to
30 June 2008
Executive Will meet on Wednesday 9 July 2008 at 10.00 am in Derwent Room, Allerdale House, Workington
Membership:
Councillor Joe Milburn (Chairman)
Councillor Michael Davidson Councillor Chris Garrard Councillor Margaret Jackson Councillor Stuart Moffat Councillor George Scott Councillor Sam Standage Councillor David Wilson
Members of the public are welcome to attend the meeting. If you have any questions or queries simply contact Sarah Beattie on 01900 702554.
Agenda
1. Minutes (Pages 1 - 12)
To sign as a correct record the minutes of the meeting held on 18 June 2008.
2. Apologies for absence
3. Declaration of Interest
Councillors/Staff to give notice of any personal or prejudicial interest and the nature of that interest relating to any item on the agenda, in accordance with the adopted Code of Conduct.
4. Questions
To answer questions from members of the public – 2 days notice of which must have been given in writing or by electronic mail.
5. Review of hackney carriage and private hire vehicle age policy (Pages 13 - 24)
6. Local Area Agreement for Cumbria 2008-2011 (Pages 25 - 148)
7. Lake District National Park Local Development Framework (Pages 149 - 168)
To allow Members to consider the Core Strategy (Preferred Options) and Minerals and Waste Core Strategy (Preferred Options) and submit comments to the Lake District National Park. (Wards Affected: All Wards within the National Park)
8. Maryport Developments Limited, Transfer of Shares (Pages 169 - 174)
To consider the transfer the Council's shares in Maryport Developments Limited to the new Harbour Authority. (Wards Affected: Netherhall Maryport)
9. Allerdale Museum Service (Pages 175 - 190)
To inform members of the current position regarding the status of the Council’s museum service and to seek further direction on its future. (Wards Affected: All Wards)
10. Mining Issues (Pages 191 - 196)
To review the Council’s current approach on mining issues related to development. (Wards Affected: Aspatria; Broughton St Bridgets; Clifton; Ellenborough Maryport; Ewanrigg Maryport; Flimby; Harrington Workington; Moss Bay Workington; Seaton; St Johns Workington; St Michaels Workington;)
11. Draft River Derwent Catchment Flood Management plan : Consultation (Pages 197 - 210)
To allow comments to be made in response to the consultation (Wards Affected: All Wards)
12. Statement of Intent for Regeneration in Cumbria (Pages 211 - 226)
For Members to agree on the Allerdale Borough Council response to the consultation on a Statement of Intent for Regeneration in Cumbria (Wards Affected: All Wards)
The Chairman will move:-
“That under Section 100 (A) (4) of the Local Government Act 1972, the public be excluded from the meeting for the following items of business on the grounds that they may involve the likely disclosure of exempt information as defined in paragraph 3 of part 1 of Schedule 12 (a) of the Act.”
13. Fellview (Pages 227 - 256)
Borough Solicitor Date of next meeting Wednesday 6 August 2008 at 10.00 am Derwent Room, Allerdale House, Workington Agenda Item 1
At a meeting of the Executive held in Derwent Room, Allerdale House, Workington on Wednesday 18 June 2008 at 10.00 am
Members
J H Milburn (Chairman)
M Davidson G Scott C Garrard S Standage C M Jackson D Wilson
An apology for absence was received from Councillor S Moffat
Staff Present
S Beattie, G Bishop, P Bramley, E Dawson, H Dyke, N Fardon, D Martin and H Murphy
55 Minutes
The minutes of the meeting held on 7 May 2008 were signed as a correct record.
56 Standing Order Number 36
Councillors T Fee, T Heslop and A Smith attended under standing order number 36.
57 Declaration of Interest
12. Wigton Market Hall - Big Lottery Funding and Transfer of Asset. Councillor David Wilson; Personal; Due to being a member of North Allerdale Partnership.
12. Wigton Market Hall - Big Lottery Funding and Transfer of Asset. Councillor George Scott; Personal; Due to being a member of North Allerdale Partnership.
58 Questions
None received.
59 2007/08 end of year performance report
The subject of the decision :
The Senior Corporate Improvement Officer submitted a report which sought to advise members of the Council’s performance at the end of 2007/08 as measured by Best Value Performance Indicators (BVPI’s) and Corporate Improvement Plan (CIP) actions.
Page 1 Alternative options considered:
None.
The reason for the decision:
To advise members of the 2007/08 performance of the Council as measured by BVPI’s and achievement of CIP actions, and to gain approval for the publication of the Best Value Performance Plan.
The decision:
Recommended – That Council be requested to agree that:
(a) The 2007/08 performance of the Council be noted (b) The Best Value Performance Plan be agreed for publication.
60 Cleansing Fees and Charges
The subject of the decision:
The Head of Environment submitted a report which sought to provide members with a review of the fees and charges for cleansing services, as per Minute 638 from the Council meeting on 5 March 2008.
Members asked that this issue continue to be monitored, and that the services and charges be publicised through a feature in ‘Allerdale Outlook’.
Alternative options considered:
None.
The reason for the decision:
Members were concerned that charging for the collection of televisions may have an adverse affect on the levels of fly tipping in the Borough.
The decision:
Recommended – That Council be requested to agree that Cleansing fees and charges for bulky goods and white goods / televisions be amended to allow a reduction of 50% for residents in receipt of full Council Tax Benefit.
61 Outturn Report
The subject of the decision:
The Financial Services Manager submitted a report which sought the approval of the draft revenue outturn statements for 2007/08.
Those present noted that the general fund revenue expenditure at service provision showed total net spending of £16,325,737 compared to an approved
Page 2 budget of £16,873,460. The effect on general fund balances after adjusting for carry forward requests, earmarked reserves and other approvals resulted in additional resources being available of £27,236.
Alternative options considered:
In light of the additional resources available, members asked that CMT and the Executive meet to discuss the Corporate Budget Priorities.
The reason for the decision:
The report informed members of the draft, un-audited revenue outturns for 2007/08, and made recommendations on carry forwards and transfers to and from reserves.
The decision:
Resolved – That the contents of the report be noted and approved, subject to the Executive and CMT meeting to discuss the Corporate Budget Priorities.
62 Quarterly Finance Report March 08
The subject of the decision:
The Head of Finance submitted a report which provided Councillors with an update on the Council’s financial position to the end of March 2008.
In summary, there were no significant financial issues to report from the final quarter.
Alternative options considered:
None.
The reason for the decision:
To provide Councillors with the following financial information for the period from 1 April 2007 to 31 March 2008:-
• Risk Management Information • Sundry financial information • Debts written off
The decision:
Resolved – That the contents of the report be noted.
63 Revenues and Benefits Service Review
The subject of the decision:
Page 3 The Director of Customer Services submitted a report which sought the approval of the implementation of an action plan arising from a recent review of the Revenues and Benefits Services.
Members were advised that the objective of the review was to identify areas of synergy between the services and examine how duplication of effort could be eliminated to achieve service efficiencies and improve performance.
Alternative options considered:
Not to go ahead with the implementation plan and apply financial regulations.
The reason for the decision:
To undertake the implementation of the review as quickly as possible and to increase the efficiency of the services.
The decision:
Recommended – That Council be requested to agree that:
(a) The key objectives outlined in the report be endorsed (b) The additional expenditure of £120,000 required to support the delivery of the action plan be agreed (c) The detailed action plan be agreed with the Portfolio Holder (d) Financial regulations be waived (as it is in the best interests of the council both financially and in terms of efficiency), to allow the appointment of an interim manager who has experience of the Council’s systems.
64 Report from Overview and Scrutiny: Homelessness
The subject of the decision:
The Scrutiny Co-ordinator submitted a report which sought the agreement of some recommendations from Scrutiny regarding the Homeless Service.
Alternative options considered:
Not to accept all of Scrutiny’s recommendations.
The reason for the decision:
The recent findings from the Department of Communities and Local Government (DCLG) on the operation of the service.
The decision:
Resolved – That the recommendations from scrutiny be noted and agreed as follows:
Page 4 (a) Full Audit reports be tabled wherever possible as public access documents, except where there is exempt information. (b) The findings to date from DCLG be noted, and that a further report and action plan is expected. (c) Following consideration, it be agreed that a separate portfolio for housing services was not possible as it formed an integral part of the regeneration portfolio. (d) Following discussion, a multi-disciplinary steering group had already been agreed at the meeting of the Executive on 7 May 2008, and it was recommended that a member of scrutiny be invited to be part of the group. (e) Issues with respect to staff resources for the completion of a homeless strategy be resolved.
65 Empty Dwelling Management Orders
The subject of the decision:
The Senior Technician (Housing) submitted a report which sought the approval of the use of Empty Dwelling Management Orders under Part 4 of the Housing Act 2004 by Housing Services.
Members noted that Government had now given direct powers to local authorities to bring long term empty properties back into use, through the use of Empty Dwelling Management Orders, and that it was intended that these powers be used as a last resort only.
Alternative options considered:
None.
The reason for the decision:
To enable the Council to take over management of residential properties which have been empty for more than six months, with some specified exceptions, for a limited period to bring them back into use, where there is no reasonable prospect of this occurring otherwise.
The decision:
Resolved – That:
(a) The use of Empty Dwelling Management Orders under Part 4 of the Housing Act 2004 be agreed (b) The ability to apply for an Empty Dwelling Management Order be formally delegated to the Housing Services Manager in consultation with the Borough Solicitor.
66 Wigton Market Hall - Big Lottery Funding and Transfer of Asset
The subject of the decision:
Page 5 The Director of Partnerships and Community submitted a report which sought the approval of development proposals for Wigton Market Hall.
Those present noted that the Phase 1 works were completed in March 2008 and were updated on the progress made towards achieving the long term objectives for the Market Hall.
Members were advised that the final proposals including the full implications of the proposed asset transfer would be considered in a subsequent report.
Alternative options considered:
None.
The reason for the decision:
To inform members of proposals to implement Big Lottery Funding in relation to Wigton Market Hall redevelopment.
The decision:
Resolved – That:
(a) The proposals be noted (b) It be agreed that Officers continue to: • Develop and implement plans for Phase 2 of the redevelopment of Wigton Market Hall • Support the development of proposals which will lead to the formal transfer of the Market Hall • Assist in the management of the Big Lottery Fund (c) The Director of Partnerships and Community be authorised to appoint a contractor to undertake early completion of the first floor fit out and lift installation subject to confirmation of funding.
67 Service Plans for Food Safety and Health and Safety
The subject of the decision:
The Environmental Health Unit Manager submitted a report which sought the approval of the draft 2008/09 service plans for Food Safety and Health and Safety.
Members noted that is was a government requirement to have specific service plans for both food safety and health and safety and, in setting the targets for both service plans, consideration had been given to existing resources, government requirements, the Rogers Review and the Council’s vision.
Alternative options considered:
None.
The reason for the decision:
Page 6
To enable members to consider the draft 2008/09 service plans for food safety and health and safety.
The decision:
Resolved – That the draft 2008/09 service plans for Food Safety and Health and Safety be approved.
68 Stray Dogs and Responsible Dog Ownership
The subject of the decision:
The Head of Environment submitted a report which sought the approval of arrangements for dealing with stray dogs, and a replacement for the Tag the Dog scheme.
Alternative options considered:
Members requested that the arrangements for dealing with stray dogs be reviewed again in 12 months time.
The reason for the decision:
The report followed on from the meeting of the Executive on 7 May 2008 where further details were requested.
The decision:
Recommended – That Council be requested to agree that:
(a) The arrangements and collection charges as set out in section 3 of the report be approved, subject to being reviewed in 12 months time. (b) The arrangements to offer micro-chipping as a replacement for the Tag the Dog scheme be approved.
69 Outside Bodies
The subject of the decision:
The Democratic Services Clerk submitted a report which sought the appointment of representatives on outside bodies which are Executive functions for 2008/09.
Alternative options considered:
Members noted that Councillor M Davidson was now being proposed for the Port of Workington Board in place of Councillor S Moffat.
The reason for the decision:
Page 7 To appoint representatives to serve on outside bodies which are executive functions.
The decision:
Resolved – That the following representatives be appointed:
1 Annual Appointments Requiring Nominations by Executive
Name of Outside No of Length From Existing Proposed Body Reps of Appt Representative(s) Representative(s)
Allerdale Police 2 1 Year May P. Kendall P. Kendall Community Liaison 08 D. Wilson D. Wilson Forum
Cockermouth 2 1 Year May M. Jackson M. Jackson Partnership 08 Vacant Vacant
Cumbria Playing 1 1 Year May M. Jackson M. Jackson Fields Association and 08 S. Standage (Sub) Executive
Cumbria Tourist Board 1 1 Year May M. Jackson M. Jackson 08 Environmental Health 2 1 Year May S. Standage S. Standage Sub Committee 08 S Moffat (WCSSG) S Moffat
Maryport 1 1 Year May A Kendall A Kendall Developments 08 (Director Status) (Director Status)
North Allerdale 2 1 Year May A. Markley A. Markley Partnership 08 M. Snaith M. Snaith
North West Local 1 1 Year May R. Hardon C. Garrard Authorities Employers 08 Organisation North West Rail 1 1 Year May J Milburn J Milburn Investment Campaign 08 Board North West Regional 1 1 Year May M. Jackson M. Jackson Assembly 08 Vacant (Sub)
Name of Outside No of Length From Existing Proposed Body Reps of Appt Representative(s) Representative(s) West Cumbria Site 1 1 Year May M. Davidson M. Davidson Stakeholder Group 08 (Formerly Sellafield
Page 8 Local Liaison Committee) Solway Coast Joint 4 1 Year May G. Scott G. Scott Advisory Committee 08 S. Standage S. Standage (AONB) A Markley A Markley M. Snaith M. Snaith Sparsity Partnerships 1+sub 1 Year May M. Jackson M. Jackson for Authorities 08 C. Garrard (Sub) C. Garrard (Sub) delivering Rural Services (SPARSE) Voridian Community 1 1 Year May J. MacLeod J. MacLeod Liaison Panel 08 West Cumbria 1 1 Year May J. Colhoun J. Colhoun Cyclepath Network 08 Steering Group
Westfield Housing 2 1 Year May M. Jackson M. Jackson Association 08 I. Francis I. Francis
2 Appointments Held by Executive Members Name of Outside Body No of Existing Proposed Reps Representative(s) Representative(s) Allerdale Area Transport Group 1 J Milburn J Milburn
Carlisle Leisure Limited 1 M. Jackson M. Jackson
Crime & Disorder Reduction 1 J. Milburn J. Milburn Partnership Children sub-committee of M. Jackson West Cumbria Strategic 1 M. Jackson Partnership
M. Jackson Cumbria Sub-Regional Housing 1 M. Jackson Group
Cumbria Theatre Trust 1 M. Jackson M. Jackson
CCC Pensions Forum 1 R. Hardon C Garrard
M. Jackson Derwentwater Foreshore 1 M. Jackson Economic Well-being Review M. Jackson Group, West Cumbria Strategic 1 M. Jackson Partnership Environment Well-being S. Standage Review Group, West Cumbria 1 S. Standage Strategic Partnership Health sub-committee of West S. Standage Page 9 Cumbria Strategic Partnership 1 S. Standage
Housing Association Forum 1 M. Jackson M. Jackson Partnership Board of West Cumbria Strategic Partnership 1 J. Milburn J. Milburn
Western Lake District Partnership 1 M. Jackson M. Jackson
West Cumbria Development 1 M. Jackson M. Jackson Agency/Fund
3 Non-Annual Appointment Requiring Nominations by the Executive
Name of Outside No of Length of Existing Proposed Body Reps appointment Representative(s) Representative(s)
Derwent & Solway 2 4 M. Jackson M. Jackson Board S. Moffat J Heathcote
Keswick Joint 1+ 2 Years R. Munby R. Munby Management Advisory Sub (Rotating Vacant( Sub) Vacant( Sub) Group Chairmanship)
Lake District National 1 4 years W. Jefferson W. Jefferson Park Authority (expires June 2011) Port of Workington 3 3 Years J.Milburn (Joint J.Milburn (Joint Board Vice Chair) Vice Chair) S. Moffat M. Davidson A. Smith A. Smith South Workington Neighbourhood 2 4 years N. Hardy N. Hardy Committee B. Bacon B. Bacon
4 Non-Annual Appointment not Requiring Nominations by the Executive No of Length Name of Outside Body Reps of Appt Existing Representative(s)
Howard Allen Sports Hall 1 3 Years R Munby Management Committee (Local Ward Member)
Maryport Heritage Trust 1 3 Years A Kendall (Trustee) Cumbria Planning Group 1+ 2 Years I. Francis (Member) Sub J. Heathcote (Sub)
Resolved -
“That under Section 100 (A) (4) of the Local Government Act 1972, the public be excluded from the meeting for the following items of business on the grounds that they may involve the likely disclosure of exempt information as defined in paragraph 3 of part 1 of Schedule 12 (a) of the Act.”
Page 10
70 Derwent Forest
The subject of the decision:
The Director of Partnerships and Community submitted a report which sought the formal agreement to accept the tender for the site management costs and to nominate two members to sit on Joint County / Allerdale Members Advisory Group to oversee the development of the site.
Members considered an overview of the tenders submitted and noted that it was necessary to agree preliminary arrangements to ensure that they could be implemented quickly to ensure the Councils Health and Safety liabilities were properly managed once the site was in Council ownership.
Alternative options considered:
None.
The reason for the decision:
To put in place joint management arrangements with the County Council to ensure a consistent approach to site management and development, and to formally agree tender prices for key aspects of the site transfer arrangements.
The decision:
Resolved – That:
(a) The tender for site holding costs submitted by Capita be approved (b) The 10 year Environmental Warranty Policy Premium of £140,390.25 be agreed, to be funded by North West Development Agency under the terms of the current Funding Agreement with the County Council. (c) Councillor Milburn and Councillor Jackson be nominated to sit on the Joint Advisory Group with the County Council and this be agreed as an official duty.
The meeting closed at 11.50 am
Page 11 This page is intentionally left blank
Page 12 Agenda Item 5
Allerdale Borough Council
Executive – 9 July 2008
Recommendations Referred to Executive
Review of hackney carriage and private hire vehicle age policy
The following recommendation has been referred to Executive by the Licensing Committee held on the 28 May 2008. It is for Executive to consider its response.
Recommended - That Executive be requested to agree the new vehicle age policy subject to the need for an Independent Inspection Report being included.
The new vehicle age policy will only apply to new applications.
J Dickinson Democratic Services Assistant
Page 13 This page is intentionally left blank
Page 14 Allerdale Borough Council
Licensing - 28 May 2008
Review of Hackney Carriage and Private Hire Vehicle Age Policy
The Subject of the Decision Vehicle Age Policy
The Reason for the Decision To review Age Policy and ensure procedures are streamlined and cost effective to the licensed trade.
Recommendation Members are asked to reconsider the recommendation contained in the attached report.
Environmental Implications None
Community Safety Implications Ensure the safety of the fare paying public
Financial Implications Give the trade the confidence to invest long term in specialist vehicles by making the application process and policy more cost effective.
Human Rights Implications Ensure all applicants have a fair hearing.
Employment Implications None
Health & Safety and Risk None Management Implications
Wards Affected All
The Contribution this Decision would N/A make to the Council’s Key Aims
Portfolio Holder Councillor David Wilson
Page 15
Lead Member of Staff Gillian Collinson Senior Licensing Officer Tel: 01900 702692 Email: [email protected]
(A detailed list of implications is appended to the report)
1.0 Introduction
1.1 The attached report was submitted to the Licensing Committee on 16 January 2008. The matter was discussed but due to unresolved matters with the taxi association the Director of Customer Services asked that the report be deferred to allow further discussions with the trade to take place.
1.2 Since the deferral the matter has been discussed at several meetings with various members of the trade. It was established that the recommendation in principle was accepted but agreement could not be reached on whether the independent inspection of a vehicle should still form part of the application procedure once a vehicle was over five years. The taxi association wished it to remain as a requirement but it was recognised that the association represents predominantly the Workington area and does not represent the majority of the trade.
2.0 Consultation
2.1 As no solution could be reached it was felt only fair that proprietors should be surveyed on the recommendation and specifically asked if they supported or not an independent inspection report. Letters went out to all proprietors (174) on 10 April 2008 with a closing date for consultation of 2 May 2008.
2.2 A response was received from 51 proprietors with 32 being in favour of the inspection report being dropped and 19 wishing it to remain.
2.3 Some proprietors did include additional comments with their views as follows:
In support of retaining the independent inspection:
“It looks after my safety, but looks after the passengers’ safety as well. Vehicles get a bit sad looking after 7 years”
“Some of the taxis over 5 years are sheds with 250,000 – 300,000 miles on them. They are a disgrace to the taxi trade. A solution would be to limit the taxi plates being issued”
“I find it hard to believe that in 2008 the council are trying to do away with health and safety and introducing older and higher mileage cars on the roads again after fighting hard to upgrade the quality of hackney and private hire cars. Who knows maybe someone will get their own way”
Page 16
“After following council guidelines, once my car was 5 years old I invested nearly £15,000 in a new car. I’m appalled that Allerdale are willing to let health and safety slip by keeping older cars on the road and try to do away with the full service history”
“If the current testing station lose the tender would an independent test not safeguard everyone, especially when cars are being licensed which are older than now? It safeguards the public, the local authority and the trade”.
In support of dropping the independent inspection:
“I hope this recommendation comes to fruition. Knowing there would be no life span on my taxi would be a huge relief as the taxi rank is now a desperate daily struggle. If the 5 year life span came into effect I could not afford to carry on”.
3.0 Conclusion
3.1 In light of the previous report and the views of the trade the Committee is now asked to reconsider the recommendation contained in the attached report.
G Collinson Senior Licensing Officer
15 May 2008 hackneycarriagepolicyreview
Page 17 Report Implications
Please delete where applicable.
Community Safety Y Sport N Financial Y Leisure Y Legal Y Tourism Y Social Inclusion N E-Government N Human Rights Y North West Regional N Youth Issues N European N Ethnic Minority Issues N National N Older People Issues Y Partnership N Disability Issues Y Heritage/Culture N Employment (external to the Council) Y Planning Policy N Employment (internal) N Enforcement Y Environmental/sustainability N Transport Y Environmental/visual N Asset Management N Health N Health & Safety N
Is this a statutory recommendation? N
Is this a key decision? N
Has a risk assessment been undertaken? Y/N
Wards affected All
Background papers N/A
Page 18 ALLERDALE BOROUGH COUNCIL
LICENSING – 16 JANUARY 2008
REVIEW OF HACKNEY CARRIAGE AND PRIVATE HIRE VEHICLE AGE POLICY
The Subject of the Decision Vehicle Age Policy
The Reason for the Decision To review Age Policy and ensure procedures are streamlined and cost effective to the licensed trade
Recommendation As contained in paragraph 4.0
Environmental Implications None
Community Safety Implications Ensure the safety of the fare paying public
Financial Implications Give the trade the confidence to invest long term in specialist vehicles by making the application process and policy more cost effective.
Human Rights Implications Ensure all applicants have a fair hearing
Employment Implications None
Health & Safety Implications None
Wards Affected All
The Contribution this Decision would N/A make to the Council’s Key Aims
Portfolio Holder Councillor David Wilson
Lead Member of Staff Gillian Collinson Senior Licensing Officer Tel: 01900 702692 Email: [email protected]
(A detailed list of implications is
Page 19 appended to the report)
1.0 Introduction
1.1 Current Position
No vehicle over the age of 5 years will be licensed by Allerdale with the following exceptions:
(a) A vehicle which is deemed to be in exceptional condition and is licensed under the vehicle age exemption procedure. This includes the vehicle being independently inspected and a full service history being provided. The vehicle is then presented at the council offices and assessed by the Director of Customer Services. The same procedure is applicable every year on renewal of licence; or
(b) A vehicle which is defined as purpose built i.e. manufactured and designed for such use or converted prior to first date of registration. These can be licensed up to 15 years of age providing they pass the Council’s test; or
(c) A vehicle which is a stretched limousine which can be licensed up to 10 years of age and is then subject to the vehicle age exemption procedure. Each application must be considered by the Licensing Committee. These vehicles are subject to additional stringent conditions.
All vehicles over the age of 5 are tested twice yearly by the Council’s appointed test station Holcar Auto Services Limited.
N.B. Purpose built is not defined as wheelchair accessible
2.0 Reasons for review
(a) It has become increasingly difficult over the years to define purpose built vehicles due to the range of vehicles now available on the market.
(b) By definition there is no such thing as a purpose built private hire vehicle and that side of the trade must go through the exemption procedure every year to licence a vehicle.
(c) The same applies to wheelchair accessible vehicles. It has been identified in an equality impact assessment that Allerdale could be discriminating against wheelchair users by making the application process more onerous and expensive than for other vehicles i.e. purpose built vehicles.
(d) It is some years now since the policy was introduced. Has the policy served its purpose by raising the standard of licensed vehicles and is it now time to streamline the application process thereby reducing costs for the trade?
Page 20
3.0 Consultation
In September letters were sent out to the trade asking for their views on the above points.
1. As a result of one response a meeting was held on 2nd October 2007 specifically with certain members of the trade who carry wheelchair passengers and the Senior Licensing Officer. The following points came out:
(a) These are specialist vehicles which are purchased to transport maybe one person. It takes 10 years to get a financial return and are not used for the same work as taxis i.e. they have specific jobs;
(b) They are only purchased to be used for contract work. Specialist drivers are required and there are cost implications for training drivers. There is an uncertainty whether to tender for contract work if it is not financially viable. They cannot be used for rank work as people walk past them and don’t want to use them.
(c) Telephone contact was made with Allerdale Disability Association and although they could not attend the meeting they commented on the difficulty of getting wheelchair accessible vehicles. They even pay a service provider extra for an escort because the chair is not clamped in properly but feel “over a barrel” because of the shortage of these types of vehicles.
The conclusion of the meeting was that these vehicles should be brought in line with the current ruling on purpose built i.e. licensed up to 15 years of age. Adjustments should be made to the policy to accommodate the disabled.
2. On 15th October 2007 the Senior Licensing Officer and Enforcement Officer (Ken Sharples) met with the Taxi Association. They expressed a wish to continue with the current vehicle age exemption process and independent inspections but felt that the purpose built definition required clarification and re-wording.
3. Everyone who responded to the consultation was invited to meet with Harry Dyke, Gillian Collinson and Ken Sharples on 18th October, 2007. Various suggestions were put forward and a lively discussion followed. Mr Dyke then left the meeting and asked the trade to continue with their debate welcoming any suggestions for change. The following proposals were agreed by the trade present and asked to be put forward for Mr Dyke’s consideration:
Wheelchair accessible vehicles – Hackney Carriage or Private Hire
It was felt that recognition should be given to these types of vehicles by allowing them to be licensed up to 15 years of age. The vehicle would be tested twice per
Page 21 year once reaching the age of 5 years and there would be no exemption procedure. This applies whether the vehicle can carry one wheelchair or more.
Minibuses/People carriers – Hackney Carriage or Private Hire
No agreement could be reached so two proposals were put forward:
a) Due to the cost of purchase and running expenses these vehicles should be licensed up to 7 years of age and following that the exemption procedure would apply. Again once the vehicle reaches 5 years it is tested twice per year; or
b) These vehicles remain the same as saloon cars and are licensed up to 5 years of age and following that the exemption procedure would apply. If licensed through the exemption procedure it would be tested twice per year.
Saloon cars – Hackney Carriage or Private Hire
To remain as existing i.e. licensed up to 5 years of age and following that the exemption procedure would apply. Any vehicles licensed over 5 to be tested twice per year.
There was much discussion over the validity and use of an independent engineers test. A consensus could not be reached regarding whether the independent engineers report should be dropped. Before any progress could be made with that it was necessary to meet with the proprietor of Holcar to get his views.
4. Meeting on 25 October 2007 between Harry Dyke, Gillian Collinson and the proprietor of Holcar Eddie Holliday. Mr Holliday is in favour of the Director’s suggestion of simplifying the whole policy so that there are not separate categories for different types of vehicles. He currently receives a lot of telephone calls from manufacturers asking if certain vehicles would be deemed as purpose built as does the licensing department. He is in favour of eliminating the independent test as the vehicle is tested by him afterwards and he picks up the same faults and more on tested vehicles. He recommends a full service history from the purchase of vehicle (not necessarily from new) and to draw up a guidance document informing applicants of the standard expected and documentation to be provided with each application for a vehicle over 5 years of age.
4.0 Recommendation
All vehicles must be licensed before 4 years of age and can continue to be licensed beyond that age providing a full service history is provided from date of purchase and/or supporting documents and the vehicle passes the test carried out by Holcar. All vehicles over 5 years to be tested twice yearly.
Page 22
This would simplify the policy for all (trade, officers and Holcar), eliminate any challenge on grounds of wheelchair accessibility, reduce costs to the trade by taking away independent inspection report and simplifying the application procedure. The high standard will be maintained by initially not licensing vehicles beyond 4 years of age and from then having a full service history from date of purchase.
This recommendation has the support of the portfolio holder and a further meeting with the trade is scheduled for 11th January 2008 to discuss this. Their views will be made known at the Licensing Committee.
G. COLLINSON SENIOR LICENSING OFFICER
Lic-16Jan08-ReviewHCPHAgePolicy 3 January 2008
Page 23 Report Implications
Please delete where applicable.
Community Safety Y Sport N Financial Y Leisure Y Legal Y Tourism Y Social Inclusion N E-Government N Human Rights Y North West Regional N Youth Issues N European N Ethnic Minority Issues N National N Older People Issues Y Partnership N Disability Issues Y Heritage/Culture N Employment (external to the Council) Y Planning Policy N Employment (internal) N Enforcement Y Environmental/sustainability N Transport Y Environmental/visual N Asset Management N Health N Health & Safety N
Is this a statutory recommendation? N
Is this a key decision? N
Has a risk assessment been undertaken? Y/N
Wards affected All
Background papers N/A
Page 24 Agenda Item 6
Allerdale Borough Council
Executive – 09 July 2008
Local Area Agreement for Cumbria 2008-11
The Subject of the Decision Launch of the Local Area Agreement (LAA) for Cumbria 2008-11
The Reason for the Decision The LAA has been agreed and will now go live, impacting on council activities and, in turn, how the council’s performance is assessed.
Recommendations That the Executive notes: 1. the agreed final draft LAA 2008-11 2. the approach for delivery of targets and outcomes in the LAA, and, in particular Allerdale Borough Council’s contribution to delivery 3. the relationship between Comprehensive Area Assessment and the delivery of outcomes through the Community Strategy, LAA and Corporate Improvement Plan (CIP) 4. the need to embed the LAA within the refreshed CIP
Environmental Implications The LAA seeks to promote an integrated approach to protect and enhance the environment
Community Safety Implications The LAA seeks to promote an integrated approach to improve community cohesion and safety
Financial Implications There is no additional budget associated with the LAA. Partners are required to use mainstream budgets to meet the outcomes.
Human Rights Implications None
Employment Implications The LAA seeks to promote an integrated approach to realise a range of measures for economic growth
Health & Safety Implications None Wards Affected All
The Contribution this Decision The LAA is informed by, and informs, our key aims would make to our Key Aims
Portfolio Holder Margaret Jackson Lead Member of Staff Ged Acton, Partnerships Officer 01900 702764 [email protected] (A detailed list of implications is appended)
Page 25 1.0 Introduction
1.1 Cumbria’s first Local Area Agreement (LAA) was negotiated in early 2007 and was in operation from 1st April 2007 to 31st March 2008. This Agreement was planned to run for 3 years (2007 – 2010). The Local Government White Paper Strong and Prosperous Communities (October 2006) directed local authorities to develop a new model of Local Area Agreement for Cumbria, covering the 3 years 2008 – 2011.
1.2 A new LAA has been developed over the last year and fits the revised model of LAA introduced by Government.
1.3 The revised model restates the link with the Community Strategy, the overarching strategy presenting the long-term vision for the area, and the role of the LAA as an important mechanism through which many of the Community Strategy outcomes are delivered. This LAA links to the emerging Community Strategy for Cumbria (which is informed by the Future Generation: Strategy for Sustainable Communities in West Cumbria 2007-27), and the first LAA for Cumbria (2007-08, Year 1 Performance Report attached).
1.4 The draft LAA for Cumbria 2008 - 2011 (Appendix A) has been developed in partnership through the Cumbria Strategic Partnership (CSP).
1.6 The draft LAA contains:
• 35 ‘designated’ targets – these targets are set against indicators selected from the new National Indicator Set (NIS) of 198 indicators and have been negotiated with Government Office North West (GONW) • 16 statutory education and early years targets – these targets are also from the NIS and have been negotiated with GONW • a number of local targets – these are targets agreed with local partners for inclusion in the LAA but have not been negotiated with GONW • 12 stretch targets – these targets are a legacy from Cumbria’s first LAA and are set for 2008/09 and 2009/10
1.7 Delivering the Agreement will better focus energy, action and resources across a range of partners to tackle issues which lie at the heart of well being for people and communities of Cumbria and Allerdale, including;
• Improving skills, qualifications and employability of young people – equipping them for life, strengthening Cumbria’s economy for the future • Tackling some of the key causes of health inequality – including smoking, alcohol and drug abuse • Tacking anti-social behaviour, repeat offending and drink related crime • Reducing household waste and improving local environments
1.8 So, whilst some of the time discussion about the Agreement seems to revolve around arcane acronyms and process, in reality it is about making a difference to people’s lives, quality of life and prospects for the future. We need to retain this focus moving from development to delivery.
Page 26 1.9 Whilst Cumbria County Council is the responsible authority in respect of the LAA, all local authorities are charged with, and committed to, its development, management and agreement (see 1.13 – 1.14).
1.10 Also included in the draft LAA is a list of partners signed up to delivery of each target, including an identified lead partner. The lead partner is responsible for bringing the range of partners together to ensure there is a robust delivery plan in place, as set out in the shared Governance Framework.
1.11 The work to support the delivery planning process focuses on effective performance and risk management, and the use of resources across partners to achieve the agreed outcomes and targets.
