Summons to Meeting
Tuesday 19 November 2019
Executive
Wednesday 27 November 2019, 4.00 pm
Cockermouth Town Hall
Membership:
Councillor Marion Fitzgerald (Chair) Councillor Mark Jenkinson (Vice-Chair) Councillor John Cook Councillor Mike Johnson Councillor George Kemp Councillor Paul Scott Councillor Stephen Stoddart
Members of the public are welcome to attend the meeting. If you have any questions or queries contact Gayle Roach on 01900 702502.
Agenda
1. Minutes (Pages 1 - 6)
To sign as a correct record the minutes of the meetings held on the 4 and 16 September 2019.
2. Apologies for Absence
3. Declaration of Interests
Councillors/Staff to give notice of any disclosable pecuniary interest, other registrable interest or any other 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 – submitted in writing or by electronic mail no later than 5.00pm, 2 working days before the meeting.
5. Members' Announcements
6. Quarter 2 Performance Report 2019-20 (Pages 7 - 32)
7. Council Strategy 2020-2030 (Pages 33 - 66)
8. Allerdale Social Impact Investment Fund (SIIF) 2019-20 (Pages 67 - 72)
9. Allerdale Community Lottery (Pages 73 - 88)
10. Refreshed Housing Strategy 2016-2021 (Pages 89 - 142)
Acting Chief Executive
Date of Next Meeting:
Monday 2 December 2019, 5.00pm Cockermouth Town Hall
Agenda Item 1
At a meeting of the Executive held in Council Chamber - Allerdale House, Workington on Wednesday 4 September 2019 at 4.00 pm
Members
Councillor Marion Fitzgerald (Chair) Councillor Mark Jenkinson (Vice-Chair) Councillor John Cook Councillor George Kemp Councillor Paul Scott
Apologies for absence were received from Councillor Mike Johnson and Councillor Stephen Stoddart
Staff Present
I Frost, A Gilbert, N Hardy, L Jardine, C Nicholson, G Roach, A Seekings, S Sewell and P Wood
119. Minutes
The minutes of the meeting held on 6 August 2019 were signed as a correct record.
120. Declaration of Interests
None declared.
121. Questions
None received.
122. Members' Announcements
None received.
123. Quarter 1 Finance Report April to June 2019
The subject of the decision
The Head of Financial Services submitted a report which sought to inform Members on the Council’s financial performance against budget for the period April to June 2019 along with the forecast position to 31 March 2020.
Members noted the headline messages at the end of quarter 1 2019/20, being:
Revenue Budget Expenditure from the revenue budget, excluding projects funded from earmarked reserves, was forecast to exceed budget by £104k This projected outturn position would result in an additional contribution from the Council’s General Fund of £104k
Page 1 Earmarked Reserves Budget Following publication of the 2018-19 outturn position, the budgeted use of Reserves had been increased to reflect the reprofiling of expenditure presented as part of that report There was an adverse variance projected against this updated budget of £3k.
Capital Budget Expenditure from the capital budget was forecast to underspend by £7.165million.
Treasury Management Treasury management activities during the quarter were carried out in accordance with the Council’s treasury management and investment strategies and within the limits established by the approved treasury and prudential indicators for 2019-20 No new external borrowing was undertaken during the three months ending 30 June.
Councillor M Fitzgerald moved that the report be noted; this was seconded by Councillor J Cook. The motion was unanimously agreed.
Alternative options considered
None
The reason for the decision
To inform Members on the Council’s financial performance against budget for the period April to June 2019 along with the forecast position to 31 March 2020.
The decision
Resolved
That the report be noted.
124. Council Plan Quarter 1 Performance Report 2019/20
The subject of the decision
The Policy Manager (Corporate, Performance and Information) submitted a report which sought to advise members on the Council’s performance at the end of Quarter 1 2019/20 as measured by projects/activities and Key Performance Indicators.
A typographical error was highlighted on page 43 of the report, the total figures showing in the table were correct 59 projects/activities and 46 KPIs not as per the text.
Page 2 The Council was on track with 39 of its 59 key projects/activities, 18 areas were being watched, 1 was showing significantly worse than target and 1 key project/activity had been completed in Q1.
There were 46 Key Performance Indicators. 29 of those were on target, 10 were within agreed tolerance of target and 5 were significantly worse than target. 2 were without target.
Councillor M Fitzgerald moved that the report be noted; this was seconded by Councillor M Jenkinson. The motion was unanimously agreed.
Alternative options considered
None
The reason for the decision
To advise Members of the Council’s performance at the end of Quarter 1 2019/20.
The decision
Resolved
That the report be noted.
125. Review of Self-Build and Custom Housebuilding Policy
The subject of the decision
The Policy Manager (Housing) submitted a report which asked members to review and approve an amended Self-Build Custom Housebuilding Policy.
Councillor M Jenkinson moved the recommendations as per the report; this was seconded by Councillor G Kemp. The motion was unanimously agreed.
Alternative options considered
1. To introduce the updates to the Policy as detailed in the report with amendments to local connection and removal of the charging policy for inclusion on the Councils Self-Build and Custom Housebuilding register 2. Do nothing and continue to impose a charging fee and retain the original local connection test.
The reason for the decision
To ensure that the Council had an up to date Self-Build and Custom Housebuilding Policy and details of how the Self-Build and Custom Housebuilding register would be administered.
The decision
Page 3 Resolved
That –
1. The changes to the Self-Build Custom Housebuilding Policy as detailed in the report be approved;
2. The Council continues to support the small grants programme to households on part one of the register.
The meeting closed at 4.17 pm
Page 4 At a meeting of the Executive held in Council Chamber - Allerdale House, Workington on Monday 16 September 2019 at 4.00 pm
Members
Councillor Marion Fitzgerald (Chair) Councillor Mark Jenkinson (Vice-Chair) Councillor John Cook Councillor Mike Johnson Councillor George Kemp Councillor Stephen Stoddart
Apologies for absence were received from Councillor Paul Scott
Staff Present
B Carlin, I Frost, A Gilbert, N Hardy, C Holmes, J Irving, L Jardine, C Nicholson, G Roach, A Seekings, S Sewell and P Wood
163. Declaration of Interests
5. Delivery Options for Waste and Recycling Service. Councillor Mark Jenkinson; Other Interest; Due to a personal relationship associated with the Contractor..
164. Questions
None received.
165. Members' Announcements
None received.
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 paragraphs 3 and 7 of part 1 of Schedule 12 (a) of the Act.”
Councillor M Jenkinson left the meeting
166. Delivery Options for Waste and Recycling Service
The subject of the decision
The Head of Community Services submitted a report which sought members to consider service delivery model options for the waste and recycling service and decide a preferred option.
Page 5 It was confirmed with members that page 17 of the report had been amended showing a revised table of costings from that of the original publication. The amended information had been provided to members in advance of the meeting and the information explained. This was also the case for Appendix 2; an amended document had been provided and discussed with members prior to the meeting.
Councillor M Johnson moved to approve option 3 as a preferred option as detailed in the report and that officers work with FCC to ensure a smooth transition and that officers mitigate the risks as set out in the report, and moved recommendations 2 and 3 as per the report. This was seconded by Councillor G Kemp. The motion was unanimously agreed.
Alternative options considered
Option 1 – continue to use contractor but under a new and more costly arrangement Option 2 – direct delivery (bringing the service back in-house) Option 3 – bringing the service back in-house to be run by local authority company
The reason for the decision
To establish cost effective waste and recycling services in Allerdale, delivering to the needs of the local community.
The decision
Resolved
That –
1. Executive agreed option 3 (to bring the service back in-house to be run by a company owned by the local authority) as a preferred option. Executive requested that officers work with FCC to ensure a smooth transition and that officers mitigate the risks as set out in the report;
2. The additional resources required to deliver the interim solution and support costs up to 31 March 2020 be approved. This sum to be released from existing Earmarked Reserves;
3. That the Head of Service, in consultation with the Portfolio Holder for Environmental Quality and the Leader of the Council, be authorised to develop and implement a business plan (subject to budgetary approval) to deliver the approved option.
The meeting closed at 4.35 pm
Page 6 Agenda Item 6
Allerdale Borough Council
Executive – 27 November 2019 Overview and Scrutiny Committee – 6 December 2019
Council Plan Quarter 2 Performance Report 2019/20
The Reason for the Decision The Council’s performance at the end of Quarter 2 2019/20 as measured by key projects/activities and KPIs
Summary of options considered N/A
Recommendations That Members note the information contained within the report and take action to improve performance where necessary.
Financial / Resource Implications None arising directly from the report
Legal / Governance Implications None arising directly from the report
Community Safety Implications None arising directly from the report
Health and Safety and Risk None arising directly from the report Management Implications
Equality Duty considered / Impact Equality impacts are considered in the Assessment completed development of individual projects and programmes
Wards Affected All
The contribution this decision would This is a performance report on delivery against make to the Council’s priorities the Council’s priorities as set out in the Council Plan 2019-23
Is this a Key Decision No
Portfolio Holder Cllr Marion Fitzgerald
Lead Officer Alex FitzGerald, Policy Manager (Corporate, Performance and Information) [email protected] 01900 702719
Page 7
Report Implications (Please delete where applicable).
Community Safety Y Employment (external to the Council) Y Financial N Employment (internal) Y Legal N Partnership Y Social Inclusion Y Asset Management Y Equality Duty N Health and Safety N
Background papers ………………………… …………………………………………………
1.0 Introduction
1.1 The Quarter 2 Corporate Performance Report for 2019/20 covers the period from 1 July to 30 September 2019.
1.2 The report is based on key projects/activities and key performance indicators set out in the Corporate Business Plan.
1.3 The Corporate Business Plan is built around our Council Plan. For each Council Plan priority theme the Business Plan details key service improvement projects/actions as well as activity to deliver key strategies and plans over the next year, and the key performance indicators that we will use to track our performance. In addition the Business Plan sets out how our significant day to day ‘service activity contributes to achieving our objectives.
1.4 In line with the Council’s Performance Management Framework the Executive and Overview and Scrutiny receive quarterly performance reports based on the Council Plan.
2.0 Council Performance
2.1 The full quarterly performance report is attached as Appendix 1 and contains:
A short overview of our Quarter 2 performance Appendices containing more detail on performance against our priorities, key performance indicators and corporate risks
2.2 In line with the Council’s Integrated Assurance and Risk Strategy, Heads of Service review the risk and issues log on a monthly basis or as required, and report to SMT on existing key risks (those which score 9 and above), risks that have changed significantly and any new and emerging risks/issues, with key risks being reported to
Page 8
the Executive on a quarterly basis. The current Key Risks Report can be found in Appendix C to the Quarterly Performance Report.
3.0 Customer Satisfaction and Service
3.1 Projects within the priority area of ‘Creating a sustainable business’ in the Council Plan relate specifically to customer satisfaction and service.
4.0 Services Delivered as Locally as Possible
4.1 This is an area covered within the Council Plan under the ‘Creating a sustainable business’ priority.
5.0 Finance/Resource Implications
5.1 There are no additional resource requirements arising from this report.
6.0 Legal Implications and Risks
6.1 There are no additional legal implications arising from this report. Any risks will be managed through the Risk Management Strategy and corporate methodology.
7.0 Recommendations
7.1 That Members note the information contained within the report and take action to improve performance where necessary.
Alex FitzGerald Policy Manager (Corporate, Performance and Information)
Page 9 This page is intentionally left blank
Page 10
Quarterly corporate performance report
2019/20 Quarter 2 performance
This performance report summarises our performance during the first quarter of 2019/20 covering the period from 1 July to 30 September 2019. The report contains:
A short overview of our Quarter 2 performance Appendices containing detail on performance against our priorities, key performance indicators (KPIs) and corporate risks
Performance overview
This report contains Quarter 2 progress updates on 58 projects/activities and 46 key performance indicators set out in the Business Plan. The report also updates members on key corporate risk and activity to mitigate those.
Summary of Quarter 1 position Total Red Amber Green Blue Not targeted Projects/activities 58 2 7 48 1 - KPIs 43* 6 7 28 - 2
* We are awaiting data to be able to calculate Q2 figures for 2 KPIs, one KPI has been suspended temporarily.
The attached appendices contain more details about performance on our activities/projects and key performance indicators.
1 Page 11
Projects/activities (Appendix A) 83% of projects/activities are completed or on track
What went well in quarter 2? Local Plan (Part 2) has moved forward - a scheduled of proposed modifications to the Local Plan was published for consultation on 20 September with a deadline for comments on 1 November. All comments will be considered by the Inspector before he publishes his final report. Work to get Curwen Hall off the ‘at risk’ register has moved forward, Heritage England have confirmed the grant offer and works are now programmed to start in late February / early March 2020. The percentage of spend with local Cumbrian suppliers has improved - performance remains above target at 48.6% following a significant focus from the Council's procurement team in engaging with local suppliers and advising them how to participate in tender exercises. The team also developed training workshops for SMEs and supplier engagement days. The Maryport Regeneration Plan is moving forward positively and with two successful expressions of interest for Future High Streets funding and Heritage Action Zone funding – these bids now move to the next stage. An application for funding has also been submitted to the Rural Payments Agency to support improvement works in the harbour area. Work on the Tackling Poverty Action Plan continues including: a Work and Skills Partnership workshop to develop that partnership further; joint agency work on winter warmth promotion within Allerdale; and financial support for the Summer Feed and Read scheme with the County Council. The Allerdale Local Focus Hub has now grown to a partnership of 24 organisations. This quarter resource has been focused on raising awareness of the Hub objectives by hosting two engagement events. The external event was well attended and the PCC attended and provided his support. Project work for the quarter focused on the Knife Crime project, St Michaels ward and Stronger Together Moorclose. 10p swims were funded again and took place during the summer holidays in 4 pools in Allerdale (Workington, Cockermouth, Keswick and Wigton). New exercise classes are being introduced at the Wave centre in October. Workington now has a Pool Pod, which will be used to improve accessibility into the pool for those with limited mobility. Physical activity referral scheme – the pilots in Workington and Wigton are still going well with over 120 people now on the programme and taking part in physical activity as a way of improving a range of health conditions. Funding will end in December, but Workington Leisure Centre have committed to continuing a version of the scheme on a reduced scale with the hope that additional funding can be found until fully self- sustaining. Sport England will be approached for further funding. Environmental enforcement – there has been a borough-wide stencilling/ high profile patrolling programme carried out on dog fouling with Fixed Penalty Notices being issued regularly. This has resulted in lower level of dog fouling in the hotspot areas. A record number of FPNs have been issued for fly tipping incidents posted on social media. 1000 leaflets have been distributed in St. Michael's and St. John's wards, door step education undertaken, along with increased out of hours 'hi-viz' patrols.
