part of an internal improvement review in October 2007, it was acknowledged that we weren’t meeting all expectations and that we need to improve our service delivery in some areas. Since that time significant progress has been made and we have worked hard to identify those issues affecting expectations and perceptions of ICT. A summary of known issues is attached in Appendix 1.
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Achievements So Far
Before looking at what we plan to do over the next few years, it is important to reflect on our recent achievements. A comprehensive list is summarised below:
• Development of a comprehensive ICT infrastructure, which provided a platform for enhanced service development and delivery. • Leading on the rollout of e-government initiatives, to ensure service development and compliance with Government requirements. • Review of helpdesk service provision and implementation of improved technology and processes, to improve provision of support. • Development of a comprehensive and highly rated website, to provide comprehensive information to the public about our services and to encourage self-service. • Procurement and implementation of web accessibility software in line with Equality and Diversity, and Customer Access strategies, to ensure online access for all. • Procurement, implementation and support of a significant number of back office systems, to enable SLDC staff to better manage their functions. • Development of a strong team recognised for its technical skills and ability, to develop and support the infrastructure. • Implementation of corporate project management methodology, to ensure consistency and corporacy in project management. • Implementation of corporate printing systems, to provide best value solutions. • Extension of computer network to remote offices, to enable more staff access to electronic services. • Provision of remote access and technologies, to enable location independent connection to corporate systems. • Implementation of wireless networking and new telephone technology, to provide improved best value solutions. • Development of standard address data (LLPG) and established links to national address gazetteer (NLPG), to provide a corporate address system in line with national standards. • Effective partnership working through the Connected Cumbria Partnership, to lead on high-profile projects with the benefit of joint procurement, knowledge and skills sharing. • Development of the Cumbria Information Hub as a central point for government services in Cumbria, to provide a platform for service delivery independent of organisation. • Partnership working with Barrow Borough Council to include procurement, implementation and support of the Contact Centre.
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Recurring Themes
Throughout the work identified in this strategy there are a number of important themes that should be highlighted.
Efficiency and Best Value ICT development requires significant investment, but within that context our strategy is centred on delivering best value by implementing more efficient systems and processes.
Environmental Sustainability A key consideration in our strategy is environmental sustainability, i.e. choosing solutions that reduce or minimise our impact on the environment.
Corporacy A key driver for this strategy is a corporate approach, i.e. implementing corporate solutions that maximise benefit while minimising the investment required supporting and maintaining.
Standards
There are a number of standards relevant to delivery of this strategy – a mix of internal ICT policies and procedures, and external best practice. Those standards relevant to effective delivery of the ICT function and this strategy are listed in Appendix 2.
Finance
There is no specific budget for delivery of this strategy. Some priorities are funded as part of the Transformation Programme, others are based on a business case as project costs, and others funded as business as usual activity. Alongside each priority, the appropriate funding channel is identified and an indication of the investment required.
Risks
It is not within the scope of this strategy to identify and manage all of the relevant risks. Risks and barriers to effective delivery of this strategy will be identified and managed by each project, or more generally in line with the corporate risk policy and framework. Those relevant risks are summarised in Appendix 3.
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Planned Improvement This section describes what we are planning to do over the next three years and aims to identify the most significant initiatives and projects happening over and above normal service delivery. 2008/09 – Main Priorities Our main priorities for 2008/09 can be summarised as: • ICT Working Practices Review • Corporate Electronic Document Management • Intranet Redevelopment • Contact Centre Upgrade • Sever Infrastructure Redesign • Members IT Development • User Training • Shared Services Feasibility Assessment
ICT Working Practices Review It is recognised from an internal review and feedback from managers that there are areas for improvement in how we deliver our services, while we also need to address those corporate issues that impact on the perception of ICT, as listed in Appendix 1. A more in-depth and structured review will be undertaken to compare existing practices to best practice, to initially develop a structured improvement plan for key areas. Best practice is recognised as the IT Infrastructure Library (ITIL) framework, and a pragmatic approach will be taken to review and implementation of relevant processes. Identified In: ICT Strategy Lead: Business Services Manager Timescales: Year 1 - By May 2009 Finance: Business As Usual Resource Implications: BSM – Medium/High, reviewing and implementing new ways of working. ICT Team – Medium/Low, around training and adopting new ways of working Other Managers – Low, to address specific issues.