1.12 Finalised delivery plans are not in place for all LAA targets. These will be in place by the end of September. Work is required to integrate the council’s LAA commitments within service planning and budget setting processes.
1.13 Allerdale Borough Council has a significant contribution to make to delivering some LAA targets and it is important that these commitments are made taking account of the council’s corporate and budget planning processes. Allerdale Borough Council is also accountable for focusing the commitment of partners, through West Cumbria Strategic Partnership, to achieve LAA outcomes. The LAA therefore needs to feature in our priorities and this will be reflected in the refreshed Corporate Improvement Plan (2008-11).
1.14 The effective delivery of the LAA is central to preparation for the Comprehensive Area Assessment (CAA). The ‘Area Assessment’ element of CAA is expected to focus on Cumbria’s prospects of delivering on its priorities, as set out in the LAA. It is not yet clear how the assessment methodology will drill-down to West Cumbria. The ‘Organisational Assessment’ element of CAA will look at how Allerdale Borough Council is playing its role in delivery of specific elements of the agreement and in fostering effective partnership activity.
2.0 Content
2.1 The Final Draft LAA Submission to GONW (5th June 2008) is attached.
2.2 Ministerial sign off of the LAA is due by end of June 2008.
3.0 Recommendations
3.1 The Executive notes:
• the agreed final draft LAA 2008-11
• the approach for delivery of targets and outcomes in the LAA, and, in particular Allerdale Borough Council’s contribution to delivery
• the relationship between Comprehensive Area Assessment and the delivery of outcomes through the Community Strategy, LAA and CIP
Page 27 • the need to embed the LAA within the refreshed CIP.
4.0 Details of any consultation undertaken
4.1 Recent development of Future Generation and Cumbria Community Strategy involved considerable consultation to consider what the key priorities are for West Cumbria and Cumbria. These two strategies, along with Cumbria’s first LAA, have provided the foundation stones for this LAA. Both strategies have been developed through consultation programmes and using a shared evidence base which comprises performance data, trend and comparator information and survey information from the public.
4.2 In addition to this Elected Members and Senior Officers from organisations across the county have contributed to discussions about our priorities through a range of opportunities including the various “Shaping the LAA events” in 2007; discussions at CLASB and through Cumbria Strategic Partnership.
4.3 The LAA has been shaped through extensive consultation with public, private and 3rd sector partners throughout Cumbria and the draft documents have been checked against sustainability and equality impact frameworks.
4.4 The detailed work on the proposed content of the LAA has been co-ordinated by the Thematic Partnerships of the CSP. Partnerships have worked together to ensure that proposals are cross cutting; avoid the thematic partnership silos; and focus on developing “spearhead indicators” for inclusion in the LAA; behind which a basket of other indicators will lie (outside of the LAA document) to support the issue we hope to address.
4.5 A “West Cumbria proofing” exercise has been conducted through West Cumbria Strategic Partnership, highlighting the elements of the LAA of greatest priority to the communities of West Cumbria.
4.6 The process of refreshing the CIP has highlighted and explored the need for the CIP to incorporate the LAA and other elements of the changing context in which local authorities are operating.
5.0 Details of any conflict of interest declared by any involved party
None.
Ged Acton Partnerships Officer
22nd Oct 2007.
file ref: V:/Partnerships Officer/CumbriaCommunityStrategyRpt.doc
Page 28 Report Implications
Please delete where applicable.
Community Safety Y Sport N Financial N Leisure Y Legal N Tourism N Social Inclusion Y E-Government N Human Rights Y North West Regional N Youth Issues Y European N Ethnic Minority Issues Y National N Older People Issues Y Partnership Y Disability Issues N Heritage/Culture Y Employment (external to the Council) Y Planning Policy Y Employment (internal) N Enforcement N Environmental/sustainability Y Transport Y Environmental/visual Y Asset Management N Health Y Health & Safety N
Is this a statutory recommendation? N
Is this a key decision? N
Has a risk assessment been undertaken? N
Wards affected: All
Background papers: Cumbria Community Strategy - Consultation Draft, 10 Sept 2007.
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Page 30
A Local Area Agreement for Cumbria 2008 - 2011
DRAFT
Final Submission to Government Office North West
5th June 2008
Page 31
CONTENTS
1. Introduction
2. Developing the LAA
3. What our LAA will achieve
4. Appendix 1: Cumbria’s Story of Place
5. Appendix 2: Proposed LAA Indicators and Targets (Designated)
6. Appendix 3: Proposed LAA Indicators and Targets (Local)
7. Appendix 4: Statutory Education and Early Years Indicators and Targets
8. Appendix 5: Legacy (Stretch) Indicators and Targets from 2007 LAA
9. Appendix 6: Cumbria Strategic Partnership Members
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1. Introduction
1.1 This is the final draft of the second Local Area Agreement (LAA) for Cumbria. It sets out indicators, baselines and targets being negotiated with Government for inclusion in Cumbria’s LAA for 2008 - 2011.
1.2 Being able to put these proposals to GONW signifies another major step forward in partnership working within the county. Our ability to collectively agree on the things that are important for the area; and what we need to work together on is constantly growing. This in turn is developing a strong sense of shared responsibility for delivering together on our shared priorities.
1.3 The 2008 Local Area Agreement is part of a suite of documents, all intended to address different issues within Cumbria, but with inextricable links to each other. These documents include:
• Cumbria Sustainable Community Strategy • Cumbria Local Area Agreement 2008 • Cumbria Sub Regional Spatial Strategy • The Evidence Base
2. Developing the LAA
2.1 The recent development of our refreshed Community Strategy and a Cumbria Story of Place has provided us with an opportunity to consider again what the key priorities are for Cumbria. These two documents, along with the county’s first LAA, have provided the foundation stones for our proposed 2008 - 2011 LAA.
2.2 The Community Strategy and Story of Place have been developed using our evidence base which comprises performance data, trend and comparator information and survey information from the public. In addition to this Elected Members and Senior Officers from organisations across the county have contributed to discussions about our priorities through a range of opportunities including the various “Shaping the LAA events”; discussions at CLASB and the CSP Executive.
2.3 The documents have been shaped through extensive consultation with public, private and 3rd sector partners throughout Cumbria and the draft documents have been checked against sustainability and equality impact frameworks. The proposed priorities, indicators and targets submitted here have also been formally considered by the County Council.
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2.4 The detailed work on the proposed content of the LAA has been co- ordinated by the Thematic Partnerships of the CSP. Partnerships have worked together to ensure that proposals are cross cutting; avoid the thematic partnership silos; and focus on developing “spearhead indicators” for inclusion in the LAA; behind which a basket of other indicators will lie (outside of the LAA document) to support the issue we hope to address.
2.5 We have listened to our communities and elected members in all localities and will use specific locality based information when developing actions.
3. What our LAA will achieve
3.1 Cumbria’s draft Community Strategy sets out the partnership aspirations for the county.
“Cumbria will be a place where we work together to … energise ….
• … safe, strong and inclusive communities • … health and well being throughout life • … a sustainable and prosperous economy • … effective connections between people and places • … world class environmental quality”
3.2 The proposed LAA indicators have been selected to support these outcomes. We are classing them as our “spearhead indicators” that we believe will drive forward performance on a wider range of indicators and issues than the technical wording relates to.
3.3 We have been keen to ensure that the LAA adds value to delivery of wider outcomes in Cumbria and have used a range of criteria to help with the selection of indicators. In particular, this means that:
• Some indicators relevant to Cumbria are not within the LAA, but will feature in the processes to support delivery of the Community Strategy vision since they are longer term in nature and cannot be delivered within the three years of the LAA (for example life expectancy and higher wage rates in rural areas)
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• We have chosen indicators to act as spearhead indicators with other indicators grouped in baskets outside of the LAA to support delivery • In an area like Cumbria we clearly wish to use the LAA and Community Strategy processes to tackle inequalities and reduce gaps in performance – be they geographical (for example caused by deprivation in Barrow, West Cumbria and Carlisle; or caused by rural issues and barriers within Eden) or Communities of Interest (for example Children Looked After or people with learning disabilities). However the national indicator set does not always reflect targets for inequalities. Hence few of the targets in the LAA go below the spatial level of the county. However, in a wide range of areas we will want to develop targets and targeted action to address this.
3.4 Delivery of the priorities and targets set out in this LAA is supported by the shared Governance Framework agreed by partners across the county in spring 2007. Support will be given to partners in developing and delivering the targets set out in the agreement through delivery planning processes that will underpin the ongoing performance management of the Local Area Agreement. This will provide lead agencies within delivery cluster groups with support around:
• Financial Planning • Performance Management and Data Quality • Risk Management • Action Planning
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APPENDIX 1: Cumbria’s Story of Place – A Summary
4. The Cumbria Story of Place
4.1 Almost all of the issues facing Cumbria over the next 30 years are common to the UK as a whole. Climate change and the impact of action to mitigate its effects, changing demographics creating older, more single-person and more culturally diverse households, increasing expectations for personalisation and quality of public services are just some of the specific priority issues we will all face together.
4.2 Perhaps our biggest single challenge is the number of young people leaving the county to find opportunities – employment and lifestyle – which they don’t yet see offered in Cumbria. Reversing this trend is important for the future of our communities and county.
Chart 1: Net population change through migration (‘97-‘06), by district
Allerdale Barrow Carlisle Copeland Ed e n SLDC 5 4 3 2 1 0 -1 -2 -3 Net Pop chg (000s) chg Pop Net -4 0-15 16-24 25-44 45-64 65+ Age Group
Notes: all districts experiencing net out-migration of 16-24 year olds
Key issues for Cumbria
4.3 Some of these factors will impact much more dramatically, acutely or quickly on life in Cumbria than elsewhere. The restructuring of the economics of agriculture and land-management, changing demands and expectations from tourism and the future for UK energy policy and an increasingly ageing population balance, will have particularly strong resonance here, because of our current context, and based on predictable future trends.
4.4 On many of these issues Cumbria is potentially in the vanguard of national thinking, and has a chance to capitalise by spearheading innovation.
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4.5 In order to achieving a truly sustainable Cumbria we will need to take account of all these challenges alongside many others, that may effect Cumbria as a whole or parts of the County in a distinctive way. To improve areas of need we will be required to develop forward thinking, innovative and flexible partnership working.
4.6 Sustainability cuts across all themes of the Cumbria Community Strategy and reaches further than the ‘old green agenda’ which focussed on environmental quality and cleanliness, known more recently as the liveability agenda. Whilst liveability is important and forms one strand of sustainability there are many other aspects to address, such as improving access to services, creating new employment opportunities and providing everyone with a decent home.
4.7 In Cumbria we will need more affordable and sustainably built homes. We need to ensure essential services are accessible to all through sustainable transport choice and community travel schemes. The environment must be protected and valued for the services it provides and enhanced to ensure biodiversity increases and thrives. The Cumbrian economy must realise the potential of the environment sector and the opportunity to lead the way as a sustainable tourism destination.
4.8 We will have to manage our waste more sustainably and minimise our consumption of resources reducing waste to landfill and maximising recycling rates. Only by balancing and integrating the social, economic and environmental components of Cumbria’s needs will we achieve truly sustainable communities.
Distinctive solutions for Cumbria
4.9 Other dimensions of these issues – like provision of effective and efficient public services and the need for our economy to respond to globalisation will need particularly distinctive Cumbrian solutions, reflecting our settlement pattern, geography and history.
4.10 There is great scope for the County to become a centre for renewable energy development and expertise. The value to the Cumbrian economy of the natural environment and its explicit links to the tourist industry offer great opportunities in developing the sustainable tourism sector. We are experts on countryside management techniques and have a good tradition of producing high quality local produce and are one of only two Fair Trade Counties in the Country.
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4.11 By harnessing these skills amongst the varied and large range of skills within the County, we have the chance to carve out unique solutions, drawing strength from our understanding of place rather than having to accept off the shelf national blueprints or models.
Narrowing gaps, tackling inequalities
4.12 This strategy aims to tackle inequalities for all groups. We will follow an inclusive concept of ‘narrowing the gap’ and improve the quality of life for all in the County. We will excel in both our statutory duties to promote race, disability and gender and in our commitment to ensuring everyone in Cumbria has a high standard of living and an equal chance to succeed in life.
4.13 In some cases though, broadly average county-wide performance on a range of quality of life indicators obscures sharply localised inequalities for specific communities and neighbourhoods. Issues like worklessness, crime and disorder, health and educational attainment and participation in higher education show stark inequalities across and within the county.
4.14 The 2007 Indices of Multiple Deprivation (1=the worst) ranks Barrow as the 29th most deprived local authority area out of 354 in England. Barrow is the most deprived area in Cumbria and the 2nd most deprived district authority area within the country (excluding Metropolitan areas).
4.15 Other deprivation scores identify specific problems relating to certain types of deprivation elsewhere in Cumbria, and the extent of the inequality that exists. For example in terms of economic activity Eden ranks 100th deprived district of all 354 in England, while Barrow is the 32nd most deprived. However when looking at rural deprivation, Eden ranks as the 27th most deprived in England. This demonstrates the differences between districts in the County and the different issues that face these contrasting areas.
4.16 The priority which needs to be given to tackling these inequalities is highlighted throughout the strategy and will be addressed through a particular focus on narrowing the gaps within the LAA. In order to successfully narrow the gap in priority themes, we must concentrate on the worst performing areas whilst ensuring that standards are maintained or enhance in other areas. These are the complexities that this strategy and its delivery plan aim to address.
4.17 This section sets out key aspects of this context for Cumbria against each element of our vision. At the heart of this approach is a belief Cumbria can transform its approach to governance and dramatically improve quality of life for all. To do this the county needs to work more
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strategically, with a better understanding of links between issues and areas.
Safe, strong and inclusive communities
4.18 Cumbria in the future will be a place young people want to stay, come back or relocate to. A diverse age profile for the county is key to our future. Young people growing up in the county must feel it is a safe and welcoming place with opportunities to tap their energy and commitment.
4.19 The early 21st century has seen an emerging culture where young people are too often equated with anti social behaviour. We want Cumbria to be a place where young people can live, work and play in an area where they are respected and recognised for the positive contribution they make to communities, both in rural and urban areas. Ever emerging information technology and the development of online communities and social networks will, alongside improved physical connections; enable young people to flourish both socially and culturally.
4.20 Young people living and working in Cumbria can expect to grow up in a County which is increasingly attuned to their needs and expectations. Inequalities in educational attainment will be addressed. Nationally innovative collaboration between the new University of Cumbria, the Further Education Colleges, schools, business and the voluntary sector, will help re skill and up skill the county’s workforce. This will also encourage local businesses to work with it, provide relevant education and training and undertake research in fields of benefit to Cumbria and beyond. By these means the University will help stimulate economic regeneration across the sub region through the creation of learning opportunities that meet current needs and also, by helping to grow future economic opportunities.
4.21 People here are passionate about the strength of their communities, evidenced by high levels of volunteering, self-help and community activism. Cumbria bucks the national trend of individuals withdrawing from civic society.
Cumbria enjoys volunteering rates at around 1:3 of the population contrasting with a national figure of less than a quarter
It has the potential to further build on this strength and nurture those who contribute directly and personally to their communities. Fostering and investing in active, engaging, self-help promoting communities will underpin achievement of the entire strategy for Cumbria.
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4.22 This will support strong and cohesive communities, where people from all backgrounds get on well together, deriving resilience from their increasing diversity as Cumbria welcomes increasing numbers of people from across the European Union (EU) to meet the needs of key sectors of our economy, particularly in tourism, agriculture and Engineering.
Chart 3: International migrants in Cumbria (from National Insurance number registrations)
E Europe W Europe Asia Africa Australasia N America S America NA 10
8 6
4
2 NINo Applications (000s) Applications NINo 0 02-'03 03-'04 04-'05 05-'06 06-'07
Notes: although only figures for applications are available Cumbria is the chosen location for many international migrants and numbers have increased rapidly since the 2004 round of EU expansion
4.23 Cumbria is a safe county. However, there are community concerns over the fear of crime which need to be addressed.
Chart 4: Crime and fear of crime in Cumbria
Burglary Car Crime 8 14 7 12 6 10 5 8 4 6 3 2 4 Fear of Crime (%) Crime Fear of 1 2 Recorded Crime(000s) 0 0 '01/02 '02/03 '03/04 '04/05 '05/06 '06/07
Notes: Both recorded crime (bars) and fear of crime (lines) have fallen in recent years in Cumbria
4.24 Cumbria cannot be complacent about crime in general and every community and neighbourhood needs to prevent violent crime, disorder and substance misuse becoming the challenges faced by other places.
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This in turn will support greater cohesion and confidence within Cumbria.
Chart 5: Residents views on which issues are important and which need improving
60 50 40 Level of Crime 30 Sports Community Facilities 20 events Shops & Leisure Needs improving (%) improving Needs 10 Cultural Facilities Facilities Race Relations 0 0 10203040506070 Is important (%)
Notes: the level of crime is the most important issue for residents of Cumbria
4.25 Set against this positive, creative vision for Cumbrian society, are very real concerns about the quality, accessibility and performance of local services.
4.26 Across a range of sectors, pressure for efficiency and modernisation has led to fears about centralisation and consequentially reduced access for local, particularly rural, communities. Our vision though, is that Cumbria’s citizens of the future will be better informed than ever, wanting and receiving choice and individualisation in the services they need.
4.27 A commitment to a shared approach to consultation and engagement with communities will enable citizens to benefit from one-stop access to services from all organisations. This will simultaneously improve efficiency and effectiveness. It will also reconnect public servants with communities, making them directly accountable to the local population instead of remote administrations.
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Health and well-being throughout life
4.28 Our population has an increasingly ageing profile – markedly ahead of national trends.
Chart 6: Forecasted age profile change in Cumbria, 2004-2029
2004 2016 2029 120 100
000s) 80
60 40
Population ( Population 20 0 0-14 15-29 30-44 45-59 60-74 75-84 85+ Age Group
Notes: rapid growth expect in all ages over 60 years
4.29 We want to use this to give valuable insight on issues which will soon have national and international resonance. By leading work to support older people to stay fit, remain active and engaged in society, people growing older in Cumbria will benefit from investment in increasing independence.
4.30 This investment will be returned through the massive contribution older people will make to cohesive and strong Cumbrian civic society through their spending power, enthusiasm for volunteering and community activism. They will bring their experiences to bear on issues and challenges in their neighbourhoods.
4.31 While life expectancy in Cumbria is higher than the national average, there are stark differences between the health of people living in different parts of the county, with those in some places dying an average of 20 years earlier than the county average.
Residents of Moss Bay ward (Allerdale) have a life expectancy of 71.8 years. Residents in Greystoke ward (Eden), however have a life expectancy of 91.3 years
4.32 Similar unacceptable variation occurs across indices like poor diet, smoking and alcohol abuse, with under performance closely correlated with other indices of deprivation.
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4.33 Cumbria is committed to becoming a health promoting county, using the vibrancy of its communities, its considerable natural resources, easy access to sport and recreation and outstanding quality of life to deliver benefits for long term health and wellbeing. Current performance shows relatively high levels of people experiencing long-term limiting illness or rating their health as ‘not good’. This situation leads to very high levels of incapacity benefit claims and associated high levels of worklessness in some parts of the County.
4.34 These issues are of most significance in parts of Barrow in Furness, West Cumbria and Carlisle. We believe this picture can be turned around through action across all elements of this strategy, focusing on the parts of the County with the most need.
4.35 Ensuring stronger and more vibrant communities will improve mental well being, self confidence and increase the influence people have on their lives and surroundings – a major contributor to health and well- being. Tackling action in the round will make Cumbria a health promoting setting for all.
A sustainable and prosperous economy
4.36 Cumbria’s economy will be transformed in the next thirty years. Knowledge based and creative industries which derive strength and resilience from our outstanding quality of life are turning around historic underperformance.
Chart 7: Change in economic productivity over time
1995-2005 2004-2005
Merseyside 59.4% 2.7%
Lancs 52.6% 3.3%
G Manc 63.1% 3.4%
Cheshire 59.3% 3.8%
E Cumbria 49.5% 4.3%
W Cumbria 20.0% 2.7%
Cumbria 35.8% 3.7%
NW 57.7% 3.4%
England 72.4% 4.1%
UK 70.4% 4.2%
0 204060800246
Notes: Cumbria’s economy has grown very slowly since 1995 but since 2000 the growth rate has been more similar to the national average
4.37 Longstanding strengths in the energy, manufacturing and tourism sectors are being refreshed. However we must take account of issues affecting the economy, most prominently in West Cumbria, through the shift to decommissioning in the nuclear industry. This alongside declines in
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other industries must be addressed in order for Cumbria to create a thriving and competitive economy.
4.38 The importance of farming and land management to the County’s economy has sometimes been marginalised or ignored. However, this has to be central to our future vision, particularly given its role in creating and sustaining the high quality environment enjoyed by residents and tourists alike.
4.39 While unemployment across Cumbria has gradually fallen over the past five years rates remain highest in Barrow. In July 2007, the unemployment rate in Barrow (2.6%) was a full percentage point above the Cumbrian average (1.6%) and over a quarter percentage point above the UK average (2.3%). The numbers of long-term unemployed has fallen across Cumbria over the past two years with the exception of Barrow where 12.7% (July, 2007) of the workforce has been out of work for over 12 months.
4.40 Cumbria is a strong, inter-dependent county where future prosperity will come from investment and growth, building on its intrinsic strengths. We must concentrate our efforts in areas of high priority to ensure high levels of quality employment across the County.
4.41 There is an enormous diversity of opportunity to invest in Cumbria’s City, towns and rural communities. The collective resource from Cumbria’s diverse communities is a massive and tremendously creative force for good. We will find ways to harness this diversity and creativity better and more consistently.
4.42 Cumbria enjoys a potential competitive economic advantage through the quality of its environment. We must harness this valuable resource and create and build upon more sustainable tourism, therefore addressing one of the great tensions between economic growth and protecting the environment.
4.43 The globally recognised ‘Lakeland’ brand, the clustering of high technology energy related businesses on the west coast and its focal position on major north-south routes from the North West into Scotland and the North East are all potential advantages and tools to support a prosperous Cumbrian economy.
4.44 This advantage can best be realised through this strategy by ensuring the actions of all key organisations recognise and maximise their impact on prosperity. This includes the creation of a public realm which matches the natural environment for quality, and public services – particularly
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health and education – which compare favourably with national best practice
Effective connections between people and places
4.45 Cumbria is often perceived as remote and distant from the major city regions – Manchester, Liverpool, Newcastle, Glasgow and Edinburgh.
Chart 8: Distance from major urban centres
Notes: The red dots show urban centres with a population in excess of 100,000. The circles surrounding these dots have a radius of 50km. Cumbria falls outside these.
4.46 These cities are nationally considered to be economic powerhouses for increased prosperity and cultural centres for vibrant urban lifestyles. Cumbria has only a quarter the density of Motorway or duel carriageway of the national average, making road journeys to major cities difficult from areas such as Barrow and West Cumbria. This lack of quality networks is seen to inhibit inward investment and further reinforces the sense of remoteness.
4.47 Yet perversely this isolation, coupled with the sparsity of much of its settlement pattern, means that Cumbria’s communities have a proudly independent spirit – a vibrancy of a very different and distinctive kind. It has also helped make Cumbria an influential meeting place, a border county able to draw strength from alliances and connections with other regions and nations.
4.48 Our vision is of a county which is effectively plugged into the mainline of communications, but whose tranquillity isn’t diminished by strengthening improved, efficient, fit for purpose and safe, physical connections to major markets. Development will be supported that achieves more equitable access to housing, services, education, health
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care and employment in order to build a county where connections within Cumbria help reduce inequality.
Eden District is the most deprived Local Authority in mainland England in terms of “geographical barriers”
4.49 Cumbria will be a County where information and learning on excellence flows effectively from place to place and from organisation to organisation. These flows will break down barriers between public, private and third sector groups without our distinctive and fiercely independent communities succumbing to the blandness which blights many town and city centres elsewhere in the UK.
4.50 Communities expectations will be for services tailored around their needs. They will expect organisations to share and manage data, enabling them to ‘say it once’, ‘do it many times’, having an interaction with intelligent public services as a whole, rather than having to deal separately and repeatedly with individual services in isolation.
4.51 To achieve this vision, public services in Cumbria will pool capacity to increase quality. They will use the push for more efficiency and value for money to integrate policy and strategy, develop common back office support, and base their services in single locations within communities. This will get most value from limited resources. It will, together with use of information technology, improve access to high quality services across Cumbria.
4.52 The challenge for this strategy is to find ways of drawing strength from, and improving the connections between, the diverse experiences of life from communities across Cumbria. It will focus our energy on narrowing gaps – raising performance of the weakest to that of the strongest and capitalising more successfully on where Cumbria is strong.
World-class environmental quality
4.53 Cumbria’s environmental quality, diversity (including biodiversity) and resource is genuinely world-class. Yet sometimes an innate modesty and reserve results in a reluctance for Cumbrians to talk up this aspect of our county and to play to our unrivalled strengths. One World Heritage Site, one potential World heritage Site, two National Parks, Areas of Outstanding Beauty, and a Heritage Coast have a fundamental impact on daily life in Cumbria.
4.54 On the other hand, a chocolate box perception of Lakeland, Fellside or Cumbria’s rural communities can distort our understanding that, for
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many people, a combination of physical isolation, poor access to essential services and lack of social networks blight quality of life.
A 2007 report by Voluntary Action Cumbria into the loss of rural services found that:
• The loss generates strong negative feelings • It makes communities feel no-one cares for them • The closure leads to a reduction in choice for older people • The loss increases fears for the future of the area • It negatively impacts on social contacts and networks • Local people have to travel more
4.55 Beautiful scenery is no compensation for lack of opportunity. A key element of such communities must be provision of affordable and decent standard housing which enables young people to stay in the county, and which is flexible enough to support people’s needs for independence throughout their whole life.
Chart 9: House price v’s earnings growth in Cumbria
180 20 +26% 18 160 140 +125% 16 14 120 12 100 10 80 7.7 8 60 6.4 6
Av House Price(£000s) 5.5 40 4.5 4 4.3 4.1 Av Annual Earnings (£000s) 20 2 0 0 '00 '01 '02 '03 '04 '05 '06
Notes: Average house prices grew by 125% between 2000 and 2006 while earnings only grew by 26%. The average house price is now 7.7 times the average earnings
4.56 Communities will be supported to play their part. Through easy and direct access to renewable energy sources, enthusiasm for community based recycling and waste reduction projects and commitment to taking care of communities for the benefit of all, Cumbria is well placed to lead national thinking in this area.
4.57 By leading as a sustainable tourism destination, encouraging home-based and micro business start ups, community transport provision, Fairtrade and local produce schemes, Cumbria will demonstrate excellence in creating and supporting sustainable communities.
5th June 08 – Final Submission 17
Page 47
4.58 Managing, sustaining and, where possible, enhancing Cumbria’s unrivalled natural landscape, is also central to the achievement of much of this strategy. The local landscape quality, character and distinctiveness will be protected through careful management to maintain the remoteness and tranquility of our unique environment.
4.59 A higher quality public realm which matches the standard of our landscape is one key to increased visitor returns and improved business performance.
4.60 In the context of intense global concerns about climate change, energy consumption and the management of waste, Cumbria aims to be a beacon for best practice on sustainable rural communities. It will be a low carbon County. More energy will be generated by renewable technologies; more sustainable modes of transport will be available allowing people to access services without using their cars with rural areas benefiting from effective community travel plans.
4.61 New development will be planned that takes account of climate change with more energy and resource efficient buildings being built. Industry and business will continue to reduce their contribution of climate changes gases. We will have in place more sustainable methods of managing our water and waste and Cumbria will procure its goods and services in a way that reduces the impacts of climate change.
5th June 08 – Final Submission 18
Page 48 All targets subject to negotiation APPENDIX 2: Proposed LAA Indicators and Targets (designated)
(w) – this denotes indicators, relevant to tackling worklessness, provisionally selected – this basket of indicators has the potential to attract a greater share of Working Neighbourhoods Fund reward. These are currently subject to negotiation.
Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise 08/09 09/10 10/11 which are acting as lead indicated) partner/s (shown with a *) Reduce NI 153 Working age people Jobcentre Plus*, Allerdale worklessness claiming out of work benefits in Borough Council, Barrow the worst performing Borough Council, Carlisle neighbourhoods* (W) City Council, Copeland
Page 49 32.3% 31.3% 30.3% 29.3% Borough Council, Cumbria (May 2007) County Council, Derwent & (-1%) (-1%) (-1%) Solway Housing Association, Cumbria Rural Enterprise Agency, Furness Enterprise, Cumbria Vision NI 146 Adults with learning Cumbria County Council* disabilities in employment* (W) Job Centre Plus, Oaklea Trust, West House, Cumbria Care Workstep,
16% Cumbria Partnership Trust 10% 12% 14%
(192) (120) (145) (168) (cumula (2007/08) tive
total)
5th June 08 – Final Submission 19 All targets subject to negotiation Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise 08/09 09/10 10/11 which are acting as lead indicated) partner/s (shown with a *)
Encourage NI 171 New business registration Cumbria Vision* existing rate* To be established
businesses to in Autumn 20081 grow Improve skills NI 163 Proportion of population Learning & Skills Council throughout aged 19-64 for males and 19-59 70.6% Cumbria*, Cumbria Further Cumbria for females qualified to at least (2006 Annual 74.32% 76.18% 78.04% Education Providers, Level 2 or higher* (W) Population Survey2) Cumbria County Council,
Page 50 Cumbria Vision NI 165 Proportion of population University of Cumbria*, aged 19-64 for males and 19-59 Learning & Skills Council for females qualified to at least 25% 26.2% 27.4% 28.6% Cumbria3 Level 4 or higher * NI 106 Young people from low Cumbria County Council*, income backgrounds progressing University of Cumbria, to Higher Education* Allerdale Borough Council, Barrow Borough Council, To be established Carlisle City Council, by 30th June 084 Copeland Borough Council, Eden District Council, South Lakeland District Council, Cumbria Primary Care Trust, Connexions Cumbria, Learning & Skills Council
1 Targets will be negotiated when baseline established. 2 Applies to 2006/07 financial year 3 Additional partners to be confirmed 4 Baseline to be established when data is available
5th June 08 – Final Submission 20 All targets subject to negotiation Cumbria, Cumbria Constabulary, National Probation Cumbria Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise 08/09 09/10 10/11 which are acting as lead indicated) partner/s (shown with a *)
Support NI 110 Young people’s Cumbria County Council*, Children & participation in positive Allerdale Borough Council, Young People activities5* Barrow Borough Council, on the Carlisle City Council, pathway to Copeland Borough Council, To be established success Eden District Council, South late 2008 / early Lakeland District Council, Page 51 2009 Cumbria Primary Care
Trust, Connexions Cumbria, Learning & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria NI 117 16 to 18 year olds who Connexions Cumbria*, are not in education, training Allerdale Borough Council, and employment (NEET)* (W) Barrow Borough Council, Carlisle City Council, Copeland Borough Council, Cumbria County Council, 5.3% 4.8% 4.8% Eden District Council, South 5.2% Lakeland District Council,
Cumbria Primary Care Trust, Learning & Skills Council Cumbria, Cumbria
5 Indicator to be measured by survey data – survey data expected late 2008 / early 2009 – targets to be negotiated when data available
5th June 08 – Final Submission 21 All targets subject to negotiation Support Constabulary, National Children & Probation Cumbria Young People NI 19 Rate of proven re- Cumbria County Council*, on the offending by young offenders* Allerdale Borough Council, pathway to Barrow Borough Council, success Carlisle City Council, (cont.) Copeland Borough Council, Eden District Council, South Lakeland District Council, Cumbria Primary Care Trust, Connexions Cumbria, Learning & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria Page 52
To be established t 6 by 31 March 2009
6 Targets will be negotiated when baseline established
5th June 08 – Final Submission 22 All targets subject to negotiation Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise 08/09 09/10 10/11 which are acting as lead indicated) partner/s (shown with a *)
Improve life NI 123 Stop smoking* 716 per 100,000 Cumbria Primary Care expectancy (based on average Trust*, Cumbria County of years 2004 to Council, Allerdale Borough 2007 – provided by Council, Barrow Borough Vital Signs) Council, Carlisle City Council, Copeland Borough 547 per 764 per 760 per 731 per Council, Eden District 100,0007 100,000 100,000 100,000 Council, South Lakeland (2007/08) District Council, Healthy 3,189 3,189 3,083 Schools, Connexions, Page 53 2270 quitters quitters quitters quitters Cumbria Partnership Trust achieved a year a year a year NI 39 Rate of Hospital Cumbria Primary Care Admissions per 100,000 for Trust*, Cumbria Partnership Alcohol Related * Trust, Cumbria County Council, Cumbria Constabulary, Allerdale Borough Council, Barrow 1,914 2,001 2,072 Borough Council, Carlisle 1,702 per 100,000 per per per City Council, Copeland 100,000 100,000 100,000 Borough Council, Eden District Council, South Lakeland District Council
7 Definition subject to change from 2009/10
5th June 08 – Final Submission 23 All targets subject to negotiation Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise 08/09 09/10 10/11 which are acting as lead indicated) partner/s (shown with a *)
Improve life NI 40 Number of drug users Cumbria Primary Care expectancy recorded as being in effective 4% 6% 8% Trust*, Cumbria County (cont.) treatment* 1336 increase increase increase Council, Cumbria (2007/08 on on on Constabulary, Connexions 8 estimated) baseline baseline baseline Cumbria, Cumbria Youth Offending Service, 1389 1417 1446 Probation Service,
Increase NI 130 Social Care clients Cumbria County Council*, Disability Association Carlisle Page 54 choice and receiving Self Directed Support control for per 100,000 population and Eden, Cumbria Direct services users (Direct Payments and Individual Payment Advice and Support, Budgets)* Cumbria ICT User Involvement Consortium, In Control,
Furness Carers, West Cumbria Carers, Carlisle Carers, 530 1060 1863 National Centre for 111 per 100,0009 per per per Independent Living, 100,000 100,000 100,000 Commission for Social Care Improvement, People First, Making Space, Cumbria Disability Network, Age Concern, Cumbria Mental Health Users Group, Cumbria Partnership Trust
8 The baseline for this indicator will be confirmed when finalised baseline data for 2007/08 is available in August 2008 - the targets will be given numerical values at that time. 9 Direct payments only – Individual budgets to be included from 2009
5th June 08 – Final Submission 24 All targets subject to negotiation Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise 08/09 09/10 10/11 which are acting as lead indicated) partner/s (shown with a *)
Further NI 4 % of people who feel they Cumbria County Council*, strengthen can influence decisions in their Allerdale Borough Council, community locality* Barrow Borough Council, empowerment Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland District Council, Cumbria Association of Local Councils, Cumbria Association of Councils for Voluntary Service, Cumbria Primary Page 55 Care Trust, Cumbria Constabulary, Youth To be established Offending Service, Probation when place survey Service, Drug & Alcohol data available10 Action Team, Rural Forum, Voluntary Action Cumbria, Crown Prosecution Service
10 Targets will be negotiated when baseline established
5th June 08 – Final Submission 25 All targets subject to negotiation Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise 08/09 09/10 10/11 which are acting as lead indicated) partner/s (shown with a *)
Further NI 5 Overall / general Cumbria County Council*, strengthen satisfaction with local area* Allerdale Borough Council, community Barrow Borough Council, empowerment Carlisle City Council, (cont.) Copeland Borough Council, Eden District Council, South Lakeland District Council, Cumbria Association of Local Councils, Cumbria Page 56 Association of Councils for Voluntary Service, Cumbria Primary Care Trust, To be established Cumbria Constabulary, when place survey 11 Youth Offending Service, data available Probation Service, Drug &
Alcohol Action Team, Rural Forum, Voluntary Action Cumbria, Crown Prosecution Service
11 Targets will be negotiated when baseline established
5th June 08 – Final Submission 26 All targets subject to negotiation Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise 08/09 09/10 10/11 which are acting as lead indicated) partner/s (shown with a *)
Further NI 7 Environment for a thriving Cumbria County Council*, strengthen third sector* Allerdale Borough Council, community Barrow Borough Council, empowerment Carlisle City Council, (cont.) Copeland Borough Council, Eden District Council, South Lakeland District Council, Cumbria Association of Local Councils, Cumbria Association of Councils for Page 57 Voluntary Service, Cumbria Primary Care Trust, 22%12 22% 24% 28% Cumbria Constabulary, Youth Offending Service, Probation Service, Drug & Alcohol Action Team, Rural Forum, Voluntary Action Cumbria, Crown Prosecution Service
12 Indicative baseline estimate only from a pilot survey conducted nationally. More accurate figures will be available following the first wave of the national Cabinet Office Survey in the autumn. As a result these figures could change.