2 Page 12
Where are there issues? There were seven projects/activities reported as amber at the end of Q2 and two reported as red. There has been a delay to the ICTIS project start up caused by a challenge to the procurement process. Although this is now resolved, the consent order from the Technology & Construction Court was not received by the Council until mid- September, therefore we have not been able to progress as hoped in Q2. Allonby to Silloth cycle path is progressing with planning consent for the project obtained and a common land application £250k match funding bid submitted. Coastal erosion has meant re-routing some sections of the path, including over a very small section of land owned by United Utilities. Dialogue with U.U. is on-going to secure their consent. Friends of the Lake District and the Open Spaces Society are maintaining their objections to routing the path over an area of Common Land. Public realm improvements incorporating Brow Top, Central Way Underpass and Workington Leisure Centre are running more slowly than originally anticipated, and the total costs of this project have increased which has required additional funding being sought from the LEP, CCC, Workington Town Council and others. Following preparation of detailed schedule of works and cost estimate, the next step will be to go out to tender. Further scaling back of the project may be needed depending on what additional funding is available and these options are being explored. All our Licensed HMO premises are up to date, however we now need to carry out some proactive work and re-visit the existing HMO's we have recorded to establish if they now meet the new licensing criteria. This has not been progressed due to staff resource issues, however, the post is currently being advertised to fill the vacancy. Town centre wifi - the original business case for free wifi in towns was that it would be cost neutral to the Council and a small revenue income may be generated. At the last Programme Board on 10 October it was agreed to engage with CCC to determine whether the project will be picked up again and whether the original business case stands. Implementing new contract arrangements for waste and recycling is flagged as red. The project is now to establish a new delivery model for waste services therefore any changes to services will only follow after this has happened (April 2020). The impact of the changes to local government financing remains unknown as government has yet to detail the changes. The government previously stated its intention to hold a new Spending Review in 2019, covering the period 2020/21 to 2022/23. However, with the current political turbulence around Brexit, it was announced that a one-year Spending Round would be provided, covering the financial year 2020/21; followed in 2020 by a full Spending Review. The spending round 2019 was announced on 4 September 2019. The Medium term Financial Plan will be updated as new information becomes available. Implementation of the new web-based land and property system (Arcus) has experienced significant issues. There are significant inconsistencies in the Arcus 'Built Environment' and 'Regulatory Services' development policies, which are impacting our implementation. These issues have been picked up by transformation and commercialisation board on 10 October.
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Key performance indicators (Appendix B)
60% of reported KPIs are on target
What went well in quarter 2? On target performance in determining minor and major planning applications within the statutory period Spend with local Cumbrian suppliers above target – 48.6% against a target of 42%. Above target leisure centre usage at Cockermouth, by concessionary groups and the over 60s. Homelessness – all homeless decisions made within the statutory timeframe Benefits processing – we continue to exceed targets on processing times for claims 100% of local land change searches carried out within target timeframe Website and social media still showing strong performance in terms of views and followers Council Tax and NNDR collection rates are on target. On target resolution of ICT support calls Above target occupancy rates of the Council’s property portfolio
Where are there issues? 7 KPIs are reported as amber (off target) and 6 as red (significantly off target) Proportion of invoices from local Cumbrian businesses paid within 14 days – 96.9% against a target of 98.0%. Delays to authorising payments have impacted on this KPI, but an improvement on Q1. Proportion of Council spend on goods and services with local (Allerdale) suppliers – 39.5% against a target of 42.0%. Performance has improved on Q1 following a significant focus from the Council's procurement team in engaging with local suppliers and advising them how to participate in tender exercises. Leisure centre usage at Workington was significantly lower than target – the centre is still feeling the effect of two new gyms in the area, membership is down slightly due to this and the fact that the centre is now 3 years old and 'new novelty' period is starting to wear off. Every member who leaves gets a call to monitor reasons for cancelling membership and plans are being looked at to reduce the impact of competition (gym not big enough at peak times is a key reason). A Guide to Leisure Facilities in Allerdale is to be produced in early 2020 and distributed across the Borough. Leisure centre usage at Keswick was slightly below target due to refurbishment work over Q2. Below target successful homeless preventions and relief outcomes – this quarter has been very problematic with issues such as people refusing offers of accommodation and people leaving without leaving an address making it difficult to help people. One programmed private water supply was not sampled in Q2 due to owners’ absence – this has been rescheduled for October and is still on target in terms of statutory targets. 74% of DFGs approved within the target timeframe against a target of 85%. 42 Grants were approved in Q2. 11 were outside of the 12 week target. The Housing Grant
4 Page 14
Officer post has been vacant since May which has resulted in an increase in workload for the 2 Housing Technicians. An increase in referrals and the holiday period has also resulted in longer processing times. Customer satisfaction remains high. Food safety inspections – 93% carried out against a target of 100% representing one Category B inspection not being carried out. Number of new housing completions was 144 against a target of 168. Whilst we make efforts to facilitate completions we are limited in the scope of our influence in this area. Abandoned call rate – 13% against a target of 7%. This has been significantly affected by the volume of calls being received relating to the new waste services. Gradual increase in sickness absence levels from an average of 5.40 days per employee per year in Q1 to 9.16 days in Q2 due to an increase in long term sickness absence cases which is impacting the figures.
Details of actions/interventions being taken to address underperformance where KPIs are red are given under each priority heading and in Appendix B.
Key Corporate Risks (Appendix C)
All strategic risks identified are contained within the Corporate Risk and Issues Log. Key risks (those which score 9 and above) are included in this report. There are currently 18 key risks which have been reviewed by the Senior Management Team. The current Key Risks Report setting out mitigating actions can be found in Appendix C to this report.
The information in this report relates to activity to the end of September 2019.
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Definitions
Projects/activities Key Performance Indicators
Blue Complete
Everything is on target / satisfactory Green progress is being made / no action On, or better than, target required There are some concerns over achieving Worse than target (up to 10% variance) deadlines or outputs / there are issues to Amber - some action may be required to rectify, but plans are in place to get the improve performance project back on track There are significant concerns over Significantly worse than target (>10% achieving outputs / there is serious Red variance) – action required to improve slippage in the timetable / there are major performance issues to rectify
Appendices
A. Key projects/activities B. Key performance measures C. Key corporate risks
6 Page 16 Appendix A - Q2 2019/20 report - activities/projects
Target Q1 RAG 2019/20 Q2 RAG Ref Project/activity timescale/meas Head of Service status Q2 update status ure Economic opportunity and growth 1.1 Implement the ‘strengthening general conditions’ growth actions within the 31/03/2020 Nik Hardy Business Growth Strategy including supporting local entrepreneurial initiatives and The consent order from the Technology & Construction Court was not received by the Council until mid managing the ERDF bid for the Information and Communication Technology Amber September, therefore we have not been able to progress as hoped. The Accountable Body for the Amber Improvement Support Project European funding (Ministry of HCLG) will be undertaking a review of the procurement process.
1.2 Implement the Strengthening Manufacturing offer actions within the Business 31/03/2020 Nik Hardy The next large employers meeting will be scheduled for the Autumn, to discuss the new Council Plan and Growth Strategy such as growing the manufacturing forum and large employer Green Green engagement for the new Administration to meet the employers. 1.4 Work with the Homes and Communities Agency to facilitate the development of 31/03/2019 Nik Hardy/Kevin Short term agreement received from HE in respect of ACP funding for Westfield Drive on 7 August. Report new sites for housing, this may include partnering arrangements with developers. Kerrigan considered by SMT on 22 August setting out terms and conditions of the grant funding agreement and Specific targets will be set for individual sites once identified. Amber options for the Council. Council declined the offer of funding and a letter confirming its decision was sent Green to HE on 30 August. 1.5 Undertake formal consultations and submission to Secretary of State for examination 31/01/2020 Nik Hardy A scheduled of proposed modifications to the Local Plan was published for consultation on 20 September prior to adoption of Local Plan Part 2 in July 2018 to identify sites for development with a deadline for comments on 1 November. All comments will be considered by the Inspector before he Green Green
Page 17 Page and support growth in the borough publishes his report.
1.6 Deliver actions to develop new market and affordable housing as set out in the 2017/21 Kevin Kerrigan/ Nik The Council has confirmed it's position with HE regarding the ACP. SBCB policy has been reviewed and is Housing Strategy including: Hardy being considered at Executive in September 2019. We are currently looking at Council assets for • Maximising housing opportunities to drive economic growth consideration for future housing development. There are current 2 main SBCB sites in Allerdale, Seaton • Developing partnerships to deliver new housing Green and Broughton Moor, there are other small developments in the area and currently the total number of Green • Using Council assets to deliver housing properties classified as SBCB is 74. In additional there are a further 52 individuals plots • Undertaking research and policy development activity on self-build and custom build to identify available land and opportunities 1.7 Plan for how we use additional retained growth through Business Rates Pool and 31/03/2020 Catherine The Authority continues to monitor, on a quarterly basis, projections of pool income along with local and undertake risk analysis and scenario planning for loss of that growth Nicholson/ Nik national risks associated with business rates income and local pooling arrangements. On 17 September, Hardy MHCLG emailed authorities with the arrangements for business rates pooling in 2020/21. This requested Green lead authorities of existing pools to notify MHCLG of their intentions for 2020/21 (i.e. continue, amend or Green dissolve) by 25 October 2019; Members of the existing Cumbria Business Rates Pool have agreed to continue the pool in 2020/21. 1.9 Increase percentage of Council spend with local businesses providing goods and Increase local Brendan Carlin Performance remains above target at 48.6% following a significant focus from the Council's procurement services through activity to proactively engage with local businesses as part of spend from team in engaging with local suppliers and advising them how to participate in tender exercises. The team procurement and commissioning 40% to 42% by Amber also developed training workshops for SMEs and supplier engagement days. Green March 2019 2.1 Deliver the increasing wider employment actions within the Business Growth 2017/20 Nik Hardy The Allerdale work and skills partnership held a workshop on 11th July. Strategy to gain a better understanding of the issues facing an under-represented Green Green group in Allerdale’s workforce
2.2 Work with partners to ensure that there is a network of support for young people to 2018/19 Nik Hardy This continues to be achieved through the BEC Business Cluster Social Value Group - Business School enhance their employability (Business Growth Strategy – Strengthening Green Collaboration Project raising aspirations and awareness of the many opportunities with employers in West Green Manufacturing priority actions) Cumbria. This project has been entered into and won awards. Target Q1 RAG 2019/20 Q2 RAG Ref Project/activity timescale/meas Head of Service status Q2 update status ure 3.1 Implement the ‘Improve the vitality of Allerdale’s local centres’ actions within the Business Growth Strategy including: 3.1a Delivering activity to implement the Maryport Delivery Plan 31/03/2019 Graeme Wilson There are 12 projects within the Maryport Delivery Plan. These are all reported as on track. A number of the Town Centre Project are reliant on being successful at acquiring central government funding. Future High Street and HAZ EOI's successful. Procurement briefs currently being drafted. Meeting dates with Green Historic England & MHCLG (due end October) & procedures for draft bids. An application for funding has Green also been submitted to the Rural Payments Agency to support improvement works in the harbour area.
3.1c Undertake feasibility work to develop proposals to support the development of 31/03/2019 Kevin Kerrigan Keswick Master Plan will include: Car Parks; Leisure Centre; Former Station and is programmmed to begin Keswick Showcase Area (working with LDNPA) after revised Economic Growth Strategy is agreed. This may possibly be impacted by Stronger Towns Amber funding. This is a project that is part of the project dossier for the Regeneration and Investment Green Programme expected start date is March 2020. 3.2 Implement the new approach to the tourism offer actions within the Business Growth Plan including branding activity, website development, and promotional materials including: 3.2b Work with UCLAN to develop initiatives to support tourism in West Cumbria 30/09/2018 Kevin Kerrigan COMPLETE Q1
Blue Blue
3.2e Work with partners to develop a night time economy plan for Workington 31/03/2020 Kevin Kerrigan A meeting with key partners namely, Scoop Uk Ltd, Geraud (Markets) UK Ltd. and Workington Town Page 18 Page Council has taken place to plan activity in the run up to Christmas 2019. Further work will take place to Green engage Workington businesses to support both retail and the night time economy in the weeks before Green Christmas. 3.2f Maximise the opportunities for Allerdale business and organisations from the 31/03/2019 Kevin Kerrigan We are awaiting the airport to appoint its third party partners to develop and offer to develop packages commencement of services from Carlisle Lake District Airport by developing packages Green which we will then seek to influence to deliver maximum benefit for Allerdale companies and Green for customers. organisations.