Corporate Electronic Document Management Electronic Document Management basically means scanning of paper documents so that they can be processed and stored electronically. Adopting this technology will minimise the physical space required to store paper records and enhance efficiency of document processing, storage and retrieval. It will also improve corporate access to information and provide the basis for improved public information provision. Identified In: Transformation Programme
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Lead: Business Service Manager Timescales: Year 1 - By April 2009 Finance: Work Package Budget – £30k Resource Implications: BSM – Medium/High, coordinating corporate project ICT Team – Low, but important role for implementation Other Managers – Medium, for those responsible for coordinating local implementation. Significant financial investment required for external consultancy.
Intranet Redesign The current intranet has grown significantly over the last two years and needs to be refreshed to ensure best use of this facility. The corporate intranet will be redeveloped to become a single central facility for the provision of corporate information. It will become the primary internal communication channel and be a portal to support other corporate activity. Identified In: Information Management Strategy Lead: Systems Development Manager Communications Manager Timescales: Year 1 - By May 2009 Finance: Work Package Budget – £20K Resource Implications: SDM – Medium/High, leading resource intensive project. ICT Staff – Medium, for development team over shorter periods. Other Managers – Medium/High, requires significant input corporately Also requires input from Comms, external consultants and suppliers. Significant funding from ICT reserve fund.
Contact Centre Upgrade The Contact Centre is one of the key ways in which our customers access our services and hence needs to be fit-for-purpose while also providing best value. Following a review of current service provision, the Excelsior solution will be implemented, with work already underway to examine detailed requirements to ensure a smooth transition to the new system. Identified In: Transformation Programme Lead: Head of Information Services Timescales: Year 1 - By April 2009 Finance: Project Budget – £40K Resource Implications:
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HoIS – Low/Medium, to manage project. ICT Team – Low/Medium to support supplier/contractor. External consultancy and suppliers to be engaged to undertake most activity.
Server Infrastructure Redesign Behind the scenes there are approximately 60 servers (big computers) running our corporate applications. We will undertake a review and redesign of the server infrastructure to provide a solution that is more cost effective, reduces support, offers greater resilience and is more environmentally friendly. We will engage with specialists to implement virtualisation and rationalise our server infrastructure to maximise efficiency and minimise maintenance costs. Identified In: ICT Strategy Lead: Network and Communications Manager Timescales: Year 1 - Starting Q3 2008/09 Finance: Project Costs – £60K Resource Implications: NCM – Medium/High, to coordinate project. ICT Team – Medium/High for network team. External consultancy and suppliers to be engaged with Significant financial investment required.
Members IT Development We will support members in their role through provision and support of appropriate IT equipment. A new role will be created within the ICT function to undertake this work and provide dedicated liaison and support to members. Identified In: ICT Strategy Lead: Head of Information Services Timescales: Year 1 - Q3 2008/09 Finance: Project Budget – £50K Resource Implications: HoIS – Medium, to initially coordinate and recruit. ICT Team – High, new post to be recruited for this purpose. Members – Medium, significant cooperation and training required. New equipment to be procured at significant cost.
User Training We will work closely with Human Resources Training Manager to ensure appropriate and targeted provision of IT-related training and development. Identified In: ICT Strategy Lead: Training Manager / Head of Information Services
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Timescales: Year 1 - Q3 2008/09 Finance: Corporate Learning and Development Budget Resource Implications: HoIS – Low, some input to Training Manager ICT Team – Low, some liaison with Training Manager Training Mgr – Medium / High to develop and implement appropriate training
Shared Services Feasibility Assessment We will undertake a feasibility assessment to evaluate whether a shared service or similar would offer any benefit to SLDC. The main drivers are to provide a best value service in line with the transformation agenda and corporate change programme. A panel has been established to consider the business case and different models of service provision, ahead of making recommendations for further consideration. Identified In: ICT Strategy Lead: Head of Information Services Timescales: Year 1 - By May 2009 Finance: Business Case To Be Determined Resource Implications: HoIS – Medium/Low, some time required attending key discussion meetings. ICT Team – Low, no input required. Other Managers – Low, limited input required.