5th June 08 – Final Submission 27 All targets subject to negotiation Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise 08/09 09/10 10/11 which are acting as lead indicated) partner/s (shown with a *)
Improve NI 1 % of people who believe Cumbria County Council*, respect and people from different Allerdale Borough Council, community backgrounds get on well Barrow Borough Council, cohesion together in their local area* Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland District Council, Cumbria Association of Local Councils, Cumbria Page 58 Association of Councils for Voluntary Service, Cumbria Primary Care Trust, Cumbria Constabulary, Youth Offending Service, 83% 84% 85% 87% Probation Service, Drug & Alcohol Action Team, Rural Forum, Voluntary Action Cumbria, Crown Prosecution Service
5th June 08 – Final Submission 28 All targets subject to negotiation Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise 08/09 09/10 10/11 which are acting as lead indicated) partner/s (shown with a *)
Reduce crime NI 20 Assault with injury crime Cumbria Constabulary*, and fear of rate*13 Allerdale Borough Council, crime Barrow Borough Council, Carlisle City Council, Copeland Borough Council, Cumbria County Council* Eden District Council, South Lakeland District Council, Probation Service, Cumbria Fire & Rescue Service, Cumbria Police Authority, Page 59 3405 3235 3073 Cumbria PrImary Care Trust, 3584 Voluntary Action Cumbria,
Cumbria Association of Local 6.86 7.22 per 1000 6.52 6.19 Councils, Cumbria Association population Per per per of Councils for Voluntary (2007/08) 1000 1000 1000 Service, Crown Prosecution population population population Service
13 3 year targets have been provisionally agreed with targets for years 2 and 3 to be revised at the annual refresh
5th June 08 – Final Submission 29 All targets subject to negotiation Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise 08/09 09/10 10/11 which are acting as lead indicated) partner/s (shown with a *)
Reduce crime NI 30 Re-offending rate of Probation Service* Cumbria and fear of prolific and priority offenders* Constabulary, Allerdale crime (cont.) Borough Council, Barrow Borough Council, Carlisle City Council, Copeland Borough Council, Cumbria County Council* Eden District Council, South Lakeland District Council, Cumbria Fire & Rescue Service, Cumbria Page 60 Police Authority, Cumbria PrImary Care Trust, Voluntary Action Cumbria, Cumbria Association of Local Councils, -17% -21%14 Cumbria Association of Councils for Voluntary Service, Crown Prosecution Service
14 This target is a conditional target, which may be adjusted once accurate baseline data has been provided by the Home Office. Targets for 2009/10 and 2010/11 will be agreed with GONW at the annual refresh.
5th June 08 – Final Submission 30 All targets subject to negotiation Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise 08/09 09/10 10/11 which are acting as lead indicated) partner/s (shown with a *)
Reduce crime NI 41 Perceptions of drunk or Cumbria County Council* and fear of rowdy behaviour as a problem* Cumbria Constabulary, crime (cont.) Allerdale Borough Council, Barrow Borough Council, Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland District Council, Probation Service, Cumbria Fire & Rescue Service, Page 61 Cumbria Police Authority, Cumbria PrImary Care Trust, Voluntary Action 20% Cumbria, Cumbria (2007 Best Value 19% 18% 16% Association of Local General User Councils, Cumbria Satisfaction Survey) Association of Councils for Voluntary Service, Crown Prosecution Service
5th June 08 – Final Submission 31 All targets subject to negotiation Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise which are acting as lead indicated) 08/09 09/10 10/11 partner/s (shown with a *) Reduce crime NI 32 Repeat incidents of Probation Service*, and fear of domestic violence* Cumbria County Council, crime (cont.) Cumbria Constabulary, Allerdale Borough Council, Barrow Borough Council, Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland District Council,
Page 62 Cumbria Fire & Rescue Service, Cumbria Police Authority, Cumbria PrImary
15 Care Trust, Voluntary 37.4% 33.8% Action Cumbria, Cumbria Association of Local Councils, Cumbria Association of Councils for Voluntary Service, Crown Prosecution Service
15 The figures for the baseline and 2008/9 represent a proxy measure taken from current LAA stretch as recommended by GONW. Further targets will not be set until 2009-10
5th June 08 – Final Submission 32 All targets subject to negotiation Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise which are acting as lead indicated) 08/09 09/10 10/11 partner/s (shown with a *) Improve the NI 57 Children and young Cumbria County Council*, health and well people's participation in high- Allerdale Borough Council, being of quality PE and sport* Barrow Borough Council, Children Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland District Council, Cumbria Primary Care Trust, Connexions Cumbria, Learning & Skills Council
Page 63 Cumbria, Cumbria Constabulary, National Probation Cumbria 87%16 90% 95% 98%
16The baseline and targets will be renegotiated in 2009 on the basis of the final definition of the indicator.
5th June 08 – Final Submission 33 All targets subject to negotiation Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise 08/09 09/10 10/11 which are acting as lead indicated) partner/s (shown with a *) Improve the NI 50 Emotional health of Cumbria County Council*, health and children* Allerdale Borough Council, well being of Barrow Borough Council, Children Carlisle City Council, (cont.) Copeland Borough Council, To be established Eden District Council, South late 2008 / early Lakeland District Council, 200917 Cumbria Primary Care Trust, Connexions Cumbria, Learning & Skills Council Page 64 Cumbria, Cumbria Constabulary, National Probation Cumbria NI 70 Hospital admissions caused Cumbria Primary Care by unintentional and deliberate Trust*, Allerdale Borough injuries to children and young Council, Barrow Borough people* Council, Carlisle City Council, Copeland Borough Council, Eden District To be established Council, South Lakeland late 2008 / early District Council, Cumbria 200918 County Council, Connexions Cumbria, Learning & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria
17 Indicator to be measured by survey data – survey data expected late 2008 / early 2009 – targets to be negotiated when data available
5th June 08 – Final Submission 34 All targets subject to negotiation NI 65 Percentage of children Cumbria County Improve the becoming the subject of a Child Council*,Allerdale Borough health and Protection Plan for a second or Council, Barrow Borough well being of subsequent time* Council, Carlisle City Children Council, Copeland Borough (cont.) Council, Eden District Council, South Lakeland 13.8% 13.5% 13% 12.5% District Council, Cumbria Primary Care Trust, Connexions Cumbria, Learning & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria NI 112 Under 18 conception Cumbria County Council*, rate* Allerdale Borough Council, Page 65 Barrow Borough Council, Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland District Council, Cumbria Primary Care Trust, Connexions Cumbria, -16% -33% -41% -50% Learning & Skills Council
Cumbria, Cumbria Constabulary, National Probation Cumbria
18 Targets will be negotiated once beaseline established, as part of the refresh.
5th June 08 – Final Submission 35 All targets subject to negotiation Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise which are acting as lead indicated) 08/09 09/10 10/11 partner/s (shown with a *) Improve road NI 47 People killed or seriously Cumbria County Council*, safety injured in road traffic Cumbria Constabulary, accidents* Cumbria Fire & Rescue 19 Service, The Highways 363 10.3% 3.5% 1.5% Agency, Capita Symonds, (2005 – 2007 decrease decrease decrease Cumbria Safety Cameras, (315) (310) average) (326) Cumbria Chamber of Commerce, The freight Transport Association, Primary Care Trust.
Page 66 Improve NI 175 Access to services and Cumbria County Council*, sustainable facilities by public transport, 91% Job Centre Plus, Cumbria 93% 94% 95% access to walking and cycling*20 (2007/08) Rural Enterprise Agency, services & Cumbria Tourist Board facilities NI 168 Principal roads where Cumbria County Council* maintenance should be 4% 4% 4% 4% Amey, Capita considered* (2007/08) Provide NI 154 Net additional homes Allerdale Borough Council*, balanced provided* Barrow Borough Council*, housing Carlisle City Council*, Copeland 1367 Borough Council*, Eden District markets 1796 1796 1796 (2004-2007) Council*, Lake District National Park Authority*, South Lakeland District Council* 21
19 Percentage decrease from previous 3 year-average is 9.6% 20 This is locally determined indicator, the NIS guidance states that the definition must follow that of the accessibility indicator written into the Cumbria Local Transport Plan. The indicator therefore considers the “percentage of rural households within 30mins of a key service centre by public transport” 21 District and Borough Councils, along with the Lake District National Park Authority, will lead delivery in their respective geographical areas. This is co- ordinated across the county through the Cumbria Planning Group
5th June 08 – Final Submission 36 All targets subject to negotiation Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise which are acting as lead indicated) 08/09 09/10 10/11 partner/s (shown with a *) Provide NI 155 Number of affordable Allerdale Borough Council*, balanced homes delivered (gross)* Barrow Borough Council*, housing Carlisle City Council*, Copeland 237 Borough Council*, Eden District markets 260 300 350 (2007/08) Council*, Lake District National (cont.) Park*22 Authority*, South Lakeland District Council*
Maximise NI 186 Per capita reduction in 6.19% 11.5% Cumbria County Council*, Cumbria’s CO2 emissions in the LA area* 2.65% cumula cumula English Heritage, Forestry Commission, National Trust, contribution to reduction tive tive
Page 67 11.3 tonnes Environment Agency, Natural limiting climate (0.3 reduction reduction change England, Carlisle City Council. tonnes) (0.7 (1.3 Lake District National Park tonnes) tonnes) Authority Minimise waste NI 191 Residual household Allerdale Borough Council, and improve waste per household* Barrow Borough Council, waste Carlisle City Council, management Copeland Borough Council, Cumbria County Council* Eden District Council, South 830kg 702kg 694kg 687kg Lakeland District Council (2007/08)
22 District and Borough Councils, along with the Lake District National Park Authority, will lead delivery in their respective geographical areas. This is co- ordinated across the county through the Cumbria Planning Group
5th June 08 – Final Submission 37 All targets subject to negotiation Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise which are acting as lead indicated) 08/09 09/10 10/11 partner/s (shown with a *) Improve local NI 197 Improved local Cumbria County Council*, biodiversity biodiversity – proportion of English Heritage, National local sites where positive Trust, Forestry conservation management has Commission, Environment been or is being implemented* To be established Agency, South Lakeland by 31st October District Council, Yorkshire 2008 Dales National Park Authority, Lake District National Park Authority,
Page 68 Cumbria Wildlife Trust, Natural England Ensure high NI 195 Improved street and Allerdale Borough Council*,
standards of environmental cleanliness Barrow Borough Council*,
street scene (levels of litter, detritus, Carlisle City Council*, Litter 5% services and graffiti and fly posting)* 5% 5% 5% Copeland Borough Council*, Detritus 9% reduce the 10% 10% 9% Cumbria County Council Graffiti 1% visual impact 1% 1% 1% Eden District Council*, Fly posting 0% of litter and 0% 0% 0% South Lakeland District (2007/08) graffiti Council* 1
5th June 08 – Final Submission 38 All targets subject to negotiation
APPENDIX 3: Proposed LAA Indicators and Targets (Local)
Proposed LAA Indicators and Targets (Local) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise which are acting as lead indicated) 08/09 09/10 10/11 partner/s (shown with a *)
Improve the LI 1 Reduce incidence of Cumbria County health and well referrals to social care for Council*,Allerdale Borough being of child protection, repeat Council, Barrow Borough Children referrals and repeat incidence Council, Carlisle City of abuse of children Council, Copeland Borough Council, Eden District
Page 69 Council, South Lakeland 41.7% 25% 22.5% 20% District Council, Cumbria Primary Care Trust, Connexions Cumbria, Learning & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria Protect and LI 2 % of conservation areas Lake District National Park enhance the with up to date (within 5 Authority*, English Heritage environment years) character appraisals
To be established
by 30th June 200823
23 Targets will be set when baseline established
5th June 08 – Final Submission 39 All targets subject to negotiation Proposed LAA Indicators and Targets (Local) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise which are acting as lead indicated) 08/09 09/10 10/11 partner/s (shown with a *) Increase LI 3 (NI 11) Engagement in the Cumbria County Council*, cultural arts* 24 Culture Cumbria, Allerdale participation To be established Borough Council, Barrow by 30th November Borough Council, Carlisle 2008 City Council, Copeland Borough Council, Eden District Council, South Lakeland District Council, Arts Council for England
Page 70
Provide LI 4 (NI 187) Tackling Fuel To be confirmed balanced Poverty – % people receiving To be established housing income based benefits living in by 31st March markets homes with a low energy 200925 efficiency rating*
Improve local LI 5 Percentage of sites of Natural England, Lake biodiversity special scientific interest in District National Park favourable /recovering To be established Authority*, Forestry 95% condition by 30th June 200826 Commission
24 Agreed principle of a 3% target over 3 years based on the November baseline (when available) 25 Targets will be set and agreed once baseline established. 26 Targets for 08/09 and 09/10 will be set when baseline established
5th June 08 – Final Submission 40 All targets subject to negotiation Proposed LAA Indicators and Targets (Local) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise which are acting as lead indicated) 08/09 09/10 10/11 partner/s (shown with a *) Improve life LI 6 Reduce health inequalities Cumbria Primary Care expectancy between the Local Authority Male Male Male Male Trust*, Cumbria County area and the England Council, Barrow Borough population by narrowing the Barrow – 838 Barrow – Barrow Barrow Council, Carlisle City gap in all age, all cause 814 – 791 – 769 Council mortality in spearhead areas – targets for Carlisle and Barrow Carlisle – 768 Carlisle – Carlisle Carlisle 751 – 735 – 719
Female Female Female Female
Page 71 Barrow – 536 Barrow – Barrow Barrow 525 – 514 – 503
Carlisle – 529 Carlisle – Carlisle Carlisle 521 – 514 – 507
(2007/08)
5th June 08 – Final Submission 41 All targets subject to negotiation Proposed LAA Indicators and Targets (Local) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise which are acting as lead indicated) 08/09 09/10 10/11 partner/s (shown with a *) Improve life LI 7 Reduce health inequalities Cumbria Primary Care expectancy within the local area in all Trust*, Cumbria County (cont.) age, all cause mortality – Allerdale 850 Allerdale Allerdale Allerdale Council, Allerdale Borough 803 782 targets for Allerdale, 825 Council, Copeland Borough
Copeland, Eden and South Council, Eden District Copeland Copeland Lakeland Copeland Council, South Lakeland Copeland – 803 743 716 772 District Council
Eden Eden Eden Eden – 585 574 565 557 Page 72
South Lakeland South South South 654 Lakeland Lakeland Lakeland 600 589 575 (2007/08) Increase choice LI 8 Number of loans from Cumbria County Council*,
and control for library self help collection 1782 2178 2574 Cumbria Primary Care 1551 services users Trust, Cumbria Partnership (2007/08) Trust, Mind LI 9 Increase the number of Cumbria County Council*, people with learning Cumbria Partnerships Trust, disabilities over 18 who have 40% 70% 90% 95% Cumbria Primary Care Trust health action plans (2007/08)
5th June 08 – Final Submission 42 All targets subject to negotiation Proposed LAA Indicators and Targets (Local) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise which are acting as lead indicated) 08/09 09/10 10/11 partner/s (shown with a *) Improve life LI 10 Percentage of mother Cumbria Primary Care expectancy recorded as smoking on 24% 20% 19% 18% Trust*, Cumbria County delivery Council Increase choice LI 11 Number of people Age Concern*, Alzhiemers and control for benefiting from Promoting 160027 1648 1697.44 Society, Carers 1428 services users Independence in Partnership Associations, Cumbria (2007/08) with older people scheme County Council, Cumbria Primary Care Trust LI 12 Supporting peoples Cumbria County Council*, service users who have moved Allerdale Borough Council, Page 73 on in a planned way from Barrow Borough Council, temporary living Carlisle City Council, 361 arrangements. As measured 36828 375 383 Copeland Borough Council, (2007/08) by DCLG KP2(A) Eden District Council, South Lakeland District Council, Cumbria Primary Care Trust, Probation Service LI 13 Numbers of people Department of Works and successfully claiming pensions 3114 1950 2008 2108 Pensions*, Energy Efficiency credit and gateway to other (2007/08) Advice Centre, Age Concern entitlements LI 14 Number of passengers Cumbria County Council* making return journeys on 17072 5% 5% 5% Cumbria Community community buses to access (2007/08) 17926 18779 19632 Transport healthy pursuits
27 These targets represent a 3% annual increase 28 These targets represent a 2% annual increase
5th June 08 – Final Submission 43 All targets subject to negotiation
APPENDIX 4: Statutory Education and Early Years Indicators and Targets
Statutory Education and Early Years Indicators and Targets Indicator(s), including Baseline LAA Improvement Targets Partners who have signed-up those from national (2006/07 unless otherwise to the target and any which indicator set (shown indicated) are acting as lead partner/s with a *) 08/09 09/1029 10/11 (shown with a *)
NI 72 Achievement of at Cumbria County Council*, least 78 points across Allerdale Borough Council, the Early Years Barrow Borough Council, Foundation Stage with Carlisle City Council, Copeland
Page 74 at least 6 in each of the Borough Council, Eden District
scales in Personal Social Council, South Lakeland
and Emotional 54% District Council, Cumbria 46% Development and Primary Care Trust, Communication, Connexions Cumbria, Learning Language and Literacy* & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria NI 73 Achievement at Cumbria County Council*, level 4 or above in both Allerdale Borough Council, English and Maths at Key Barrow Borough Council, Carlisle Stage 2 (Threshold)* City Council, Copeland Borough Council, Eden District Council, 83% South Lakeland District Council, 75% Cumbria Primary Care Trust, Connexions Cumbria, Learning & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria
29 Targets for 2009/10 and 2010/11 will be negotiated in early 2009 and 2010 respectively
5th June 08 – Final Submission 44 All targets subject to negotiation Statutory Education and Early Years Indicators and Targets Indicator(s), including Baseline LAA Improvement Targets Partners who have signed-up those from national (2006/07 unless otherwise to the target and any which indicator set (shown indicated) are acting as lead partner/s with a *) 08/09 09/10 10/11 (shown with a *) NI 74 Achievement at Cumbria County Council*, level 5 or above in both Allerdale Borough Council, English and Maths at Key Barrow Borough Council, Stage 3 (Threshold)* Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland
80% District Council, Cumbria 69% Primary Care Trust, Connexions Cumbria, Learning & Skills Council Cumbria,
Page 75 Cumbria Constabulary, National Probation Cumbria
NI 75 Achievement of 5 Cumbria County Council*, or more A*-C grades at Allerdale Borough Council, GCSE or equivalent Barrow Borough Council, including English and Carlisle City Council, Copeland Maths (Threshold)* Borough Council, Eden District Council, South Lakeland District Council, Cumbria Primary Care Trust, 57% 45.7% Connexions Cumbria, Learning & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria
5th June 08 – Final Submission 45 All targets subject to negotiation Statutory Education and Early Years Indicators and Targets Indicator(s), including Baseline LAA Improvement Targets Partners who have signed-up those from national (2006/07 unless otherwise to the target and any which indicator set (shown indicated) are acting as lead partner/s with a *) 08/09 09/10 10/11 (shown with a *) NI 83 Achievement at Cumbria County Council*, level 5 or above in Allerdale Borough Council, Science at Key Stage 3* Barrow Borough Council, Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland District Council, Cumbria
Primary Care Trust, 84% 75% Connexions Cumbria, Learning
Page 76 & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria
NI 87 Secondary school Cumbria County Council*, persistent absence rate* Allerdale Borough Council, Barrow Borough Council, Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland District Council, Cumbria 6.3% 6% 5% 7% Primary Care Trust, Connexions Cumbria, Learning & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria
5th June 08 – Final Submission 46 All targets subject to negotiation Statutory Education and Early Years Indicators and Targets Indicator(s), including Baseline LAA Improvement Targets Partners who have signed-up those from national (2006/07 unless otherwise to the target and any which indicator set (shown indicated) are acting as lead partner/s with a *) 08/09 09/10 10/11 (shown with a *) NI 92 Narrowing the gap Cumbria County Council*, between the lowest Allerdale Borough Council, achieving 20% in the Barrow Borough Council, Early Years Foundation Carlisle City Council, Copeland Stage Profile and the Borough Council, Eden District rest* Council, South Lakeland District Council, Cumbria 35% 28% Primary Care Trust, Connexions Cumbria, Learning & Skills Council Cumbria,
Page 77 Cumbria Constabulary, National Probation Cumbria
NI 93 Progression by 2 Cumbria County Council*, levels in English Allerdale Borough Council, between Key Stage 1 Barrow Borough Council, and Key Stage 2* Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland District Council, Cumbria
Primary Care Trust,
92% Connexions Cumbria, Learning 83.7% & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria
5th June 08 – Final Submission 47 All targets subject to negotiation Statutory Education and Early Years Indicators and Targets Indicator(s), including Baseline LAA Improvement Targets Partners who have signed-up those from national (2006/07 unless otherwise to the target and any which indicator set (shown indicated) are acting as lead partner/s with a *) 08/09 09/10 10/11 (shown with a *) NI 94 Progression by 2 Cumbria County Council*, levels in Maths between Allerdale Borough Council, Key Stage 1 and Key Barrow Borough Council, Stage 2* Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland
District Council, Cumbria 91% 79% Primary Care Trust, Connexions Cumbria, Learning
Page 78 & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria
NI 95 Progression by 2 Cumbria County Council*, levels in English Allerdale Borough Council, between Key Stage 2 Barrow Borough Council, and Key Stage 3* Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland District Council, Cumbria Primary Care Trust, 24.4% 40% Connexions Cumbria, Learning & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria
5th June 08 – Final Submission 48 All targets subject to negotiation Statutory Education and Early Years Indicators and Targets Indicator(s), including Baseline LAA Improvement Targets Partners who have signed-up those from national (2006/07 unless otherwise to the target and any which indicator set (shown indicated) are acting as lead partner/s with a *) 08/09 09/10 10/11 (shown with a *) NI 96 Progression by 2 Cumbria County Council*, levels in Maths between Allerdale Borough Council, Key Stage 2 and Key Barrow Borough Council, Stage 3* Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland
56% 72% District Council, Cumbria Primary Care Trust, Connexions Cumbria, Learning & Skills Council Cumbria,
Page 79 Cumbria Constabulary, National Probation Cumbria NI 97 Progression by 2 Cumbria County Council*, levels in English Allerdale Borough Council, between Key Stage 3 Barrow Borough Council, and Key Stage 4* Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland District Council, Cumbria Primary Care Trust, Connexions Cumbria, Learning 53.9% 71% & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria
5th June 08 – Final Submission 49 All targets subject to negotiation Statutory Education and Early Years Indicators and Targets Indicator(s), including Baseline LAA Improvement Targets Partners who have signed-up those from national (2006/07 unless otherwise to the target and any which indicator set (shown indicated) are acting as lead partner/s with a *) 08/09 09/10 10/11 (shown with a *) NI 98 Progression by 2 Cumbria County Council*, levels in Maths between Allerdale Borough Council, Key Stage 3 and Key Barrow Borough Council, Stage 4* Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland 27.4% 38% District Council, Cumbria Primary Care Trust, Connexions Cumbria, Learning
Page 80 & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria NI 99 Looked after Cumbria County Council*, children reaching level 4 Allerdale Borough Council, in English at Key Stage Barrow Borough Council, 2* Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland District Council, Cumbria Primary Care Trust, 61% 33% 50% 65% Connexions Cumbria, Learning (as of 30/09/07) & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria
5th June 08 – Final Submission 50 All targets subject to negotiation Statutory Education and Early Years Indicators and Targets Indicator(s), including Baseline LAA Improvement Targets Partners who have signed-up those from national (2006/07 unless otherwise to the target and any which indicator set (shown indicated) are acting as lead partner/s with a *) 08/09 09/10 10/11 (shown with a *) NI 100 Looked after Cumbria County Council*, children reaching level 4 Allerdale Borough Council, in Mathematics at key Barrow Borough Council, Stage 2* Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland District Council, Cumbria 54% 43% 63% 75% Primary Care Trust, (as of 30/09/07) Connexions Cumbria, Learning & Skills Council Cumbria,
Page 81 Cumbria Constabulary, National Probation Cumbria
NI 101 Looked after Cumbria County Council*, children achieving 5 A*- Allerdale Borough Council, C GCSEs (or equivalent) 18% Barrow Borough Council, at Key Stage 4 (including (as of 30/09/07) Carlisle City Council, Copeland English and Borough Council, Eden District Mathematics)* Council, South Lakeland 20% 12% 33% District Council, Cumbria Primary Care Trust, Connexions Cumbria, Learning & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria
5th June 08 – Final Submission 51 All targets subject to negotiation APPENDIX 5: Legacy (Stretch) Indicators from 2007 LAA
Legacy (Stretch) Indicators and Targets from 2007 LAA Indicator(s), Baseline LAA Improvement Targets Partners who have signed- including those from (2006/07 unless otherwise up to the target and any national indicator set indicated) which are acting as lead (shown with a *) 07/08 08/09 09/10 partner/s (shown with a *) SI 1 Number of people who have been Cumbria County Council* claiming incapacity benefit for at least 6 months helped by Cumbria County
Council into sustained Total across
Page 82 0 No target No target 3 years = 200 employment of at (2006/07) least 16 hours per (stretched) week for 13 consecutive weeks or more as measured by local data
SI 2 16 to 18 year olds who are not in Connexions Partnership* education training and employment (NEET)
6.0% 5.7% 5.3% 6.7% (unstretched) (unstretched) (unstretched) (2005/06) 5.8% 5.3% 4.8% (stretched) (stretched) (stretched)
5th June 08 – Final Submission 52 All targets subject to negotiation Legacy (Stretch) Indicators and Targets from 2007 LAA Indicator(s), Baseline LAA Improvement Targets Partners who have signed- including those from (2006/07 unless otherwise up to the target and any national indicator set indicated) which are acting as lead (shown with a *) 07/08 08/09 09/10 partner/s (shown with a *) SI 3 The number of supporting people Cumbria County Council* service users who are 4136 4136 4136 (unstretched) (unstretched) (unstretched) supported to establish
and maintain 4136 4260 4388 4520 independent living (2005/06) (stretched – (stretched – (stretched –
aged 16 and over as 3% increase 3% increase 3% increase
measured by on the on 2007/08) on 2008/09) Communities and baseline) Local Government KPI
Page 83 A SI 4 Average length of waiting time for major Cumbria Housing Group* adaptations supplied via disabled facilities grant from assessment
by occupational
therapist to work beginning, as defined 42 weeks 42 weeks 42 weeks
by CSCI self (unstretched) (unstretched) (unstretched) 44 weeks assessment survey (2005/06) guidance adult social 39 weeks 34 weeks 29 weeks care 2006 – 2007 (stretched) (stretched) (stretched)
5th June 08 – Final Submission 53 All targets subject to negotiation Legacy (Stretch) Indicators and Targets from 2007 LAA Indicator(s), Baseline LAA Improvement Targets Partners who have signed- including those from (2006/07 unless otherwise up to the target and any national indicator set indicated) which are acting as lead (shown with a *) 07/08 08/09 09/10 partner/s (shown with a *) SI 5 The number of people who have set a 2771 2799 2827 Cumbria Primary Care Trust* quit date and who are (unstretched (unstretched (unstretched still not smoking at 4 – 1% increase – 1% increase – 1% increase weeks on baseline on 2007/08 on 2008/09 2744 figures0 figure) figure) (2005/06) Based on 3 year average from 2826 2882 2940 2003 - 2006 (stretched – (stretched – (stretched – 2% increase 2% increase 2% increase
Page 84 on on 2007/08 on 2008/09 unstretched stretched stretched figure) figure) figure0
SI 6 Percentage of adult population (aged 20.9% 20.9% 20.9% Cumbria County Council* 16 or over) taking part (unstretched) (unstretched) (unstretched) in moderate intensity sport and recreation 22.2% 23.5% 24.9% (stretched (stretched – (stretched –4 (including recreational 1.33 2.66 percentage walking) for 30 20.9% participation rate for percentage percentage point minutes 3 or more Cumbria. point point increase on days per week, as increase on increase on 08/09) measured by the Sport (Sport England national Active baseline) 07/08 ) England Active People People survey 2005/06) Survey 05-06
5th June 08 – Final Submission 54 All targets subject to negotiation Legacy (Stretch) Indicators and Targets from 2007 LAA Indicator(s), Baseline LAA Improvement Targets Partners who have signed- including those from (2006/07 unless otherwise up to the target and any national indicator set indicated) which are acting as lead (shown with a *) 07/08 08/09 09/10 partner/s (shown with a *) SI 7 The number of 4194 Cumbria Constabulary / domestic violence 3998 4096 (unstretched) Domestic Violence Strategic incidents in Cumbria, 3900 (unstretched) (unstretched) Management Board (DVSMB)* as reported to Police (2005/06) 4485 (stretched) SI 8 Increase the % of convictions for Cumbria Constabulary / domestic violence 62% 62. 5% 63% Domestic Violence Strategic related offences (unstretched) (unstretched) unstretched) Management Board* 61.7%
Page 85 (2005/06) 65% (stretched) at the end of three years
SI 9 The percentage of recorded domestic 36.6% 35.8% 35% Cumbria Constabulary / violence that are (unstretched) (unstretched) (unstretched) Domestic Violence Strategic 37.4% Management Board* repeat incidents in the (2005/06) previous 12 months as 32% (stretched) reported to the police SI 10 The percentage of priority prolific Crime & Disorder Reduction offenders who re- Partnerships* offend within 12 919 735 735 months as measured 1149 by Cumbria Partnership Support data
5th June 08 – Final Submission 55 All targets subject to negotiation Legacy (Stretch) Indicators and Targets from 2007 LAA Indicator(s), Baseline LAA Improvement Targets Partners who have signed- including those from (2006/07 unless otherwise up to the target and any national indicator set indicated) which are acting as lead (shown with a *) 07/08 08/09 09/10 partner/s (shown with a *) SI 11 The number of 1st time entrants to Cumbria County Council - the Youth Justice Youth Offending Service* System as outlined by the Youth Justice Board KPI 1 1082
(unstretched) 1189 1153 1130 (2005/06)
Page 86 1011 (stretched)
SI 12 The percentage of residents who Cumbria County Council* strongly agree or agree that by working
together, people in my 51% 51% 51% neighbourhood can 51% (unstretched) (unstretched) (unstretched) influence decisions (2006 Quality of Life Survey)
that affect their 53% 55% 57% Confidence Interval (CI) 2.1% neighbourhood as (stretched) (stretched) (stretched) measured by the Cumbria Quality of Life Survey
5th June 08 – Final Submission 56 All targets subject to negotiation Legacy (Stretch) Indicators and Targets from 2007 LAA Indicator(s), Baseline LAA Improvement Targets Partners who have signed- including those from (2006/07 unless otherwise up to the target and any national indicator set indicated) which are acting as lead (shown with a *) 07/08 08/09 09/10 partner/s (shown with a *) SI 13 Number of Cumbria Fire & Rescue deaths and injuries Service* (excluding precautionary hospital admissions) arising from accidental fires 84 people (cumulative in dwellings
6.6 per 5.57 per 2007 - 2010) 170 people 100,000 100,000 (unstretched) (cumulative 2003 – 2006) population population 77 people Page 87 (unstretched) (unstretched) (cumulative 2007 – 2010) (stretched)
SI 14 To hold the total Cumbria Road Safety number of KSIs in 89 89 Partnership* which a driver aged (5 year average based on (unstretched) 16-20 was involved to calendar years 2001 – 2005) a 5 year rolling 85 (stretched) average of 89 for years
2007, 2008 and 2009 (average per year over the period 2007, 2008 and 2009)
5th June 08 – Final Submission 57 All targets subject to negotiation Legacy (Stretch) Indicators and Targets from 2007 LAA Indicator(s), Baseline LAA Improvement Targets Partners who have signed- including those from (2006/07 unless otherwise up to the target and any national indicator set indicated) which are acting as lead (shown with a *) 07/08 08/09 09/10 partner/s (shown with a *) SI 15 The percentage Cumbria County Council* of household waste 29.2% 31.2% 33.6% 34.6% arising sent for (2006/07 projection) (unstretched) (unstretched) (unstretched) recycling or composting 33% 37% 40% (stretched) (stretched) (stretched)
Page 88
5th June 08 – Final Submission 58 All targets subject to negotiation
APPENDIX 6: Cumbria Strategic Partnership Members
Allerdale Borough Council Arts Council – North West Barrow Borough Council Carlisle City Council Carlisle LSP Chamber of Commerce and Industry Churches together in Cumbria Connexions Cumbria Copeland Borough Council Cumbria Association of Local Councils Cumbria Association of Councils for Voluntary Services Cumbria PCT Cumbria Sports Cumbria Community Foundation Cumbria Constabulary Cumbria Cultural Forum Cumbria Housing Group Partnership Cumbria Learning and Skills Council Cumbria Local Enterprise Agency Cumbria Police Authority Cumbria Rural Enterprise Agency(CREA) Cumbria Tourism Cumbria Vision Eden LSP Eden District Council Environment Agency Furness Partnership Further Education Government Office North West Higher Education Invest In Cumbria Job Centre Plus Lake District National Park National Probation Service National Trust Natural England North West Development Agency South Lakeland District Council South Lakeland LSP Sport England North West Voluntary Action Cumbria Youth Offending Service West Cumbria LSP West Lakes Renaissance
5th June 08 – Final Submission 59
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Page 90
The Cumbria Agreement
(A Local Area Agreement for Cumbria)
Annual Report to March 2008
Duncan Mc Queen Cumbria County Council – May 08
Page 91 Annual Report for Year-Ended 31st March 2008.