3.2g Work with partners to target the Chinese market to attract more Chinese visitors 31/03/2019 Kevin Kerrigan The Northern Lake District China Forum has signed off its marketing plan 2019/20. especially independent travellers to Allerdale Green Green Stronger and healthier communities 2.3 Deliver the Tackling Poverty Strategy action plan including: 31/12/2020 Nik Hardy/ Paul Work and Skills Partnership workshop held, ongoing development of the partnership. Joint agency work on • ensuring people in need can access food and supporting food initiatives and Wood winter warmth promotion within Allerdale. Ongoing administration of small grants scheme. Financial schemes support of the Summer Feed and Read scheme with County Council. • addressing fuel poverty Green Green • supporting advice and advocacy services • working with partners to address barriers to employment 2.5 Deliver the actions in the Housing Strategy to reduce or prevent homelessness including: 2.5a Undertaking early preventative work and work towards the requirements of the new 31/03/2021 Paul Wood Work is still ongoing, although staff have been trained we are looking at various funding streams in order Homelessness Reduction Act Green to carry on delivering the service and all of its statutory elements Green
2.5b Reviewing temporary homeless accommodation to ensure resource matches demand 31/03/2021 Paul Wood Work is still ongoing with this and occupancy depends upon the time of year.We are looking at future Green prospects of having an additional property that has facilities for people with a disability. Green Target Q1 RAG 2019/20 Q2 RAG Ref Project/activity timescale/meas Head of Service status Q2 update status ure 2.5c Exploring options to provide a full emergency accommodation service for single non- 31/03/2021 Paul Wood We are still offering accommodation but this depends upon the occupancy rate of our units at that priority homeless Green particular time. we are working on additional cold weather policies SWEPS that allows us to offer further Green accommodation to people sleeping in hazardous weather conditions 2.5e Carry out full review and audit of the homelessness section to determine value for 31/03/2021 Paul Wood Senior Housing Options Officer is now in place but we have been subject to numerous funding reviews, so money and best practice methodologies Green the audit process is underway but ongoing Green
3.11 Work with partner agencies on the development of the Allerdale Multi-Agency Sharon Sewell The focus hub has now grown to a partnership of 24 organisations. This quarter resource has been focused Problem-solving Hub to provide a more joined up approach to tackling crime, on raising awareness of the Hub objectives by hosting two engagement events. The external event was disorder and anti-social behaviour across Allerdale’s towns. well attended and the PCC attended and provided his support. Project work for the quarter focused on the Co-ordinate input into the Hub across the Council’s various teams to explore options Knife Crime project, St Michaels ward and Stronger Together Moorclose. for working with Hub partners and ensure all issues addressed in a co-ordinated way. Green Green For example, work to reduce or prevent homelessness and tackle other housing related issues such as complaints relating to antisocial and criminal behaviours in the rented sector and empty properties. 4.1 Support the Allerdale Health and Wellbeing Forum in addressing health outcomes 31/03/2019 Nik Hardy The Allerdale Health and Wellbeing Forum meeting has been held with enhanced membership and revised in relation to healthy weight, smoking cessation, healthy attitudes towards alcohol, ToR. On going working with the County Council Public Health Team to develop Public Health Strategy. mental wellbeing and ageing well. Green Solway Views had been exhibited at Cumbria County Council Full Council meeting and at the Public Health Green Focus in 2018/19 on falls prevention, smoking and healthy weight. Alliance meeting. Allerdale Healthy Weight Action Group established and met. Page 19 Page 4.2 Support improvements to leisure facilities and open spaces in our communities to 31/03/2019 Charles Holmes Work is starting on the first phase of the funded Get Cumbria Buzzing project. Phase 1 of Jubilee Park encourage active participation in physical activity and improve health outcomes improvements is complete, phase 2 is to follow, equipment has been purchased. S106 financially supported play area in Thursby is now complete and open. A number of organisations have requested Green funding to support facility improvements, signposting to other potential funding opportunities. Met with Maryport Pool Trust regarding provision of a pool in Maryport. The FA are undertaking a Local Football Facilities Plan in Allerdale which will help to prioritise football pitch improvements over the next 5-10 years.
4.3 Promote and deliver a programme of activity to encourage health and active 31/03/2019 Charles Holmes Active Cumbria are delivering Walking for Health training and supporting new groups in Allerdale (small lifestyles including a walking and cycling scheme to develop a programme of free grant to match fund this project provided by Allerdale). New Bicycle Mayor of Cumbria in post and wants health walks and cycle rides across Allerdale. Green to know how they can support Allerdale. Meeting to be set up and link into the Cumbria Cycling Green partnership outcomes.
4.4 Work with GLL to develop the leisure offer within the Council’s leisure facilities, 31/03/2019 Charles Holmes 10p swims took place over the summer holidays. Inflatable adventure play was also included in increasing usage across all sites, with a focus on young people, people with a Workington Leisure Centre summer offer. New exercise classes are being introduced at the Wave centre in disability and those at risk of being inactive. Green October. Workington has a Pool Pod, which will be used to improve accessibility into the pool for those Green with limited mobility.
4.5 Improve the provision of leisure and sporting facilities working with partners to 31/03/2019 Charles Holmes/ The Wave has a new soft inflatable play installed in the theatre area. support future development Kevin Kerrigan Green Green 4.6 Work with partners to look at different ways to encourage social prescribing of Introduce pilots Charles Holmes Scheme is still running well. Participants are being referred from a wide range of health services into physical activity through the use of community facilities and leisure centres in Workington physical activity. There are over 120 on the scheme, some have graduated and are continuing to be active. and Wigton Funding will end in December, Workington Leisure Centre have committed to continuing a version of the by March 2019 Green scheme on a reduced scale with the hope that additional funding can be found until fully self sustaining. Green Sport England will be approached for further funding. Target Q1 RAG 2019/20 Q2 RAG Ref Project/activity timescale/meas Head of Service status Q2 update status ure 4.10 Continue to work with developers and planning authorities to ensure that air quality Maintain Sharon Sewell We have identified that there may be potentially 200 plus Bio Mass Boilers installed within the Borough impact assessments are carried out - our priority is to maintain good air quality baseline under the scheme of renewable heat incentive. We are working towards producing a work plan/project to within Allerdale and understand the potential impacts of proposed major monitoring at ensure that all of the above is correctly regulated by either planning or environmental permitting developments individually and collectively on local air quality. 11 key locations Green legislation. Green until March 2019 4.11 Deliver the National Food Hygiene Rating Scheme and investigate options for the from April 2018 Sharon Sewell Food establishments eligible to a rating obtain a food hygiene rating. Data is being collected to establish introduction of a new fees scheme for food safety interventions. Green time commitment and costings in order to establish a fee for re scores. Green
4.16 Work with partners as part of the West Cumbria Community Safety Partnership to 31/03/2019 Sharon Sewell The Allerdale Local Focus Hub is now embedded into Allerdale House. The Hub is key to the tactical address the priorities identified the CSP Strategic Plan delivery of the CSP Action Plan. Key project deliverables are linked to the CSP objectives. A performance Green framework has been established that links performance outcomes to the CSP action plan. The CSP support Green team sit within the Hub at Allerdale House.
Quality places to live 2.4 Deliver the objective to develop affordable housing in the Housing Strategy including: 2.4a Empowering communities to deliver affordable housing through Community Land 2/3 new CLTs Kevin Kerrigan There have been two applications for the Community Housing Fund in Q2. If approved this will fully Trusts established by commit the Community Housing Fund allocation received from Central Government in 2016. An 2021 application to Homes England for Phase one of the Community Housing Fund 2018 is in the pipeline. This Page 20 Page will support an existing group complete necessary infrastructure work (off-site foul drainage connection). A further application to the same fund is also being progressed to seek revenue funding to help with Green community group capacity building. The Community Led Affordable Housing Officer Post has been vacant Green since February which has resulted in no further capacity building work taking place. If successful the funding will allow Allerdale to fund a project officer from the Cumbria and Lancaster Community Led Housing Hub to support communities interested in setting up Community Led Housing Trusts in Allerdale. The funding has to be spent by March 2020 however it is hoped the government will continue the Community Led Housing funding programme into 2020. 2.4b Supporting developers to provide a range of options to deliver affordable housing 31/03/2021 Nik Hardy / Kevin Letters sent in June to developers where stalled sites include affordable housing. No response received through HCA schemes Kerrigan Green during Q2. Provided Reiver homes with information packs on SBCB grant funding and to be distributed at Green their July event in Cockermouth. 2.4c Proactive work with RPs to evaluate allocations for housing to ensure there is a fair 31/03/2021 Nik Hardy / Kevin During Q2 there have been three lettings on the developments that we check one was checked for local and transparent approach to support those in greatest housing need Kerrigan Green connection. Currently carrying out some minor amendments to Local Lettings Policy. Green
2.4d Maximising affordable housing provision through early discussion/negotiation with 31/03/2021 Nik Hardy / Kevin Q2. Site visit to discuss affordable housing sales in phase 1 and options for consideration in phase 2 planning officers and developers Kerrigan (Silloth) we are working with the developer to review s106 obligation look at how we can support future Green development on this site. Held 2 meetings with RPs to discuss need and demand for ECH in Allerdale. Green
3.3 Continue to support coastal communities teams and the implementation of their 31/03/2019 Kevin Kerrigan Planning consent for the project has now been obtained. Common land application submitted. £250k economic plans – support delivery of cycle track match funding bid has been submitted. Coastal erosion has meant re-routing some sections of the path, Amber including over a very small section of land owned by United Utilities. Dialogue with U.U. is on-going to Amber secure their consent. Friends of the Lake District and the Open Spaces Society are maintaining their objections to routing the path over an area of Common Land. 3.4 Implementing the actions contained within the Heritage Strategy to develop a 31/03/2019 Kevin Kerrigan/ A meeting of stakeholders will be held on 23 October 2019 to identify priorities for action. Heritage Forum for Allerdale, examine the impact of heritage on council services and Charles Holmes/ Nik Amber Green conduct an impact assessment for heritage in Allerdale Hardy Target Q1 RAG 2019/20 Q2 RAG Ref Project/activity timescale/meas Head of Service status Q2 update status ure 3.5 Work to get Curwen Hall off ‘at risk’ register to enhance the heritage offer in 31/03/2019 Catherine Nicholson Heritage England have confirmed the grant offer and works are programmed to start in late February / Workington and make the Hall more sustainable for the future Amber early March 2020 Green
3.6 Undertake a programme of improvements to our nature reserves and open spaces to encourage access to and enjoyment of open spaces and conservation of the natural environment: 3.6e Develop programme of public realm improvements incorporating Brow Top, Central Phase 2 Charles Holmes The total costs of this project have increased which has required additional funding. Details for the scheme Way Underpass and Workington Leisure Centre 31/03/2019 to be included in the detailed "Lower Derwentside" application to the LEP, recently approved at EoI Stage. Deadline 22nd October. Establish the likelihood and level of external funding from CCC, WTC and others (including the LEP). Submit formal funding request to CCC Highways and WTC in-line with their budget Amber setting processes. (Oct/Nov). Following preparation of detailed schedule of works and cost estimate, the Amber next step will be to go out to tender. Further scaling back of the project may be needed depending on what additional funding is available. These options are being explored.
3.9 Undertake a number of high-profile environmental enforcement media campaigns 3 campaigns Charles Holmes Dog fouling - Borough wide stencilling/ high profile patrolling programme carried out. Fixed Penalty raising the awareness of the work of the Council in tackling dog-fouling, littering and undertaken in Notices being issued regularly. This has resulted in lower level of dog fouling in the hotspot areas. fly-tipping. 2018/19 Littering - Littering/waste reduction lesson plans in schools prepared for commencement in Q3. Littering /waste reduction competition undertaken and the winners art work is ready to go on side of sweepers Green from Brigham and Broughton schools. Press release to follow, publicising this campaign. Green Fly tipping - record number of FPN'S issued incidents posted on social media . 1000 leaflets distributed in St. Michael's and St. John's ward. Door step education undertaken and increased out of hours 'hi-viz' Page 21 Page patrols. 3.10 Deliver activity as part of the Housing Strategy to reduce the number of long term empty homes including: 3.10a Delivering Empty Property Grants 10 grants in Kevin Kerrigan In Q2 one empty property grant has been completed and occupied. It was agreed that the Empty Homes 2019/20 Budget for 2019/20 would be allocated to the Maryport Regeneration programme to help bring empty homes back into use. To date activity on delivering empty property grants in Maryport has not taken place. In light of the recent success of the High Street Fund award for Maryport, a report is being commissioned Green to develop a plan for the High Street area. To make best use of the allocated Empty Homes budget it is Green recommended that the £151,569 is re-profiled into 2020 when a clear plan will be in place for the regeneration of Maryport, including bringing properties back into use. The team continue to work on existing Empty Home grants. 3.10c Develop an Empty Homes Strategy Nik Hardy / Kevin To be reviewed as part of the housing strategy refresh 2016-2021, Held internal meeting in August to Kerrigan Amber commence update position on empty homes, commercial properties and second homes. Green
4.7 Support festivals and events through grants support and direct funding to enhance 15 festivals and Charles Holmes The original activity to support festivals and events has been achieved and small festivals and events will the vitality and raise the profile of the area and offer cultural and sporting events to events through continue to be supported through a small grants fund. Following the successful transfer in-house of two improve health and wellbeing grant support events that had previously been outsourced the project is now to review whether a Local Authority Trading by March 2019 Company (LATC) should be established to manage and implement our events programme, develop new Green Green profitable business and deliver agreed revenues to ABC to support council priorities. A Project mandate has been completed to scope out the project and this was evaluated by the PMO on the 13/08/19. POD to be approved by the Transformation and Commercialisation Board. Target Q1 RAG 2019/20 Q2 RAG Ref Project/activity timescale/meas Head of Service status Q2 update status ure 4.9 Improve the environmental quality of our beaches through delivery of our Beach 31/03/2019 Sharon Sewell We promoted the LovemyBeach campaign at the "Taste of Cumbria" event, flyers have been distributed to Management Plan and taking part in the LovemyBeach campaign. We intend to high risk areas in Allerdale regarding 2020 Septic Tank Regulations changes to inform operators of their maintain a bathing water classification of “good" at Allonby. We will actively support obligations involving small treatment works. The bathing water season has now come to an end, we have and promote the "Call of Nature" campaign and support ‘Turning Tides’. continued to participate in the pollution risk forecast scheme which is operated by the Environment Green Agency. All the results from the 2019 season will be published in November, we will then know what our Green new bathing water classification will be at Allonby. We are committed to supporting the objectives and initiatives under the Turning Tides project.