2009/10/11 – Secondary Priorities Other priorities identified for 2008/09 and beyond are identified in this section. Timescales provided at this stage are indicative, but as a rolling strategy the programme of work will become more definitive with each annual review. The secondary priorities have been identified as: • Corporate Website Enhancement • Application Development and Support • Geographical Information Systems (GIS) Development • Telephone System Development • Technology Refresh Programme • Wireless Network Rollout • Corporate Printing Review • Organisational Reengineering Support • Corporate Mobile Working • Home Working • ICT Staff Skills Development
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Corporate Website Enhancement The corporate website - southlakeland.gov.uk - holds a significant amount of valuable information and is one of the key service delivery channels. The website has also recently been awarded “transactional status”, meaning that we are good at providing our services online. The website will be promoted and developed as an effective and efficient channel for service delivery, and more services delivered in this way. We will promote the site and continue to maintain the site as accessible service channel. Identified In: Information Management Strategy Lead: Systems Development Manager Timescales: Year 2 - Initial Review by Nov 2008 then ongoing Finance: Business As Usual Resource Implications: SDM – Medium, continued development of website ICT Team – Medium, development team continue to lead work Other Managers – Medium, significant input required from function managers regarding information and service provision. Input required from supplier and potentially contractors. Application Development and Support There is a dedicated team who provide application development in support of business processes and operations. This tends to be for small business applications where improved information management is required. Where a clear business case exists, we will continue to support and develop bespoke database applications in line with the recognised development standards. Identified In: ICT Strategy Lead: Systems Development Manager Timescales: Year 2 - Ongoing Finance: Business As Usual Resource Implications: SDM – Medium/Low, required to coordinate work ICT Team – Medium, required to undertake work Other Managers – Low Possible engagement with external suppliers and contractors.
Geographical Information Systems (GIS) Development GIS is about providing valuable business information through maps, for use internally by staff and externally by customers. We will continue to provide the appropriate tools, and promote and support development of GIS. We will encourage use of spatial data within services and support and advise LLPG custodian. We will continue to work closely with other authorities in Cumbria on the application of GIS.
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Identified In: ICT Strategy Lead: Systems Development Manager Timescales: Year 2 - Ongoing Finance: Business As Usual Resource Implications: SDM – Low, coordination of work. ICT Team – Medium/High, dedicated GIS Officer will lead on this area. Other Managers – Medium, LLPG custodian will require significant input Engagement with external suppliers, contractors, users
Telephone System Development Our main telephone system is a traditional system with dedicated telephone lines and exchange. We will pilot an alternative and more cost effective system called IP Telephony. IP Telephony uses the computer network to handle telephone call and requires a different type of handset that plugs into the network. This will reduce maintenance and support costs, but also has the potential to support mobile and remote working. Identified In: ICT Strategy Lead: Network and Communications Manager Timescales: Year 2 - By May 2009 Finance: Project Budget - TBD Resource Implications: £70K NCM – Medium, to coordinate work and be involved where required. ICT Team – Medium/High, network team to lead and coordinate work. Other Managers – Medium/Low, training implication for staff. External suppliers/consultancy to be engaged.
Technology Refresh Programme We are committed to keeping SLDC up-to-date with technology through a rolling programme of technology refresh. It basically means that the most important pieces of technology, i.e. computers and servers, are renewed at a maximum of every three years. The pieces of kit being renewed in any given year will be published on the intranet. Identified In: ICT Strategy Lead: Network and Communications Manager Timescales: Year 2 - Ongoing Finance: Business As Usual Resource Implications:
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NCM – Medium/Low, required to coordinate refresh programme ICT Team – Medium/High, required procuring and implementing equipment. Other Managers – Low, minimal disruption Engagement with suppliers and possible contract staff.
Wireless Network Rollout Wireless networking lets people connect to the computer network without the need for wires. The Town Hall currently offers a wireless network and this will be expanded further into South Lakeland House. It is not needed by everyone and access to it will be based on business need, but it has the potential to support initiatives such as mobile working and hot desking. Identified In: ICT Strategy Lead: Network and Communications Manager Timescales: Year 2 - Ongoing Finance: Project Costs - £20K Resource Implications: NCM – Medium/Low, required to coordinate work ICT Team – Medium, required to undertake work Other Managers – Low Engagement with external suppliers.