June 2008
Contents
1. INTRODUCTION
2. OVERALL PERFORMANCE SUMMARY
3. PERFORMANCE SUMMARY BY BLOCK
4. LAA FUNDING
5. LESSONS LEARNED FROM YEAR 1 DELIVERY OF THE LAA
APPENDICES
Appendix 1: Reward Element Targets
Appendix 2: Neighbourhood Renewal Targets
Appendix 3: LAA Grant Provisional Outturn
Page 92
1. INTRODUCTION
Cumbria signed off its first Local Area Agreement (LAA) in March 2007and partners have been working together since then to start delivering against the outcomes in the Agreement. This report provides an analysis of performance for the first year of the delivery of the agreement.
In terms of performance, the report contains an overview of the whole LAA as well as a summary of progress made with each block and is similar in style and content to the report considered at the 6 month review in December 2007.
The report also contains a section on the lessons learned during the first year of delivering the agreement, together with actions for improvement. General conclusions at this stage are that whilst the agreement has provided a catalyst for improved partnership working and a collective focus on priority outcomes across Cumbria, our Thematic Partnerships are clearly at different stages of development, and therefore opportunities exist for better application of the Governance Framework that supports the effective delivery of LAA outcomes.
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2 OVERALL PERFORMANCE SUMMARY
The following tables provide a summary analysis of performance across all blocks in the Cumbria Agreement.
Table 1: Overall Analysis of Performance Indicators at the end of year 1.
There are 249 performance measures in the Cumbria Agreement and where a measure has more than one part to it, each part is counted separately. For the full year to 31st March 2008, partners can report performance using182 (73%) of the 249 individual measures in the agreement.
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Page 94 Table 2: Analysis of Performance Indicators not at the end of year 1.
For 67 performance measures, information is not yet available for the first year. 49 (73%) of these indicators are wholly dependent on annual events or survey activity. For 18 (27%) performance measures, partners are developing systems that will enable regular reporting of performance information.
Table 3: Analysis of Improvement from 2006/07 baseline.
Of the 182 performance measures that are reported at year end, 101 (79%) show improvement when compared to the 2006/07 baseline performance.
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Page 95 Table 4: Analysis of performance for 12 months to March 08.
For the same 182 performance measures referred to in table 3 above, 123 (68%) either meet or exceed target at year-end. 21 (12%) are underperforming by up to 5% and 38 (21%) are underperforming by more than 5% of target.
Revised 13th May 2008
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3 PERFORMANCE SUMMARY BY BLOCK
First Year Assessment of Performance by block:
CHILDREN AND YOUNG PEOPLE
INFORMATION TO FOLLOW.
HEALTHIER COMMUNITIES AND OLDER PEOPLE
The Healthier Communities and Older People theme of the LAA brought agencies together from across a range of stakeholders to set priority targets and to deliver them. The shared performance agenda has been an essential part of engagement. As a result partnership working and communication has improved for HCOP with regard to service development and service delivery. Specific areas of work have been highlighted for development and improvement , for example the Well Read Scheme (1.4a). It has also shown up areas where more work is needed, for example smoking quitters (2.2). The LAA has also proved a good tool for monitoring focused service development and delivery. It has encouraged partners to look at there own monitoring and review systems, and make improvements.
Long term LAA outcomes, such as outcomes 1 (improved health and reduced health inequalities) and 2 (reduce premature mortality rates) require sustained changes in patterns of behaviour across communities. The importance of public health as a key partner in delivering information and services has been enhanced through the LAA.
The LAA has been successful in ensuring scrutiny and commitment to address performance issues relating to services for drug users. This has led to service re- commissioning and improved performance in relation to people in treatment and waiting times. Many more people with Learning Disabilities now have Health Action Plans, and it can be demonstrated that for many their health has improved. The LAA process has supported the development and launch in April 2008 of ‘Time to Call Time: Cumbria Alcohol Strategy, 2008-11’.
Cumbria is achieving overall in relation to reducing mortality rate, however greater focus is required in Barrow where the gap is widening compared to the rest of Cumbria. This helps to focus activity. Specific changes as a result of the LAA have included the removal of cigarette vending machines from pubs, as these were easily accessible to children. We have seen significant improvement
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Page 97 in people taking up physical activity due to a focussed media campaign, delivered in partnership.
Outcomes 3 (improved independence, well being and choice) and 4 (improved quality of life) link strongly to inputs that can readily be measured and delivered, as such the LAA underpins significant progress that has been made in delivering these outcomes.
Waiting times for Disabled Facilities Grant have been reduced due to cross Authority working with the six districts of Cumbria. The LAA was a strong catalyst for this improvement. This together with increased grant approvals means that more severely disabled people in Cumbria are being helped to live in their own homes.
The LAA has led to increased income for older people through the delivery of pension credit claims above target and increased support for winter warmth exceeding targets. These targets are fundamental to offering older people more choice and helping them to remain independent. The profile of Community Transport has been positively increased by by the target for the number of passengers making return journeys on community transport to access healthy pursuits.
The biggest success of the LAA has been bringing organisations together to pool their resources to work on shared priorities.
ECONOMIC DEVELOPMENT AND ENTERPRISE
INFORMATION TO FOLLOW.
SAFER AND STRONGER COMMUNITIES
The Safer and Stronger Communities theme of the LAA had the benefit if having a pilot year in 2006-7, which enabled the Thematic Partnership to build on the good work developed in that initial period.
The group continues to forge strong partnership links and relationships with a broad range of stakeholders to set targets that actively reflected the priorities across Cumbria, injecting the work with the vibrancy and passion required to achieve a tangible difference to the quality of life for the communities in Cumbria.
Using primarily Home Office funding, the Thematic Partnership commissioned specific projects to deliver activity to address areas of identified need. Using the LAA as a catalyst, these partners have chosen to scrutinise their own
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Page 98 performance management and monitoring systems in order to comply with the rigorous performance reporting mechanism required by the Thematic Partnership. It is by this mechanism that partners have been able to have a good overview of progress and are able to make recommendations for remedial action for underperformance.
More recently there has been a requirement to the form a Countywide CDRP. The SSCTP embraced this role and have recently developed a holistic Community Safety Agreement, considering both safer and stronger communities. This will act as a business case for the coming year and will also form an integral part of the LAA performance mechanism.
To compliment the work of the SSCTP and also to offer effective support to the strategic direction of the SSCTP, in order to achieve shared goals, a robust multi agency practitioner group was brought together, drawn from the two SSC working groups. At the preliminary meeting the vision was made clear in order to secure buy in from partners. Guided by the two SSC lead officers, the group worked together to identify terms of reference and a programme of work for the group. This enabled the cross fertilisation of ideas and allowed partners to play an effective role in current SSC management, delivery and also content development for the emerging SSC theme of the new LAA.
The group continues to go from strength to strength and the level of commitment of partners is evident in the high quality work that is produced. Feedback from GONW, suggests that the group is an innovative and successful method of partner engagement, which emphasises the complementary aspects of the safer and stronger elements and actively seeks to reflect them as such.
One of the highlights of the year has been the outstanding success of the Scafell Project which focuses on Prolific and Other Priority Offenders (PPOs). The scheme exists to punish, help, change and control offenders from Cumbria in line with offender management principles. It ensures that the most prolific offenders in Cumbria are managed consistently, balancing support with sanctions. It has become the first PPO ‘Stretch Target’ in the country and is receiving national interest. This target will be carried over as a legacy target into the new LAA.
In terms of building both stronger and safer communities, a Community Engagement framework has been developed and published and is currently being implemented, in order to address issues increasing the number involving people in decision making and policy shaping. This has been adopted by stakeholders across Cumbria. It is widely accepted that a stronger community is more likely to be safer because increasing engagement, whereby individuals can become involved in tackling problems like crime and anti-social behaviour and can help build a culture of respect. By the same token, a safer community is more likely to be stronger, because people will feel more able to engage with each other and their community.
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Page 99 The LAA has acted a strong catalyst for these real improvements in partnership working, with more partners than ever before coming together to pool ideas and work more effectively on shared priorities.
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Page 100 First Year Assessment of Performance by Outcome:
Performance on outcomes within each Block is reported in the following pages. For each outcome a traffic light system is used to provide an assessment of actual performance for the year ended 31st March 2008.
Where sufficient performance information is available for the full year period, the following key to performance is used:
Green: Performance is either meeting target or exceeding target. Amber: Underperforming by up to 5% of target. Red: Underperforming by more than 5% of target.
Where information is not available for the full year (eg collection is dependent on a future annual event or survey), then a prudent assessment of performance is taken and is considered to be amber. This is clearly indicated for each outcome.
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Page 101
CHILDREN AND YOUNG PEOPLE SUMMARY
Outcome 1: Be Healthy. Annual Performance Information not yet available Full Year
GREEN
HIGHLIGHTS:
Good progress is being made with the number of schools achieving Healthy School Standards including those 40 targeted schools that form part of the county-wide Parent Support Advisors Project. The National Standards have been revised since initial target setting. Action plans are in place and projected figures in headline plan point towards overall targets being achieved if current progress is maintained. 94% of schools are engaged in the programme. The Better Ways to School Programme now makes use of a small dedicated team making contact with schools and assisting them in travel plan preparation. The BWTS team have now made contact with an additional 40 schools, have established their partner steering group and have Action Plans in place. Earlier plans have been revisited to ensure compliance with new standards. If current progress continues then it is on track to achieve the overall target.
Breast feeding initiation rates for Q4 at 59% exceeds LDP target of 54.1%. Breast feeding rates have proved difficult to collate. The County has an action plan in place for meeting the new requirement to collate breastfeeding statistics at 6-8 weeks. A breast feeding strategy is in development and will link directly to the new Children’s Centres and Healthy schools priorities to improve health outcomes. 92% of reception children were weighed and measured in 07/08 Q4 data for this age group exceeds end of year target. Action in place to continue increase in reception children measured year on year by 1%. And to increase year 6 children measured from 52% this year to 85%
Short Breaks – provider engagement day 6/11/07 with over 40 providers. New project manager in place, audit of cost and volume of current services matched with SEN data. Interim services in place commissioned by PCT to provide day and after school service in Carlisle
Teenage Conceptions 2006 ONS figures for teenage conceptions demonstrate a reduction of 15.7% (14.1% required to ‘get on track’ for 2010 target). Cumbria now has 4th lowest rate in North West and lower than England
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Page 102 average figures.
Work has also been prioritised in ‘hot spot’ areas in the County and an Action Plan is in place with more robust monitoring
EXCEPTIONS:
The number of children Looked After accessing health assessments and dental checks is an area that has room for improvement. Only one part of the County (the South) has improved performance above the baseline and the West of the County is performing particularly poorly. More robust monitoring is in place to address this.
Outcome 2: Enjoy and Achieve
Full Year GREEN
HIGHLIGHTS:
Key Stage 3 performance in areas receiving Neighbourhood Renewal Funding (NRF) remains well above the target of ensuring that 50% of pupils achieve Level 5 Key Stage 3. Both Barrow and West Cumbria (the two NRF areas) have maintained a level well over 50% in all three subjects of English, Maths and Science.
The number of fixed term exclusions in those 40 targeted schools in the PSA Project (Parent Support Advisor) has also shown a reduction with targets for reducing the numbers both in Primary and Secondary Schools being achieved. The Positive Activities for Young People Programme (PAYP) record outcomes on a basket of indicators. All of the Indicators are showing continued improvement and targets set should be achieved by the end of the year.
The percentage of 5-16 year olds who participate in two hours PE/sport per week is also well on target. 87% 0f 5-16 year olds engage in 2 hours PE/Sport. Per week. There are six School Sports Partnerships (SSPs) across Cumbria, each employing a Partnership Development Manager and each SSP has good Action Plans in place outlining activity to meet the targets set. The percentage of 0-18 year olds who are active library borrowers is on target. The introduction of a new library management system has artificially boosted Q3 performance but underlying trend is good.
There has been significant increase in the number of young people with access to Leisure cards in Allerdale and we expect to see further increase
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Page 103 during final quarter.
There has been a reduction in the percentage of CLA who missed 25 days of schooling for any reason. From a baseline of 17.5% this has reduced and end of year target should be achieved.
EXCEPTIONS:
Improvement in Educational outcomes for all Children Looked After (CLA) is an area requiring improvement. A detailed service plan has been put in place and Advisory Teachers are now more rigorously monitoring all Children Looked After. Plans are also in place to improve the quality of Personal Education Plans (PEPs).
Outcome 3: Achieve economic Well-Being. Annual Performance Information not yet available Full Year
GREEN
HIGHLIGHTS:
Overall Performance in this outcome remains good and in many cases very good.
At the end of Quarter 4, there is good performance in relation to the following individual indicators and those highlighted show excellent performance or improvement:
• 5.1% of young people were NEET compared with 5.5% in the same period in 2006. This remains on course to meet the stretch target of 4.8% • 2.46 % of young people were Not Known compared with 11.98% in Quarter 2 and 1.9% at the same period in 2006. This exceeds the 2010 target of 4.8%. • 38.5% of teenage mothers are in EET compared with 29.3% in 2006. • The 65% target for resolved cases of 16-24 year olds presented as homeless has been exceeded by 10% and above the national average. • 46% CYP are at Level 3, 3% above the regional average and performance in relation to the level 2 target is the fifth best in the region
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Page 104 at 74%.
EXCEPTIONS:
• The indicator for 18/19 year olds entering higher education does not lend itself to quarterly reporting or short-term solutions. A long-term strategy for raising young people’s aspirations, underpinned by comprehensive data to ensure we can measure progression, is required.
• The national NEET Strategy has been published – key elements include a flexible mix of learning provision, which is essential if the number of vulnerable young people who are NEET is to be reduced and sustained long term; improvement in the reporting arrangements from learning providers and extending the September Guarantee to 17 year olds. A partnership approach is required to implement these requirements.
Outcome 4: Stay Safe.
Full Year
GREEN
HIGHLIGHTS:
Social care initial assessments completed within 7 working days have improved every quarter and have currently exceeded the target (81.05% Actual, Target 80%). Rigorous auditing processes to ensure quality has supported this improvement.
The number of child on child crimes has shown a steady and significant reduction with figures for both the first two quarters indicating a performance level above the agreed target. Locality delivery plans have developed a more targeted approach to the delivery of services embedding the preventative framework which has assisted the delivery of services which focus on reducing the numbers of children admitted into hospital with preventative illnesses, injuries and self harm, and supporting families where children are on the register. Dedicated to achieving positive changes within the family which are sustainable and safeguard children. Under 16’s Looked After for 2.5 years or More Living in Same Placement or at Least 2 Years or Placed for Adoption 71%. Our statistical neighbours report at around 66% and our actual performance was commended by the DfES
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Page 105 Consultants on Placement Stability.
EXCEPTIONS:
Timeliness of Core Assessment 4th quarter figures show performance at 68% this is a significant improvement but does not meet target. There have been fluctuations in performance through the previous quarters and a detailed analysis is almost complete to identify what further actions need to be implemented to address fluctuations
Outcome 5: Make a positive contribution.
Full Year
AMBER
HIGHLIGHTS:
• LAA 5.1b Increase the % of YP (13-19) gaining recorded outcomes as a % of those participating in youth work –revised guidance on the calculation of recorded outcomes which reflects the youth work process has impacted on the increased attainment of this target. Q4 46.51% • LAA 5.1c Increase the % of YP (13-19) gaining an accredited outcome as a % of all young people in Cumbria – The report data shows a consistent increase in percentage throughout the year which has resulted in the LAA target being met. Q4 21.03% • LAA5.1d Increase the % of young people ‘reached’ – A consistent increase in percentage throughout the year suggests that when all data has been included the target will have been met. Q4 23.12% • LAA5.1e Increase the % of LAC participating in reviews. Performance (at the end of February 2008) continues to be good and stands at 93.9% • LAA PSA 14 Reduce the number of First Time Entrants to the Criminal Justice System. The LAA target for 07/08 is to have no more than 1082. The indicative total for this period is 902 and is therefore well within target.
EXCEPTIONS:
The number of services/organisations with a Duty to Cooperate who achieve Hear by Right level one Standard is low and performance target for 07/08 has not been met despite best efforts it stands at less than 10% of all agencies achieve Hear by Right level one Standard.
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HEALTHIER COMMUNITIES AND OLDER PEOPLE SUMMARY
Outcome 1: Improved health and reduced health inequalities.
Full Year Outcome 1 remains Green for Quarter 4. Annual Key mortality data is now available for this GREEN outcome.
HIGHLIGHTS:
The Public Health Partnership in Cumbria continues to be strengthened through the joint appointment of the Director of Public Health. Whilst the sharing of data has become commonplace there remain issues as to how and when Public Health data is collated. With regard to the target to ‘Reduce health inequalities’, general performance is improving with a downward trend below the trajectory figures for 06/07 but above the targets for 07/08. For Barrow, the actual figure is slightly above the target but the general trend is downwards. For Carlisle, the actual figure is slightly below the target and the general trend is downwards. The gap between the most deprived areas and the district as a whole appears to be widening, however. The actual mortality rate is above the trajectory. The Data is based on a 3 year pooled average (2004 to 2006).
The Cumbria Drug and Alcohol Service is currently reviewing how Community Alcohol Services are delivered throughout Cumbria. The Cumbria Alcohol Strategy was launched on 22nd April with a view to developing an Action Plan. The figure for Brief Interventions training has reduced for Quarter 4 to 28 people including Older Adults community staff and Nurse, Medical and Social Work students. The target of 360 has not been met, due to a poor take up of training places. The training will continue into 2008/9 with more robust advertising and promotion of the sessions. The data for ‘waiting times’ for and increased access to Tier 3 alcohol treatment services is incomplete for Quarter 4 but is expected to meet targets.
The LAA has been successful in ensuring scrutiny and commitment to address performance issues with regard to high harm drug users. Cumbria DAAT has been successful in significantly exceeding the performance target for drug users in treatment and waiting times. There has been under performance against the planned discharge from drug treatment target, though there has been a 19% increase against the baseline. Cumbria DAAT have agreed action plans with each commissioned service provider to improve planned discharges, and re-commissioned several services during 2007/08. They are confident that we are well placed to continue to address performance in this area.
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The number of people who access libraries through self-help collection has continued to increase above the actual target and the target has been exceeded. Increasing the Well Read Scheme to include books about general health & wellbeing is being explored with partner agencies.
At the moment there is no single system that will provide the current number of people who have a Health Action Plan. This would rely on GP Registers where recording forms part of an enhanced service. In the mean time the Cumbria Partnership Trust carries out an annual audit across the whole of Cumbria to ascertain what proportion of those with a learning disability who are currently accessing services have a Health Action Plan in place. This audit was carried out in March 2008 and indicated that out of those individuals who returned the questionnaires (748) 64.7 % had a Health Action Plan. This far exceeds the level which was present at the end of 2005 which showed a percentage of 32% and also exceeds the required Target for 2007/2008. As a result of the increased number of Health Action Plans completed across Cumbria it can be demonstrated that the health of some if not all of those individuals has improved significantly. The increase in the number of Health Action Plans can be attributed to the additional work that the Community Learning Disability Team has carried out through partnership working and through the provision of an education programme with all the current independent providers who work with people who have a learning disability within Cumbria.
EXCEPTIONS:
The suicide rate is not decreasing as much as it should as laid down in the trajectory figure for 06/07. The Data is based on a 3 Year Pooled Average (2004 to 2006).
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Page 108 Outcome 2: Reduce premature mortality rates and reduce inequalities in premature mortality rates between wards/neighbourhoods with a particular focus on reducing the risk factors for heart disease, stroke and related diseases (CVD) (smoking, diet and physical activity).
Full Year Outcome 2 has remained at Amber for Quarter 4 with an upward direction of travel toward Green. Annual premature mortality rates are available. Smoking prevalence data is based upon people who have quit for four weeks and is available for AMBER Quarter 3 only. Obesity data is primarily based upon annual quality of life survey information. For all of these areas action plans provide the best information available with regard to progress.
HIGHLIGHTS:
With regard to the target to ‘Reduce premature mortality rates’, Cumbria overall is achieving the trajectory. Allerdale and Copeland are achieving the trajectory. The Data is based on a 3 year pooled average (2004 to 2006). Barrow unfortunately is not achieving the trajectory. As well as the usual advice given to traders regarding sales of tobacco to children and the sale of counterfeit tobacco Trading Standards carried out 26 test purchases working with under age children which resulted in 15 sales. 13 of the tests were carried out in pubs from vending machines where we had a 100% failure rate. The LAA Target highlighted the problem, and as a result some machines were removed. In all cases the sellers were given written warnings. In addition vending machine operators were also contacted and warned. This resulted in several vending machines being removed altogether from pubs, some becoming token operated and others being relocated in a more visible position. This will be repeated and more emphasis placed on vending machines.
The Active People's survey, which is the measure for the stretch target as part of ‘Combat the rise in obesity in Cumbria’, is due to be repeated on an annual basis. The first results will be available in 2008 at which point clear direction of travel will be established. The Active Cumbria Media campaign was launched with the first monthly newspaper supplements in December 07. The second edition was included in the News and Star on Tuesday 15th January. In addition to the above, there is to be a concentrated ‘ACTIVE CUMBRIA WEEK’ campaign taking place 11th – 15th August. Our partners are being encouraged to provide free sessions of activity and other support during the week, Cumbria Sport are coordinating this on behalf of the Cumbria Physical Activity Forum. Sport England have announced the first quarter results of the Active People Survey for year 2 showing a rise in adult participation 3x 30 minutes of 4.8 % in
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Page 109 Cumbria. Target is 1.33% annual increase during the LAA period.
The 5 a day action plan is being implemented in Cumbria. This indicator is dependent on repetition of the CCC Quality of life survey. This has been identified as being repeated but as yet no date has been set.
EXCEPTIONS:
The Stop Smoking Service [SSS] has greatly benefited from the added focus that the LAA Stretch Target has provided. People have received training in brief intervention and some have become intermediate advisors. Stop smoking support has been provided through groups in the community. However, the provision of training was disrupted when one SS trainer left and another went on extended sickness. Whilst the yearly target set for 4 week quitters will not be met, the quarterly numbers are increasing, with 516 quitters in quarter 3 (Quarter 4 figure will not be available till mid May). It is estimated that over 2,000 people will have successfully quit in the last year. The new structure has now been agreed and recruitment for 3 full time SSS advisors has begun. They will be based in the two Spearhead areas, and the South of Workington and Whitehaven. We would expect this reorganisation to have a significant impact by the end of the year. Cumbria PCT will continue to make a significant investment into this agenda and will also bid for external support for initiatives based on targeted community actions in spearhead areas. The percentage of mothers recorded as smoking on delivery for Quarter 3 was 16.2%; and the rate for Quarter 4 was 16.7% (this figure has not been validated so may be subject to slight variation) so progress continues to have been made.
Cumbria PCT are still waiting for a complete data set for adult obesity. The provisional data from GP registers 07/08 shows the percentage of adults who have a BMI over 30 is 8.0% of population. An audit of primary care obesity data has been conducted by the PCT. This has resulted in actions to improve data and to develop effective interventions. The Public Health Strategy for Cumbria will include action on childhood obesity in the context of a broader strategy to tackle obesity in the population as a whole. This will include social marketing and workplace catering policies. No target has been set for this indicator. As this indicator ends with the first year of the LAA we think that it would be hard to set a target after the event. It is likely that the target for adults should be based on a similar basis to the target setting for childhood obesity.
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Page 110 Outcome 3: Improved Independence, Well-being and Choice.
Full Year Data availability in relation to outcome 3 remains strong. This presents a picture of significant progress being made in relation to helping vulnerable people to live independently and safely GREEN at home. Outcome 3 has remained at Green for Quarter 4, although the data set is not yet complete, so an upward direction of travel is indicated.
HIGHLIGHTS:
The number of people being supported through assisted technology has exceeded expectations with the end of year figure of 330 (includes 100 packages in extra care housing) against an annual target of 200. Numbers of people being supported by the voluntary sector to promote independence has continued to surpass the target, 1428 against an end of year target of 937. There was extra funding in October 2007 for an additional 160 interventions.
Whilst there continues to be an increase in Direct Payments the take up of 506 adults (adults in receipt of a direct payment taken from Carefirst on 31/3/08) set against a target of 750 remains low. However, 586 adults have received a direct payment during the 07/08 period which includes one off payments and orders that have been open in the period but have subsequently closed prior to 31/03/08. There has been a significant and steady increase overall from the baseline figure of 316 adults as there has been work carried out this year to promote the take up of direct payments. There have been a number of actions aimed at increasing take up in Carers, specifically a significant part of the Carers Grant has been ringfenced for Direct Payments only. Team targets across Adult Social Care have been increased and more team briefings carried out. Specialist Mental Health training was completed and has shown a significant positive effect on numbers. Work is ongoing to enable Direct Payments to be used to enable Service Users to access options in lieu of talking books. . Improvements have been made in relation to adaptations through project working across six districts and the County Council. An improvement in performance against the target for waiting times for Disabled Facilities Grant approval was reported for Quarter 4 as being at 25.8 weeks average across the county (Quarter 3 was for an average of 29 weeks). The target of 39 weeks has therefore been exceeded. 496 grant approvals were made during the year across the County.
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Page 111 EXCEPTIONS:
County referral systems across sectors are in place. However, it has not be possible to identify non-conveyed fallers for referral to falls prevention/management services due to changes in the North West Ambulance Trust database. Governance issues regarding the database have not been resolved regionally. This target has not been met as a result.
Supporting people data is based on the provision of workbooks by providers which are submitted after the quarterly report. Quarter 3 figures were 3,600 which remains below the annual target of 4260. Quarter 4 figures will be available at the end of May 2008. It has been highlighted in the redesign of services that there has been under reporting from Supporting people providers workbooks. It is expected that the Stretch Target will not be met but will be closer to target than initially anticipated. It is projected that the target for the number of people who have moved on will be exceeded. The Quarter 3 figure was 392 against an annual target of 361. The Quarter 4 figures will be available at the end of May 2008.
Outcome 4: Improved Quality of Life for older and disabled people in Cumbria.
Full Year Significant progress continues to be made in the key indicators for this outcome. Outcome 4 has, GREEN therefore, remained at Green for Quarter 4.
HIGHLIGHTS:
The cumulative target for the number of passengers making return journeys on community buses to access healthy pursuits has been exceeded despite the Quarter 4 figures being under target (2404 against a target of 3150). This is due to a significant number of cancellations of outdoor leisure pursuits due to bad weather and the loss of a minibus in Kendal. The LAA has made a difference to this service by positively increasing the profile of Community Transport.
816 people have successfully claimed pension credit or attendance allowance for Quarter 4 against a target of 444. Targets for 2007/08 were exceeded in part due to increased partnership engagement achieved within the LAA (Energy Efficiency and Age Concern). In relation to affordable warmth, referrals with a positive outcome continue to be above targets at 87% for Quarter 4 against a target of 69%. This Target has also been exceeded.
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Page 112 EXCEPTIONS:
Whilst numbers of people accessing mainstream library services from home have not reached end of year target levels of (706 against a target of 839), the Quarter 4 target has been exceeded (706 against a target of 698). Promotion of the Home Delivery service has been increased through a marketing leaflet early in 2008 and items in local newsletters. There is confidence that the Home Delivery Service will now grow despite this being too late for the LAA. This has been the result of the ongoing difficulties that have been experienced in volunteer recruitment.
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ECONOMIC DEVELOPMENT AND ENTERPRISE
Outcome 1: Increased employment and economic activity.
Full Year Data collection continues to be an ongoing problem – with the national DWP database often refreshed outside of our required reporting timescales. This means that for indicators EDE 1.1a and EDE 1.1b we currently only have performance data up to Quarter 3. Work is underway with Jobcentre Plus to ascertain when we’ll be able to input Quarter 4 data. AMBER As has been noted in previous reports, the data for EDE 1.3b and EDE 1.2a is received via a series of monthly downloads with for example April’s final performance not received until November. This means that we only have accurate data up until August 2007 and partial information from September – December.
HIGHLIGHTS:
Positive performance was recorded against EDE 1.1a through to Quarter 3 with only 3 out of the 11 identified priority wards showing performance which was below profile. In those 3 wards however all have seen a decrease in the overall benefit rate in comparison with the baseline.
With regards EDE 1.1b there are only 2 wards noting a gap between the claimant rate and the England claimant rate which exceeds the profile for Quarter 3. Both of these wards have demonstrated a positive reduction in the gap over the last 2 quarters.
Given the delay in monthly downloads it is difficult to accurately provide a review of performance against EDE 1.2a and EDE 1.3b.
DAF funding has continued to be utilised to procure demand led training in a variety of occupations in the deprived wards with the results showing a 25% increase in the job outcome rates.
A Retail Academy has been created in partnership with Carlisle City Council and the Town Centre Retail Group and is working with Jobcentre Plus to identify suitable clients who could benefit from the training and development on offer and support entry into employment.
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Page 114 In West Cumbria, work is continuing on the Floor Target Action Plan for Worklessness which is developing an ‘employer package’ that will include Local Employment Partnerships, work trials, travel subsidies and wages subsidies to make clients more attractive to employers.
Delivery against the EDE 1.2b stretch target has now commenced with 4 delivery partners contracted and almost £1m of funding from the NWDA and over £600k from Cumbria County Council. Given the nature of the outputs (beneficiaries must be in employment for 13 consecutive weeks to count) it will take some time before we see outputs. However partners are convinced that they will meet the final target total.
EXCEPTIONS:
Performance for EDE 1.2a is under-profile with it unlikely that even once final datasets are received the target for 2007/08 will be achieved. Jobcentre Plus are resourced for IB customers at the new claims stage only therefore they are experiencing continued difficulties in engaging with the IB Client group (stock) and those when engaged require intensive return to work support. One method Jobcentre Plus are using to address this is to work more closely with a large number of partners who could support engagement and activities with the IB client group.
Jobcentre Plus are also planning a series of visits to GP’s surgeries as well as engaging with the Return to Work project which will deliver against the stretch target EDE 1.2b.
As noted previously delivery against the stretch target has only just commenced – meaning that we are without outputs with only 2 years of the programme remaining. Partners remain convinced that the target will still be achieved.
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Outcome 2: Improved skills to match current and future economic needs. Annual Performance Information not yet available Full Year Performance recorded against the Outcome has been mixed with areas of strong and weaker performance.
Given that in the new LAA both Level 2 and Level 4 skills have been highlighted as priorities, AMBER partners will need to demonstrate strong partnership working in order to achieve the improvements necessary.
HIGHLIGHTS:
Both EDE 2.1a and EDE 2.1e have significantly over-achieved. The improvement in basic skills levels is essential if unemployed people are to demonstrate that they have ‘work-ready’ skills. Achievement of skills for life qualifications is also vital for those people already in employment who wish to progress within their role.
Whilst the achievement of Apprenticeship frameworks has surpassed the target, further support is required to promote the take-up of Apprenticeships by school leavers and adults and to support and encourage employers to utilise the scheme. Any future increases in Apprenticeships are dependant on employer involvement, both in offering Apprentice places and in helping to articulate their needs to shape provision.
EDE 2.1f has witnessed a steady increase in the number of graduate placements provided through the University of Cumbria, with the target of 36 being achieved.
EXCEPTIONS:
As the original indicator for EDE 2.1c required the results of an annual survey, a proxy target of 2127 adults achieving a first L2 qualification was used. The final outcome for the year of 1331 is well below the target. One of the key reasons for this has been the slow start of the Train 2 Gain programme. Although a large number of learners have been recruited, this was not done early enough for them to complete their programmes in 2006/07 and instead the LSC are predicting high completions in 2007/08.
EDE 2.1d narrowly missed the target of 1176 adults completing a L3 qualification. This figure is expected to improve in the next couple of years as
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Page 116 the Train 2 Gain programme begins to focus on L3.