4.13 Deliver activity in the Housing Strategy to raise standards in the private rented sector including: 4.13b Ensure new legislation around the licensing of HMOS is enforced and all HMOs falling Issue new HMO Sharon Sewell All our Licensed HMO premises are up to date, however we now need to carry out some proactive work into the new licensing criteria are licensed. licenses Oct and re-visit the existing HMO's we have recorded to establish if they now meet the new definition. This has 2018 onwards Green not been progressed due to resource issue no staff in post to carry out this work. Post currently being Amber advertised to fill the vacant post. 4.15 Undertake activity with partners to improve flooding resilience across Allerdale including: 4.15a Delivering a funding programme for small to medium flood prevention work in our Allocate Paul Wood Funding is still available and all external partners urged to apply for any community project communities. funding by Green Green March 2019 4.15b 22 Page Continue to support partner organisations especially the Environment Agency to 31/03/2020 Paul Wood Allerdale forms part of the area LAEPCG working group with all Cumbria authorities. Further flood action access relevant funding to allow communities to become more resilient to flooding Green sub group meetings are taking place lead by the Environment Agency where we continue to look after the Green events interest of all Allerdale residents Transformation and governance 5.1 Deliver the Customer Access Strategy to improve the service we deliver to customers 31/03/2019 Paul Wood This project is to appraise options for Customer Service Centres as potential Customer Access Points (CPAs) through improving service consistency, delivering right first time and improving the which would use a range of different ways to interact with customers and allow different times of the day, use of customer intelligence to develop and design the service. Promote self-service Amber days of the week to operate a service. A Project mandate has been completed to scope out the project and Green where appropriate to streamline processes between customer and the organisation. this was evaluated by the PMO on the 20/08/19. POD to be approved by the Transformation and Commercialisation Board. 5.2 Undertake a Channel shift programme to significantly increase the use of online and 31/03/2020 Paul Wood Consultancy Work and Report now completed by Aylesbury Vale. A workshop to look at opportunities for self-service channels with a focus for 2018/19 on promoting online billing 100 Channel shift is being held on the 21st October where projects will be scoped out as part of Digital Channel registrations for Shift. Amber Green online billing per month
5.3 Continue programme of co-location of customer access points across the district One additional Paul Wood Discussions are ongoing with the County Council to investigate opportunities for co-location. into libraries/other appropriate locations. Costs associated with the moves to include co-located branding, accommodation changes, advertising, ICT moves etc. customer Amber Green access point by March 2019 5.4 Review our Revenues and Benefits Shared arrangements with Carlisle CC to ensure Review by May Paul Wood The authority need to investigate whether there are savings /benefits to changing the delivery model for that future arrangements provide value for money 2020 Rev and bens Services. As the current SLA runs out in August 2020 this work needs to happen now. Staying Revised arrange- the same in the existing arrangement may not be an option if partners do not wish to continue so we need ments in place Green to prepare for this. A Project mandate has been completed to scope out the project and this was evaluated Green by Aug 2020 by the PMO on the 20/08/19. POD to be approved by the Transformation and Commercialisation Board. Target Q1 RAG 2019/20 Q2 RAG Ref Project/activity timescale/meas Head of Service status Q2 update status ure 5.5 Develop and begin delivery of a new Digital Strategy with a focus on Digital Develop Paul Wood Town centre Wi-Fi The original business case for free Wi-Fi in Towns was that it would be cost neutral to Customer Services, a Digitally enabled workforce, Digital Skills and Digital Citizens strategy by the Authority and a small revenue income may be generated. At the last Programme Board on the 10th across Allerdale. December 2018 October it was agreed to engage with CCC to determine whether the project will be picked up again and Developing a managed ICT services offer for organisations and businesses across the Dec 2018 Amber whether the original business case stands. Business Broadband support to SMEs. All procurement issues Amber district. Aug 2018 have now been resolved and the project will be rolled out over the next month. Review remaining shared ICT arrangements with Carlisle CC 5.6 Deliver the Digital Allerdale project to improve digital access including: Pilot scheme Paul Wood This project has now been merged with 5.5. • Town centre Wi-Fi running by June • Business broadband 2018 • Developing the Internet of Things Further Amber • Developing the use of LoRaWAN schemes developed by March 2019
5.7 Implement new contracting arrangements for waste and recycling, recycling Commen- Charles Holmes Project is now to establish a new delivery model for waste services therefore any changes to services will reprocessing, street cleansing and grounds maintenance cement of new only follow after this has happened (April 2020) contracts by Red Red April 2019 5.10 Implement the Asset Management Plan in order to maximise income for the Council 31/03/2019 Kevin Kerrigan/ An Exception report went to the Transformation and Commercialisation Board on 7/10/19 noting that
Page 23 Page including the development of new units at Reedlands Road Catherine Nicholson timescales for the project had slipped and costs had increased. due to the requirement for further surveys Amber to show the presence of a fan drift or mine adit. Additional funding and revised timescales were agreed by Green the Board (Option 1). The main benefit of the project is lettable space for small businesses at affordable rents. 5.11 Undertake an assessment of the impact of the changes to local government 31/03/2019 Catherine Nicholson The government previously stated its intention to hold a new Spending Review in 2019, covering the financing (the Fair Funding Review, the move to 75% retention of business rates and period 2020/21 to 2022/23. However, with the current political turbulence around Brexit, it was the reset of baselines in 2021) so that the Council can understand and plan for the announced that a one-year Spending Round would be provided, covering the financial year 2020/21; implications in our Medium Term Financial Plan followed in 2020 by a full Spending Review. The spending round 2019 was announced on 4 September 2019. This was followed by publication of the technical consultation paper for the 2020-21 Local Government Finance Settlement on 3 October. Main announcements include: 1) Deferral until 2021/22 of th2 business rates reset and fair funding review 2) There will be a multi-year Spending Review in 2020 3) Amber No reductions to specific grants (RSDG maintained at 2019/20 levels) 4) Inflation increases to Baselines 5) Amber Negative RSG to be removed for 2020/21 6) RSG payments to be paid in line with 19/20 amounts (plus an increase for inflation) 7) NHB legacy payments to be paid however 2020/21 NHB allocation will not result in legacy payments 8) The 100% Business Rates Pilot areas will continue in 2020-21 with all other pilot areas reverting to 50%). 9) 2% Council Tax referendum limit (plus 2% Social Care Precept ); for Shire Districts, the government has not proposed anything specific but has asked whether there should be a separate council tax referendum principle of 2% or £5, whichever is greater.
5.12 Undertake work with new Cumbria Business Rates Pool to ensure that the risk to 31/03/2019 Catherine Nicholson Before entering into the business rates pool the potential risks were reviewed to ensure they were at an Allerdale is minimised acceptable level and where necessary mitigated through the pool agreement. The business rates pool Green produces regular in-year projections and monitors national and local risks closely to ensure the Authority is Green aware of all relevant issues and appropriate action is taken to address emerging issues Target Q1 RAG 2019/20 Q2 RAG Ref Project/activity timescale/meas Head of Service status Q2 update status ure 5.18 Deliver a member development programme to support the Council in achieving its 30/04/2019 Sharon Sewell To date 30/49 members have completed the TNA survey (61%), the responses will feed into a member ambitions development programme along with any further areas identified in individual PDPs. The Member Green Development Working Group have revised the NWE Charter Review timetable taking it in to early 2020, Green this will allow time for new members and the administration to establish themselves in their new roles. Development opportunities and support will continue as planned. 5.19 Deliver programmes and initiatives to increase awareness of terrorism and train April 2018 Paul Wood Obtained further on line training packages around terrorism and prevent. these will be rolled out to personnel on the requirements of the Prevent strategy as stated in the Government’s onwards Amber everyone on the internal Prevent Board and then passed to all key staff to complete after that. Further Amber Counter Terrorism strategy CONTEST Prevent Board meetings are required to take this forward
5.20 Implementation of web-based Arcus system in Housing and Health, Development April 2018 Kevin Kerrigan/ There are delays to the Arcus System implementation. There are significant inconsistencies in the Arcus Management, Building Control and Licensing onwards Sharon Sewell 'Built Environment' and 'Regulatory Services' development policies, which are impacting our Amber implementation. These issues have been picked up by transformation and commercialisation board on the Red 10/10/19.
Definitions
BRAG Progress against plan Blue Complete
Page 24 Page Red There are significant concerns over achieving outputs / there is serious slippage in the timetable / there are major issues to rectify
Amber There are concerns over achieving deadlines or outputs / there are issues to rectify, but plans are in place to get the project back on track
Green Everything is on target / satisfactory progress is being made / no action required Appendix B - Q2 2019/20 report - key performance indicators
2018/19 2019/20 Head of 2018/19 2019/20 2019/20 2019/20 2019/20 PI no. PI name Frequency Good is? Annual RAG Q1 DOT Q1 RAG Q2 DOT Q2 Annual Q2 commentary Service Q4 Q1 target Q1 value Q2 target Q2 value value target Economic opportunity and growth
8 businesses have enquired about the Loans fund during quarter 2. 21 Businesses have KEG02 No. of businesses engaged Nik Hardy Quarterly High 25 76 5 4 A q 8 8 G p 75 been invited to the next Large Employers Forum on 11 October.
Q2 target met. July figure was affected by the fact that we had 5 majors and 1 missed the % of major planning applications determined within Kevin KDS01 Monthly High 100% 94% 90% 100% G tu 90% 90% G q 90% target, hence 80%. The low numbers make this volatile but the target was reached statutory period Kerrigan overall. % of minor and other planning applications Kevin Sept value affected by staff sickness but target overall reached. Improved performance KDS02 Monthly High 86% 89% 90% 88% A p 90% 92% G p 90% determined within statutory period Kerrigan overall.
In Q2 2019/20 the authority paid 96.90% of local suppliers within 14 days which compares favourable with the same Q 2018/19 when only 91.8% was achieved. % of invoices from local Cumbrian businesses paid Catherine KFS02 Monthly High 93.6% 93.1% 98.0% 92.1% A q 98.0% 96.9% A p 98.0% The target of 98% was achieved in July but June and September missed the target due to within 14 days Nicholson orders not being delivered on time and invoices awaiting manual authorisation by the Budget Holder
Performance has improved following a significant focus from the Council's procurement % of Council spend (less than £50k) on goods and Brendan team in engaging with local suppliers and advising them how to participate in tender KCTC16 services with local (Allerdale) suppliers and Quarterly High 30.5% 38.2 42.0% 24.8% R q 42.0% 39.5% A p 42.0%
Page 25 Page Carlin exercises. The team also developed training workshops for SMEs and supplier companies engagement days.
Performance remains above target at 48.6% following a significant focus from the % of Council spend (less than £50k) on goods and Brendan New for Council's procurement team in engaging with local suppliers and advising them how to KCTC17 services with local (Cumbrian) suppliers and Quarterly High - 42.0% 46.5% G p 42.0% 48.6% G p 42.0% Carlin 2019/20 participate in tender exercises. The team also developed training workshops for SMEs and companies supplier engagement days. Stronger and healthier communities
Slightly off Q2 target for the summer months, figures dipped in July and August due to the Charles KCS03a Leisure centre usage - Keswick Monthly High 18095 74462 19007 19442 G p 27900 25119 A p 75951 closure of the changing rooms for a refurbishment, alternative changing was provided but Holmes not popular. New gym is still performing well.
Charles KCS03b Leisure centre usage - Cockermouth Monthly High 49758 175490 41445 45693 G q 41300 43754 G q 179000 Q2 Target achieved Holmes
Still feeling the effect of two new gyms in the area, membership is down slightly due to this and the fact that the centre is now 3 years old and 'new novelty' period is starting to Charles wear off. Every member who leaves gets a call to monitor reasons for cancelling KCS03c Leisure centre usage - Workington Monthly High 86927 312374 78914 74998 A q 84650 71935 R q 327992 Holmes membership and plans are being looked at to reduce the impact of competition (gym not big enough at peak times is a key reason). A Guide to Leisure Facilities in Allerdale is to be produced in early 2020 and distributed across the Borough.
Charles Q2 Target achieved. Soft play and clip n climb have been popular over the summer. Work KCS03d The Wave usage Monthly High 6792 25395 6176 7434 G q 9300 9841 G p 26665 Holmes to be done improve gym membership with target groups.
Leisure Centre usage by target groups Charles New for KCS04d Monthly High - 5000 3540 R p 13230 13243 G p 17778 Q2 Target achieved (concessionary users) (Workington and Wave) Holmes 2019/20
Charles New for KCS04e Leisure Centre usage by target groups (60+) Monthly High - 64900 76307 G p 15502 17478 G p 263434 Q2 Target achieved Holmes 2019/20 2018/19 2019/20 Head of 2018/19 2019/20 2019/20 2019/20 2019/20 PI no. PI name Frequency Good is? Annual RAG Q1 DOT Q1 RAG Q2 DOT Q2 Annual Q2 commentary Service Q4 Q1 target Q1 value Q2 target Q2 value value target
Target slighlty down. 10p swims were popular as ever but had a reduced offer at Workington during some weeks due to the inflatable in the pool which had limited Charles New for KCS04f Leisure Centre usage by target groups (juniors) Monthly High - 68700 71260 G p 50435 47474 A p 281833 numbers. Swim School and gymnastics still at peak numbers across the sites. Keswick had Holmes 2019/20 a lower than predicted usage figure at the beginning of the School holidays due to the changing room refurbishments taking place.
% of homeless decisions made within guideline 56 KHH04a Paul Wood Monthly High 100% 100% 100% 100% G tu 100% 100% G tu 100% All decisions made within the statutory guidlines days
This is a new KPI for the team. This quarter has been very problomatic with certain people we have been dealing with. Although we go above our statutory requirement we can only % of successful homeless preventions and relief New for help those that wish to be helped. During this time we have been dealing with people KHH04b Paul Wood Quarterly High - 50% 64% G p 50% 38% R q 50% outcomes 2019/20 who do not wish to be helped, people refusing offers of accommodation and people leaving without leaving an address. This total represents 16%, so although our RAG shows red we have actually hit the 54% target.
1 Property not sampled due to owners being away on long A/L. Agreed with owner to be Sharon KHH09* % of programmed private water supplies sampled Monthly High 95% 95% 100.0% 100.0% G p 100.0% 95.7% A q 100% sampled October 2019. This is still on target in terms of statutory targets.New supplies Sewell and additional requests have also been carried out in thios time frame.
Page 26 Page % of food safety inspections carried out (Category A- Sharon One B category inspection was not carried out. Team was informed and reminded KHH10 Quarterly High 90% 86% 100% 80% R q 100% 93% A p 100% B) Sewell category A and B premises to be inspected within target time
Time taken to process Housing Benefit new claims KCTC01a Paul Wood Monthly Low 13 13 15 9 G p 15 7 G p 15 KPI compliant on target (no. of days)
Time taken to process Council Tax new claims (no. KCTC01b Paul Wood Monthly Low 14 14 15 14 G tu 15 13 G p 15 KPI compliant on target of days)
Time taken to process Housing Benefit/Council Tax KCTC02 Paul Wood Monthly Low 2 3 4 3G q 4 3 G tu 4 KPI compliant on target change of circumstances (no. of days) Quality places to live
KCS01* Charles Q2 data not yet avilable (expected by end of November). Data awaited from CCC to % of household waste sent for recycling Quarterly High 26.8% 33.4% 41.8% 43.6% G p 23.0% 31.0% (NI192) Holmes calculate KPI.