Corporate Printing Review The provision of printing facilities and multi-function devices will be reviewed to ensure that they are meeting the needs of the organisation. We currently have a corporate contract for the provision of printing equipment and a project will be undertaken to ensure we have appropriate solutions in place for when the contract expires in early 2009. Identified In: ICT Strategy Lead: Business Services Manager Timescales: Year 2 - By May 2009 Finance: Project Costs - £160,000 over 3 years Resource Implications: BSM – Medium/High, required to coordinate and undertake work ICT Team – Medium, significant involvement from other team members Other Managers – Medium, required to input on corporate requirements. Engagement with external suppliers and potential high financial implication.
Organisational Reengineering (OR) Support The OR project is currently reviewing key functions within the organisation with the aim of ensuring efficient processes and working practices.
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Recommendations will inevitably include greater use of technology and we will support implementation where resource allows. Identified In: OR Reports Lead: Business Services Manager Timescales: Years 1 & 2 - Ongoing Finance: Project Costs TBD Resource Implications: BSM – Medium, will coordinate from an IT perspective. ICT Team – Medium/High, business services team will manage IT implementation. Network team also involved. Other Managers – Medium, required to lead from a business perspective. Engagement with external suppliers and contractors.
Corporate Mobile Working The way we work is changing and providing first class customer service might involve location independent working, whether from remote offices, one-stop shops, or home visits. All of this will be considered by the corporate mobile working project, coordinate corporate mobile working activity. Identified In: Information Management Strategy Lead: Head of Information Services Timescales: Year 2 - Ongoing Finance: Project Costs - £40 Resource Implications: HoIS – Medium/High, lead on project ICT Team – Medium, input, procurement, implementation etc Other Managers – Medium, to coordinate within functions Engagement with external suppliers and contractors.
Home Working We will continue to work with Human Resources on expanding the rollout of home working, allowing more flexible working arrangements for staff. This includes support of the Home Working Policy and providing technology solutions in support of this area. Identified In: ICT Strategy Lead: Network and Communications Manager / HR Timescales: Year 2 - Ongoing Finance: Business As Usual Resource Implications:
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NCM – Medium/Low, ICT lead on project HR Manager – Medium/Low, HR lead ICT Team – Medium/Low, input, procurement, implementation etc Other Managers – Medium/Low
ICT Staff Skills Development We will develop a skills matrix for the ICT Team, which will be used as the basis for cross-training and skill sharing, with the aim of increasing resilience within the team. As always, ICT staff will be given the opportunity to undertake additional training that is specific to their needs or as identified as part of the Job Consultation process. Identified In: ICT Strategy Lead: Head of Information Services Timescales: Year 2 - By May 2009 Finance: Training Costs TBD Resource Implications: HoIS – Medium, coordinating role ICT Team – Medium, input and training required Other Managers - Low
Staff Skill Development We will work with the HR and the Training and Development Officer to support specific skill development for all staff. We will work closely with HR to ensure that the right people are receiving appropriate IT training and offer quality assurance to internal training courses. Identified In: ICT Strategy Lead: Head of Information Services Timescales: Year 1/2/3 Finance: Training Costs TBD Resource Implications: HoIS – Medium, coordinating role ICT Team – Medium, input and training required Other Managers - Low
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Approach The ICT Strategy is a high-level summary document designed to make people aware of our intended work programme for the next three years. It is a rolling three-year strategy and will be reviewed on an annual basis to ensure alignment to corporate strategy and transformation programme. The ICT Strategy will have oversight by the Council Portfolio Holder, Director of Resources and Management Team. The strategy is owned by Head of Information Services, who has responsibility for ensuring delivery. Each priority identified has an associated owner, with responsibility for managing the delivery as appropriate. The corporate standard for project management will be adopted, although the degree to which this method is adopted will very much depend upon the scale of the project. Progress against priorities will be discussed at regular team meetings and reported to DMT, HOST and Management Team at appropriate intervals.
Questions or Comments If you have any questions or comments regarding this strategy, please contact:
Brian Benson Head of Information Services South Lakeland District Council Lowther Street Kendal LA9 4AU 01539 733333
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Appendix 1 – List of Issues Affecting Perceptions of ICT
ISSUES AFFECTING PERCEPTIONS OF ICT ID Issue Title Issue Type Issue Description What will happen to address the issue? We will make sure that all our users have access to a primary and secondary printer.