EDE 2.1f has seen a significant under achievement in the number of graduate jobs achieved with only 27 jobs achieved out of a target of 50. Its believed however that this figure will increase significantly over the coming year.
Outcome 3: Increased enterprise activity throughout Cumbria.
Full Year Two of the indicators are reliant on annual surveys – the results of which we’re waiting to include thus its difficult to comment on GREEN performance against the whole outcome.
HIGHLIGHTS:
The Social Enterprise Partnership have continued to exceed the original target, thanks in part to an injection of funding from the NWDA received after the original targets were set.
EXCEPTIONS:
It was identified at the start of the LAA programme that the target for EDE 3.1a would be almost impossible to achieve. However the number of new starts assisted by CLEAN has witnessed steady improvements each quarter. Partners in CLEAN have noted that once the POINT 2 programme ends in June, this could impact on resources to support this type of activity.
Outcome 4: Improved Economic Infrastructure.
Full Year Information to follow GREEN
HIGHLIGHTS:
EXCEPTIONS:
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Outcome 5: Produce Balanced Housing Markets.
Full Year
GREEN
HIGHLIGHTS:
The focus of the outcome was too ensure that evidence was available to assess whether the 20 housing market areas in Cumbria were considered to be balanced on the basis of the 9 indicators set out in the Appendix of the Cumbria Housing Strategy. As a result the Cumbria Housing Group is now in a position to monitor new reliable indicators for the 2008-10
EXCEPTIONS:
There is concern that the current housing market conditions and the reduction in housing market renewable funding will materially affect the ability of Cumbria to achieve balanced housing markets. There is a need to enable an increase in the capacity of the housing industry/companies to meet the economic element of balanced housing markets
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Outcome 1: Reduce crime – reduce overall crime in line with local Crime and Disorder Partnership targets and narrow the gap between the worst performing wards/neighbourhoods and other areas across the district
Full Year
GREEN
Highlights:
Since December 2005, there has been an almost consistent reduction in BCS Comparator Crimes. The county has enjoyed its best ever performance over the last 12 months and is continuing to reduce crime. The categories below are based on the 06-07 full year.
Acquisitive offences down by 15% Damage Offences down by 10% Violent Offences down by 1% All BCS Comparator Crimes down by 14.1% Cumbria has also exceeded both national and regional figures for sanction detection rates in the latest Home Office figures and leads the country in reducing the reoffending of prolific and other priority offenders by over 70%.
Other major highlight areas within this outcome include: • Criminal damage where targets are now performing well with all delivery partners having robust plans in place to tackle this issue. • Youth offending – first time entrants to the Youth Justice System exceeding its stretch target • Prolific and Priority Offender stretch targets continue to be exceeded. • The proxy indicator of night time related violence which measures detections of violent crimes between the hours of 7pm and 3am has exceeded target
Exceptions:
Although the national PSA target was 15% this was negotiated with each CDRP in Cumbria at levels between 12.5% and 17.5% depending on crime rates. This aggregates up to a 16.8% reduction across the county over three years. Our official rating against this target is that it has been missed by 0.8% whereas the actual out turn is 16% i.e. 1 percentage point above the national figure.
Within BCS Comparator Crimes the violent crime element did not reduce fast enough. More serious violent crime is a focus in the 2008-11 LAA
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Outcome 2: Reassure the public, reducing the fear of crime Annual Performance Information not yet available Full Year
GREEN
Highlights:
Cumbria has enjoyed a continued period of success; the annual Constabulary public consultation survey revealed that 90.1% of Cumbrians are satisfied with the service provided by the Constabulary. The figure represents a 3% rise in satisfaction since 2006, and forms part of the Constabulary’s Consultation Survey Results for 2007.
The survey also shows that Cumbria is bucking a national trend; with the public being vastly more satisfied with the visible police presence on the county’s streets than they were 12 months ago, with 89.9% of respondents showing satisfaction with police visibility, compared with 42% in 2006. On top of this, the findings reveal that nearly 98.9% of Cumbrians feel safe in their homes during the day, and 94.2% feel safe in their homes at night. People also feel secure in their community, with 97.6% of respondents saying they felt safe in their neighbourhood during the day, and 73.8% feeling safe in their neighbourhood at night – representing almost a 3% rise on last year’s
However this outcome is measured by the British Crime Survey which does not report findings until at least June 2008. The SSC Thematic Partnership is encouraged by the results from local proxy surveys and expects this to be transferred into the British Crime Survey
Outcome 3: Reduce the harm caused by illegal drugs
Full Year GREEN
Highlights:
The detection of Class A drug supply offences has exceeded target. Significant police activity is targeted at addressing the threat by illegal drugs with a comprehensive range of projects to address the various threats.
In addition, the target to address Drug Misusing Offenders into the Drugs Intervention Programme has also exceeded target The measure of public perception of drug use/dealing as a problem will be
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Outcome 4: Improved Services for Domestic Violence Victims
Full Year
GREEN
Highlights:
This outcome comprises 3 stretch targets around increasing incidents, increasing convictions and reducing repeat incidents. A fourth performance indicator around arrests is also included but not as a stretch target. Incidents, convictions and arrest targets are performing consistently well
The successful Specialist DV Court programme which has been piloted in the north of the county is now being rolled out countywide. The Multi Agency Risk Assessment Conference (MARAC) approach is now in the process of being rolled out fully throughout the county following successful operation in North Cumbria. Funding now in place and staff are being recruited.
Exceptions:
Repeat Incidents are off target at a rate of 42.5% against a target of 35.6 however it is acknowledged that successful achievement of this target is largely dependent on the roll out of MARAC as described above. This approach deals with the most prolific cases of domestic violence and instigates robust multi agency interventions and solutions. The Board expects the rate of repeats to be high during the initial stages of MARAC establishment but once full coverage is achieved, convergence with targets is anticipated.
This target is being closely monitored by the Thematic Partnership and by the Cumbria Domestic Violence Strategic Management Board.
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Outcome 5: Build Respect in Communities and Reduce Anti Social Behaviour. Annual Performance Information not yet available Full Year
GREEN
Highlights:
Although four out of the five indicators are survey based (see below) a proxy measure was agreed to measure the number of incidents reported to Police. The full years figures show that the target of 51677 incidents was exceeded by 13.9% at 44481 incidents. This is largely the result of a concerted effort by partners using the national RESPECT campaign as a focus for activity. Initiatives such as effective use of dispersal orders have also contributed to this good performance. We would expect that such good performance in actual incidents would be reflected in perceptions measured by survey
Exceptions:
This outcome is largely dependent on perceptions drawn from survey responses. The Place Survey will provide us with the next measure of the mandatory indicators in this outcome. The British Crime Survey in June 2008 will be able to provide us with a direction of travel in the interim in respect of public perceptions of overall levels of anti social behaviour.
Outcome 6: Empower local people to have a greater choice and influence over local decision making and a greater role in public service delivery
Full Year
GREEN
Highlights:
Over all performance is well, with evidence suggesting that we have achieved on 70% of the indicators in this outcome.
Two of the highlights relates to youth engagement in democracy and value of services delivered by the Third Sector. Both of these outcomes have performed far in excess of the prescribed target.
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However this outcome remains heavily reliant on survey based data. Performance on the SSC 6.1a ‘Percentage of residents who feel they can influence decisions affecting their local area; has shown to rise significantly, However this is through the use of a proxy measure. The Place Survey will provide a robust measure with which to support these SSC perception based indicators, albeit on an annual basis.
Exceptions:
This outcome is largely dependent on perceptions drawn from survey responses. The Place Survey will provide us with the next measure of the mandatory indicators in this outcome
SSC6.1b ‘Percentage of people who feel that by working together they are able to influence decisions that affect their neighbourhood’ is currently shown to be underperforming. As this is a stretch target, this will be rolled forward as a legacy target into the new LAA. A remedial action plan has been prepared and implemented to address this.
Outcome 7: Improved quality of life for people in the most disadvantaged neighbourhoods; service providers more responsive to neighbourhood needs; and improved service delivery Annual Performance Information not yet available Full Year
AMBER
Barrow
For 2007/2008 the Neighbourhood Management Board agreed to focus on four key themes, these are community engagement and development; environmental concerns; work with young people; crime and community safety. The action plan also reflects the work planned to address these concerns and will provide ongoing monitoring of activity against a range of local indicators and recent survey results.
The Quality of Life Survey 2006 provides the neighbourhood management project with some baseline information and will also provide an end of project evaluation when the survey is likely to be repeated in 2010.
Barrow NMI is undertaking an assessment/evaluation to enable the project to adapt programmes and activity against progress.
South Whitehaven
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The neighbourhood warden service has proved successful and has provided a presence within the area. Work is ongoing to empower residents to take ownership of safety, environmental and other issues important to the area. Each of the projects supported though South Whitehaven Neighbourhood Management will ensure direct benefit to the community, and aim to be sustainable. Additionally, these supported projects offer joined up problem solving to issues and concerns in the neighbourhoods
South Workington
Workington NMIA continues to address residents’ top priorities for service delivery. These were identified as improved provision for teenagers, increased job prospects and lower levels of crime. These issues, as well as improved facilities for young children, were perceived as higher priorities by Workington residents than by Cumbria residents overall.
Locality groups of public service agencies have been brought together through the neighbourhood partnerships to reinforce the inter-agency approach to health and other issues, in partnership with local communities. This “place management” approach has provided a greater prospect of success, by involving local residents who understand their areas, working alongside local councillors who can provide community leadership.
Outcome 8: Increased Domestic Fire Safety and Reduced Arson
Full Year AMBER
Highlights:
The rate of fire related deaths and injuries has moved from a position of poor performance in quarter 1 to exceeding target in quarter 3. This has occurred for a number of reasons:
The LAA and the Fire related stretch target has contributed to an improved approach to performance management within the Fire and Rescue Service with exceptions being a standing item on the Service Management Team Agenda and Locality Managers being held to account for under performance much more robustly. The Service has also renewed its links with the Adult Social Care Directorate and is developing its links with Cumbria Primary Care Trust particularly in respect of mental health issues. These links will enable the Service to sharpen its targeting of the most vulnerable
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Page 124 neighbourhoods/communities.
There was also unusually high incidence of Fire Related Fatalities in previous quarters which has now stabilised
Exceptions:
The target on Number of Deliberate Fires is still slightly off target. This category is made up of primary and secondary arson although it is principally secondary arson (associated with anti social behaviour) where the under performance lies. These account for some 80% of all arson-related fires however the general year-on-year trend is reducing gradually by about -5% per annum.
Cumbria Fire and Rescue Service now have 4 Watch Manager posts co located within external partnership arrangements. These Watch Managers are tasked with working with partners to improve youth engagement, using the Fire Service brand to bring down Anti Social Behaviour and ultimately Anti Social Behaviour Fires.
Outcome 9: Improving Road Safety.
Full Year
GREEN
Highlights:
The provisional figure for 2007 exceeds the national 2010 target for Cumbria. However the figures are quite variable and the normal process is to average the results out over three years. This will be applied in the new agreement.
Exceptions:
The figures for young drivers are still a significant proportion and reinforce the need for the legacy indicator.
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Outcome 10: Cleaner, Greener and Safer public spaces.
Full Year
GREEN
SSC 10 (Barrow): Reduce the visual impact of litter and graffiti
Full Year GREEN
SSC 10 (Copeland): Reduce the visual impact of litter and graffiti
Full Year GREEN
HIGHLIGHTS:
EXCEPTIONS
Outcome 11: Reducing Municipal Waste and increasing recycling and composting.
Full Year
GREEN
HIGHLIGHTS
SSC 11.1a Reduction in percentage of municipal waste landfilled
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Page 126 The target for this indicator for 2007/8 was -4%. This was based on expectation that municipal waste would reduce following the introduction of the permit scheme; the success of the minimisation and education messages and the successful introduction of the recycling measures at the kerbside.
The Cumbria Strategic Waste Partnership has worked hard to deliver the reductions required and plans are in place to continue this trend.
At the end of the first year the rate of reduction stands at –5.3%
SSC 11.1b Percentage of municipal waste recycled and composted
The target for this indicator for 2007/8 was 33%. This target was based on an expected improved recycling performance at the kerbside and an anticipated reduction in overall waste tonnage.
The joint investment by the Cumbria Strategic Waste Management partnership in new and innovative recycling schemes has delivered better than expected results.
At the end of the first year the figure stands at 34.3%.
SSC 11.1c Kilograms of household waste per head of population
The target for this indicator for 2007/8 is 588kgs per head of population.
Joint investment by the partnership in education and minimisation measures have delivered more than the anticipated improvement.
At the end of the first year the figure stands at 533kgs.per head
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Page 127 Outcome 12: Improve the quality of the local environment by reducing the gap in aspects of liveability between the worst wards/neighbourhoods and the district as a whole, with a particular focus on reducing levels of litter and detritus.
SSC 12 (Barrow): Improve the quality of the local environment
Full Year GREEN
This outcome has exceeded target. The streetcare and Neighbourhood Management teams have been effective at improving the amenity of the deprived wards. Changes to the method of collecting bulky household waste was introduced in April and has provided an enhanced service in the deprived wards which will lead to a reduction in fly tipping.
SSC 12 (Copeland): Improve the quality of the local environment
Full Year
GREEN
The Cleaner Safer Greener Funded Waste Projects, have enabled an intensive environmental cleaning programme to be carried out in South Whitehaven. This has contributed significantly to a BV199a result of 2% for the Borough. The gap between North Copeland and the rest of the Borough has also reduced with the BV199a figure for that area being 3%. This has been achieved by a re-distribution of cleansing resources.
Funding to continue the environmental cleaning team and mechanical sweeper in the South Whitehaven area has been secured until 31 December 2008.
SSC 12 (Allerdale): Improve the quality of the local environment
Full Year
RED
The target of 7% has not been met largely due to the operational problems and their impact of safe litter picking of road verges in the earliest periods of survey one and two on 2007/08.
The third period of monitoring however highlighted significant improvements regarding litter clearance on A, B and C category roads, work to further improve these highway verges continues. The effectiveness and efficiency of mechanical sweeping both on
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Page 128 the highways and footways has increased through a more robust method of deployment which has shown overall reductions with levels of detritus across the borough. Regular meetings take place with the client and contractor to plan the works which focuses on output based sweeping that is co-ordinated to provide maximum efficiencies by the experienced staff at the Allerdale Environmental Partnership.
The Environmental “response team” was developed to tackle litter related problems quickly and effectively and are helping ensure any fly tipping is cleared within 48 hours as highlighted in the Allerdale Environmental Partnership Service Charter.
Closer relationships are being developed with partner organisations including the police, fire service and housing associations with the aim of improving local environmental quality. A number of successful street safe days were developed to help raise awareness regarding waste management and local environmental quality. Particular focus being placed on the impact for residents in respective areas that may lead to fly tipping or arson attacks involving rubbish fires. Local member support was provided to enable these initiatives to proceed.
The enforcement team has been pro-active in the commercial waste service area with attention being focused on responsible waste management. Informal guidance is offered initially to any commercial organisation who fails to comply with their “Duty of Care”, this is then followed by a more formal route of prosecution. This action further promotes LATS benefits, and a cleaner street scene as customers are unable to leave sacks awaiting collection by any passing vehicles.
A large capital investment programme was undertaken to assist the authority with its aim of achieving a green flag status, an application has been submitted for Vulcan’s Park Workington which includes new facilities being developed and the introduction of a new residents groups with full time park keepers seven days per week.
Outcome 13: Improve housing conditions.
Full Year
AMBER
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Page 129 Outcome 14: Protect and enhance the natural environment.
Full Year
GREEN
HIGHLIGHTS: SSC14.1a Percentage of Sites of Special Scientific Interest in favourable / recovering condition Good progress has been made with an increase of 3.77% in 2007/08. However, the actual of 85.12% at the end of the year means that the target of 87% was not met.
SSC14.2a Percentage of agricultural land in the national agri- environment schemes Performance on this indictor has exceeded the target (target was 53%, actual was 84%). This trend is set to continue.
SSC 14.3a Number of commercial enquiries for up to date biodiversity information Performance on this indicator has exceeded the target (target was 60, actual was 88). This trend is set to continue.
SSC14.4a Percentage of Conservation Areas with character appraisals and management plan Performance on this indicator has exceeded the target (target was 9.8%, actual was 18.4%). This trend is set to continue.
EXCEPTIONS
SSC 14.1b Area of Natural Habitat Created The target, to establish a baseline by April 2008, relating to the area of natural habitat created (priority habitat) was not achieved. Quantitative targets are difficult to set. Priority natural habitats (as defined in the Countryside and Rights of way Act) are hard to re-create, and there is no clear way of knowing when they can be classed as “natural”. It is also proving difficult to establish how much natural habitat already exists.
SSC14.2b Number of farms taking up visits Progress has been slow for the first two quarters but picked up in quarter 3. Most up take occurs later in the year but data is not yet available for March 2008.
SSC 14.3b Number of records of all key species added to the wildlife records database per annum This target was not achieved. The issue is due to the target setting which was
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Page 130 inaccurate.
Outcome 15: Living and adapting to climate change.
Full Year
RED
HIGHLIGHTS:
SSC15.1a Greenhouse gases emitted (ktonnes CO2 equivalent) Data has recently been released for Cumbria’s 2005 estimated carbon dioxide emissions figure. This will be the basis for the new NI 186 (per capita reduction in emissions). This gives a baseline of 11.3 tonnes per capita.
15.1c Percentage of Public Authorities with Carbon Reduction Management Plans in place Four of the authorities in Cumbria have joined the Carbon Trust Carbon Management Programme. This will mean that 50% will have plans in place by March 2009.
SSC 15.2a Percentage of area coverage of flood risk and shoreline management plans Plans are all out on consultation and will be signed off in the summer of 2008. This will give 100% coverage.
SSC 15.2b the number of properties in designated flood warning areas receiving flood warnings Performance on this indicator has exceeded the target (target was 5200, actual was 6005). This trend is set to continue.
EXCEPTIONS
15.1b Number of Low Carbon Building Project Grants The target to set a baseline for this indicator was not achieved. Records are sporadic and there is uncertainty about the future of this funding stream.
SSC 15.1d The percentage of new properties complying with energy efficiency best practice standards This target was not achieved, as data is not collected in a standard and readily available format.
SSC 15.4a Increase in the number of people taking action on climate change
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Page 131 This would require a perception survey which was not due to be commissioned in 2007/08. The Place Survey could pick up this point for future years.
Outcome 16: User interaction with the natural environment.
Full Year
GREEN
HIGHLIGHTS:
SSC16.1a Number of visits to the wildlife information service Performance on this indicator has exceeded the target (target was 21400, actual is 53376). This trend is set to continue.
SSC16.2a Number of Volunteers Performance on this indicator has exceeded the target (target was 1050, actual is 2124). This trend is set to continue.
SSC16.2b Number of people involved in activity events Performance on this indicator has exceeded the target (target was 36000, actual is 39689). This trend is set to continue.
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4 LAA FUNDING
LAA pooled funding is divided into blocks, to be used towards outcomes and targets in those blocks of the LAA. Some funding streams are linked to specific targets in the LAA. Performance against those targets is covered in the Performance Summaries.
The grant conditions allow no more than 5% of the total allocation for Cumbria to be carried forward. The Forecast Outturn statement submitted to the Government Office is included at Appendix 3. [20.03.03 - this is currently draft] This shows partners are forecasting allocations of pooled funding to be substantially spent, and the forecast variance is within the 5% overall limit. Provided this position is maintained, no action is required. But in the event that the final figures exceed the 5% limit, then under the governance framework the CSP Executive would need to recommend how the situation is managed.
LAA pooled funding ceases after 2007-08. Area Based Grant is not a direct replacement, as is not specifically for the LAA. Instead, the emphasis is on alignment of all relevant funds to the outcomes and targets in the LAA. This will make funding and other resource issues much more integral to planning for the delivery of LAA outcomes and targets. This raises the profile of resource issues and emphasises the importance of developing and implementing a framework in Cumbria to support this approach.
5 LESSONS LEARNED FROM YEAR 1 DELIVERY OF THE LAA.
5.1 Building on successes and achievements
5.1.1 Improved partnership working, prioritisation and focus on outcomes:
When our LAA became fully operational in 2007, our seven CSP Thematic Partnerships were are different stages of development, some had well established practices for managing performance and delivering improvement and others were underdeveloped. The LAA has no doubt though improved partnership working by providing a focus for attention.
The Environment and Heritage Partnership for example was established after the LAA was developed and consequently have had to ‘catch up’ with the other TPs. In some instances there was a lack of clarity around how performance measures had been agreed and some targets were unachievable and/or were not contributing towards priorities. Consequently there was little buy in to their achievement. The lessons learnt have been fully taken into account in developing and agreeing indicators and targets for
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Page 133 the new LAA. The targets will be agreed with all involved and robust delivery plans will be written to ensure partners change their priorities if necessary.
The Safer and Stronger Thematic Partnership (SSCTP) has been established for a longer period and operates as holistic group, offering strategic direction and leadership to both the Safer and Stronger theme of the LAA. Conversely, the working groups, which serviced this partnership initially operated mostly in isolation.
Lead officers for this block quickly recognised the added value and benefit of merging these two groups, to reflect the SSCTP. This piece of work involved the unification of the two contrasting practitioner groups, which would then work together to share ideas, information and good practice, monitor performance and develop needs led projects. This would offer effective support to the strategic direction of the SSCTP, in order to achieve shared goals.
A robust multi agency practitioner group was brought together, drawn from the two working groups and at the preliminary meeting the vision was made clear in order to secure buy in from partners. Guided by the two SSC lead officers, the group worked together to identify terms of reference and a programme of work for the group. This enabled the cross fertilisation of ideas and allowed partners to play an effective role in current SSC management, delivery and also content development for the emerging SSC theme of the new LAA. Once agreed, the practitioner group was keen to assess the tasks and roles needed to achieve success.
Whilst heavily into the performance monitoring phase of year 1, timescales were shifted for the completion of a crucial phase of the new LAA development. The group responded to this challenge and the work to develop content for the SSC theme of the new generation LAA to run from 2008-11, was undertaken and completed within the prescribed timescales.
The group has also worked together to actively shape the Community Safety Agreement. This builds on the work undertaken by CDRPs in their locality strategic assessments, to inform the County strategy. This will act as a business plan for the SSCTP, demonstrating the commitment to a joined up approach to building safer and stringer communities in Cumbria.
Partnership working on the delivery of Healthier Communities and Older People’s outcomes has also improved. The LAA has served as a catalyst for agencies across all sectors to work together on common goals and has resulted in improved communication with regard to progressing service development and service delivery. Specific areas of work have been highlighted for development and improvement e.g. The Well Read Scheme, and other have been highlighted where more work is needed e.g. Smoking Cessation.
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Page 134 5.1.2 Improved information sharing and quality of data:
The sharing and quality of data has definitely improved over the last year, however for some performance indicators quarterly collection and reporting remains problematic. Sharing of information between the CSP executive and Thematic Partnerships has improved over the second half of the year and a clearer picture of performance is now available across all LAA outcomes. Development work is now underway to establish effective means of communication LAA successes to the public.
A strategic data sharing protocol has been endorsed by the CSP Executive and commitment to the Audit Commission’s voluntary code of practice on Data Quality has been secured.
5.2 Learning from past experience.
5.2.1 Accountabilities and Responsibilities for Performance:
The bedrock of any Governance Framework is the clarity of accountabilities and responsibilities. Although the LAA Governance Framework sets out accountabilities and responsibilities for a range of partnerships and organisations (including the CSP Executive Board, CSP Thematic Partnerships, District LSPs, partner organisations, the County Council and its Cabinet and Local Committees), in practice these were often blurred, especially the role and purpose of the CSP Executive Board and its relationship with the CSP Thematic Partnerships in relation to the performance management of the LAA.
The ‘Ladder of Intervention’ as set out in the Governance Framework has not yet been applied and therefore there has been little evidence of the Thematic Partnerships being accountable to the CSP Executive Board for performance, and collective actions agreed to deal with underperformance.
Actions: Thematic Partnerships to highlight areas of persistent underperformance, escalate these to the CSP Executive Board to consider where appropriate, joint actions for improvement.
5.2.2 Improved alignment of budgets:
The LAA has offered up an opportunity to maximise the purchasing power of TPs by aligning collective financial resources to the achievement of outcomes.
Actions: Thematic Partnerships to examine how the totality of available resources is focused on achieving outcomes and targets. This would emphasise that all resources and activities are potentially relevant to the LAA, and that consideration of resource issues should not be confined to specific projects or funding sources.
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5.2.3 Commissioning:
Whilst the written Governance Framework contains a robust commissioning model, the practice of commissioning services is inconsistent across the CSP and although some Thematic Partnerships are developing models for successful commissioning of services, this remains an underdeveloped practice across the CSP. In line with the experience and lessons learned in paragraph 4.1 above, there remains an opportunity for the CSP Executive Board to develop a stronger and more effective commissioning role than at present. This would further crystalise the relationship and accountabilities between and across the CSP Executive Board and CSP Thematic Partnerships.
Actions: Thematic Partnerships to highlight examples of good commissioning practice and share good practice with other Thematic Partnerships.
5.2.4 Supporting partnerships to deliver a successful Community Strategy & LAA:
To facilitate successful delivery of the CS and LAA, partnerships and partners must have the legitimacy to commit resources and to take decisions on behalf of their respective organisations and must be supported to build up the required capacity for robust Financial Planning, Performance, Risk and Project Management.
Action: Ensure that support for the system of partnerships is considered within the brief for the Leadership Centre within the overall review of governance in Cumbria.
5.2.5 Effective decision making through use of performance information:
The regular reporting of LAA performance to the CSP Executive Board and Thematic Partnerships must highlight both successes and areas for improvement. The content and style of reporting needs must ensure that the balance between the volume and quality of information presented is sufficient to enable partnerships to quickly grasp successes and (under)performance and to take appropriate action.
Action: Review and propose improvements to the content and style of management information reports used by Thematic Performance Groups and CSP Executive Board.
5.2.6 Improved rural/equality/sustainability proofing:
Needs further exploration across the thematic partnerships.
5.2.7 Other Practice Issues – Financial, Performance and Risk Management:
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Page 136 Opportunities for improving other practice issues have arisen throughout year 1 of delivery. Actions to improve these include:
• A review of the dates on which partnerships meet in order to manage performance. This should be more streamlined to ensure that meetings are timed to allow up to date information to be considered by TPs and any exceptions to planned performance (including achievements), to be escalated to the CSP Executive Board. • A requirement for TPs to routinely forecast performance at the current year-end, using the latest performance information available to the partnership. Currently, most of the TPs do not systematically apply forecasting techniques. • A requirement for TPs to routinely consider risk management information and financial management information alongside activity and performance management information so that a more rounded view of performance is achievable. • A review of the way in which targets are profiled throughout the year. • A review of how performance can be tracked in-year in instances where performance measures are wholly reliant on annual events.
5.2.8 Cross- Cutting Outcomes:
During the development phase of the LAA, it was recognised that there would be opportunities for TPs to work across traditional boundaries on the attainment of cross- cutting outcomes.
Whilst there are many examples where lead Thematic Partnerships have worked on specific targets and outcomes, it is clear that there is greater scope for cross-partnership working and communication of performance across all the TPs on issues of mutual interest.
Actions: Thematic Partnerships to consider, when delivery planning, how partner organisations that may sit in other Thematic Partnerships can contribute to delivery, and have the mechanisms in place to facilitate this joint working, e.g. outcome/target groups
5.2.9 Priorities:
Perhaps the most obvious lesson to be learned from year 1 is the abundance of priority outcomes and attaching performance measures in the LAA. There are in fact 249 individual performance measures that require systems for collection and reporting on a regular basis. On reflection, narrowing the focus of attention on the real priorities for Cumbria should contribute to more effective performance management of the LAA across the TPs.
Actions: A more manageable group of priorities for Cumbria has now been established via development of the refreshed LAA.
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5.2.10 Communication of Performance to Stakeholders:
It is clear from the evidence to date that where activity can be measured, a relatively high percentage of Performance Indicators are either on target or exceeding target, however there is an opportunity to improve the way in which improving performance is reported and communicated to a wider range of stakeholder groups including the public, elected members, community groups and other communities of interest.
Actions: Research good practice in other ‘areas’ including a wide range of media, including the use of case studies, video, accessible internet, newsletter etc to publicise and communicate partnership achievements.
5.2.11 Ownership of locality funded activities and targets:
In some instances it is evident that where locality funding has been earmarked for the delivery of neighbourhood targets (eg Neighbourhood Renewal Funding), the organisation receiving the funds to deliver local improvement has been disconnected from the mainstream activity of the CSP and its Thematic Partnerships.
The county’s new LAA for 2008 – 2011 and preparation for Comprehensive Area Assessment (CAA), supported by the new financial framework, provides the opportunity to embed locality considerations into the work of the CSP as a whole.
Actions: Thematic Partnerships to ensure that delivery and performance management takes account of localities, with analysis of relevant funding of all sources as appropriate – ensuring the relevant linkages with partners at locality level are made.
5.2.12 Elected Member engagement:
Some Elected Members have been involved in the development and delivery of the LAA, through individual partner organisation decision-making processes or through membership of Thematic Partnerships.
Some Elected Members from Cumbria County Council and the six District and Borough Authorities were members of the joint scrutiny panel established to oversee the LAA development process.
The further development and delivery of the LAA provides an opportunity to build on this work to ensure Elected Members can contribute to this more fully.
Action: To review Elected Member engagement in the work of the Thematic Partnerships, and to review scrutiny arrangements in relation to the LAA and its delivery.
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Page 138 5.2.13 Overall impact of the LAA:
It could be argued that having only delivered the first year of a 3 year agreement, it is either too early, or there is insufficient information on which to assess the success of the overall LAA. Nevertheless, regular performance reports should contain an assessment of achievement by theme and overall LAA.
Actions: In future to focus less on the individual performance measures in the LAA and instead, step back and assess what overall difference the LAA is making on the quality of life and outcomes for the public and communities.
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Page 139 APPENDICES
Appendix 1: Reward Element Targets
Appendix 2: Neighbourhood Renewal Targets
Appendix 3: LAA Grant Provisional Outturn
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Page 140 Appendix 1: Reward Element Targets
Table 1 provides a detailed analysis of the performance of the 15 measures relating to the 12 stretch targets. The following key to performance is used:
Performance is either meeting target or exceeding target. Underperforming by up to 5% of target. Underperforming by more than 5% of target.
Indicates insufficient performance information available at the end of quarter 3 and is fully explained in Table 2
Table 1 shows that at the end of year1:
11 measures (73%) were either on target or exceeding target 0 measures ( 0%) was underperforming by up to 5% of target 4 measures (27%) were underperforming by more than 5% of target Page 141
AMENDED 5TH June 2008 Table 1 Analysis of the Stretch Target Performance Indicators at 12 months to March 2008
Page 142
Amended 5th June 2008
Cumbria LAA 07-08 Annual Performance Monitoring Report - 050608 Appendix 2: Neighbourhood Renewal Targets
Table 1 provides a detailed analysis of the performance of the 41 measures relating to the Neighbourhood Renewal targets. Where sufficient performance information is available for the 9 month period to December 2007, then the following key to performance is used:
Performance is either meeting target or exceeding target. Underperforming by up to 5% of target. Underperforming by more than 5% of target.
Indicates insufficient performance information was available at the end of quarter 3 and is fully explained in Table 2
Table 1 shows that at the end of the nine month period to December 2007 of the 32 measures (78%) where sufficient performance information is available
22 measures (69%) were either on target or exceeding target Page 143 6 measures (19%) was underperforming by up to 5% of target 4 measures (12%) were underperforming by more than 5% of target
The 9 measures where insufficient performance information is currently available are collected annually.
Partnerships have not yet fully developed systems and routines for forecasting performance. It is recognised by partners however, that this is an area for development in future years of delivering local area agreements.
Cumbria LAA 07-08 Annual Performance Monitoring Report - 050608 Table 1 Analysis of Neighbourhood Renewal Targets at 12 months to March 2008
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Cumbria LAA 07-08 Annual Performance Monitoring Report - 050608 Appendix 3: LAA Grant Provisional Outturn
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Page 148 Agenda Item 7
Allerdale Borough Council
Development Panel – 8 July 2008 Executive – 9 July 2008
Lake District National Park Local Development Framework
The Subject of the Decision Lake District National Park Core Strategy (Preferred Options) Minerals and Waste Core Strategy (Preferred Options)
The Reason for the Decision To allow Members to consider the Core Strategy (Preferred Options) and Minerals and Waste Core Strategy (Preferred Options) and submit comments to the Lake District National Park
Recommendation That the proposed comments contained in this report be approved for submission to the Lake District National Park
Environmental Implications Both proposed Core Strategies propose to pursue a sustainable approach and seek to minimise the environmental impact of development proposals
Community Safety Implications None directly
Financial/Resource Implications None other than staff time
Human Rights Implications None
Employment Implications The Core Strategy contains policies to support the local economy
Health & Safety & Risk Management None directly Implications
Page 149 Wards Affected All within the National Park
The Contribution this Decision would To ensure a policy framework for the make to the Council’s Key Aims National Park which balances the needs of the local community with the need to protect the environment of the National Park
Is this a Key Decision No
Portfolio Holder Cllr Margaret Jackson
Lead Member of Staff Richard Evans Tel: 01900 702765 [email protected]
(A detailed listed of implications is appended to the report)
1.0 Introduction
1.1 The Lake District National Park Authority has published the Preferred Options for the Core Strategy of their Local Development Framework. This contains policy options for housing, employment, transport, tourism and the environment. Alongside this document the Lake District has also published the Preferred Options for their Minerals and Waste Core Strategy.
1.2 The Lake District National park Authority (LDNPA) is seeking comments on both documents by 11 July 2008.
2. Core Strategy – Local Development Framework
2.1 Vision
• A prosperous economy • World Class Visitor experiences • Vibrant Communities • Spectacular landscape.
This is underpinned by a policy approach that establishes the principle that major development should not take place within the National Park except in exceptional circumstances.
Recommended Response : that the policy is considered acceptable.