KCS02* Charles Q2 data not yet avilable (expected by end of November). Data awaited from CCC to Kg of household waste sent to landfill Quarterly Low 125.38 585.09 132.00 128.20 G q 151.54 560.00 (NI191) Holmes calculate KPI.
Charles KCS06 Incidents of fly tipping Quarterly Low 242 927 225 135 G p 225 154 G q 900 Fewer incidents than target although slightly more than in Q1. Holmes
During Q2 17 units were delivered in Wigton Seaton and Brigham. In addition we have also identified an additional 2 units within the LDNP area (Keswick) that were completed KHH01 No. of affordable homes facilitated by the Council Nik Hardy Quarterly High 24 79 12 11 A q 12 17 G p 70 18/19, and made aware of this in August 2019. The number of affordables homes delivered are determined by the developer output as opposed to being a performance related target as such, the Council has limited control of the delivery rates. 2018/19 2019/20 Head of 2018/19 2019/20 2019/20 2019/20 2019/20 PI no. PI name Frequency Good is? Annual RAG Q1 DOT Q1 RAG Q2 DOT Q2 Annual Q2 commentary Service Q4 Q1 target Q1 value Q2 target Q2 value value target
Kevin KDS03 No. of housing units granted planning permission Quarterly High 61 488 107 47 R q 107 152 G p 429 Assisted by the granting of 115 dwellings at High Harrington Kerrigan
Kevin KDS04 No. of new housing completions Quarterly High 337 337 84 77 A q 168 141 R p 339 We have limited influence over this KPI. Kerrigan
Out of the 4 that were over 5wk, 3 were within the agreed 3wk extension period so Full Plans determined within 5 weeks (Building Kevin KDS08 Monthly High 87% 91% 85% 86% G q 85% 82% A q 85% technically only 1 application out of 20 was past the determination date. So may need to Control) Kerrigan review how this is recorded.
% of Local Land Charges Searches carried out within Sharon KGOV01 Monthly High 99.42% 99.46% 95.00% 100.00% G p 95.00% 100.00% G tu 95.00% On target 10 working days Sewell
42 Grants were approved in Q2. 11 were outside of the 12 weeek KPI. The Housing Grant % of Disabled Facilities Grants approved within 12 Kevin Officer post has been vacant since May which has resulted in an increase in workload for KHH07a Quarterly High 75% 77% 85% 91% G p 85% 74% R q 85% weeks from receipt of referral to approval Kerrigan the 2 Housing Technicians. An increase in referals and the holiday period has also resulted in longer processing times. Customer satisfaction remains high.
1 Empty Homes Grants have been completed in Q2. 1 grant has been approved with works started on site. All other approved grants are being monitored by the team Kevin KHH06 No. of Empty Homes Grants completed Quarterly High 1 6 1 1G tu 1 1 G tu 10 however the processing of Disabled Facilities Grants are taking priority. The plan to Kerrigan process empty property grants in Maryport is on hold in order to fit in with the Maryport Page 27 Page High Street Fund project. Transformation and corporate health
Unable to achieve this KPI due to unprecedented call volumes due to increased call KCTC05 Abandoned calls rate (%) Paul Wood Monthly Low 9% 8% 7% 19% R q 7% 13% R p 7% volumes and enquires regarding the new waste contract
Only a small number of surveys undertaken at the start of April before being suspended in KCTC06 Customer service satisfaction score Paul Wood Quarterly High 89% 92% 85% 98% G p - - - - 85% order to allocate resources to deal with increased call volumes and visitors for enquiries regarding the new waste contract
The website has played an integral part of our customer contact with regards to our waste and recycling service over the past quarter. As a result there has been a large KCTC07 Average no. of website unique page views per day Nik Hardy Monthly High 4736 3188 3000 4340 G q 3000 4067 G q 3000 increase in traffic (up to 40% more users), which the site has coped with without any impact on performance.
The number of Facebook likes and followers has continued to grow. Our page now has KCTC08 Average no. of Facebook likes per day Nik Hardy Monthly High 3315 2529 2000 3863 G p 2000 4386 G p 2000 the second highest number of followers of all the Cumbrian district councils (Carlisle City Council being the highest) and enjoys a high level of engagement from users.
The number of followers of Twitter continues to rise and we continue to see around KCTC09 Average no. of Twitter followers per day Nik Hardy Monthly High 6568 6427 6000 6696 G p 6000 6918 G p 6000 100,000 impressions a month.
KCTC10a Average no. of ICT Support calls logged per day Paul Wood Monthly Low 16 19 20 16 G tu 20 13 G p 20 Better than target
SLAs continue to be although the type of call we are receiving is changing to more KCTC11 % of ICT support calls resolved within SLA Paul Wood Monthly High 90% 90% 90% 90% G tu 90% 91% G p 90% complex tasks. Overall percentage of time systems available for KCTC12a Paul Wood Monthly High 99.9% 99.9% 99.9% 99.2% A q 99.9% 100.0% G p 99.9% No loss of services during this period use
KPI compliant on target. The current trading difficulties on the high street mean that KCTC13* NNDR collection rate Paul Wood Monthly High 98.58% 98.58% 31.12% 30.84% A q 56.77% 57.60% G p 98.20% target may not be reached at Q4. 2018/19 2019/20 Head of 2018/19 2019/20 2019/20 2019/20 2019/20 PI no. PI name Frequency Good is? Annual RAG Q1 DOT Q1 RAG Q2 DOT Q2 Annual Q2 commentary Service Q4 Q1 target Q1 value Q2 target Q2 value value target
KCTC14* Council Tax collection rate Paul Wood Monthly High 97.46% 97.46% 29.75% 29.67% A q 57.53% 57.60% G tu 97.80% KPI compliant on target
Catherine In Q2 2019/20 the authority paid 98.3% of their national suppliers with 30 days, this KFS01 % invoices paid in 30 days Monthly High 98.2% 97.8% 98.0% 95.6% A q 98.0% 98.3% G p 98.0% Nicholson compares favourable with the same Qtr 2018/19 when 98.0% was achieved
% of invoiced debt collected within 30 days of Catherine KFS06a Monthly High 55% 58% n/a 54% n/a q n/a 59% n/a p n/a Percentage is consistent with previous months invoicing Nicholson
Catherine Percentage has increased by almost 10% compared to Q2 last year and also up on KFS06b % of debt outstanding for over 90 days Monthly Low 38.0% 30.0% n/a 13% n/a q n/a 41% n/a p n/a Nicholson previous 2 months in this quarter
Kevin KEG04 Occupancy rates of Council’s property portfolio Monthly High 93.0% 93.0% 90.0% 93.0% G tu 90.0% 93.0% G tu 90.0% Just above target but maitaining this as we go forward may be difficult. Kerrigan
Average no. of working days lost to sickness Sharon Gradual increase in figures shown as there has been an increase in long term sickness KPR01 Monthly Low 12.72 12.50 7.00 5.40 G p 7.00 9.16 R q 7.00 absence per employee per annum Sewell absence cases which is impacting the figures.
Sharon KPR06 % of workforce with zero absence Monthly High 88% 89% 90% 92% G p 90% 91% G q 90% Above target Sewell Page 28 Page
Definitions
RAG R Significantly worse than target (usually >10% from target) – urgent action required to improve performance A Within agreed tolerance of target (usually up to 10% from target) - some action may be required to improve performance G On, or better than, target
DOT Direction of travel arrows indicate whether performance since the last comparable period has become: p Better tu Stayed the same q Worse 'Comparable period' - this is usually the previous month or quarter. * For a few indicators we compare back to the previous year's comparable quarters (these are KHH09, KCTC13, KCTC14, KCS01, KCS02) Appendix C - Corporate risk and issues log (risk scores >9) @ 28/10/19 ID Risk Description Impact Description Impact Likelihood Risk Score Responsibility andMeasures Assurance Mitigating Actions planned Post Mitigation Impact Post Mitigation Likelihood Post Mitigation Risk Score 35 Significant unbudgeted expenditure arising Further deterioration of sea defences and impact on low lying coastal 4 4 16 Nicholson, Extent of damage identified and external funding opportunities being explored Action has been taken to address highest risk area (Well Lane, Maryport). Topographic survey and initial 2 2 4 from severe weather conditions. properties and land. Catherine Report produced identifying issues and options and circulated to Director appraisal have been undertaken. Inspection has revealed further structural inspections will be required and Landslips occuring following severe weather Where works are required to be undertaken, these are recorded and costs estimated to ensure that financing additional works will be required additional to the original anticipated costs. Consultants are acting in Cost of business disruption e.g. NNDR collection can be identified, either from external sources identified by the finance sub-group or from Allerdale BC's connection with the identified additional works. Increase cost of business as usual services and customers as resource is budget and internal resources. Capital bid w for 19/20 for outstanding works to Mill Field. used to support
52 Failure to establish cost effective waste and The new business delivery model that has been commissioned has 4 4 16 Seekings, Members will be provided with all options prior to making a decision on the proposed new business delivery Full options appraisal is being developed for the Council to consider and agree, following which a detailed 4 1 4 recycling service in Allerdale, delivering to resulted in signficant service failings. There is a neccesity to revisit the Andrew model. This will be developed fully through the preparation of a detailed costed business case. business case will be developed to establish the operating model and costs of the new model. the needs of the local community. business delivery model and resource requirements to enable these key services to be delivered. Failure to identify and deliver a new model will have a signficant impact onthe business of the Council.
54 Cyber Security - Failure to maintain secure Service outage, loss of data, business disruption, reduced trust from 4 4 16 Wood, Paul Measures Mitigation Plans 4 2 8 information systems and networks against stakeholders, cyber crime, information lost or stolen, regulatory fines, Annual Independent penetration and internal vulnerability health check. 1. Cloud Migra on con nues cyber attacks. regulatory investigation, failure to provide customer service, loss of Systems migrated to the cloud - office 365, Service Desk, Parking, Telephony, Contact Centre, Customer 2. Review to be undertaken of Backup Solu ons income. Platform, Council Spatial Systems and Website. 3.Further Awareness and educa on program being rolled out to all of our people through new ways of ICT Policies replaced and deployed, GDPR security and data management training provided. working sessions PSN Health check and remedial actions undertaken 4.Iden ty and Access Management Solu ons to be implemented to protect access to cloud based systems Malware solutions updated to protect against latest vulnerabilities 5.New means to connect to applica ons reducing requirements for specific device configura ons in test Identity and Access Management Tools being implemented to secure access to cloud based applications currently
Page 29 Page 6. Cyber security training workshops to be delivered 7. Business Continuity excercise around cyber security
59 Failure to implement the Arcus platform Currently running on legacy systems which are maintained on a pay as 4 4 16 Wood, Paul Rollout of building control, planning & landcharges, as well as phase 2 reg services by contract end Nov 2019 Contractual challenge sent to Arcus Global, shadow project established to investigate procurement of 0 across Planning, Building Control, EH, you go rather than contractual support arrangement. alternative system Licesning. There have been ongoing issues Additional project management resource assigned (Ian Davidson) to focus delivery with the company implementing the system Failure to acheieve savings detailed in the business case, loss of due to lack of resource, this has resulted in confidence with staff, increased costs and a drain on resources. failure to meet any deadlines to fgo live with the system in any area.