We will retrain and promote super users as recognised People & Some users experience inconsistent, unreliable, and printing experts across the Council, able to provide advice 1 Printing Technology slow printing. and guidance to users and liaise with ICT where problems occur.
We will provide more general guidance and give training to key people where required.
Profiles are individual settings that are applied to each person when they logon to the network. We will simplify the use of profiles by developing a set of People & profile templates specific to functions rather than 2 User Profiles Technology Users experience a range of problems from settings individuals, following consultation with department not being saved, to applications not performing as managers. expected, to printers not being available. Refers to the performance of the network, i.e. the speed at which things are printed, the speed at which applications run, the speed at which files are opened We will introduce detailed network performance monitoring People & and saved etc. and targets, so that performance can be more effectively 3 System Performance Technology Some users report that system performance varies managed and issues independently verified. throughout the day and/or day by day. There is also a perception that thin clients are inferior to desktop computers.
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ISSUES AFFECTING PERCEPTIONS OF ICT ID Issue Title Issue Type Issue Description What will happen to address the issue? We shall maximise the use of server performance Servers are powerful behind-the-scene computers that management tools and notifications. run applications and store files. People & A Corporate Identity Guide will be developed by the 4 Server Storage Space Process & Servers only have so much storage space and when Communications Manager, which will define corporate Technology they get full or close to full, users are prevented from standards for electronic documents. accessing core applications, file saving, or experience slow system performance. We shall produce guidance and best practice on file management and publish this on the intranet. We will raise awareness with users about our email system - how emails are processed, why we have security Occasionally external emails are not being received, or measures in place, and the reasons why the system Process & 5 Email valid emails are being captured in the spam filter, or cannot be 100% effective. Technology spam is getting through to users. We will setup email alerts so that support technicians and the standby team are immediately made aware of server failure. The ICT team does not take ownership of issues, work We will develop ICT Corporate Service Agreement, which People & 6 Ownership requests, problems etc. The perception is that the bare will include clear definition of roles and responsibilities for Process minimum is undertaken to get a job done. ICT, managers, and users. We are developing a skills matrix to identify opportunities to increase resilience through knowledge sharing within Capacity, lack of resource and resilience within the ICT the ICT team. Resource and People & team is an issue, meaning that periods of high demand, 7 Resilience Process leave, or sickness, service delivery is potentially We will undertake internal training between ICT staff. compromised. We will recognise our limitations and bring in additional resources when required.
Andrew Ostle, Business Services Manager 244 Information Technology Strategy v1.01
ISSUES AFFECTING PERCEPTIONS OF ICT ID Issue Title Issue Type Issue Description What will happen to address the issue? The Wintime system is used to manage flexitime and A wintime system manual will be developed to provide People & annual leave requests. clarification on roles and responsibilities, and to provide a user-friendly system guide. 8 Wintime Process & Wintime causes a significant frustration for users and Technology managers, who are expected to use the system for We will arrange demonstrations of alternative systems to time management. provide comparison and options for change. We will review our existing change control arrangements to Formal change control is limited meaning that implement recognised best practice (ITIL) for change improvement work undertaken by ICT does not follow a control. People & 9 Change Control consistent process. The scope of these issues tends to Process be those things that are neither quick fixes nor projects, Users play an important part in this process and should i.e. work requests. undertake appropriate testing of the change and ensure that ICT are included in any planned change.
Our key policies, procedures and process will be defined Corporately, there isn't a clear set of ICT /user roles and published alongside the Corporate Service and responsibilities, i.e. definition of exactly what Agreement. responsibilities that ICT function has and what is Roles and People & expected from users. 10 We shall document and communicate our working Responsibilities Process practices. ICT has policies, procedures or processes that are not clearly defined and where they exist are not We will develop ICT Strategy which will outline our three- communicated/available to staff. year direction and work plan.
People & We will work with corporate communications to develop a 11 Communication ICT does not communicate effectively. Process PR, Marketing and Communication framework.
Andrew Ostle, Business Services Manager 245 Information Technology Strategy v1.01
ISSUES AFFECTING PERCEPTIONS OF ICT ID Issue Title Issue Type Issue Description What will happen to address the issue?