Page 150 2.2 Spatial Development Strategy
• All new development should embrace the aims of sustainability • Achieve a high quality of design appropriate to its surroundings • In corporate sustainable building techniques • Appropriate in scale and type to suit its location
Recommended Responses : that the principle of this policy be supported.
2.3 Distinctive Areas
This policy identifies a number of distinctive areas within the National Park, based on social, economic and environmental criteria. Interrelationships with adjacent areas will be important as well as policies that apply to the whole of the National Park to reinforce cohesiveness (see Appendix One).
The Core Strategy proposes a north west distinctive area which encompasses Keswick and Caldbeck and extends out to Cockermouth. The issues it identifies for this area are: Local need housing, Keswick Masterplan, economic diversification, tourism, links to Cockermouth and Bassenthwaite Catchment Management.
A distinctive area has also been identified for the West. This is linked to achieving balanced housing markets, economic diversification, tourism gateways, links to Whitehaven and Millom, Energy Coast and Coastal Settlements. The west area does not acknowledge West Cumbria in its full extent and in particular linkages to Workington and Maryport. This gives a false impression that the issues of regeneration and the Energy Coast Masterplan are focussed on Copeland. It is considered that Allerdale relates both to the west and north-west distinctive areas.
Recommended Response : that the west distinctive area should be extended to encompass West Cumbria, as reflected in the Energy Coast Masterplan and other strategies. In particular links to Workington and Maryport should be acknowledged as part of figure 3 – Distinctive Areas.
2.4 Crossing Boundaries
This policy seeks to :
• Work closely with adjoining local authorities and public bodies • Work with partners to maximise the roles of towns adjacent to the National Park boundary • Ensure the viability of existing towns and villages within the Park.
Recommended Response : that the proposed approach to partnership working is supported.
Page 151 2.5 Setting of the National Park
This policy relates to the impact of some developments outside the National Park, but within its setting, which can result in significant impact on the National Park itself. In addition, it is recognised that restricting development within the National Park can have an impact on the economy and communities outside the Park.
The importance of the setting of the National Park has been a key factor in determining such proposals as wind farms. This policy seeks to strengthen the protection of the Park’s setting from inappropriate development.
Recommended Response : that this policy is supported.
2.6 Development Strategy
The National Park has put forward a number of different options concerning where future development should be located and the future role of individual towns and villages. The options are as follows:-
• Continuation of the existing Local Plan Strategy
Rural Service Centres – Keswick, Caldbeck, Portinscale and Braithwaite
Villages – Bassenthwaite, Blindcrake, Buttermere, Embleton, High and Low Lorton, Applethwaite, Uldale, Rosthwaite, Grange, Hesket Newmarket, Thornthwaite.
This option was rejected as not the most sustainable and needs to be updated.
More Concentrated Development Strategy
Rural Service Centres – Keswick Village – Caldbeck Countryside – sustain existing business, exceptional housing need reuse of existing buildings.
This option was rejected as being too restrictive. It reduces the opportunities to met local needs and sustain smaller communities.
Traditional Dispersed Pattern of Development
This option identifies the range of settlements based on the level of services available (see Appendix Two).
Rural Service Centres – six basic services such as school, shop, village hall, bus service, public house or surgery exist. Keswick and Caldbeck have been identified.
Page 152 Villages – where 4 of the 6 services exist. Bassenthwaite, Braithwaite, Embleton, Low and High Lorton, Portinscale, Rosthwaite and Stonethwaite.
Cluster Communities – where there are close units to an identified village or rural centre and can access their services.
Buttermere/Loweswater linked to Low and High Lorton, Seatoller, Grange linked to Rosthwaite and Stonethwaite, Hesket Newmarket linked to Caldbeck.
Countryside – as previous option. The scale of development in each settlement would reflect local needs of the communities and their ability to accommodate future development.
Recommended Response : that the proposed traditional dispersed pattern of development be supported.
2.7 Development Boundaries
The National Park do not propose to draw development boundaries around settlements. Instead a criteria based policy would be developed to guide the location of development within or near settlements. It is considered that this approach provides greater flexibility to assess different types of development rather than a strict inflexible approach based on whether it is inside or outside of the boundary.
Recommended Response : that the proposed approach be supported subject to a robust set of criteria being put in place to support the assessment of proposed developments.
2.8 Tackling Climate Change
• Gain a better understanding of buffer zone for species to establish in new places • Encourage tree planting and peat bog restoration • Encourage development that minimises contributions to climate change.
Recommended Response : that the principle of the policy be supported.
2.9 Renewable Energy Generation
• Promote the use of renewable energy technologies and sources which reduce carbon use, but not rely on any particular type. • Encourage community-level solutions to reduce carbon emissions • Develop policy that promotes renewable energy sources supplying a proportion of the energy supply of new development. • Adopt a flexible approach to renewable energy generation basing decisions on evidence and environmental evaluation.
Page 153 It is recognised that different approaches will be required for different parts of the National Park and that some forms of renewable energy are considered detrimental in terms of landscape, historic environment and biodiversity.
Recommended Response : that the principle of this policy is supported.
2.10 Climate Change and the Built Environment
• Promote the principles of sustainable and energy efficient design and construction in all new development, refurbishments and alterations. • Promote the use of building materials that reduce carbon emissions in their manufacture, use and transportation in developments. • Develop policies that promote minimum energy efficiency standards for new homes and other developments. • Promote community-level solutions to reduce carbon emissions.
Recommended Response : that the policy approach is supported.
2.11 Flooding
All new development should contribute positively to addressing local impacts of climate change and make efficient use of and is accommodated within current infrastructure. This can be achieved by:
• Appropriate location of new development • Use innovative design solutions, including sustainable drainage systems and water efficiency measures • Ensure there is no net loss of flood storage capacity • The potential for flooding elsewhere is mitigated and encourage proposals which facilitate a land use change which is beneficial to functional floodplains. • Ensure development does not compromise existing waste water treatment and sewerage capacity or it can be overcome through planned improvements.
Recommended Response : that the principle of the policy is supported.
2.12 Coastal Flooding and Erosion
This policy will try to ensure that development avoids area of flood risk, coastal erosion and unstable land. Also does not prejudice existing coastal defences and helps to maintain a natural coastline. Where additional flood defences are required a set of criteria will be developed to assess the suitability of such proposals.
Recommended Response : that the principle of the policy be supported.
2.13 Traffic and Transport
This policy aims to adopt a sustainable transport policy framework by:
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• Reducing road-based traffic volumes, where possible, by promoting alternatives such as train, bus, boat, cycle and walking routes. • Identify and improve the interchanges between different transport modes. • Improve the sustainable transport links between different visitor attractions. • Support the modernisation and upgrading of strategic rail routes including safeguarding of routes and extension of national cycle network. • Support the development of cycle hubs at Keswick, Bowness, Windermere, Ambleside and Stavely. • Encourage development in identified sustainable communities, including home working.
The Park will continue to recognise the importance of the strategic road network for regeneration of the west coast.
Recommended Response : Welcome the Park’s recognition of the importance of the strategic road network in relation to the regeneration of West Cumbria. The upgrading of the strategic transport links to West Cumbria is a key component of the Energy Coast Masterplan. The National Park is a key partner in delivering this strategy.
2.14 Parking
This policy will:
• Seek to develop local park and rise schemes at strategic visitor attraction sites and at transport interchanges, some of which may be outside the National Park. The focus will be on areas that already have significant levels of parking provision and/or provide for alternative means of transport, including safe pedestrian routes. Keswick is identified as one possibility. • All new and improved schemes will include adequate provision for cyclists. • Additional on and off-street parking improvements will be assessed taking account of landscape character, the built environment, accessibility, safety, economy and integration. • Additional parking will only be allowed in exceptional circumstances where there is an overall significant improvement.
Recommended Response : whilst the underlying principle of this policy is supported it should be recognised that the existing transport alternatives to the car are limited. A balance needs to be reached between encouraging workable alternative means of transport and ensuring that the needs of the local communities and businesses are not compromised.
2.15 Impact of Traffic on Built and Natural Environment
The National Park will adopt a policy framework in which traffic and transport developments respect the distinctive character of the built and natural environment.
Page 155 • Traffic will be tailored to the character of the road and not the other way around, unless there are compelling safety reasons or nationally economic reasons to do otherwise. • Remove unnecessary highway clutter, such as signs and markings provided safety is not compromised. • Pursue traffic management improvements through master planning. Keswick would be one area. • Identify and support the extension of quiet lanes, and explore areas that might benefit from restricted access but only where these do not impact adversely on local communities and businesses.
Recommended Response : It is important that the development of a traffic and transport policy framework takes account of the needs of the local communities and businesses both within and outside the National Park. Also that local economic reasons as well as national should be considered as part of any future policy.
3. Housing
3.1 Identify Housing Need
The National park proposes to use a variety of sources of information to help decide what form of housing is needed to best meet the needs of the community. It is proposed to use census data, Strategic Housing Market Area Assessment, Local Housing Needs surveys, Parish Plans and Housing Registers.
Recommended Response : Allerdale is currently carrying out local housing needs surveys and is working on the Strategic Housing Market Assessments. It is considered that these are the most up to date source of information to base an assessment of housing need with the aim to ensure a balanced housing market. Both the Strategic and Local Housing Market Assessment refer to the census data and housing registers. There is some concern that the housing registers should not be relied upon as double counting occurs with individuals registering with a number of housing associations.
3.2 Meeting Housing Need
The National Park proposes to use the following methods:
• Planning conditions restricting occupation to local persons only • Planning Obligation (Section 106 Agreement) to secure affordable housing for local persons • A price control mechanism.
Recommended Response : that the policy is supported in principle, in particular the consideration of price control. In addition developer contributions could be an option that could be explored further, subject to the issue of viability.
Page 156 3.3 Housing Sites
The National Park propose to allocate sites which provide for identified local needs. Where it is not feasible to allocate sites, a list of criteria will be developed to assess the suitability of unforeseen proposals.
Recommended Response : that the policy be supported in principle.
3.4 Second Homes and Holiday Homes
The number of second homes and holiday homes can have a significant effect on local communities and can adversely limit the number and price of houses available to local people. The National Park will seek to explore innovative local solutions achievable through the planning system.
Recommended Response : that the development of innovative solutions through the planning system be supported.
It should be noted that the National Park has suggested that the second home council tax and the business tax generated by holiday lets could be ring-fenced to fund the provision of affordable housing.
3.5 Community, Education and Health Facilities
The proposed policy will:
• Support proposals for new or improved community facilities including health, education and training. • Protect existing community facilities from redevelopment or change of use • Promote multi-use of community buildings and innovative ways of combining services and facilities on one site • Explore mechanisms to improve community facilities through developer contributions • Work with the University of Cumbria to continue further education provided at the Ambleside campus.
3.6 Retail Facilities & Town Centres
• Continue to identify central shopping areas for Ambleside, Bowness, Windermere and Keswick. • Encourage elsewhere within settlements development designed to serve the needs of local communities through conversion or change of use of buildings • Locations for new development, within settlement, should be accessible to local communities
Recommended Response : that the principle of the policy be supported.
Page 157 3.7 Looking after and Improving the Public Realm
The National Park will promote the use of high quality design and materials to enhance the public realm in towns and villages. They will lead by example with their own properties.
Recommended Response : that the policy be supported
3.8 Open Spaces
The National Park is proposing a variety of mechanisms to meet local needs for open space. These include:
• Protect existing open space from development • Allocating sites for creating open spaces in locations where there is a need and where there are identified appropriate sites • Ensure sufficient open space is provided with new housing development • Seek developer contributions to enhance or provide open spaces • Work with partners to promote high quality design for open spaces • Promote multi-use of open spaces
Recommended Response : that the policy be supported.
3.9 Sport and Children’s Play
This policy seeks to meet local needs for sports and recreation facilities and children’s play areas. This would involve:
• Protecting existing recreation sites from development • Seek contributions from developers to create and improve recreation sites • Allocate sites for new recreation facilities where there is a need • Ensure there are sufficient play areas in association with new housing developments • Promote multi-use buildings and facilities • Promote high quality design for new play areas and recreation facilities.
4. Prosperous Economy
4.1 The National Park intends to take an area by area approach to encourage economic activity that has regard to the characteristics of different parts of the Park. This is to ensure the availability and diversity of a range of sites. The Park will target high value economic sectors.
The Park recognises the need to address the low wage economy, to diversify the economy and address cross-boundary issues. In addition, the Park will promote and support more traditional employment and farm diversification schemes, where they will have a positive impact on the local economy.
Page 158 It is considered that this strategy complements existing Allerdale priorities and would help delivery identified regeneration aims.
4.2 Farming
The National Park proposes to:
• Actively support and promote sustainable farming activity as an important sector of the National Park’s economy • Greater flexibility to the development of new agricultural buildings • Lobby to expand the stewardship scheme • Work with farmers to promote their conservation role and farms as a tourism resource • Promote farming as a career for young people • Encourage farmers markets, organic farming • Promote the re-use of farm buildings for income generating purposes
Recommended Response : that the principle and flexible approach of this policy be supported.
4.3 The Nuclear Industry
The National park recognises that the future of West Cumbria will influence the Park. A strong, diversified economy in West Cumbria will have a positive impact on the economic prosperity of the Park as well. Working with partners in West Cumbria is seen as an essential part of the Park’s work.
The proposed policy sets out the following principles:
• Work with partners to broaden the economic base of West Cumbria, within and outside the National Park, by supporting the development of a centre of all types of energy, environmental and technological excellence. • Support both within and outside the Park the expansion of tourism/leisure, high tech/web based industries and remote working • Support access to higher level skills and education in the areas.
Recommended Response : that the proposed partnership working is welcomed and reflects the regeneration priorities identified by Allerdale and contained within the Energy Coast Masterplan.
4.4 New Nuclear Power Stations
The National Park recognises that if Nuclear New Build was to take place in West Cumbria then it could have a direct impact on the National Park, especially in terms of infrastructure. This could include improvements to A595 and A66 and the need for a 400 kv electrical line which may need to cross the Park.
The policy approach by the Park is as follows:
Page 159 If West Cumbria is identified as one of the possible locations for a new nuclear power station, we will work with partners to ensure that the best solution for Cumbria and the rest of the country is achieved. This will include working with partners to ensure that the impact of infrastructure is minimised and does not adversely affect the National Park.
This policy approach is based on the need to have greater detail of the proposal before a judgement can be made.
Recommended Response : that the partnership approach advocated in this policy is supported.
4.5 Visitor Experience
Emerging policy want economic development to benefit the whole county. Therefore one aim is to develop tourism further in other parts of Cumbria and forge better links across all areas. The policy therefore seeks to:
• To develop with partners tourism attractions outside the National Park. This could include north west coast. • Within the Park development will be focussed in identified sustainable transport hubs where there are opportunities to link attractions, facilities and locations. One transport hub would be Keswick.
Recommended Response : that the principle of the policy be supported.
4.6 Extending the Tourism Season
This policy proposes to adopt a criteria-based approach that support year-round tourism where it does not adversely impact on the lives of local people or have a detrimental impact on the environment. Also to work with partners to strengthen the sustainable transport links between the National Park and ‘wet weather’ attractions outside the Park.
Recommended Response : that the policy is supported in principle.
4.7 Changing Leisure Trends
This policy suggests adopting a criteria based policy approach that use landscape characterisation assessment to inform decisions on the development of different sport, recreation and leisure-based activities.
Recommended Response : the principle of the policy is supported.
4.8 Visitor Accommodation and Facilities
This policy will:
Page 160 • Encourage quality improvements to attractions and accommodation. For accommodation this will relate to all sectors and meet the needs of all socio- economic groups. • All improvements will need to ensure through scale, design, siting and reference to landscape character it will complement or enhance local distinctiveness.
Recommended Response : that the policy is supported.
4.9 Lakeshore Development
The Lakes are an important characteristic of the Lake District’s landscape and provide valuable recreational and economic opportunities. The National Park’s policy is to support limited lakeshore development that provides facilities or services associated with lake use. The Park want to encourage developers to incorporate appropriate public access and sustainable transport links to lakes and tarns. The vulnerability of lake shores and the need to retain the qualities of undeveloped stretches of lakeshore are acknowledged.
Recommended Response : that the policy be supported.
4.10 Rights of Way
• Continue to protect existing rights of way and seek new or improved access and rights of way when assessing development proposals. • Promote provision of access to and from settlements or between settlements and public transport stops • Encourage provision of facilities that enable people to use rights of way.
Recommended Response : that the policy be supported.
5. Landscape
The National Park intends to adopt a policy framework that allows assessment of proposals against existing landscape character as identified in the landscape character assessment. The intention will be to conserve and enhance defined local distinctiveness and sense of place.
Recommended Response : that this policy approach be supported.
5.1 Protected Landscapes, Sites and Features
This policy seeks to :
• Conserve and enhance the distinctive farmland, fell, coast, woodland, trees, water environments and historic environment. • Conserve the integrity and setting of sites and continue to conserve and enhance designated sites and protected species. • Retain the qualities of openness, sense of remoteness and tranquillity
Page 161 • To promote the links between protected areas, and the social and economic well-being of local communities.
Recommended Response : that the principle of the policy be supported.
5.2 Protected Species
This policy seeks to protect species and habitats and mitigate against harm. To encourage increases in species populations, and protect and enhance habitats in accordance with the UK Biodiversity Action Plan.
Recommended Response : that the policy is supported in principle.
5.3 Unprotected Sites, Features and Species
A criteria based policy will be developed that seeks, outside designated areas, to improve biodiversity and geological conservation, enhance habitats and protect features such as ancient trees. Also the policy framework will aim to ensure the character and integrity of the National Park’s historic environment and cultural associations are protected.
Recommended Response : that the principle of the policy be supported.
5.4 Biodiversity in Developments
This policy seeks to ensure no net loss of biodiversity and helps to implement Cumbria Biodiversity Action Plan targets. Also to maximise opportunities to enhance biodiversity in and around development, taking account of existing or potential biodiversity habitat networks.
Recommended Response : that the principle of the policy be supported
5.5 Tranquillity
Tranquillity is recognised as a special quality of the Lake District. The Park intend to develop a policy framework to protect and enhance tranquillity by applying the landscape character assessment to inform decisions on development and land use.
There could be conflict between this policy and the need to sustain local communities, particularly with regard to access to jobs. The National Park consider that this will not be the case as most communities where employment opportunities will be located would be outside the areas identified as tranquil.
Recommended Response : that the principle of the policy is supported provided it does not have an adverse impact on existing communities in terms of access to employment, housing and services.
Page 162
5.6 Protecting the Historic Environment
This policy will seek to :
• Ensure the character and integrity of the Lake District’s internationally acclaimed historic environment and culture are protected • Conserve and enhance areas, sites, buildings and settings of archaeological, historic and architectural importance • To promote local crafts, skills and traditions.
Recommended Response : that the policy be supported in principle.
6. Minerals and Waste – Core Strategy
6.1 Strategic Objective for Minerals
• Enable development and land-use within the mineral industry to help secure the continuation and availability of the traditional skills and materials necessary to maintain the unique Lakeland environment. • To adopt and mitigate against the impact of climate change by promoting opportunities for the recycling and the recovery of value from waste. • The overriding principle that major development should not take place in the National Park except in exceptional circumstance would still apply.
Recommended Response : that the proposed policy objectives be supported.
6.2 Mineral Extraction
The National Park recognise the industries economic and cultural importance to the area. Future mineral extraction should:
• Meet an identified need • Be of a scale appropriate to the National Park • Does not have an unacceptable impact upon local communities and landscape character • Contributes positively to addressing the local impacts of climate change • Make prudent use of mineral resources through the effective use of secondary iron materials
The National Park will also:- • Encourage the promotion of the historic and cultural importance of the industry and help identify alternative uses for former minerals sites. • Establish criteria to safeguard important mineral resources from other forms of development
Recommended Response : that the policy be supported in principle.
Page 163 6.3 Dealing with Waste
Ensure proposals for the management of waste are of a scale and type appropriate to the National Park, address the needs of local communities, provide opportunities to diversity the economy and prioritise sites which deal with waste material generated primarily within the Park.
Recommended Response : that the principle of the policy be supported.
6.4 Disposal of Radioactive Waste
The National Park’s policy is as follows:
If West Cumbria is identified as one of the parts of the UK suitable for the disposal of radioactive waste, we will work with partners to ensure that the best solution for Cumbria and the rest of the country is achieved. Any solution should not adversely affect the National Park.
The Park believes that at this early stage in the process much is unknown. Therefore the best option is to work with partners in the selection procedure, rather than supporting or objecting to a facility at this time.
Recommended Response : that the proposed partnership approach is supported.
7. Conclusion
7.1 The policies and strategies contained in both documents are the ‘preferred option’ of the National park Authority. All comments received by the National Park will be considered and amendments to the policies may occur as a result. Both Core Strategies will then be submitted for public examination which will involve a further opportunity to comment on the amended documents.
David Martin
Director of Partnerships and Community
JW/rs/Reports/jw.lakedistrict.np.ldf.dev.exec.8.9.july08 18.06.08
Page 164 Appendix One
Page 165 Appendix Two
Page 166
Report Implications
Please delete where applicable.
Community Safety N Sport N Financial N Leisure N Legal N Tourism Y Social Inclusion N E-Government N Human Rights N North West Regional N Youth Issues N European N Ethnic Minority Issues N National N Older People Issues N Partnership N Disability Issues N Heritage/Culture N Employment (external to the Council) N Planning Policy Y Employment (internal) N Enforcement N Environmental/sustainability Y Transport N Environmental/visual Y Asset Management N Health N Health & Safety N
Is this a statutory recommendation? N
Is this a key decision? N
Has a risk assessment been undertaken? N
Wards affected All within the National Park
Background papers: Core Strategy (Preferred Options) Core Strategy Minerals and Waste (Preferred Options)
Page 167 This page is intentionally left blank
Page 168 Agenda Item 8
Allerdale Borough Council
Executive – 9 July 2008
Maryport Developments Limited - Transfer of Shares
The Subject of the Decision To consider the transfer of the Council’s shares in Maryport Developments Limited to the new Harbour Authority
The Reason for the Decision The report sets out a proposal for Allerdale Borough Council to transfer its 9.5% shareholding in Maryport Developments Limited to the recently reconstituted Maryport Harbour Authority. The new Harbour Authority takes responsibility for managing the harbour and Maryport Developments will no longer be required.
Recommendation 1) That Members approve Allerdale Borough Council transferring its 9.5% shareholding in Maryport Development’s Limited to the Maryport Harbour Authority as soon as possible, on a date to be agreed by the Chief Executive. 2) This should be conditional upon all existing shareholders in Maryport Developments Limited agreeing to the same share transfer arrangements and the Harbour Authority coming to an agreement with the Council on future performance indicators.
Environmental Implications A financially sustainable Harbour Authority will enable proper environmental management of the harbour estate to be carried forward in into the future.
Community Safety Implications None
Financial/Resource Implications No additional financial implications for the Council arise out of this report. The Council, together with the County Council, agreed to each contribute £40,000 per annum from 2003 towards management and operation of the Maryport Harbour, subject to satisfactory performance, (minute 404 of 2000 refers). The Council however reduced its contribution to £20,000 In 2008/09, but this will be reviewed in the next budget round.
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Human Rights Implications None
Employment Implications A financially sustainable Harbour Authority will safeguard staff currently employed in the management of the harbour, will in the medium term create direct employment opportunities for Maryport residents and will support additional jobs locally.
Health & Safety & Risk Management None Implications
Wards Affected Netherhall
The Contribution this Decision would This proposal supports the Council’s vision make to the Council’s Key Aims and all key aims by making Allerdale a great place to visit.
Is this a Key Decision No
Portfolio Holder Councillor Margaret Jackson Tel: 01900 702998 Email: [email protected]
Lead Member of Staff David Martin Director of Partnerships and Community Tel: 01900 702773 Email: [email protected]
(A detailed listed of implications is appended to the report)
1.0 Introduction and background
The new Maryport Harbour Authority was formed on 1 February 2008 following Parliamentary Approval after some years of negotiation. The new Authority takes over responsibility for the operation of the harbour from the old Harbour Commissioners and Maryport Developments Ltd.
Following a formal appointment process, under Nolan Principles, the new Authority Board comprises :
Mr Ian Wookey - Independent Mr Joe Kewin - Independent Mr Patrick Everingham - Independent Mr Martin Wood - Maryport Town Council Mr Keith Little - Cumbria County Council Mrs Angela Kendall - Allerdale Borough Council
Page 170 Maryport Developments Ltd will need to continue in existence for the time being to support the new Authority in its formative stages, probably until at least Christmas 2008, but in due course the Council will need to hand its shares to the new Harbour Authority and the company will be wound up. This is the subject of this report.
1.1 Maryport Developments Limited was formed in 1987 with a remit to focus on the redevelopment and regeneration of the town’s harbour area which had been identified as the key to the future economic prosperity of the town. Allerdale Borough Council was a founding partner in this innovative organisation which was established as a company limited by guarantee with each member taking ownership of shares in the company.
1.2 Over the years the company structure and memorandum and articles of association have been subject to a number of revisions. The current arrangements are that the Northwest Regional Development Agency and West Cumbria Development Fund each holding 40.5% of the shares and Allerdale Borough Council and the County Council each hold 9.5%.
1.3 Much has been achieved by MDL since 1987, with the whole of the harbour area having been reclaimed and transformed to incorporate leisure and tourism attractions, waterfront housing, social housing and a marina and boat repair facilities. The town has also been subject to significant regeneration activity including a Single Regeneration Budget programme which operated between 1998 and 2003 and further investment through the Council (e.g. The Wave Centre), West lakes Renaissance, NWDA, Europe and increasing private sector interest in the harbour and town as a whole. Future plans for the harbour include a reconfiguration proposal to retain a larger water area by way of a new harbour wall and lock gates.
1.4 Maryport Harbour is a Trust Port and due to the former harbour authority not having the capacity or the financial wherewithal to continue managing a commercial operation, Maryport Developments Limited has had to undertake the management and operation of the harbour on there behalf. A key requirement of Maryport Developments Limited has been to identify and implement a long term financially viable solution for the future management and operation of the harbour.
1.5 The solution identified and put in place was the establishment of an Endowment fund and through a Harbour Revision Order, to reconstitute the harbour authority in line with government guidance for the modern governance for Trust Ports.
1.6 The endowment fund was provided by the former English Partnerships prior to its responsibilities transferring to Northwest Regional Development Agency. The key benefit of the fund is that income from it supports the cost of specified capital works to the harbour and the cost of the five year dredging cycle required to ensure the harbour remains operational. The income from the fund combined with income generated through the commercial operation of the harbour ensures that it remains a commercially viable operation.
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1.7 As part of the agreement to establish the Endowment Fund, Allerdale Borough Council resolved to contribute a £40k per year to Maryport Developments Limited (or its successor body) for a ten year period, commencing in the financial year 2003/2004. Cumbria County Council agreed to similar financial contributions and Maryport Town Council also agreed to contribute £7.5k per year over a ten year period. The Council reduced its contribution in 2008 to £20,000 and will review this in 2009 budget round. The Endowment Business Plan is predicated on the Local Authority’s contributing £40,000 pa to make it sustainable.
1.8 A key condition attached to the endowment fund is that it is managed by an independent fund manager. Maryport Developments Limited Board meet with the fund managers on an annual basis to review its performance. A full independent review of the endowment was undertaken in 2005. The review identified that the endowment was gifted immediately prior to the stock market crash in 2001 and as a result had reduced in value in real terms. The recommendations on the future management of the fund have since been adopted and given the current market trends it is considered that the fund in performing adequately. MDL have raised the possibility of the Council managing the Endowment on their behalf and this is being investigated.
1.9 The only assets now held by Maryport Developments Limited are those which are harbour related and essential to the future management and operation of the harbour, all other assets having been sold for development or to the County Council to hold for future development. There are still a number of issues to resolve in connection with land Allerdale BC still has to transfer to the new Authority, including leases in the Elizabeth Dock area.
It is therefore now an appropriate time for the ownership of those remaining assets to transfer to the new Maryport Harbour Authority. The simplest way of achieving this is to transfer the Council’s 9.5% shareholding in Maryport Developments Limited to the new Authority in due course, on a date to be agreed by the Chief Executive. This date will be dependant on when the new Harbour Authority are in a position to accept them.
The shares have no financial value to the Council
1.10 The Northwest Regional Development Agency has agreed to this share transfer and the County Council considered their transfer on 7 July 2008. Shares owned by West Cumbria Development Fund will also transfer.
1.11 The new statutory Harbour Authority may require the Council’s support and guidance over coming formative years and your officers are happy to make time available as necessary to ensure the harbour continues to contribute to the ongoing regeneration of Maryport.
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2.0 Options
2.1 There are only two options available. Either members agree to the share transfer they do not. To not agree would result in the continuation of Maryport Developments Limited which, following the establishment of the new Maryport Harbour Authority, will serve no useful purpose as responsibility for the management and operation of the harbour moves fully to the new authority.
2.2 The preferred option is to transfer the Council’s shareholding in Maryport Developments Limited to the new Maryport Harbour Authority and to continue payment of the Council’s agreed financial support to the new authority. The agreement relating to the annual financial contribution ends after the final payment in the 2012/13 financial year.
3.0 Conclusion
3.1 The long term viability of Maryport harbour has been secured through the combination of the establishment of an endowment fund and the formation of a new Harbour Authority. All assets relating to the management and operation of Maryport Harbour should now transfer from Maryport Developments Limited to the new harbour authority. This should be achieved through the transfer of the Maryport Developments Limited Shareholdings to the Maryport Harbour Authority. In effect this is Allerdale Borough Council’s exit strategy from the company.
David Martin
Director of Partnerships and Community
Page 173 Report Implications
Please delete where applicable.
Community Safety N Sport N Financial Y Leisure N Legal Y Tourism Y Social Inclusion N E-Government N Human Rights N North West Regional Y Youth Issues N European Y Ethnic Minority Issues N National N Older People Issues N Partnership Y Disability Issues N Heritage/Culture Y Employment (external to the Council) Y Planning Policy N Employment (internal) N Enforcement N Environmental/sustainability Y Transport N Environmental/visual Y Asset Management Y Health N Health & Safety N
Is this a statutory recommendation? N
Is this a key decision? N
Has a risk assessment been undertaken? N
Wards affected - Netherhall
Background papers - None
Page 174 Agenda Item 9
Allerdale Borough Council
Executive - 9th July 2008
Allerdale Museum Service
The Subject of the Decision To inform members of the current position regarding the status of the Council’s museum service and to seek further direction on its future.
The Reason for the Decision To determine what the Council wishes its involvement in heritage to be and move forward on a range of issues that will impact on this.
Recommendation 1. That a decision be made on whether to pursue the transfer of Trusteeship of the Keswick Museum and Art Gallery (including its assets) to a suitable alternative body or for the Council to retain those assets under the existing trust arrangement and to seek a partner to manage, operate and develop the museum over the long term.
2. That the Council invites both KMAG Management Ltd and the North Pennines Heritage Trust to submit proposals for whichever approach is agreed under recommendation 1 above.
3. That the Council’s Legal Officer continue investigating the implications of the Helena Thompson Will and the terms by which the Helena Thompson Museum as a charity should be operated and report back to the Executive on the outcome of this, in relation to whether a complete handover of the museum to a suitable body or its management, operation and development through a long term lease arrangement is possible.
4. That the current agreement with the Workington Heritage Group to manage and operate the Helena Thompson Museum be extended for one year until 31 March 2010.
Page 175 5. That a decision on the future of the Maryport Maritime Museum be made at a later meeting of the Executive in accordance with the Council’s Forward Plan.
6. That the Council’s Asset Manager work up options for ensuring that Workington Hall is kept safe over the short term whilst discussions continue to find a development partner for that site.
Environmental Implications None directly arising from this report, although significant environmental improvements at the Keswick Museum and Art Gallery and Workington Hall are possible, if the development potential of those sites is realised.
Community Safety Implications None directly arising from this report.
Financial/Resource Implications The Council’s 2008/09 revenue budget for its museums is £232,580. This includes grant payments in the sum of £110,470 to the various groups managing and operating the museums on the Council’s behalf but, excludes provision to cover a range of premises costs (£60,476 in 2007/2008) which remains the responsibility of the Council under the current management arrangements. Those premises costs are covered from the budget for Property Services, with actual expenditure recharged at the end of the financial year.
Future financial and resource implications will depend on whether the Council is able to transfer the museum assets (building, contents, the collection and land) to another body or retains the assets under a lease arrangement with a management partner or closes the museums and disposes of the assets. It could also involve a combination of all those options. In the case of asset transfer, although the Council would eventually relinquish its responsibility for them, it would need to make significant funds available to improve and develop those assets in order to make them a viable proposition for another body taking them on.
Page 176 Retaining the assets under a lease arrangement with a management partner may also require significant funding for the reason just given but, with the possibility of the management partner requiring on-going financial support from the Council, if income generation was not sufficient to cover all costs. There would also be a need to provide the necessary level of officer and curatorial support to fulfil the Council’s responsibilities under such an arrangement, particularly in relation to the management and care of the museum collection. Museum closure and disposal of the assets would also have financial and resource implications, particularly in terms of the level of curatorial input to do this properly.
Human Rights Implications None directly arising from this report.
Employment Implications None directly arising from this report, although new job opportunities may arise from any major development of museum and heritage sites in the future.
Health & Safety & Risk Management Public safety issues in relation to Workington Implications Hall are being considered.
From a risk management perspective, due consideration will need to be given to the sustainability of any future arrangements regarding the Council’s heritage assets and the management and care of the museum collection.
Other risks are outlined in the main body of this report.
Wards Affected All Allerdale wards
The Contribution this Decision would The range of heritage attractions across the make to the Council’s Key Aims Borough contributes to making Allerdale a great place to live, work and visit.