4 Failure to continue providing value for Inability to fulfil statutory obligations. Cease discretionary services. 4 3 12 Frost, Ian 5 Year sustainability plan agreed by Executive. Reserves above minimum level. Star Chamber approach SMT are developing an Organisational Development Plan to support the drive for efficiency and growth. Value 3 3 9 money for expenditure Cannot succeed as a council. Unable to achieve plans, loss of key staff adopted to improve accountability and responsibility for budget management. Tailor made financial for Money will be a key driver for these plans. 1. Transformation Board manages the budget. 2. In service and or services, further use of reserves. Waste due to inefficient workshops for budget holders quarterly. Budget timetable and reporting managed effectively. Forecasting out review. 3. Improvement Workshops - SMT to pilot. 4. Elaine to design - commisioning/procurement training. processes. puts examined and challenged at SMT regularly. Increasing demand for monthly performance indicator information at SMT monthly to drive efficiency and effectiveness. Sector advisors – treasury guidance. Reducing spend programme – monitored. The Commercial and Commissioning Boards should drive cost and time performance information relating to value for money and productivity. This should include detailed business cases and options appraisals to support informed decision making. Council plan projects and new areas of business activity should be subject to a structured options appraisal using the programme office methodology to encourage innovation and the consideration of alternative business and delivery models. Projects should include clear measurable, agreed outputs to demonstrate the value added by the expenditure. Risk information in the Corporate Risks and Issues Log should be refreshed on an ongoing basis as changes occur to ensure it reflects current risk management activities. A risk evaluation of the high risks (red) should be completed by the Senior Management Team monthly. Minimum reserve position and self sufficiency targets monitored and reviewed by S151 Officer on risk basis
6 Failure to achieve necessary cultural and Do not achieve the vision to deliver the best public services possible. 4 3 12 Irving, HR business partner approach. New behaviours framework released in 19/20. Deliver Organisational Development Strategy actions to develop the organisations culture to meet the strategic 3 2 6 organisational change. Staff not understanding their roles and responsibilities within the Rebecca objectives. operating model. Don’t retain and develop skilled staff, resources don’t Organisational Development Strategy agreed to drive the actions to improve the culture. Embedding of the What Great Looks Like behaviours into all appropriate organisational polices and procedures meet business objectives. Key roles become difficult to fill. Resource including recruitment and selection, appraisal, performance. cannot deliver plans. Clear Performance Management so employees know what is expected of them. All HofS to have succession plan so we are growing own talent. Leadership training including mentoring and coaching support ID Risk Description Impact Description Impact Likelihood Risk Score Responsibility andMeasures Assurance Mitigating Actions planned Post Mitigation Impact Post Mitigation Likelihood Post Mitigation Risk Score 14 Business continuity plans do not meet The Council does not comply with its duties as a Category 1 Responder 4 3 12 Nicholson, 16/02/2017 – Cloud based Business continuity software has been implemented, accessible from any internet Management 3 3 9 business needs under CCA. Priority services are not maintained,. Resulting in bad Catherine capable device, relevant staff have received training on its use. Departmental plans combined into central i.Standing item on SMT agenda publicity and loss of confidence in management, delayed income Business Continuity plan containing sections for dealing with Initial Incident actions, Communications, ii.Heads of Service tasked with ensuring that their department’s plans are brought up to date, and regularly collection, increased unbudgeted expenditure costs. Recovery and Restoration phases, together with managing impact on the Council. Solway House agreed as monitored. alternative location for DDR set up site, control centre and priority services. ICT infrastructure and data links in iii.Named member(s) of staff from each department iden fied as being responsible for collec ng and upda ng place to allow restoration of required servers and access to data backups located at Carlisle. Telephony system information to the Business Continuity site. transferred to BT OnePhone fully mobile based system removing requirement for server access via Allerdale iv.Regular mee ngs scheduled with Emergency Planning officer to co-ordinate responses & requirements. House. Contact Centre transferred to a ‘cloud’ based solution allowing access via any internet capable device, regardless of location. Property Services have provided a plan identifying space within building for incident Operational response team and priority services. Business Interruption insurance in place and Insurance cover in respect of i.All staff and members have access to the plans from a link on the Intranet Homepage (Resources – Corporate - council assets, reinstatement of data, additional increased cost of working. Business Continuity). Business interruption insurance relating to specified supplier investigated and amendments to cover made. ii.Standing item on all team mee ngs agendas. Business recovery plan template has been updated to capture additional information about resource iii.Team mee ngs to be revisited by lead officer to emphasise the need for all members of staff to be aware of requirements for priority services, details of staff to be relocated to Solway House and other potential the Business Continuity Plan, and how it affects their role. locations and has been circulated to Heads of Service Teams visited to date, Financial Services, Asset Management, Place Development & Housing management team, Legal & Licensing, Electoral Services, Assurance & Audit, Democratic Services, HR, Food Safety & Occupational Health, Environmental Protection
38 Failure to demonstrate and achieve Financial, operational and reputational risk 4 3 12 Sewell, Review of Constitution and scheme of delegation Further embedding of decision making framework and the transparency agenda. 4 1 4 informed decision making More oportunity for challenge Sharon (legal/ombudsman/political/public/media) Process for Open and Transparent reporting Embed the programmes and projects office decision making framework following the creation of the Failure to deliver open, transparent and acountable process in programme office. accordance with Good Governance Programme/Project Management approach for transformational and key projects Training and Development is in progress with members and key officers associated with key decisions Page 30 Page 48 Inability to deliver the council plan due to strategic priorities are not met 4 3 12 Hardy, Nik Scenario planning session completed with Assurance, Risk and Audit Manager. Key Officers must remain part of discussions with stakeholders 4 3 12 the consequences of Brexit improvements are not made The situation will be monitored through the Strategy, Policy and Performance team lives in allerdale are not improved Ongoing monitoring of policy developments by the Policy Team and discussion at policy team management Information updates from professional bodies should be shared with SMT on a regular basis cannot deliver value for money meetings. Identify strategy setting groups and ensure we are part of these discussions. reduced growth Involve more people in the information updates. Internal working group has been established including representatives from across the Council
51 Potential risk to the delivery of major Inability to progress major regeneration schemes resulting in failure to 4 3 12 Hardy, Nik Ongoing dialogue wtih relevant funding bodies and stakeholders. 1. Continuation of dialogue with key stakeholders and funding bodies. 0 schemes due to reduced levels of public safeguard or create employment opportunities 2. Identification of other possible means to delivery including alternative economic develompent models. regeneration funding 3. Potential private sector funding.
53 Move to 75% retention of business rates Impact on the medium term financial plan. 3 4 12 Nicholson, Whole scheme has now been delayed due to the snap general election. Continued membership of Cumbria NNDR group 3 3 9 (prev 100%) - and the delay from 2019/20 Potential loss of growth depending on re-sets Catherine Awaiting Queens Speech - new legislation LG futures events for updates to 2020/21 - depending on new parliament Difficulty in planning for growth and retaining income Consultation out Dec 18 as part of provisional settlement 19/20 Consultations and DCLG statements Pilot potential will be reported to Executive Council in January 2018. - Unsuccessful in the 2018/19 pilot application but have resubmitted our bid for a 75% pilot in 19/20 NOT awarded PILOT - but new Cumbria Wide pool agreed for 2018/19 75% retention confirmed as part of local government settlement 55 Information is not managed in line with 1. Breach of GDPR & financial implications. 2. Reputation, trust & 4 3 12 Hardy, Nik 1.SMT support 1.Compliance monitoring to be undertaken 4 2 8 policy, procedure and regulatory confidence. 3. Fines. 4. Commercial sensitive information. 5. Damage to 2.Data Protec on communica on plan adopted 2.Further training for Tier 3 Managers requirements. Failure to deliver the relationship with partners we work with possibly won't work with us 3.Updated Informa on Governance policies & procedures 4.Ensure all new contracts are future proof and GDPR compliant requirements of the Data Protection again. 6. Potential loss of staff through dismissal. 7. ICO investigation. 8. 4.Corporate informa on audit carried out 5.Tighten up data sharing arrangements Regulations. Loss/misuse of personal data. 9. Loss of business time. 10. Could be put 5.DPIA procedure adopted into special measures. 11. Substantial fine 12. Potential fraud. 6.DPO/SIRO appointed 7.Lawful basis for processing personal data iden fied 8.Reviewed how we seek, record & manage consent 9.Reviewed legacy contracts 10.Reviewed & updated Privacy No ces 11.Devised process to ensure Rights of Individuals’ are maintained 12.Data breach management process observed by all staff 13.Mandatory data protec on and GDPR e-learning for all staff
56 Potential Local Government Reorganisation The Council could face an uncertain future that may affect the ability of 4 3 12 Hardy, Nik Participation in any discussions around the future of Local Government in Cumbria. 1. Participate in wider discussions around Local Government reorganisation in Cumbria 0 in Cumbria could create uncertainty around the Council to deliver against existing ambitions. This may be because the future and affect the ability of the of political, and financial uncertainty. Ongoing monitoring of the wider policy context around Local Government reorganisation. 2 Ongoing monitoring of the wider policy context by the Strategy, Policy and Performance team. Council to deliver the Council plan ID Risk Description Impact Description Impact Likelihood Risk Score Responsibility andMeasures Assurance Mitigating Actions planned Post Mitigation Impact Post Mitigation Likelihood Post Mitigation Risk Score 58 Mental Health and Wellbeing of our Reduced levels of Customer Service 4 3 12 Seekings, Occpational Heath Provider and Counselling Service in place Review of health provider provision 4 1 4 Workforce deteriorates Reduced productivity Andrew Wellbeing / mindfulness sessions ran weekly Visit local businesses to understand how sickness is managed elsewhere Staffing costs increase Absence management process in place and reviewed Complete pulse surveys to identify causes Cannot deliver organisational objectives Provide managers additional training use of alternative therapies
13 Business rates collected fall below baseline Less cash income and more reliance on reserves. Unable to balance 3 3 9 Nicholson, In house Revs and Bens team monitor collection rates and report back to Head of Finance to provide early 1. Working with Revs and Bens Shared Service to develop more enhanced monitoring eg top 20 rates payers, 3 2 6 funding budget. Further service cuts. Catherine warning. Existing award of business rate reliefs policy in place but based on system before localisation of those in appeal etc. NNDR. Application to pool business rates has been accepted again for 2016/17. Cumbria wide group 2. Update of discretionary rate reflief planned established with Cumbria County Council taking the lead role on the pool with specialist advice. 3. Set up Buiness Rates Working Group Regular meetings are held between all members of the pool to discuss the business rates income projections and to highlight any significant issues that are relevant to the pool and/or individual authorities. Monitoring currently in place is reviewed and changes/enhancements are discussed between relevant parties and where necessary actioned. The Allerdale sub-group has been set up and has now had a number of meetings to discuss potential growth, decline and any other relevant topics, members include revenues, planning, finance, economic growth and membership is reviewed to make sure it remains fit for purpose.
18 Failure to align adequate people resources Strategic Priorities and associated outcomes are not delivered 3 3 9 Seekings, Review of performance management framework ensures that key issues and challenges facing the Council •Review OD strategy - complete, ac on plan to be agreed 3 2 6 to council strategic priorities. Transformation programme is not delivered. Andrew drives Council Plan and service plan priorities. •Review WGLL with managers group - complete Services fail to grow or be as efficient as required. Agreed Programmes and project approach is taken to delivering Council Plan and regular monitoring of •Performance against strategic priori es monitored on a regular basis at SMT - ongoing budgets and performance is in place. Strengths assessment approach to recruitment and retention
22 Increased number of families in poverty Quality of life reduced, decreased customer satisfaction, reduced life 3 3 9 Seekings, 1. Development and delivery of the Tackling Poverty Strategy. 1. Set up Delivery Board to oversee delivery by 30/4/18 - COMPLETE 3 3 9 Page 31 Page expectancy. Andrew 2. Develop delivery plan for the Tackling Poverty Strategy Action Plan 2018-20 by 30/6/18 - COMPLETE. 2. Local poverty statistics monitored annually through the key issues paper 3. Deliver Tackling Poverty Strategy Action Plan Delivery Plan by March 2020. 4. Further develop activity to ensure that tackling inequality and poverty is considered across the organisation in business planning and decision making through awareness raising and develop better use of impact assessments by Sept 2019. 5. Review delivery through quarterly Delivery Board.
32 Failure to engage community in the Delays and costs associated with objections and challenges to planning 3 3 9 Kerrigan, Improved community consultation and engagement. Consider development in the following areas 1. Community email/newsletter that people sign up to to get 2 2 4 planning process. applications and site allocations. Impact on delivery of the Council's Kevin Member engagement in development of Local Plan through Planning Policy Working Group. more information. 2. publicise the decision highlighting the process/grounds for objections. 3. more social growth ambitons for housing and employment land. Adverse impact on Training for Development Panel members - including applications review workshops. media communication. 4. give public facing staff a route to feedback from conversations within the community the Council's reputation. Impact on Council Tax, NNDR and New Homes Appropriate level of detail in Development Panel reports. - concepts to be developed . Bonus received. Regular planning case mangement meetings Wording of planning application correspondence reviewed. Appeal decision reviews circulated to members. Moved to 4 week cycle for Development Panel with morning sessions focussed on member training, application review workshops and the introduction of pre-application engagement with developers on major schemes. The Planning and Building Control Manager has met with Town and Parish Councils to better understand their concerns and explain the role of the planning system. This page is intentionally left blank
Page 32 Agenda Item 7
Allerdale Borough Council
Executive – 27 November 2019 Council - 11 December 2019
Council Strategy 2020-2030
The Reason for the Decision To endorse the Council’s priorities for 2020- 2030 as set out in the Council Strategy 2020- 2030.
Summary of options considered Members may wish to amend the draft Council Strategy prior to its consideration by full Council.
Recommendations 1. That members endorse the draft Council Strategy 2020-2030 as attached at Appendix 1 and recommend its approval to Council. 2. That authority is delegated to the Head of Strategy, Policy and Performance to make any minor amendments to the draft Council Strategy 2020-2030 in consultation with the Leader and Deputy Leader, prior to its consideration by Council on 11 December 2019.
Financial / Resource Implications The budget setting process is an ongoing annual exercise that determines the financial plans for current and future years and is informed by the Council’s priorities as set out in the Council Strategy. Information on resources allocated is contained in the Council Budget published annually.
Legal Implications The Council Strategy forms part of the Council’s budget and policy framework and responsibility for it is shared between the Executive and the Council. The Strategy once approved by Executive requires the approval of the full Council.
Community Safety Implications Contained in the report and the Council Strategy.
Health and Safety and Risk The Council Strategy will be delivered by service Management Implications areas with relevant risks being managed on an operational level. At a corporate level the Council will manage the risk of not delivering the strategy and therefore not achieving its objectives.
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Equality Duty considered / Impact In line with the Equality Act (2010), the content Assessment completed of the draft Council Strategy has been assessed in respect of the impact on ‘Protected Characteristics’. An Equality Impact Assessment of the draft Council Strategy has been produced and is attached as Appendix 3. This presents an overview of key equality issues for the Council Strategy.
Wards Affected All
The contribution this decision would The Council Strategy 2020-2030 sets out the make to the Council’s priorities Council’s priorities over ten years.
Is this a Key Decision Yes
Portfolio Holder Councillor Marion Fitzgerald Leader
Lead Officer Alex FitzGerald Policy Manager (Corporate, Performance and Information) Tel: 01900 702719 Email : [email protected]
(A detailed listed of implications is appended to the report)
Report Implications (Please delete where applicable).
Community Safety Y Employment (external to the Council) Y Financial Y Employment (internal) Y Legal Y Partnership Y Social Inclusion Y Asset Management Y Equality Duty Y Health and Safety N
Background papers…..…………………………………………………..……………………
1.0 Introduction
1.1 The Council Strategy is the key policy document for the Council, providing the framework for all Council activity. The Council Strategy also provides a clear message to the public and our partners about the priorities for the Council over the next ten years, and where the Council will focus its resources and activity.
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1.2 This draft Council Strategy will provide the policy context for the Council’s budget over the next ten years. The Council faces significant challenges over the lifespan of this Council Strategy and beyond and clarity of purpose and priorities will be essential.
1.3 Appendix 1 presents the draft Council Strategy 2020-2030. The draft Council Strategy has been informed by the Council’s political aspirations, financial position, feedback from engagement with the public, partners and staff, other policy drivers and performance.
1.4 The Council Strategy will sit alongside the Medium Term Financial Plan and these documents together will describe the Council’s priorities and the resources available to achieve the priorities, and the shape and culture of the workforce as the Council transforms to become fit for the future.
2.0 The Council Strategy 2020-2030
2.1 The draft Council Strategy has been informed by analysis of national policy drivers, the changing needs of the borough’s population, new opportunities for Allerdale, current performance, ongoing work across the Council and with partners to improve services and reduce inefficiencies, and engagement and consultation with the public and stakeholders.
2.2 The process of creating the Council Strategy has involved consultation with members and officers and given consideration to the results of the Council’s Residents Survey – a large scale residents’ perception survey carried out in 2018.