ICT does not have enough involvement with the We will work with HR to agree corporate approach to ICT corporate ICT training programme and hence those training, with a clear set of roles and responsibilities and who need training are not necessarily being identified, associated processes. People & 12 Skills and Training or provided with the most appropriate training. Process There is a mix of ICT skills and ability across the We will work with HR to identify additional training organisation, but some individuals lack confidence and channels, to provide more convenient opportunities for key basic skills. people to undertake training. Satellite Offices - People & Satellite offices are perceived to have a lower standard We have scheduled regular monthly visits to the satellite 13 Service Provision Process of service from the corporate ICT function. offices by an ICT technician. Management Guidance People & The ICT function lacks management guidance and Management Team will sign-off three-year ICT Strategy, 14 and Support Process support. which will be fully endorsed and supported once agreed. Our ICT equipment refresh programme to be communicated and promoted. Some users are not satisfied with the ICT equipment Old Software / People & 15 and software that they have, perceiving it to be Hardware Technology Our corporate standards for software and hardware will be outdating and under performing. documented and communicated as part of ICT Strategy development.
We have a dedicated officer in place to manage relationship between ICT and the business units, which will People & 16 Reactive ICT is seen as reactive in its approach. enable more engagement with managers. Process We will publish our work programme so that everyone can see what work will be undertaken and when.
Andrew Ostle, Business Services Manager 246 Information Technology Strategy v1.01
ISSUES AFFECTING PERCEPTIONS OF ICT ID Issue Title Issue Type Issue Description What will happen to address the issue? The ICT Strategy will be published and communicated so that our customers are aware of what is happening and People & 17 Customer Focus The ICT unit is perceived as lacking in customer-focus. when. Process A Corporate Service Agreement will provide clear guidance on ICT/customer relationships. We will create a dedicated test environment so that testing of systems can take place prior to roll-out or to resolve problems. The ICT function has limited means to measure Performance 18 Process performance, and therefore no objective measure of its We have identified a suite of performance indicators Monitoring effectiveness. relevant to ICT which will provide objective measures, and link into Corporate Service Agreement. We will report quarterly reporting on our performance, giving visible accountability.
Issues around security of data have recently been The Information Security Management Board will review People & highlighted through high profiles cases. 19 Information Security the security measures. Process There is lack of awareness of the corporate information A meeting of the ISMB will be arranged. security policy. At times, barriers are created by the lack of We will discuss the issues with corporate communications 20 Staff Engagement People engagement with/by users. to work on marketing, PR and communication. We will publicise and reinforce procurement policies. ICT procurement rules are not adhered to meaning that We will clearly define corporate standards for hardware People & 21 Procurement non-standard, non-corporate procurement is and software as part of ICT Strategy development. Process undertaken. We will work more closely with Heads of Service on their Service Plan requirements.
Andrew Ostle, Business Services Manager 247
248 Appendix 2 – Recognised SLDC ICT Standards
Relevant standards, strategies, policies and procedures are listed below.
Equipment Thin Client (Citrix) 17-inch monitor Standard keyboard and mouse Office 2000 standard Windows XP Published Applications via Citrix
Network TCP/IP Wireless 802.11
Procurement Corporate Procurement Policy ICT Procurement Process
System Development E-GIF E-GMS HTML / XHTML
Security Information Security Policy Internet and Email Acceptable Use Policy Information Management Strategy Password Security Backup Procedures
Other Standards ICT Helpdesk Standards SLDC Project Management Standby / Out of hours
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250 Information Technology Strategy v1.01 Appendix 3 – Relevant Risks
In line with corporate standards, operational risks have been considered and identified outside of this strategy, and will be managed within the Covalent performance management system.
Those relevant to the strategy are identified below:
Covalent Risk Title Reference RISK HIS 020 Unable to deliver the ICT Strategy due to insufficient resources
Insufficient IT skills across the organisation creating a drain on RISK HIS 022 resources.
RISK HIS 023 Unable to retain skills during period of uncertainty
RISK HIS 024 Managers bypass corporate policy regarding ICT procurement
RISK HIS 026 Lack of engagement from user departments
Insufficient capacity and skills to meet the needs of the day job, RISK HIS 028 Service Improvement and Transformation Activities. Public consultation and engagement does not develop the RISK HIS 029 services we deliver The restructure of Management Team and HOST has negative RISK HIS 030 impact on service delivery.
Other risks, specific to individual priorities, will be identified and managed as part of those projects.
Date: 03/03/2009 Version No: Amended by: 7 251
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