Is this a Key Decision Not at this stage
Portfolio Holder Councillor Margaret Jackson
Councillor Stuart Moffat
Page 177 Lead Member of Staff Mark Edwards, Leisure Services Manager Tel: 01900 702709 Email: [email protected]
(A detailed listed of implications is appended to the report)
1.0 Introduction
1.1 From around 2003, the Council’s policy on its museums has been to move towards a position of having no direct involvement in or responsibility for the provision of that service. This policy has been largely finance driven due to pressures on the Council’s spending. Museum closure was the likely outcome at that time and it was expected that this would happen quickly. However, in the case of the Keswick Museum and Art Gallery (KMAG) and Helena Thompson Museum (HTM), concern that those museums might close energised local people into coming together and organising themselves into formally constituted bodies which the Council subsequently entered into agreements with to manage and operate those museums on an interim basis, until their future could be determined. In the case of Maryport Maritime Museum (MMM), the relocation of the TIC in 2004 provided an opportunity for a local not for profit company to enter into an arrangement with the Council to run the front of house operation at the museum and use those premises as a base from which to run their own activities. It should also be noted that since 2007, a strategic priority in the Corporate Improvement Plan (CIP) has been to deliver a sustainable future for the Borough’s heritage assets and this has involved trying to find and develop new delivery vehicles to provide such a future.
1.2 This report outlines the current status of the Council’s museums and seeks further direction on their future in light of various issues that have since arisen.
2.0 Keswick Museum and Art Gallery
2.1 Background and Current Position
KMAG was originally owned and operated by the Fitz Park Trust but, was taken over by the Council in 1995 when that Trust ran into financial difficulties. The Charity Commission sealed a scheme which separated the museum from the Fitz Park Trust and the Council is now the sole Trustee of the KMAG Trust which holds freehold ownership of the assets comprising the museum building, some of its contents, the collection and a portion of land within Fitz Park. A covenant exists which restricts what the proceeds of any disposal of the Trust’s assets can be used for.
During 2003/2004, KMAG was facing permanent closure after the museum staff were made redundant. The museum was subsequently run under a partnership arrangement with The Friends of the Museum who took a lead role in its operation.
Page 178 At the same time, a Steering Group of local stakeholders (including the Council) began a process to work towards a long term viable future for KMAG. As a result of the success of this approach (with visitor numbers increasing threefold), an independent management company (KMAG Mgt Ltd) was established in 2007 for the express purpose of operating the museum and to play an active role in planning and delivering a major enhancement project aimed at revitalising KMAG and establishing a more certain financial base for its future operation.
The Board of KMAG Mgt Ltd comprises members from the former KMAG Steering Group as well as other local professional people who have a desire to secure a viable future for the museum. Since March 2007, the museum has been operated by KMAG Mgt Ltd under a licence and management agreement with a term until 31 March 2010. The Management Company receives an annual payment of £60,000 from the Council towards the cost of running the museum. Under this arrangement, the Council as Trustee retains ownership of the assets as is responsible for the management and care of the collection. KMAG Mgt Ltd are responsible for the day to day operation of the museum, including the employment of staff, managing a large volunteer work force and the payment of normal operating costs (for items such as utilities, stock and supplies) but, with the exception of maintenance and repairs.
KMAG Mgt Ltd promote the museum as a key local cultural attraction through which a comprehensive event, exhibition and outreach programme is delivered. In September 2006, a vocational learning centre (now part of Lakes College West Cumbria, was opened on the lower ground floor of the museum, bringing a formerly disused and partially derelict area of the building back into public use. This is an important Keswick Area Partnership project, aimed at providing learning facilities and opportunities for local residents (especially young people). As a result of the success of the Learn2Earn Centre, further grant funding was recently secured to extend those facilities within the museum. The Learn2Earn Centre and KMAG Mgt Ltd work very closely together and are currently working up a joint programme of activities, events and courses. This approach to partnership working also extends to the development of joint activity programmes with the adjacent leisure centre and is another example of how KMAG is developing its potential as a visitor attraction and valuable resource for the local community.
2.2 Way Forward
A sustainable future for KMAG depends on the extent to which the museum can be revitalised through a major development of the building, its internal spaces and the visitor experience. The KMAG Enhancement Project referred to earlier in this report is the means by which this would be achieved and a grant application was submitted to the Heritage Lottery Fund (HLF) in March 2008 to move this project forward. The key elements of that project are outlined in Appendix 1. The overall capital scheme has been costed at around £1.8 million and in addition to HLF funding, other grant sources would need to be accessed. Allerdale has already pledged £310,000 capital towards the project but, it is envisaged that this amount would need to be increased to around £392,000 to cover the impact of inflation on building costs through the life of the project.
Page 179 In so far as the revenue projections are concerned, the business plan shows a significant surplus for the first two years of the project with small deficits thereafter, if the Council’s financial contribution is withdrawn. Notwithstanding, it is hoped that KMAG would achieve self sufficiency through the enhancement project at some point in the future, if the business modelling and visitor forecasts prove to be correct.
From the Council’s perspective, the key to achieving a sustainable future for KMAG also depends on the approach to its future management and operation and, whether or not a transfer of Trusteeship (including the Trust’s assets) takes place. At present, the Council could pursue the option of transferring Trusteeship with KMAG Mgt Ltd and the North Pennines Heritage Trust (NPHT) who are interested in adding KMAG to their portfolio of heritage sites. This option would enable the Council to relinquish all of its responsibilities for the museum assets, although there would be a cost attached to this, particularly in relation to bringing some of those assets up to standard as part of any transfer agreement. Another option is for the Council to retain the museum assets and seek a management partner to operate KMAG on a long term basis under a full repairing lease. Under such an arrangement, the building, grounds and collection would remain in public ownership under the auspices of the KMAG Trust, of which Allerdale would remain as sole Trustee. The management partner would be responsible for the day to day operation of KMAG, ensuring that all necessary standards and activities are maintained and preferably enhanced in accordance with museum best practice and MLA Accreditation requirements. The above would be specified in a management agreement with the Council. The management partner would also be expected to bear most costs in relation to the operation of the museum, although the Council would continue to incur some costs as owner of the museum assets. Other liabilities and responsibilities may also remain with the Council, particularly in relation to the collection and its care, acquisition and disposal. Both KMAG Mgt Ltd and NPHT have expressed a keen interest in being a long term management partner, if a transfer of Trusteeship is not possible. Members should note that under such an arrangement there would also be a need to bring some of the museum assets up to a certain standard. The viability of both options would also depend on the KMAG Enhancement Project going ahead and succeeding. Both KMAG Mgt Ltd and NHPT are enthusiastic in their commitment and support of that project. NHPT have a proven track record in the management and operation of heritage sites and the delivery of heritage projects and are particularly successful in seeking grant funding and supporting their work through appropriate commercial activities. Similarly, KMAG Mgt Ltd have demonstrated their considerable capability and potential through the work that they have done at the museum since they took over its management and operation.
In order to move forward on this matter, it is recommended that a decision is made on whether to pursue the transfer of Trusteeship of KMAG (including its assets) or to retain those assets under the existing trust arrangement and to seek a partner to manage, operate and develop the museum over the long term. It is further recommended that the Council invites both KMAG Mgt Ltd and NPHT to submit proposals for whichever approach is agreed.
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2.3 Risks
y Proposals to transfer Trusteeship of KMAG or manage and operate the museum under a long term partnership arrangement are rejected. The Council may not have the financial resources to support the proposals and the Charity Commission could reject any proposals that involved a transfer of Trusteeship.
y The KMAG Enhancement Project fails (HLF rejects grant application/ insufficient gap funding raised). There is concern that the HLF may reject the bid because it is not yet certain what the future management arrangements for the museum will be and how the development project will be managed. There is also likely to be a gap in capital funding of around £500k (even if the HLF bid succeeds), which will require a significant effort to make up. This is not helped by a lack of HR capacity within the Council to support this project.
y The museum fails to be viable and the revenue shortfall grows beyond a manageable level. This could happen, even if KMAG is developed, particularly if business modelling and visitor forecasts prove to be incorrect.
y There may be local resistance to any outside body taking over the museum. This could arise if the local community felt that their needs would not be met under any new arrangements.
y The Council is unable to fulfil its responsibilities for the management and care of the collection due to not having a curatorial advisor to act on its behalf. There are currently no staff in post who are able to undertake that role and there is no provision in budget to buy in such support.
3.0 Helena Thompson Museum
3.1 Background and Current Position
HTM (including the building, contents, land and collection) is a registered charity bound by the Will of Miss Helena Thompson, who bequeathed her home and contents to the people of Workington on her death in 1940. The Council is a Trustee and the terms of the Will are very specific, describing precisely how the museum assets can be used. A number of issues relating to the terms by which the charity should be operated have recently been raised by the Charity Commission and these are currently under consideration.
Since April 2005, the museum has been operated by the Workington Heritage Group (WHG) under a licence and management agreement with a term until 31 March 2009. WHG receives an annual payment from the Council of £35,470 towards the cost of running the museum. Under this arrangement, the Council retains ownership of the museum assets and is responsible for the management and care of the collection.
Page 181 The Council is also responsible for most of the costs relating to the operation, maintenance and repair of the museum with the exception of staffing costs and some charges for supplies and services.
WHG operate a range of services and deliver an extensive education and outreach programme supported by a number of paid staff and many volunteers. The museum is well used by a variety of community groups and WHG supplement their annual payment with income from commercial activities, such as room hire and the use of the premises for weddings. WHG has also invested in the museum by improving facilities at their own expense as well as opening up new activity spaces within the building.
3.2 Way Forward
The future of HTM is inextricably linked to the terms of Miss Helena Thompson’s Will and about what the Council’s obligations are in relation to the museum as a charity. This is a very complex situation and it is likely that any attempt by the Council to extract itself from Trusteeship will require considerable negotiations with the Charity Commission. As mentioned earlier, problems that have arisen around the charity and its status and the terms by which the charity should be operated are being questioned. This is a vexing issue which has been compounded by some errors in the Charities Register and the matter is now being looked into by the Council’s Legal Officer. WHG are keen to have security of tenure for HTM over the long term, so that they can source additional funds for the operation and development of the museum. The Director of Strategic Resources is liaising with the WHG Chairman on this matter but, any future arrangements will need the approval of the Charity Commission in the context of what is a very prescriptive document.
It is recommended that the Council’s Legal Officer continue investigating the implications of the Helena Thompson Will and the terms by which HTM as a charity should be operated and report back to the Executive on the outcome of this in relation to whether a complete handover of the museum to a suitable body or its management, operation and development through a lease arrangement over the long term is possible. It is further recommended that the current agreement with WHG to manage and operate HTM be extended for one year until 31 March 2010, while this matter is being addressed.
3.3 Risks y Approval of the Charity Commission to any future arrangements for managing and developing the museum may not be given. y The museum fails to be viable over the long term under whichever future arrangement is decided upon. The only way that another body could take on the full financial responsibility for running the museum would be to generate enough income to do so. This will only happen if more space is made available on that site to programme fee paying activities.
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y It could take a number of years for HTM to become self sufficient at HTM and this is only likely to happen if the museum is developed. Any further attempt to close the museum due to continued pressures on the Council’s spending would almost certainly give rise to public lobbying against closure which would be difficult to resist at a political level.
y The Council is unable to fulfil its responsibilities for the management and care of the collection due to not having a curatorial advisor to act on the Council’s behalf. There are currently no staff in post who are able to undertake that role and there is no provision in budget to buy in such support.
4.0 Maryport Maritime Museum
4.1 Background and Current Position
The Maritime Museum including the building, contents, land and collection is fully owned by the Council. MMM is not a registered charity.
Since May 2004, MMM has been operated by Maryport Festivals Ltd (MFL) under a licence and management agreement with a term until 31 March 2009. MLF receives an annual payment of £15,000 from the Council towards the cost of running the museum. Under this arrangement, the Council retains ownership of the museum assets and is responsible for the management and care of the collection. The Council is also responsible for all costs relating to the operation, maintenance and repair of the museum, other than for staffing costs.
MLF provides a reliable front of house service ensuring that the museum remains open to the public at a relatively low cost to the Council. No development, outreach work or enhancement of the display has been undertaken. Indeed, various artefacts were recently transferred from MMM to support the new heritage exhibition at ‘The Wave’. MLF also use the museum as their office and it is from here that the very successful Maryport Blues Festival is organised and managed.
4.2 Way Forward
The decision to implement the Destination Maryport Project was made partly on the basis that MMM might close when the new visitor centre opened. Moreover, whilst it was never the stated intention of Destination Maryport (‘The Wave’) to replace MMM, the heritage exhibition in ‘The Wave’ will effectively duplicate many aspects of the stories told in the museum. Given the Council’s wish to relinquish or reduce responsibility for its museums and in light of the aforementioned duplication of much of the MMM displays at ‘The Wave’, it is now necessary to consider the future of the museum in the context of those issues and other possible uses for that building.
Page 183 However, it should be noted that in the event of the museum closing, it will be necessary for the Council to decide what it wishes to do with the museum collection and there are a range of issues that will need to be considered very carefully in relation to this in order to avoid sanctions from the MLA and other heritage bodies, if those issues are not properly addressed.
It is recommended that a decision be made on the future of MMM at a later meeting of the Executive in accordance with the Council’s Forward Plan.
4.3 Risks
These will be assessed in the report on the future of MMM.
5.0 Workington Hall
5.1 Background and Current Position
Although Workington Hall is not a museum, it has been included in this report because it did previously form part of the Council’s wider heritage and tourism service until 2002, when the building was closed to the public because of a combination of safety concerns and a need to reduce costs. The fabric of the building has continued to be in a cycle of gradual decline since that date and in its present condition, is unable to offer any kind of quality amenity value for the people of Allerdale or visitors to the area.
Prompted by concerns over the continuing deterioration of the Hall and its potential from a regeneration perspective to impact on the tourism infrastructure of West Cumbria, a comprehensive options appraisal and feasibility study was commissioned to look at its future development and management. This work was driven by a steering group comprising representatives from a variety of organisations. A number of options were considered by the group ranging from Do Nothing to a significant capital project. Indicative costs of the various options ranged from £3.5 million to £11.5 million with £2.6 million needed to stabilise the structure, which remains in a poor and deteriorating condition.
A preferred development option emerged from the study which involved restoration of the Hall to provide a mix of public and commercial uses. This option was then worked up in detail and tested for viability and delivery. However, at a projected capital cost of around £11.5 million (including up to £5.5 million needed from Allerdale) and ongoing revenue support required in the order of £50,000 per annum, the steering group expressed concern that the outputs for this project were insufficient to justify the expenditure and that deliverability was questionable, for a number of reasons. There was also concern that the strategic context of the project was also unclear due to it not being included in the West Cumbria Masterplan or WAR Strategy. Notwithstanding, the Steering Group felt that the preferred development option could be improved by undertaking more work to produce a self sustaining and deliverable project, which should be extended to include the historic landscape of Curwen Park and more imaginative approaches to uses and offerings, in order to achieve better value for money and a more clearly defined strategic fit.
Page 184 A report was presented to the Executive in December 2006, outlining the findings of the options appraisal and recommending an approach to moving this project forward involving a partnership arrangement with a Building Preservation Trust (BPT). It was considered that a BPT model would be an appropriate vehicle for development and that this could involve the Council offering the Hall and Park to a BPT on a long lease with suitable covenants to protect the public interest. Under such an arrangement, the Council would provide a lump sum towards the overall cost of the project, which should at least cover the cost of essential stabilisation work (£2.6 million). The BPT would also be responsible for raising the funds required to undertake the work, using the Council’s financial contribution as match funding. Due to the scale of such a project, a tendering process would be required to select a BPT partner and it was agreed that this approach should be pursued. Formal expressions of interest have not yet been sought.
It should be noted that there have been some discussions with an Andrew Doyle who is interested in doing a development with the Hall but, would require some land from the Council to build quality housing in the vicinity as a condition of his involvement and financial input. It is also understood that there may be interest from the Landmark Trust. WLR have also indicated support for an appropriate development scheme and a recent enquiry from the North of England Civic Trust is also being followed up.
5.2 Way Forward
Both BPT’s and private sector developers have expressed an interest in the Hall and there is certainly enough scope now to follow this up. The work already done on the options appraisal and feasibility study shows what might be possible, although members will need to keep an open mind and be prepared to consider new concepts and creative ideas in order to find a solution to a very challenging issue. It will also be necessary to explore other sources of funding and come up with a robust approach to moving this work forward. The Director of Strategic Resources has now taken the lead on this. In the meantime, the Council’s Asset Manager is looking into ways of ensuring that the Hall is kept safe until measures can be put in place to give it a sustainable future over the long term.
It is recommended that the Council’s Asset Manager work up options for ensuring that Workington Hall is kept safe over the short term whilst discussions continue to find a development partner for that site.
5.3 Risks y The risk to public safety if adequate measures are not put in place to ensure that the Hall is kept safe. These measures will need to be proportionate to the risks involved and reflect the possibility of a development of that site taking place over the short term. y There are a range of financial, legal and political scenarios that could impact on whether a development of the Hall can be successfully delivered and a partner found for this.
Page 185 Although it may be possible to find a way through these scenarios, the time taken to do so may not make delivery of a scheme possible over the short term.
y Insufficient capacity and resources to move this work forward quickly. Pressure on officer time remains a problem, particularly with the delivery of major capital projects.
6.0 Conclusion
6.1 Considerable effort has been put into trying to move the Council towards a position of being able to relinquish responsibility for its museums but, a range of external and internal influences have made this difficult and there has also been some unrealistic expectations about the time and resources needed to do this, particularly after the CIP made delivering a sustainable future for the Borough’s heritage assets a strategic priority in 2007 and the post of Heritage Manager was disestablished at about the same time.
6.2 This report has outlined the current status of the museum service and makes recommendations on a way forward. Further reports will be needed to move this process along and the time that this takes will depend very much on what future is decided for the museums and whether the resources needed to deliver that future are made available. Interestingly, at a recent meeting with representatives of Carlisle City Council (CCC), your officers were informed that CCC was giving consideration to operating their museums under a charitable trust arrangement and that the main driver for this was to ensure a lasting cultural legacy for Carlisle and its people through its heritage assets. It was also accepted that it would be necessary for CCC to continue providing significant funding and support to make this happen. Your officers will continue liaising with CCC to share information on our respective approaches to addressing heritage issues and to discuss any possibilities for joint working, particularly in relation to the storage of museum objects and the provision of curatorial support and advice, which is currently a matter of concern for Allerdale from a risk management perspective.
6.3 Finally, although this report has recommended some next steps to move forward on a range of issues that will impact on the future of the Council’s heritage assets, it is important for the Council to determine what it wishes its involvement in heritage to be and when doing so, to be mindful of the transformational potential of heritage to have a positive and lasting impact on people and places. The decisions that are made in the context of this report will provide the basis for what the Council’s involvement in heritage will be in the future.
Mark Edwards Leisure Services Manager
Allerdale Museum Service 17 June 2008
Page 186 Report Implications
Please delete where applicable.
Community Safety No Sport No Financial Yes Leisure Yes Legal Yes Tourism Yes Social Inclusion No E-Government No Human Rights No North West Regional Yes Youth Issues No European No Ethnic Minority Issues No National No Older People Issues No Partnership Yes Disability Issues Yes Heritage/Culture Yes Employment (external to the Council) Yes Planning Policy No Employment (internal) Yes Enforcement No Environmental/sustainability No Transport No Environmental/visual Yes Asset Management Yes Health Yes Health & Safety Yes
Is this a statutory recommendation? No
Is this a key decision? No
Has a risk assessment been undertaken? Yes
Wards affected: All Allerdale wards
Background papers: Report to Executive on 30th August 2006 – (KMAG – Options for Future Development, Ownership and Operation) Report to Executive on 20 December 2006 – (Heritage Projects in Allerdale) Paper to CMT on 29th April 2008 – (Status Report on Allerdale Museum Service)
Page 187 Appendix 1
KMAG Enhancement Project
Key Elements
- Full restoration of the building with sensitive extensions and alterations made to bring the museum up to a modern standard, with full DDA compliance.
- Provision of a dynamic new interpretive experience for visitors and residents relating to the story of Keswick and the Northern Lakes’ natural and cultural heritage (an important theme will be the mountaineering heritage of the area which would be jointly presented by KMAG and the Mountain Heritage Trust).
- Restoration and preservation of the unique Victorian flavour of the main museum gallery, interpreting it as a ‘museum of a museum’.
- Provision of a state-of-the-art flexible exhibition space to host local, regional and national exhibitions of art, science, social and national history.
- Significantly improved access to the collection through better physical storage and display, the creation of a dedicated research room, development of a publicly accessible online catalogue and an active outreach programme.
- Substantially improved (to current museum best practice) collection management, documentation and storage.
- Significantly improved environmental and security conditions, incorporating energy efficient technologies.
- Provision of a range of new visitor facilities (including toilets, café, shop) for users of KMAG as well as neighbouring Fitz Park and the Keswick Leisure Centre.
- Provision of a new entrance and visitor orientation space.
- Commissioning of a public art project (possibly a themed sculpture trail from the town centre), including a major work incorporated into the design of the new extensions.
- An enhanced base for the Keswick Learn2Earn Centre, which will deliver a range of skills-based training opportunities (from Skills for Life up to NVQ Level 2 etc, including tourism industry related courses) for local people, hard-to-reach and disadvantaged groups. The Learn2Earn Centre will also provide careers advice, guidance and support and access to work placement opportunities. A range of activities and events with a heritage focus will also be delivered through the centre in partnership with the Learning & Skills Council, Lakes College West Cumbria and the Keswick Area Partnership.
Page 188 - Extended opening (7-days per week) throughout the year with evening programming and plenty of education use.
- It is also expected that around 9 FTE jobs would be created through the scheme.
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Page 190 Agenda Item 10
Allerdale Borough Council
Executive – 9 July 2008
Mining Issues
The Subject of the Decision To review the Council’s current approach on mining issues related to development.
The Reason for the Decision The review is as a result of customer comments and officers experience in operating the current approach.
Recommendation That members consider the current approach and the recommended revised approach as set out in paragraph 5.0 of this report.
Environmental Implications Investigations on development proposals result in assessment and mitigation of environmental risk.
Community Safety Implications None
Financial/Resource Implications None
Human Rights Implications None
Employment Implications None
Health & Safety and Risk The recommended approach will prevent Management Implications undue health and safety risk and protect the Council from risk.
Wards Affected Moss Bay, Harrington, St Johns, Moorclose, St Michaels, Ellenborough, Netherton, Ewanrigg, Aspatria, Clifton, Broughton, Seaton, Flimby, Broughton Moor and Dearham.
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The Contribution this Decision would This should help Allerdale be a great place to make to the Council’s Key Aims live and work.
Is this a key decision No
Portfolio Holder Councillors G Scott and S Standage
Lead Member of Staff Mr P A Daley Environmental Health Unit Manager Tel: 01900 702786 [email protected]
(A detailed listed of implications is appended to the report)
1.0 Introduction
This report concerns a review of the current approach to dealing with mining risks as part of development proposals.
The West Cumbrian coalfield has been extensively worked, with mine shafts, addits and shallow mine workings across much of the coalfield area. There are numerous recorded mine features in mining records, but in addition, unknown workings are occasionally discovered.
The risks associated with mine gas is a material factor in considering planning applications and is relevant in building regulation. Mining is also considered as part of the contaminated land regime which is a statutory function of the Council. The potential problems associated with building in mining areas are subsidence, emission of mine gas and stythe gas. Mine gas contains methane which is explosive. Stythe gas has high levels of carbon dioxide and reduced oxygen which may result in asphyxiation.
2.0 The Current Approach
The current policy on dealing with mine gas risks as part of applications for development was developed by Corporate Overview and Scrutiny Committee in June 2006 and its recommendations were approved by Executive on 19 July 2006. This approach was based on the best information available at that time and the absence of definitive national planning guidance.
2.1 The current policy is:
a) For new buildings the Council requires a desk study for all proposed developments in high risk areas.
Page 192 b) For extensions to existing buildings in high risk areas, the Council give developers the option of either carrying out a desk top study or installing appropriate gas mitigation measures.
c) For extensions to existing buildings in known mine gas areas (parts of Frostoms, Great Broughton and Victoria Road area of Workington) the Council require a desk study.
2.2 This Committee considered an extensive amount of information in 2006 which is currently still relevant.
High risk areas are those within 250 metres of a mining feature. Since that time the Construction Industry Research and Information Association (CIRIA) Report 149 has been replaced by report 665. This report has changed the way in which flow rates for mine gasses are considered. The flow rates are now a more important factor in assessing the risk and selecting the appropriate type of remediation.
3.0 Experience from Current Approach
The Council have been operating the current policy for two years. The policy for new developments has operated with minimal problems. The approach to extensions, however, has been problematic as follows:
a) Extensions have had gas mitigation measures such as gas proof membranes fitted, but the existing building has been unprotected.
b) There have been some difficulties in tying the gas mitigation measures into the existing building.
c) Small extensions do not need planning consent and are therefore not considered.
d) About 30% of extensions are carried out by a building notice whereby work can start within 48 hours. This results in extensions being built without consideration of the mine gas risk.
e) There is some doubt about the effectiveness of gas proof membranes which have been installed by non-specialists and therefore without a guarantee.
f) Many applicants and agents have queried the need for desk studies or gas mitigation in extensions when the original building is unprotected and because of the cost and time delay.
4.0 Review
In the light of two years experience implementing the current approach it is clear to officers in Planning, Building Control and Environmental Health that the approach has not been working effectively for extensions. There is still no consistent approach to this nationally. It is felt that the Council’s approach to extensions should be reviewed. The legal responsibility for ensuring that a development is safe rests with the developer. The Council needs to strike a balance between dealing with risk and allowing development to proceed.
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4.1 It is likely that permitted development rights will be extended nationally so that planning consent will not be needed for some extensions. During discussions between officers suggested improvements to the system would be to register planning applications only once full information has been received and to send letters to applicants for extension in high risk mine gas areas pointing out the potential risks and giving advice on assessing the risk. The information received prior to registration would include assessment of mine gas risks where appropriate. Both of these changes would put the onus more on the developer.
5.0 Recommendations
Members are asked to consider the following recommendation from officers in relation to mine gases:
1) For new buildings the Council require a desk study for all proposed developments in high risk areas (as existing).
2) For extensions to existing buildings in high risk areas and known mine gas areas the Council do not require developers to carry out a desk top study or install gas mitigation measures but merely inform the developer of the risk and provide advice.
6.0 Discussions
The officers’ recommendations have been developed during discussions between planning, building control and environmental health staff. Corporate Overview and Scrutiny Committee have been consulted on this matter at their meetings of 2 May and 6 June and agreed the recommendations. The suggested revised approach can still be considered to be in line with DEFRA guidance (CLRII) and the Councils’ contaminated land strategy. Because of the lack of any definitive national guidance on the detailed aspects of this and the inconsistency between local authorities, the current Allerdale approach could be considered to hinder development. In 2007 in Allerdale Borough Council, 107 applications for extensions and 72 new build applications have had planning conditions imposed for mine gas risks. When changing this approach there is the possibility that previous applicants may question any changes in policy and complain to the Council. The legal view is that the Council can defend any change in policy provided that the change can be justified and that the policy is based on the best available information at the time.
P A DALEY ENVIRONMENTAL HEALTH UNIT MANAGER
file ref.miningissues.pad.pf date.9 July 2008
Page 194 Report Implications
Please delete where applicable.
Community Safety Y/N Sport Y/N Financial Y/N Leisure Y/N Legal Y/N Tourism Y/N Social Inclusion Y/N E-Government Y/N Human Rights Y/N North West Regional Y/N Youth Issues Y/N European Y/N Ethnic Minority Issues Y/N National Y/N Older People Issues Y/N Partnership Y/N Disability Issues Y/N Heritage/Culture Y/N Employment (external to the Council) Y/N Planning Policy Y/N Employment (internal) Y/N Enforcement Y/N Environmental/sustainability Y/N Transport Y/N Environmental/visual Y/N Asset Management Y/N Health Y/N Health & Safety Y/N
Is this a statutory recommendation? Y/N
Is this a key decision? Y/N
Has a risk assessment been undertaken? Y/N
Wards affected: Moss Bay, Harrington, St Johns Moorclose, St Michaels, Ellenborough, Netherton, Ewanrigg, Aspatria, Clifton, Broughton, Seaton, Flimby, Broughton Moor and Dearham.
Background papers Report to Corporate Overview and Scrutiny Committee 30 June 2006
Page 195 This page is intentionally left blank
Page 196 Agenda Item 11
Allerdale Borough Council
Development Panel – 8 July 2008 Executive – 9 July 2008
Draft River Derwent Catchment Flood Management Plan : Consultation
The Subject of the Decision Draft River Derwent Catchment Flood Management Plan
The Reason for the Decision To allow comments to be made in response to the consultation
Recommendation That the highlighted comments be approved for sending to the Environment Agency
Environmental Implications The Catchment Flood Management Plan seeks to protect the environment of the river catchments
Community Safety Implications The Catchment Flood Management Plan includes proposals for flood management and therefore has implications for public safety
Financial/Resource Implications The Council contributes to the maintenance of flood defences (Maryport) and contributes to the “Making Space for Water” process, from existing budgets.
Human Rights Implications None
Employment Implications None
Health & Safety & Risk Management The Catchment Flood Management Plan has Implications safety and risk management implications
Wards Affected All
Page 197 The Contribution this Decision would None direct make to the Council’s Key Aims
Is this a Key Decision No
Portfolio Holder Cllr Margaret Jackson
Lead Member of Staff Richard Evans, Planning Policy Manager [email protected] Tel: 01900 702765
(A detailed listed of implications is appended to the report)
1.0 Introduction
1.1 The River Derwent Catchment Flood Management Plan (CFMP) is one of 76 Catchment Flood Management Plans the Environment Agency are currently producing throughout England and Wales. A Catchment Flood Management Plan is a high level strategic planning tool for the Agency through which they hope to work with other key decision makers, to explore and define sustainable policies for flood risk management in a river catchment.
1.2 Preparing the Catchment Flood Management Plan has involved analysing the flood risk to identify the size and location of various influences that impact upon the flooding regime. Improved understanding of the catchment has helped the Agency to divide it into “Policy Units”, and to assign each unit a broad policy.
1.3 The Draft Management Plan does the following:
• Outlines the Agency’s understanding of the catchment • Describes the suite of broad management policies available • Defines the Policy Units, and; • Ascribes a broad policy and an Action Plan to each Policy Unit.
1.4 Although this Catchment Flood Management Plan is called the “River Derwent Catchment Flood Management Plan”, it covers a wider area than the catchment of the River Derwent, it also covers the catchments of the Rivers Ellen, (Maryport), Wampool and Waver in northern Allerdale. The Catchment Flood Management Plan therefore covers virtually the whole of Allerdale, (plus small areas outside Allerdale) except for a small area in the Sebergham / Welton area which is part of the River Eden catchment, and a small area around Bowness on Solway.
Page 198 2. History of Flooding
2.1 Recorded historic floods have tended to be on the River Derwent, probably because the towns along it sustain the greatest damage and had the means of recording them e.g. newspapers. Even so, there have been serious flooding incidents in other river systems, e.g. Wigton, Allonby, even though the records of such are fewer.
2.2 Historical analysis carried out in 2000 suggests that the events of 1898, 1938, 1918 and 1932 may be considered the severest four events on record for Cockermouth, whilst in Keswick the events of 1822, 1831, 1861 and 1985 are the worst. It is interesting to note that none of these dates coincide for the 2 towns. The table below shows the 10 worst floods in Cockermouth and Keswick. Prior to the 1950’s these were ungauged and so the severity of floods before then is a matter of judgement from the records.
Cockermouth Keswick
Event Rank Event Rank
November 1898 1 February 1822 1 July 1938 2 February 1831 2 October 1918 3 November 1861 3 December 1932 4 January 2005 4 February 1852 5 December 1985 5 November 1761 6 October 1954 6 January 2005 7 January 1883 7 October 1977 8 November 1898 8 January 1995 9 January 1995 9 October 1968 10 July 2004 10
2.3 Events on the Derwent Glenderamackin, Cocker and Ellen show a marked seasonal pattern. On the Derwent 75.1% of floods occur in the period October – January. Large summer floods are very few. Several floods of the Derwent are described as having a snowmelt component but not surprisingly, the main cause is heavy rainfall over a short period of time.
2.4 It is difficult to say whether flooding caused by insufficient sewer capacity and poor drainage systems has become worse as development has increased but planning policy is heavily weighted against development which might cause or exacerbate flooding. The financial consequences of flooding are also more severe for most properties now than historically because of the greater value of infrastructure and contents.
2.5 Other towns are at risk; Wigton, Workington, Maryport, but the numbers of properties are smaller.
2.6 Of course, floods also pose a risk to life. In an area where large numbers of people are enjoying the outdoors this is a particular issue. Campers, caravans and countryside users are therefore particularly at risk.
Page 199 3. Current Flood Management Policy
3.1 The Environment Agency has generally sought to manage flood risk. Significant flood defence schemes exist in Keswick, Cockermouth and Maryport and these have had a significant effect but they are not proof against flooding in all circumstances. Other defences exist at Blennerhasset, Cocker system, Derwent system, Ellen system, Glenderamackin, Marron system, Wampool system, Waver system and Wigton. Most, though not all, of these are to protect agricultural land.
3.2 In recent years the emphasis has changed from local, reactive flood defence measures to more strategic options that emphasise flood warning and development control as much as flood protection. The Catchment Flood Management Plan is a part of that changing process. The main management activities in this Catchment Flood Management Plan Area are currently:
• Flood mapping and data management; • Controlling future risk through Development Control; • Flood Defences management and operations delivery; • Flood incident management : ie, forecasting, warnings, Floodline.
3.3 The E.A. maintains the defences at Blennerhasset, Cockermouth, Derwent System, Ellen System, Glenderamackin and Keswick. The Maryport defences are maintained by Allerdale Borough Council.
3.4 At present there are no plans for further flood defences. Below, it will be seen that it is proposed to do further investigative work with a view to further flood mitigation measures, but only in Keswick.