2.3 The draft Council Strategy sets out a purpose for the Council of ‘improving lives and improving futures through sustainable action’ and has a focus on ensuring that our communities continue to receive great services from the Council whilst recognising the scale of the challenges facing the Council over the coming years.
2.4 The draft Council Strategy includes six priorities as set out below. It is recognised that although each of the priorities is listed as an individual area, there is significant inter-relationship and inter-dependencies across all of them. The six priorities are: A financially secure council Outstanding local services Thriving towns and villages Invest to grow A cleaner, greener Allerdale Resilient communities
2.5 The draft Council Strategy is proposed as a ten year strategy to give the consistency of purpose and focus required to address the challenges facing the Council. The draft Council Strategy reflects how vital it is that we make sure that the Council is making the best use of resources and is in a healthy financial
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position to be able to continue deliver the improvements and services that we believe our communities need and want.
2.6 Under each of the priorities, some key objectives and indicative activities are identified in the draft Council Strategy at a high level which will provide the focus for delivery. A detailed Business Plan is being worked up which will provide more detailed delivery plans and will form the basis of performance reporting on progress in delivering against the Council Strategy priorities.
2.7 The draft Council Strategy does not reflect the entirety of the Council’s activities, all of which are important in meeting residents’ needs and expectations. Each department will also have its own service plan setting out its operational commitments and service specific activity.
2.8 The Council Strategy will be reviewed every two years and updated as required to reflect economic, social, demographic, environmental, technological and fiscal challenges and opportunities.
3.0 Resourcing the Priorities
3.1 The Council has a limited amount of resource which it uses to deliver its priorities. These are a combination of human resources, financial resources and capital assets. The Council has a series of strategies and plans in place to ensure that it continues to effectively manage and develop these resources to ensure that the resources are used effectively against the agreed priorities.
3.2 The Medium Term Financial Plan (MTFP) identifies how the Council will organise its budgets to deliver the objectives identified in this Strategy. The MTFP also identifies sources of income, both Capital and Revenue, and key principles around asset management, risk and other financial concerns. The MTFP identifies the Council’s agreed level of general reserves i.e. balances which could be used to fund contingencies.
3.3 The Council’s most important resource, in terms of both expenditure and impact, is staff and therefore the management and development of staff is a vital activity which is supported by a number of policies around staff attraction, development and performance management. Workforce planning, a comprehensive appraisal process and training and development support the continual process of ensuring that staff have the skills and abilities to deliver the Council Strategy and that the organisation is always enabling staff to progress within the Council providing continuity of service and professional growth.
4.0 Consultation/Customer Focus
4.1 The draft Council Strategy has been developed following initial discussions with Executive members, and the Senior Management Team between July and September 2019.
4.2 Overview and Scrutiny Committee were provided with an opportunity to comment on the draft strategy at their committee meeting on 11 October 2019.
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4.3 The draft Council Strategy was published for wider consultation with the public, partners, members and staff consultation with the public, partners, members and staff on 24 September 2019. The consultation closed on 7 November 2019. The consultation was promoted through press and social media.
The consultation included: An online survey open to all – the draft document was made available on the Council’s website and paper copies available on request. Direct email message to all elected members Made available to staff and members on the Council’s intranet with managers asked to discuss the draft Strategy with their teams Direct messaging to parish and town councils with an opportunity to discuss the draft Council Strategy at the three tier meeting organised by CALC on 24 October Direct messaging to voluntary sector groups, community interest groups, public agencies, and local businesses. An opportunity to discuss the draft Strategy at the large employers forum on 11 October
4.4 Feedback has been received from a number of partner organisations and agencies, parish councils, and members of the public. All feedback received has been considered and informed the final draft Council Strategy. The feedback received in relation to the Council priorities set out in the draft Council Strategy is summarised in Appendix 2.
5.0 Services Delivered as Locally as Possible
5.1 This is reflected in the ‘Principles’ set out in the draft Council Strategy.
6.0 Finance/Resource Implications
6.1 The budget setting process is an ongoing annual exercise that determines the financial plans for current and future years and is informed by the Council’s priorities as set out in the Council Strategy. Information on resources allocated is contained in the Council Budget published annually.
7.0 Legal Implications and Risks
7.1 The Council Strategy forms part of the Council’s budget and policy framework and responsibility for it is shared between the Executive and the Council. The Council Strategy, once approved by Executive, requires the approval of the full Council.
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8.0 Recommendations
8.1 That members endorse the draft Council Strategy 2020-2030 as attached at Appendix 1 and recommend its approval to Council.
8.2 That authority is delegated to the Head of Strategy, Policy and Performance to make any minor amendments to the draft Council Strategy 2020-2030 in consultation with the Leader and Deputy Leader, prior to its consideration by Council on 11 December 2019.
9.0 Conclusion
9.1 The Council is committed to improving the lives of everyone in Allerdale. The Council does this on a day to day basis by providing a range of services.
9.2 The Council Strategy sets out the framework for the Council’s activity over the next ten years. In the context of unprecedented financial challenges it is vitally important that the Council is clear about its priorities and focus for activity. The draft Council Strategy, alongside the draft Medium Term Financial Plan, provides a robust framework for effective allocation of resource.
Alex FitzGerald Policy Manager (Corporate, Performance and Information)
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Page 39 Page Council Strategy 2020 – 2030
Graphics and pictures to be added
Introducing our Council Strategy
Welcome to Allerdale Borough Council’s Strategy for 2020-2030.
Our Council Strategy is the key document that sets out our ambitions, priority objectives and principles for the next ten years. It helps us focus our efforts where we believe we can best use our services and our influence to improve lives and improve futures.
In putting this strategy together we have developed the priorities and objectives that we believe will help to make Allerdale a place where our communities can thrive. To ensure that everyone can prosper in our area we need to work towards a sustainable future – for our economy, our environment, and our communities – as well as creating a sustainable footing for the Council so that we can continue to provide the services that our communities need.
Page 40 Page There are key things that we need to do to deliver a sustainable future including: making sure that the Council is on a sound financial footing; ensuring we deliver high quality services; making sure our neighbourhoods are clean and tidy as well as addressing wider environmental issues; supporting our towns as key service centres for all of our communities; taking action to ensure we have the right homes in the right places; supporting our communities to be healthy, active and engaged; and investing to support businesses so there are good employment opportunities to keep people in and attract people to Allerdale.
Like all local authorities we have faced significant reductions in funding since 2010 and the next few years will see continued pressure on the Council’s finances. But, we are determined to do the best for our communities and find ways to make the money we have work better – we will look to innovate, seek new ways of working whether through technology or collaboration, and find ways to increase our income. We have set out an objective in this strategy to be self-sufficient by 2030.
We recognise that only through collaborating with others will we achieve our ambitions for our area. Building positive partnerships with the people and communities we serve and our partners in the public, private and voluntary sectors is key to all of the ambitions set out in this strategy and it will be vital for us to make sure that we fulfil our role as local leaders able to influence and work well with others.
Councillor Marion Fitzgerald Leader of Allerdale Borough Council
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Our principles
Openness and transparency Strong community leadership We believe in the importance of being open and transparent in all Demonstrating leadership within our communities is vital if we are to that we do, providing the public with the information that they need achieve our ambitions and we will continue to support the role of to decide if we are performing well and responding to their needs. councillors in providing collective community leadership and This also involves being open and honest about what we can still articulating the issues and priorities in their local areas. We also have afford to do and being clear with our residents what they can expect. a vital role as local leaders to influence and lobby at a national regional and county level to ensure that the needs of our
Page 41 Page Partnership and collaboration communities and our area are recognised and supported. We recognise that only through collaborating with others will we achieve our ambitions for our area. Building positive partnerships Services and actions that reflect local need with the people and communities we serve and our partners in the We need to be flexible and responsive in the delivery of services. public, private and voluntary sectors is key to all of the ambitions set Allerdale is made up of distinct areas with differing issues and needs so out in this strategy and it will be vital for us to make sure that we we may need to adapt the way we deliver services and projects across fulfil our role as local leaders able to influence and work well with those areas depending on identified need. others. Access and fairness Innovation and commerciality People have different requirements and preferences when it comes to We will constantly look for ways to do things differently and better to how they access our services so we will make sure we take those into deliver savings or generate income for the Council. We need to be account when we design and deliver services. more entrepreneurial in the way we do business, looking for, planning for and taking advantage of opportunities.
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Our purpose Improving lives and improving futures through sustainable action Everything we do as a Council will be aimed at improving the lives of our residents both now and for the future. Whether that is by delivering high quality services or acting as community leaders to work with others to improve our area. Our priorities
Page 42 Page A financially secure council Outstanding local services Thriving towns and villages Invest to grow A cleaner, greener Allerdale Resilient communities
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A financially secure council
Why is this a priority? What are we planning to do? We have managed our finances well over the past years and have It is vitally important that we address our future projected funding successfully made changes and savings whilst still offering high gap to make sure that we are in a healthy financial position so that quality services to our residents. we can continue deliver services to our communities and vital improvements to the area. However, we face a substantial financial challenge over the lifetime of this strategy as local government financing continues to undergo We will continue to plan to make further reductions in our a fundamental change – by 2021 we expect to have little or no operating costs and generate additional income - we have set revenue support grant from Government which means that all of ourselves an objective to be self-sufficient by 2030. We plan to our income will have to come from council tax, business rates and develop some innovative and collaborative approaches to continue Page 43 Page other streams such as investments or service income. to be able to provide the best public services we possibly can and provide the resource to achieve the ambitions set out in this Our objectives: strategy. This will include activity such as looking at how we can generate Address the budget deficit more income from our existing trading services or selling other Become self-sufficient by 2030 services; improving the ways we commission and procure services Become more commercial and goods and manage contracts to make sure we are getting maximum benefit for the Council and the area; and investing in Become more efficient and productive new income streams.
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Outstanding local services
Why is this a priority? What are we planning to do? Whilst we are facing continued financial challenges we are We will review and redesign processes to provide a better service to committed to continuing to offer high quality services to our customers. As part of this we will look for better ways of working and residents. This is about making sure that we provide our basic innovative approaches to service delivery – this may lead to different services well. ways of delivering services jointly with partners or through other organisations. This does not mean that we need to carry on providing services in exactly the same ways as we have before, customer needs and We plan to make the best use of technology to improve services, both expectations are changing, as is the world around us and we need behind the scenes and to help people access a range of services better. to adapt with those changes.
Page 44 Page We want to support people to access services in different ways, to provide choice to people with busy lives, whether that is by accessing Our objectives: services online, on the phone or through local contact points.
Make it easy for customers to contact us Ensure we get it right first time Be bold in our use of technology Look at different and better ways to deliver services
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Thriving towns and villages Why is this a priority? What are we planning to do? Our towns and villages are the heart of our communities. We have committed to implementing the Maryport Regeneration Alongside clean streets and spaces our residents need good Scheme and over the course of this strategy and aim to develop town homes, leisure and cultural facilities, access to shops and services plans for our other towns – initially, we are planning to take full so that our towns and villages are lively and attractive places - advantage of funding opportunities for Workington and Silloth. important in appealing to visitors and new residents too. As well as action to improve the way places look and feel through Our area offers a fantastic place to visit and we want to encourage activity such as our popular facelift schemes, supporting businesses, more people to come and see the amazing landscapes and festivals, arts and sporting events will also be important to ensure that heritage that we have to offer. there is a wide range of quality facilities and things to do for visitors to Page 45 Page the area and our residents alike. Our objectives: We will invest in creating and growing local businesses through Create deliverable town plans that enable our towns to initiatives such as the Allerdale Loans Fund, and by offering more and adapt to the changing nature of the high street better business accommodation. Give people a reason to visit our towns (festivals, We aim to meet housing needs by supporting a good range and supply events, cultural and sporting activities, markets) of homes, available in the right locations Allerdale. This includes new Support businesses (with advice, finance, and build, conversions and bringing empty properties back into use. We accommodation) also need to make sure that a proportion of homes are affordable (both to buy and to rent) – the ways that we will do this include supporting Ensure there are suitable, affordable, decent homes for Community Land Trusts, securing the maximum numbers of affordable all units we can as part of new developments, and working closely with Increase the number of people living in our town housing associations to make sure there are enough social rented centres properties. We will also continue to deliver our successful grants Build communities, not just homes scheme to enable people to stay in their own homes for longer and will work to improve the quality of housing in the private sector through
inspection and appropriate enforcement. Graphics and pictures to be added
Invest to grow
Why is this a priority? What are we planning to do? To continue to be a prosperous area we need our existing We will invest in commercial opportunities that support our priorities businesses to see Allerdale as an area that they can stay and grow and bring money into Allerdale and the Council such as our investments in; and we need the area to be attractive to new business as a at Lillyhall and Reedlands Road in Workington to provide future business place to invest. Growing our economy will in turn help to support accommodation. the range of services and facilities that people need and expect in We will make the most of all the assets in our control, whether this is their area. identifying ways we can build homes on council land or making the most Attracting new and different businesses to the area as well as efficient use of properties and land through our Asset Management Plan. helping those already here to grow will help us to create more This might mean the Council undertaking activity directly or through Page 46 Page varied work opportunities and make our local economy less different vehicles such as the Allerdale Investment Partnership and reliant on a small number of business types. proposed Housing Company. Our objectives: Through our Regeneration and Investment Programme we plan to Use our asset portfolio to create new or different deliver ambitious projects such as the new community sports village and Lower Derwent Valley scheme in Workington, and aim to progress key opportunities (at Lillyhall, Oldside, Reedlands Road, and economic sites such as the Port of Workington and Derwent Forest with Derwent Valley) partners over the lifetime of this strategy. Develop a housing company to provide the right homes We will continue to use our Local Plan to support sustainable growth, in the right places at the right price and will work with our partners to create the right conditions for growth Utilise the Allerdale Investment Partnership, the Local including activity to improve connectivity and infrastructure across our Enterprise Partnership and Britain’s Energy Coast to area. This means road and rail infrastructure, but also broadband and stimulate growth business accommodation. We will look for opportunities to create and improve business accommodation so that there are quality places for Work with partners on key economic sites and enterprise and business to thrive, one example would be through the opportunities development of ‘easy in, easy out’ incubation spaces. Graphics and pictures to be added
A cleaner, greener Allerdale
Why is this a priority? What are we planning to do? We know that living in attractive and welcoming places that are We will focus on improving the cleanliness of our streets and public clean and green is important to our residents. We also know that, places where residents have told us improvements are required, taking whilst on the whole Allerdale is a fantastic place to live with a enforcement action where we need to tackle environmental crime such clean, green and safe environment, in a few places our residents as fly tipping. don’t feel that their living environment is as good as it should be. We will make sure that we provide the high quality refuse and recycling We recognise the significant climate issues facing us all at present service that we know our residents value and will continue our efforts to and as a council we have the power to change the way we increase recycling rates. Page 47 Page operate to reduce our carbon emissions and improve biodiversity, We will continue to carry out proactive and enforcement work to protect as well as influencing local activities and behaviours through our and enhance our built and natural surroundings, whether that is dealing policies. with eyesore properties in our towns or enhancing our high quality Our objectives: natural environment. Make sure our neighbourhoods are clean and tidy We will consider environmental sustainability when developing new approaches as well as exploring ways that we can use green technology Reduce waste and increase recycling in our own operations to address climate change. Research is currently Improve and protect our open spaces and green being undertaken by the Council to consider the specific approach that infrastructure we can take to addressing climate change as an organisation in terms of Ensure environmental sustainability is at the heart of our service delivery and buildings operations and how we can support action to address climate change through our policies, influencing and our policies leadership approaches. Use our assets to encourage green technology Graphics and pictures to be added
Resilient communities
Why is this a priority? What are we planning to do? We want everyone to have the opportunity to live a healthy and Encouraging healthy, active lifestyles to combat inactivity and help to happy life, regardless of where they live in the district. Whilst on reduce obesity levels will be a focus for us over the course of this the whole Allerdale is a safe place to live, some of our strategy, with a particular emphasis on children and young people, older communities have told us that they are experiencing increasing people and others at risk of inactivity such as those on lower incomes. issues with anti-social behaviour. We will continue to work with key partners such as the Police through We have clear inequalities between communities within the the West Cumbria Community Safety Partnership and the Allerdale Local district with some small areas experiencing considerable issues of Focus Hub to address our communities’ community safety issues and poverty and inequality, particularly in our west coast towns. We concerns so people can enjoy their homes and neighbourhoods. Page 48 Page also recognise that rural living can present significant challenges We will make sure that we effectively deliver our range of functions to for low income families. keep people safe and well including: monitoring food safety, air and Like many other areas of the UK one of our key health concerns is water quality; licensing; and using our powers to make Public Space obesity and in Allerdale we are seeing a particularly worrying Protection Orders. We will continue to help to prevent homelessness, as rising obesity trend amongst our younger children. well as supporting those who are already homeless.