4. The Proposed Broad Management Policies
4.1 The suite of policies the Agency has chosen is in Figure 1 below.
Policy Description P1 No active intervention (including flood warning and maintenance). Continue to monitor and advise. P2 Reduce existing flood risk management actions (accepting that flood risk will increase over time). P3 Continue with existing or alternative actions to manage flood risk at the current level (accepting that flood risk will increase from this baseline). P4 Take further action to sustain the current level of flood risk into the future (responding to the potential increase in risk from urban development, land use change and climate change). P5 Take further action to reduce flood risk P6 Take action to increase the frequency of flooding to deliver benefits locally or elsewhere (which may constitute an overall flood risk reduction, e.g. for habitat inundation).
These policies seem to be a logical expression of the options ranging from virtually nil intervention to maximum intervention to reduce flood risk. However, in
Page 200 ascribing only one policy to each Policy Unit there is potential for inflexibility, the possibility of implementing elements of more than 1 policy in a Policy Unit seems to have been overlooked.
Recommended Comment : To ascribe only one policy to each Unit seems inflexible and could prevent the application of elements of more than one policy to a single Policy Unit.
5. The Proposed Catchment Objectives
5.1 The Catchment Flood Management Plan lists its Generic Objectives as follows:
A : No Harm to Life : e.g. Flood Warnings, Rapid Response B : Maintain Critical Infrastructure : e.g. railway, roads sewerage, water treatment C : Minimise Community Disruption : e.g. number of properties affected D : Protect Cultural Heritage and Landscape : e.g. Scheduled Ancient Monuments, World Heritage Site, Area Of Outstanding Natural Beauty, National Park E : Minimise Economic harm from flooding : e.g. damage to property F : Optimise Expenditure : e.g. priority based expenditure G : Protect Habitats and Species : e.g. Sites of Special Scientific Interest and Special Area of Conservation H : Improve Habitats and Species : e.g. Solway Mosses I : Protect and Improve Geo-morphology : e.g. reduce erosion and sediment deposition J : Protect and Improve Water Quality : e.g. Bassenthwaite Lake
All these are ascribed appropriate Indicators for monitoring purposes. These objectives seem comprehensive and can be supported. The objectives are not given any priority, this is considered appropriate because of the need to be flexible in which objectives to give priority to in any particular situation.
6. Proposed Policy Units
6.1 The Catchment Flood Management Plan defines the proposed Policy Units as follows:
Derwent Catchment :-
• Upper Derwent : including Bassenthwaite Lake, Derwentwater, River Greta, Thirlmere, etc. • Keswick : built up area and infrastructure • Lower Derwent : Bassenthwaite Lake to Workington • Cockermouth : built up area and infrastructure • Cocker and Marron : including Crummock Water, Buttermere, Loweswater, River Marron and Lostrigg Beck • Workington : built up area and infrastructure
Page 201 Ellen Catchment:-
• Ellen System : Over Water to Maryport • Maryport : built up area including Flimby
Wampool/Waver Catchment:-
• Wampool and Waver : whole system except Wigton • Wigton : Built up area and infrastructure
6.2 Except for the urban units these are widely drawn and often cover smaller built up areas, e.g. Aspatria, Silloth, Dearham; where the single, broad management policy, may not be appropriate.
Recommended Comment : The rural policy units are so widely drawn that they sometimes include urban areas (e.g. Silloth, Aspatria, or villages) where the stated preferred policy may be misleading. There is a case for highlighting those areas where a more pro-active policy will be taken, e.g. those places where “Making Space for Water” is appropriate.
7. The Proposed Action Plan
Policy Unit 1 : Keswick
7.1 EA preferred policy is P5 : “Take further Action to Reduce Flood Risk”.
Actions in Order of Priority:
1. Further investigation of detailed flood mitigation measures in Keswick 2. Improve flood warning and forecasting 3. Localised problems to be addressed by “Making Space for Water” 4. Monitor and assess channel maintenance, including gravel extraction 5. Improve drainage infrastructure at Greta Grove 6. Limit development in floodplain and promote resilience to flooding 7. Emergency planning and flood awareness.
7.2 The proposal for E.A. to take further action is welcome and to be supported.
Recommended Comment : That the proposed policy for Keswick be supported and that it is hoped that this can be translated into action as soon as possible.
Policy Unit 2 : Cockermouth
7.3 E.A. preferred policy is P5 : “Take further Action to reduce flood risk”
Actions in Order of Priority :
1. Encourage flood resilience and flood proofing to existing properties and ensure new development is at appropriate floor levels
Page 202 2. Improve flood warning and forecasting services, including education 3. Where localised problems exist promote flood resilience and “Making Space for Water” 4. Monitor and assess River Derwent channel maintenance works including gravel extraction. Assess gravel management across the catchment. 5. Limit new development in the floodplain. Control run-off from new development 6. Emergency Planning and flood awareness.
7.4 Whilst the preferred policy is welcome, the only action listed that might actually reduce flood risk is gravel management and this is unlikely to have a significant impact.
Recommended Comment : Whilst the preferred policy for Cockermouth is supported, it is noted with concern that the only action which could address flood risk, (gravel management), is of relatively low priority and unlikely to have a significant impact anyway. It is suggested that the top priority for Cockermouth should be the same as that for Keswick – “Further investigation of detailed flood mitigation measures”.
Policy Unit 3 : Wigton
7.5 E.A. preferred policy is P5 : “Take further action to reduce flood risk”
Actions in order of priority;
1. Encourage flood resilience and flood proofing of properties and ensure new development is at appropriate floor levels. 2. Assess the possibility of implementing a flood warning system. 3. Consider long term future of the fire station in Wigton and whether re-location would be beneficial. 4. Where localised problems exist, promote flood resilience and “Making space for water”. 5. Limit new development in flood plain. Control run-off from new development. 6. Develop a flood risk plan for Innovia Films site. 7. Emergency planning and flood awareness.
7.6 As in Cockermouth, whilst the overall policy is supported, the proposed Actions do not add up to a strategy to reduce risk of flooding. Priority should again be to investigate further flood mitigation measures.
Recommended Comment : As in Cockermouth we support the overall policy but consider that the actions proposed do not constitute a strategy to reduce flood risk. The actions should include a priority to further investigate detailed flood mitigation measures.
Policy Unit 4 : Cocker and Marron Systems
7.7 Preferred policy is P2 : “Reduce existing flood risk management actions”.
Actions in order of priority :
Page 203
1. Look to reduce maintenance expenditure. Focus future maintenance on known problem areas. 2. Limit new development in floodplain. Control run-off from new development. 3. Encourage farmers take up of Environmental Stewardship grant schemes for more sustainable land management practices. 4. Where localised problems exist, e.g. Bridgefoot, promote flood resilience and “Making space for water”.
7.8 The overall policy here does not reflect the severity of local problems. Whilst there is potential in this Unit to reduce management actions, the overall policy is inappropriate and misleading in certain areas.
Recommended Comment : The preferred policy in Unit 4 does not reflect the severity of localised flooding problems e.g. Bridgefoot. A caveat should be added to the policy, or greater priority given to mitigation and risk reduction measures in the localised problem areas.
Policy Unit 5 : Upper Derwent
7.9 E.A. preferred policy here is P6 : “Take action to increase the frequency of flooding to deliver benefits locally or elsewhere (which may constitute an overall flood risk reduction, e.g. for habitat inundation).
Actions in order of Priority
1. Investigate reconnection of floodplains to watercourses to reduce flows reaching Keswick and reduce sediment. 2. Review effectiveness of current defences and maintenance works. 3. Review flood warning and forecasting for vulnerable villages. 4. Limit new development in floodplain. Control run-off from new development. 5. In localised problem areas, e.g. Rosthwaite, Braithwaite, promote flood resilience and local works by “Making Space for Water”. 6. Promote take up of Environmental Stewardship grants for more sustainable land management practices.
7.10 It is considered that policy here can be generally supported. Making space for water is an appropriate policy for local problem areas as long as the flood warning service is improved.
Recommended Comment : That policy in Unit 5 is generally supported.
Policy Unit 6 : Lower Derwent
7.11 E.A. preferred policy is P2 : “Reduce existing flood risk management actions (accepting that flood risk will increase over time).
Actions in order of Priority
1. Look to reduce maintenance expenditure, and review effectiveness of current maintenance works. Focus future expenditure on problem areas.
Page 204 2. Limit new development in floodplain. Control run-off from new development. 3. Where localised problems exist, e.g. Seaton, Stainburn, promote flood resilience and “Make space for Water”.
7.12 Risk to property in this Unit is minimal and so this policy can be supported.
Recommended Comment : That policy in Unit 6 is supported.
Policy Unit 7 : Ellen System
7.13 E.A. preferred policy is P2 : “Reduce existing flood risk management actions (accepting that flood risk will increase over time).
Actions in priority order :
1. Look to reduce maintenance expenditure. Review effectiveness of current maintenance works. Focus future maintenance on known problem areas. 2. Limit new development in floodplain. Control run-off from new development. 3. Encourage take up of Environmental Stewardship grants for more sustainable land management practices. 4. Where localised problems exist, e.g. Baggrow/Blennerhasset, Westnewton, promote flood resilience and by “Making Space for Water”. 5. Prepare a more detailed assessment of risk at Allonby and more accurate flood map.
7.14 There remain some serious, though localised, problem areas in this Policy Unit, e.g. Allonby, Blennerhasset. The preferred policy may therefore be seen as inappropriate for these. Again, there should either be a caveat to the policy or greater priority given to mitigation and reduction of flood risk in such areas.
Recommended Comment : The preferred policy does not reflect the severity of localised problem areas such as Allonby and Blennerhasset. A caveat should b e added to the policy or greater priority given to mitigation and reduction of risk in the problem areas.
Policy Unit 8 : Workington
7.15 E.A. Preferred policy is “Continue with existing or alternative actions to manage flood risk at the current level (accepting that flood risk will increase from this baseline).
Actions in priority order :
1. Develop a long term strategy for managing sea-level rise. Catchment Flood Management Plan policy must tie in with Shoreline Management Plan policy. 2. In localised problem areas, promote flood resilience and “Make space for Water”. 3. Limit new development in floodplain. Control run-off from new development.
Page 205 7.16 The flood risk in the Workington Unit is mainly tidal, and so the issue of sea-level rise is crucial here, and we can support the policy and priorities in this policy unit. There will still be pressure for development in this area e.g. Quayside and to prevent any development here would be too restrictive.
Recommended Comment : The policy in Workington is generally supported but it must be remembered that Workington will be the focus for new development in the Borough, being the most sustainable location available, and this will have to be balanced against issues of flood risk in certain areas.
Policy Unit 9 : Maryport
7.17 E.A. preferred policy is : ‘Continue with existing or alternative actions to manage flood risk at the current level (accepting that flood risk will increase from this baseline);.
Actions in priority order :
1. Develop a long term strategy for managing sea-level rise. Catchment Flood Management Plan policy must tie in with Shoreline Management Plan policies. 2. Maintain existing flood defences in Maryport. (Allerdale Borough Council). 3. Where localised problems exist in this area; e.g. Flimby, Gill Beck, to promote flood resilience and by “Making space for Workington” 4. Limit new development in floodplains. Control run-off from new development.
7.18 There are important (and new) flood defences in Maryport which must be maintained, and the overall policy can be supported. However, as in Workington, many sites subject to flood risk will also be subject to development pressure and it will not be possible to be very restrictive in such otherwise sustainable locations.
Recommended Comment : As in Workington policy is generally supported but Maryport will also be a focus for sustainable development and to prevent development in flood risk areas may be too restrictive.
Policy Unit 10 : Wampool and Water
7.19 Preferred E.A. Policy is : “To reduce existing flood risk management actions (accepting that flood risk will increase over time).
Actions in Priority Order :
1. Look to reduce maintenance expenditure. Review effectiveness of current maintenance works. Focus future expenditure on problem areas. Work with community to look at long term future of pumped drainage in this area. 2. Limit new development in floodplain. Control run-off from new development. 3. Develop a long term strategy for managing sea-level rise for communities such as Kirkbride. Catchment Flood Management Plan must tie in with Shoreline Management Plan policies in estuaries.
Page 206 4. Encourage take up of Environmental Stewardship Grants for more sustainable land management practices. 5. Work with environmental groups to improve the status of the South Solway Mosses S.A.C. and maintain the Area of Outstanding Natural Beauty.
7.20 The Agency considers that they spend a disproportionate part of their budgets in this area, much of it on the costs of maintaining land drainage pumping stations. However, it may prove more difficult than envisaged to reduce expenditure in this area. The implications of reducing the drainage regime or even passing on the maintenance of pumping stations will have to be carefully considered and may not be easily carried out.
Recommended Comment : The EA’s aspirations to reduce management actions and expenditure here may not be easily realised.
8. Conclusion and Next Steps
8.1 The Derwent Catchment Flood Management Plan will determine the future implementation of flood risk management in the catchment. It is also crucial guidance and evidence for Allerdale Borough Council in the preparation of the Local Development Framework.
8.2 Catchment Flood Management Plans represent the first step in the flood risk management process as below:
Catchment Flood Management Plan
Catchment Flood Management Strategies : examine flooding in more detail and how it can be addressed.
Catchment Flood Management Solutions Detailed design of Solutions
Implementation
The Catchment Flood Management Plan sets the context for the whole flood management process and is therefore perhaps the most important of these steps.
Page 207 8.3 It is anticipated that there will be further consultation in the preparation of the next 2 steps.
David Martin
Director of Partnership and Community
DM/RE/rs 20.06.08 REPORTS/re.exec.devpanel.catchmentfloodmanagemnetplan.june08
Page 208 Report Implications
Please delete where applicable.
Community Safety Y Sport N Financial N Leisure N Legal N Tourism N Social Inclusion N E-Government N Human Rights N North West Regional N Youth Issues N European N Ethnic Minority Issues N National N Older People Issues N Partnership N Disability Issues N Heritage/Culture N Employment (external to the Council) N Planning Policy N Employment (internal) N Enforcement N Environmental/sustainability Y Transport N Environmental/visual Y Asset Management N Health Y Health & Safety Y
Is this a statutory recommendation? No
Is this a key decision? No
Has a risk assessment been undertaken? No
Wards affected All
Background papers: River Derwent Catchment Flood Management Plan
Page 209 This page is intentionally left blank
Page 210 Agenda Item 12
Allerdale Borough Council
Executive – 9 July 2008
Statement of Intent for Regeneration in Cumbria
The Subject of the Decision For Members to agree on the Allerdale Borough Council response to the consultation on a Statement of Intent for Regeneration in Cumbria
The Reason for the Decision To enable a response to be provided to Cumbria Vision before the deadline of 31 July 2008
Recommendation That Allerdale Members note the details of the Statement of Intent and agree to the suggested response to the consultation outlined at 3.1 in the report.
Environmental Implications A Single Delivery Body for Regeneration in Cumbria is likely to have significant positive environmental impact across the whole of Cumbria.
Community Safety Implications Future programme of support delivered through the new organisation are likely to have a positive impact on Community Safety
Financial Implications None
Human Rights Implications None
Employment Implications None
Health & Safety Implications None
Wards Affected All Wards
The Contribution this Decision would This decision would contribute towards the make to the Council’s Key Aims Councils consultative and civic leadership role.
Page 211
Portfolio Holder Margaret Jackson
Lead Member of Staff Charles Holmes Head of Regeneration Tel: 01900 702959 E-mail: [email protected]
(A detailed listed of implications is appended to the report)
1.0 Introduction
1.1 The Borough has been in discussion with key Cumbria Partners over recent months with a view to enhancing regeneration delivery in Cumbria. This work has cumulated in a Statement of Intent, circulated for consultation by Cumbria Vision. A copy of the Statement of Intent is attached at appendix 1 to this report.
2.0 Statement of Intent for Regeneration in Cumbria
2.1 The Statement of Intent is structured in 6 areas: • Introduction • The Current and Agreed Position • Economic Strategy and Commissioning • Delivery Arrangements • Other Issues • Next Steps
2.2 Introduction – This section outlines the background to the work to date, including some of the recent government thinking and rationale that has led to the necessity to look at the way in which Regeneration is structured and delivered in Cumbria. This rationale includes the publishing of the Government’s Sub National Review of Economic Development and Regeneration (SNR) together with the Comprehensive Spending Review (CSR), which has increased the need for the delivery of Regeneration to be more cost effective with much closer working and involvement of local communities.
2.3 The Current Agreed Position – This section covers 6 key principles for change. These are : • An Economic Strategy rationalised at Cumbria Level • The delivery of Cumbria’s strategic priorities should be managed through 4 distinct, non-incorporated local leadership Boards (Vision Boards) for Barrow, Carlisle, Eden South Lakeland, and West Cumbria
Page 212 • A project director with a dedicated project team should be put in place for each of the four areas – accountable to the local “Vision Board”. • An agreement for County and District Council’s to share back-office functions and specialist skills including a pool of project staff, established through the creation of a new economic regeneration unit, which will also carry out accountable body functions. • Any new arrangement should not compromise the West Coast’s urban regeneration status and West Lakes Renaissance should remain a legal entity • The transition of these arrangements should be speedy without being disruptive of existing programmes. April 2009 should be the target date for everything to be in place.
2.4 Economic Strategy and Commissioning – Outlining how the new arrangements will improve and develop economic performance, and policy alignment.
2.5 Delivery arrangements – More detail of the 4 way split into non-incorporated local leadership boards. In terms of West Cumbria, it is outlined that a Task and Finish group has been established comprising representatives fro CCC, Allerdale and Copeland Council’s, West Lakes Renaissance, Cumbria Vision and NWDA. The work of the group will develop the way forward in line with the Energy Coast Leaders Group. It is thought that the whole of West Cumbria including rural parts of Allerdale and Copeland need to be considered and that the breadth of the Energy Coast agenda goes beyond the scope of the URC’s responsibilities. More detail is to be worked up, in terms of likely structure including findings from the mid-term evaluation of West Lakes Renaissance.
2.6 Other Issues – It is proposed that CCC will provide the accountable body role for NWDA funding supporting the Cumbrian programmes; that a central projects team be established covering – employment sites, land remediation, Rural Development Programme for England, Social Enterprise support, and the marketing and promotion of craft, giftware and local food and drink sectors
2.7 Next Steps – Key milestone dates are attached at annex 1 and a list of consultees is attached at annex 2 of the Statement of Intent. Consultees are asked :
• Do you agree with the six principles set out above ?
• Are you content with the target date for implementation of 1 April 2009 ?
• Are there economic development activities beyond those included in the current proposals (e.g. Invest in Cumbria, Cumbria Tourism, and Enterprise Agencies) that should be considered for inclusion in an integrated delivery body at some point ?
Page 213 3.0 Consultation response
3.1 The suggested response to the consultation from Allerdale to the questions above at 2.7 is:
• Yes, Allerdale agrees with the 6 key principles set out in the Statement of Intent. We look forward to working closely with Cumbria Vision, CCC, the NWDA and through the work of the Task and Finish Group, to bring about effective change in the way Regeneration delivery is organised in West Cumbria. This must take into account and be aligned with both the needs of the rural communities and the implementation of the Energy Coast Masterplan.
• Yes, Allerdale agrees with the target date set for 1 April 2009, but suggests that a “shadow” proposal is implemented sooner to enable a smooth transition.
• Yes, there are other economic development activities that should be included in the new arrangements; however it would not be prudent for these arrangements to be in place from the 1 April 2009. Work towards such arrangements should be undertaken incrementally and once the delivery arrangements for regeneration delivery have been embedded.
4.0 Recommendation
4.1 It is recommended that Members note the details of the Statement of Intent and agree to the suggested response to the consultation outlined at 3.1 above.
Charles Holmes Head Of Regeneration
file ref date
Page 214 Report Implications
Please delete where applicable.
Community Safety Y Sport N Financial N Leisure N Legal N Tourism Y Social Inclusion Y E-Government N Human Rights N North West Regional Y Youth Issues Y European Y Ethnic Minority Issues Y National Y Older People Issues N Partnership Y Disability Issues N Heritage/Culture Y Employment (external to the Council) Y Planning Policy Y Employment (internal) N Enforcement N Environmental/sustainability Y Transport N Environmental/visual Y Asset Management N Health Y Health & Safety Y
Is this a statutory recommendation? N
Is this a key decision? N
Has a risk assessment been undertaken? N
Wards affected ………All………………………………………………………………………..
Background papers …Statement of Intent attached at appendix 1 .
Page 215 This page is intentionally left blank
Page 216 4th June 2008
Dear Partner
STATEMENT OF INTENT FOR REGENERATION IN CUMBRIA
We are pleased to let you have the attached statement of intent on how we as key Cumbria partners are planning to enhance regeneration delivery in Cumbria.
There is still much for us to do working closely with all the Local Authorities, English Partnerships and others, but we are determined that Cumbria should be seen within Cumbria and by both the NW region and Government as "fit for purpose" to drive forward the regeneration of the area, in line with Government policy that is developing around the Sub National Review on economic development and regeneration (SNR).
This statement has been developed following extensive discussions between partners across Cumbria and we would like your views on the proposals by the end of July please.
We would be grateful if you would send your comments to:
Richard Greenwood Chief Executive Cumbria Vision Enterprise House Gillian Way Penrith Cumbria CA11 9BP
Yours sincerely
Peter Stybelski Roger Liddle Steven Broomhead Chief Executive Chairman Chief Executive Cumbria County Council Cumbria Vision NWDA
Cumbria Vision Enterprise House, Gillan Way, Penrith 40 Business Park, Penrith, Cumbria CA11 9BP Telephone: +44 (0)1768 861316 Fax: +44 (0)1768 861346 www.cumbriavision.co.uk
Cumbria Vision Ltd Registered Office: Enterprise House, Gillan Way, Penrith 40 Business Park, Penrith, Cumbria, CA11 9BP Registered in England: No: 05773805 Page 217 STATEMENT OF INTENT FOR REGENERATION IN CUMBRIA
Introduction
1. For some time now Northwest Regional Development Agency (NWDA), Cumbria County Council (CCC) and Cumbria Vision (CV) have been leading discussions about the most effective mechanisms for regeneration delivery in Cumbria. Whilst these discussions were initiated by NWDA in early 2007, the publication of the Government’s Sub National Review of Economic Development and Regeneration (SNR) in July last year together with the Comprehensive Spending Review (CSR) have increased the need for Cumbria to agree on a new way forward on delivery as competition for reducing resources is becoming stronger and Government has set out a clear direction of the need for neighbouring areas to work closely together. Cumbria now has an opportunity in economic regeneration to build on the successful collaboration established through the preparation of its 2007 Local Area Agreement and the emerging Cumbria Economic Plan.
2. The NWDA invited Cumbria’s Local Authorities and Cumbria Vision to establish a consensus in the County on the way forward for this collaboration. This culminated in the Chairman of Cumbria Vision, Roger Liddle, writing to NWDA on 4 March setting out future principles for how Regeneration effort in the County should be structured. Subsequent discussions between NWDA, CCC and CV have led to an outline agreement on the way forward and this statement of intent sets out how the three partners wish to implement the proposals with effect from 1 April 2009 and what work is required in the interim to make it all happen.
3. Whilst the proposals are likely to impact on the work of many of the people and organisations that are currently involved in economic development and regeneration, NWDA, CCC and CV want to make it clear that the primary aim is to enhance delivery arrangements in Cumbria to make them fit for purpose in a post- SNR environment and to ensure continued economic growth in Cumbria. This is not a “cuts” exercise; it is about the enhancement of Cumbria’s collective capacities for regeneration. A full period of staff consultation will be built into the implementation programme.
4. This statement of intent sets out the six key principles that have been agreed to date by all the partners, including all the Local Authorities, as well as giving an indication of the current position on progress to date. It also sets out what needs to be achieved across Cumbria to enable everything to be in place by 1 April 2009.
The Current Agreed Position
5. Roger Liddle’s letter of 4 March set out the following six key principles for change on which key Cumbria stakeholders are agreed: x Economic strategy and the commissioning of priority actions that arise from that strategy should be rationalised at Cumbria level: the relevant staff in the County Council and County funded bodies, Cumbria Vision and the NWDA should be
Page 218 brought together in a single organisation responsible for strategy. The Board of Cumbria Vision should be strengthened. x The delivery of Cumbria’s strategic priorities should be managed through four distinct non-incorporated local leadership Boards (“Vision Boards”) for Barrow, Carlisle, Eden and South Lakeland, and West Cumbria. x A Project Director with a dedicated project team of officers should be put in place for each of these four areas who is accountable to the local “Vision Board” (not Cumbria County Council, the district Council, Cumbria Vision or the NWDA, though these bodies will naturally all be represented on the local leadership Board). x County and District Councils are agreed on the need to minimise administrative and other costs in the management of these four project teams through sharing of back office functions and a County wide pool of specialist skills, including a pool of project staff, who can work with each of the Project Directors on a flexible basis. This will be achieved through the establishment of a new economic regeneration unit under the leadership of the County Council providing services to the four local leadership boards and project teams as required. It will also carry out accountable body functions. x Any new arrangements should not compromise the West Coast’s urban regeneration status and West Lakes Renaissance should remain a legal entity. x The transition to these new arrangements should be speedy without being disruptive of existing programmes. April 2009 should be target for everything to be in place.
Economic Strategy and Commissioning
6. Cumbria Vision, Cumbria County Council and NWDA will work together to bring forward proposals as to how their respective resources in this area can be brought together in an integrated and coordinated manner in a step by step way. It is important to align resources as much as possible in order to ensure that the range of individual expertise working within Cumbria benefits more effectively the whole, reduce unnecessary duplication and speed up the decision making process. The new integrated arrangements will be responsible for effectively improving and developing the following.
Economic performance:
x Analyse, interpret, report and advise on Cumbria’s Economic performance x Secure agreement to the Cumbria Economic Plan x Identify need and opportunities for intervention, spot gaps in provision and oversee "commissioning” of projects x Agree the specific outputs required to drive the important priorities in each delivery area and each strategic action plan x Prioritise the projects for approval by the Cumbria Vision Board x Liaise and negotiate with Funding Organisations
Page 219 x Secure the effective engagement of the private sector at the strategic level x Performance monitor projects / programmes, both their financial performance and outputs x Ensure an efficient and speedy project approval procedure within Sub National Review arrangements x Build on the success of the County’s existing marketing strategy to inward investors x Ensure the appropriate engagement of the Homes and Communities Agency (HCA) in these new arrangements
Policy alignment:
x European Policy Matters and funding opportunities linked to Regional and Cumbrian priorities x Lead as the Thematic Partnership for the economy within the Cumbria Strategic Partnership and on the Local Area Agreement x Ensure the effective governance of programmes capable of meeting delegated arrangements within the Sub National Review.
Delivery Arrangements
7. Outline proposals for the way in which each of the six principles of agreement will be rolled out are set out below. A detailed implementation and transition plan will be prepared. All public sector partners will then work towards the delivery of the plan from April 2009.
8. It needs to be recognised, however, that the way in which the principles of agreement are implemented will vary depending on local circumstance, needs and opportunities of different parts of Cumbria. The following reflects the current local circumstances and sets out what needs to be achieved before 1 April 2009. It is clear that a “one size fits all” approach is not appropriate but what is critical, to enable resources to be maximised and effective delivery to be achieved, is the need for partners to work within the agreed overall framework.
Barrow
9. NWDA is leading discussions in Barrow to refocus the Barrow Task Force into the vision board for the area. The new board will need to agree the scope of its work and board membership will need to address private sector representation and as with West Cumbria the new board could embrace those private sector representatives currently involved in the WLR Board. BAE Systems has recently expressed an interest in assisting with the formation of this Board and, given the changing circumstances in the area as a result of a more promising order book for BAeS, this offer should be accepted.
10. It is expected that the delivery arrangements for Barrow will embrace the current approach involving staff employed by CCC to deliver the WLR programme, the County Council’s projects team and Barrow Borough Council staff. The capacity and the scale of support available in Barrow will need to reflect the transformational
Page 220 agenda for Barrow and the need to ensure that the area can capitalise on the potential scale of activity anticipated at the shipyard.
11. As with West Cumbria (see below) future arrangements will need to build on the findings of the WLR mid-term evaluation.
Carlisle
12. The Carlisle Renaissance Board (in effect the vision board for the city) has now been established and Chairman appointed and is likely to meet for the first time in June. The arrangements for this Board could provide the basic model that the other areas in Cumbria could follow.
13. A Programme Director has now been appointed to lead the delivery team. Work needs to be undertaken to assess the required capacity of the team to deliver a programme of the scale of Carlisle Renaissance. The arrangements for support from the County Council’s central projects team also needs to be assessed.
East and South Cumbria
14. It is suggested that a task and finish group be established to determine how both a vision board and delivery team can be established in this area.
15. The task and finish group will have to take into account the imminent closure of the Cumbria Rural Action Zone (CRAZ) which has provided much of the funding for rural initiatives in the area over the last few years. The CRAZ will not be replaced although the Rural Development Programme for England is now coming on stream. In effect, rural issues have now been mainstreamed. There is a recognised opportunity for part of the County Council’s central projects team to enhance the delivery arrangements for all rural areas.
West Cumbria
16. A task and finish group has been established, comprising representatives from CCC, Allerdale and Copeland Councils, West Lakes Renaissance (WLR), Cumbria Vision and NWDA, to develop the proposals for West Cumbria. The work of the group will develop the preferred way forward identified by the current Energy Coast Leaders’ Group which builds on the existing WLR arrangements and involves the establishment of a new Public/Private Partnership body for West Cumbria based broadly on the existing West Cumbria Leaders’ Group, existing West Cumbria-based WLR board members and supplemented by extra private sector representation.
17. Two of the main factors influencing the Leaders’ Group decision were: x the need for the whole of West Cumbria, including rural parts of Allerdale and Copeland, to be considered; x The breadth of the Energy Coast agenda which goes beyond the scope of a URC’s responsibilities.
Page 221 18. The final proposals, which are expected in September 2008, will take account of and build on the findings of the West Lakes Renaissance mid-term evaluation that will be undertaken over the next 3/4 months.
19. A Project Director for West Cumbria needs to be appointed as soon as practicable to work on an interim basis to the West Cumbria Leaders’ Group.
20. It is envisaged that the delivery team for West Cumbria will comprise the staff currently employed by Cumbria County Council to deliver the WLR programme, enhanced by other County Council staff as appropriate. The potential for the co- location of the teams in West Cumbria will be considered.
Other Issues
Accountable Body
21. To ensure consistency and compliance with the SNR, it is proposed that CCC will provide be the accountable body for NWDA funding supporting the Cumbrian programmes. Cumbria County Council can provide in a co-ordinated way and to a common standard the following functions:
technical appraisals formal project monitoring claims validation project evaluations reporting and analysis of spend and outputs for programme management risk analysis at project and programme level management accounting financial accounting/statutory accounts/company secretarial cash flow management.
22. Pooling of these services will create efficiencies, avoid duplication, build from the existing skills base and protect the interests of the accountable body. Where there is a need to issue contracts in the name of an organisation other than the County Council then funding agreements will be issued passing on responsibility and risk to that body.
Central Projects Team
23. Cumbria County Council currently employs a projects team that is responsible for: x the delivery of employment site development and infrastructure contracts x land reclamation contracts x the management of the two Rural Development Programme for England programmes in Cumbria x social enterprise development and community based rural infrastructure projects
Page 222 x the marketing and promotion of the craft, giftware and local food and drink sectors
24. As part of the principles of agreement this team will remain a central resource supporting the local delivery teams. Cumbria County Council will give consideration to where this central team should be best based to ensure maximum coordination and impact.
Vision Boards
25. Roger Liddle’s letter of 4 March refers to the establishment of non- incorporated Leadership groups (Vision Boards). Given the establishment of Carlisle Renaissance and the previous existence of West Lakes Renaissance as an established “brand” - and to avoid confusion with Cumbria Vision and its overall strategic role – it is proposed that each of the local area boards should adopt “Renaissance” in its name.
Next Steps
26. The new arrangements are seen by CCC, CV and NWDA as part of a longer term process of improving public sector delivery and enhancing the involvement of the private sector in Cumbria.
27. CCC, CV and NWDA are committed to implementing a harmonised Cumbria- wide approach to regeneration in the sub region from 1 April 2009 – a more detailed set of milestones/key dates is at Annex 1 - and we would like all the key public sector stakeholders to respond to this statement of intent by the end of July 2008 confirming their support and commitment and answering the following questions:
x Do you agree with the six principles set out above?
x Are you content with the target date for implementation of 1 April 2009?
x Are there economic development activities beyond those included in the current proposals (e.g. Invest in Cumbria, Cumbria Tourism and Enterprise Agencies) that should either be considered for inclusion in an integrated delivery body at some point?
28. A list of the partners to whom this statement of intent has been sent is at Annex 2.
Cumbria County Council/Cumbria Vision/Northwest Regional Development Agency
June 2008
Page 223 Annex 1
Milestones/Key Dates
Cumbria Vision letter to NWDA 4 March 2008 West Cumbria Leaders Group agrees way forward 28 March 2008 West Cumbria Vision task & finish group established early April 2008 Cumbria-wide statement of intent issued end May 2008 Barrow Task Force discussions 2 June 2008 Cumbria Vision discussions 3 June 2008 Carlisle Renaissance discussions June 2008 West Lakes Renaissance mid term evaluation brief agreed early June 2008 Eden/South Lakeland Task & Finish Group established June 2008 Cumbria-wide consultation completed end July 2008 WLR mid term evaluation completed mid Sept 2008 Implementation & Transition plan agreed end September 2008 West Cumbria Leaders’ Group, Barrow Task Force, Carlisle Renaissance and Eden/South Lakeland Group agree proposals Oct/Nov 2008 Staff Consultation Nov/Dec 2008 Local Authority and others final approval Jan 2009 Implementation April 2009
Page 224 Annex 2
Cumbria Stakeholders consulted on the Statement of Intent
Cumbria MPs and MEPs 6 District councils Lake District National Park Authority All LSPs WLR EP Housing Corporation GONW Carlisle Renaissance CoC EEF IoD CREA Cumbria Tourism Furness Enterprise West Cumbria Development Agency University of Cumbria Members of Barrow Task Force and West Cumbria Leaders Group
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