Our objectives: We will continue our work with partners to address poverty - both in terms of helping those in urgent need through activity such as Promote healthy, active lifestyles supporting foodbanks and food initiatives, and working on activity to Address community safety issues help people longer term by improving job opportunities, skills and resilience. Engage with our communities, and our town and parish councils We need to maintain our awareness of local needs by talking to parish and town councils and community groups, and explore new ways to Prevent and reduce homelessness deliver services with them. We also recognise how important it is to Address inequalities provide advice and assistance local community groups run by local people with commitment and passion. Graphics and pictures to be added
Managing our performance
This Council Strategy is a high level document setting out what we will focus on over the next 10 years and why.
This strategy will inform the development of more detailed programmes and plans and allocations of staff and money. We will develop a four year Business Plan which will set out how we will work towards the priorities set out in this strategy. The Business Plan will set out the key activities we will undertake along with more detailed performance measures that we will use to assess our progress. The Business Plan will be refreshed annually and the Council Strategy will be reviewed every two years.
We believe in the importance of being open and transparent in all that we do, providing the public with the information that they need to decide if we are performing well and responding to their needs. So we will regularly report on progress through Page 49 Page our Executive and make these reports available on our website www.allerdale.gov.uk. Alongside this we monitor our financial and service performance on a monthly basis.
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Page 50 Appendix 2 Draft Council Plan 2020-30
Summary of Consultation Responses
The consultation was launched on 24 September 2019 and ended on 7 November 2019.
The online consultation asked the following questions: Do you agree with the priorities set out in the draft Council Plan 2020-2030? Do you agree with the objectives identified under each of the priorities? Is there anything that you think should not be include in the Plan? Is there anything missing (key challenges or issues) that you think should be include in the Plan?
The consultation was promoted in the following ways: Launch of the consultation on 24 September 2019 with a dedicated web page and media release Direct email notification to all Allerdale Borough Council elected members Posts on homepage of intranet to alert staff ad direct email to all managers Direct email notification to a range of stakeholders including: all Chief Executives of the Cumbria Chief Executives Group, Cumbria Association of Local Councils, Chamber of Commerce, a range of third sector partners Direct email notification to all town and parish councils Opportunity for toan and parish councils to give feed Social media was used to generate interest via Facebook and Twitter
People were able to respond online, by post or email. At the closing date there were 39 responses to the consultation received online and a further 15 by email. Comments were received from individuals, parish councils, and partner organisations. The consultation was not designed to be a statistically representative sample of public opinion, but to gauge the opinions of those who have chosen to participate in the process. All the feedback received has been considered to inform the development of the Council Strategy 2020-30. Some responses raised points that related to more detailed elements of service or project delivery which will be used to inform service delivery and project planning. A summary of responses is set out below.
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Page 51 Summary of feedback received in respect of draft Council Plan 1. Do you agree with the priorities set out in the draft Council Plan 2020-2030?
32 respondents clearly stated that they agree with the priorities. Seven respondents on line and twelve email respondents did not respond to this question. Others did not respond directly, but gave additional comments or queries that are summarised under the relevant sections below. Six respondents commented that the priorities are only short statements with no real detail so it was hard to disagree with them – they felt that there needed to be more detail on actions. Two respondents suggested that greener Allerdale and climate change action should be a top priority.
2. Do you agree with the objectives identified under each of the priorities? A financially secure council
The majority of respondents agree that this is a sensible priority and that the objectives make sense. Four respondents make the point that more detail is needed e.g. does this mean an increase in council tax? or a loss of services? or implementing some improvements to do this? One respondent asks ‘what precisely is the shortfall at present and how will the Council tackle this?’, and another asks what ‘self- sufficient’ and ‘become more commercial’ mean in practice. One respondent makes the point that the council was already financially secure and well managed financially and that financial insecurities are purely due to lack of central government funding. The waste contract and the perceived mismanagement of that was referenced by three respondents. One respondent makes the point that the Council is not a commercial organisation – but should be there to support the community. One respondent suggested that all contracted out services should be brought back in house under direct democratic control and mentioned the ‘disastrous fiasco of the waste contract failure this summer’. One respondent suggests more emphasis on community-led improvements.
Outstanding local services 17 respondents explicitly agreed that this should be a priority.
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Page 52 Response times and customer contact mentioned by two respondents and taking the needs of vulnerable people into account more mentioned by another. Three respondents mention a lack of detail, one queries how ‘outstanding’ is being defined. One respondents suggests that services should be kept local so that people do not have to travel too far and a further two respondents mention transport improvements are needed. One respondent suggests developing a ‘core services charter’ to publish the Council’s offer. Two respondents mention the delivery of the waste contract and one suggests that taking services back in house will give councillors more control over quality. Four respondents make reference to a range of services not delivered by Allerdale Borough Council including youth services, public transport, social care, GP services and education.
A cleaner, greener Allerdale Almost all respondents were supportive of this priority. 25 respondents reference the importance of action on climate change with 24 specifically suggesting that there should be an objective in the Plan to make ‘Allerdale’ carbon neutral by 2030 – in using the term ‘Allerdale’ some are clearly referring to the Council rather than the area, but others do not make that distinction. Many responses give a fairly detailed rationale for the need for action on climate change and/or give specific suggestions for action. Suggested action includes: planting more trees (specifically doubling Allerdale’s tree cover); increasing recycling facilities; introducing food waste collections; flood resilience efforts; using clean energy; action to improve biodiversity; encouraging businesses and residents to more aware and proactive in their own actions; improving public transport; improving cycling infrastructure; encouraging electric vehicles; insulation and renewable heating technologies in new housebuilding; and retrofitting existing housing for energy efficiency. Two respondents mention how untidy and dirty Workington has become in recent years. One respondent suggests adding a commitment to keeping country roads and the countryside clean and free of litter alongside the objective to make sure our neighbourhoods are clean and tidy. Three respondents suggest there needs to more detail and query if activity might include for example more land based wind turbines, or better recycling facilities? (one respondent), or whether this includes improving parks and recreational areas (one respondent).
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Page 53 One respondent is supportive of more wind and solar energy production, as well as local community hydro and ground source heat schemes. Three respondents query the council’s commitment to climate change ambitions given the perceived watering down of the motion to Council. One respondent suggests we could take a bolder lead on new technologies alongside BEC, and another that we could explore the potential for Allerdale to become a major centre for green energy production and development. One respondent suggested that the Council needs to tell people more about recycling – what to recycle, and how well or badly people are doing.
Invest to grow 12 respondents agreed in principal that investing in the area was important, but with certain caveats such as ‘as long as it doesn’t impact on services’, ‘need to invest in schemes that will bring new business, employment and it is particularly important to diversify current portfolio’, ‘in the right places’. The stadium project is mentioned by three respondents as an investment opportunity that is perceived to have been missed. One respondent suggests any financial investments should where possible be in low carbon companies, renewable energy etc. Two respondents refer to investing in the community, for example through health and wellbeing initiatives. One respondent suggested that growth should only be in sustainable green businesses. Six respondents suggest there needs to be more detail about how the Council intends to do this – one reference to the Council not being a business, one reference to the AIP and the perceived issues with that vehicle. Maryport and Aspatria were mentioned by one respondent as in need of investment who suggested a ‘Planning for Real’ approach is used to ensure community engagement in regeneration work. One respondent suggested there should be more on getting people into work - addressing and supporting those furthest from the labour market; investing in high quality opportunities for higher level jobs /encourage in work training; attracting new investment/jobs to West Cumbria in emerging industry (work more closely with the LEP); reviewing and monitoring impact of Brexit – loss of ESF funding which supports so much of the work going on in West Cumbria around unemployment. Another respondent stressed the importance of education and learning as a way to achieve growth.
Thriving towns and villages Housing is mentioned by 15 respondents including the need for affordable housing (three respondents), more housing provision in towns (one respondent), and issues with poor quality private rented accommodation (one respondent).
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Page 54 The need for new build developments to include appropriate and sufficient infrastructure is mentioned by five respondents, including areas for children to play outdoors (one respondent), safe walking routes (one respondent), and the need to improve road infrastructure in specific places (Cockermouth, Wigton, and Seaton). One respondent suggested that the Council should start building council owned social housing, and another suggested that any new housing should be good quality, cheap to run and weather resilient. Issues with holiday properties are referenced by two respondents with a suggestion from one that there should be more local occupancy housing in tourist areas. Three respondents suggest there should be a commitment to retrofit existing houses and commercial buildings for energy efficiency. Issues with high business rates, paid for parking and paid for toilets along with too many large developments are mentioned by two respondents. Two further respondents suggest cutting business rates for independent or local high street shops. Further suggestions for action include stopping any more national ‘super stores’, improving broadband and phone coverage to villages, and small business units for local green business start-ups. Issues with poor public transport are mentioned by two respondents. One respondent mentioned the importance of the Living Wage to encourage young people to remain in the local community to enable towns and villages to thrive. One respondent suggested that Keswick was now too busy with festivals and sporting events with roads being blocked or closed for hours at a time. Several respondents asked for more detail about actions under this priority. For example, one respondent asks how the Council will work to reinvigorate our dying high streets. Two respondents pointed out the importance of working with partners such as the county council, parish councils and the third sector on this priority and the importance of being clear about how the Council will work with local people.
Resilient communities Community safety issues are mentioned by five respondents including drug use in Workington (two respondents) and people being disrespectful (one respondent), a recognition of an increasing police presence in the town centre (one respondent), the fact that drugs are becoming too much if an issue (two respondents). Helping those in poverty and working in deprived communities is mentioned by five respondents as missing from the Plan, specifically working with Cumbria County Council, health service, third sector and communities on
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Page 55 mental health, domestic abuse and substance misuse, and action on child poverty. One respondent suggests there should be activity to help people be more financially aware and able to avoid debt. Building community capacity is referenced by two respondents including encouraging in work volunteering from across organisations in Allerdale to strengthen communities and build capacity. One respondent suggests encouraging the voice of young people and encouraging communities to collaborate through local forums. Improving sports facilities is mentioned by three respondents – two respondent specifically mentions a new swimming pool for Keswick. Several respondents suggest this priority lacks detail and is perhaps too broad. Transport and access to employment are mentioned specifically by one respondent. One respondent suggests we should encourage fellowship, enterprise and joint initiatives.
3. Is there anything that you think should not be include in the Plan? 4. Is there anything missing (key challenges or issues) that you think should be include in the Plan?
A number of comments about additional areas that respondents think should be in the Plan are included in the sections above. In addition, the following summarises other comments made under these questions: One respondent suggested that being more commercial should not be in the Plan as it has failed in the last decade. One respondent felt that growth should not be a priority, especially if it contributes to higher carbon emissions or other environmental impacts. One respondent suggested that elected members needed to have open and honest conversations to say ‘we can’t do everything everywhere’ and suggested looking at approaches like the Wigan Deal or New Zealand where ‘wellbeing’ indicators are being prioritised. One respondent felt that there was nothing about developing tourism and true growth. One respondent pointed out that the only mention of the arts were two small words (festivals, events) in brackets and that art and design and creativity did not seem to even be considered at all, and pointed out the importance of the Arts to wellbeing and mental health.
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Page 56 Fair council tax for all was mentioned by one respondent including increasing the rate for rented holiday properties and restricting the number of holiday cottages or introducing a licence, so there would be more houses for local people. Another respondent asks if the Council has the power to increase higher council tax banded properties by higher percentages. Four respondents commented that the Plan does not include areas such as healthcare, policing or education. One respondent queried what the council was doing about the underfunding of nurseries and schools. Two respondents queried what the Council is going to do about the shortage of GPs in our area and two further respondents suggested there should be something on tackling racism and extremism in the area, providing support for addiction, and mental health support. There were four additional comments that work to tackle poverty was missing from the plan and one comment that tackling unemployment was missing. Brexit was mentioned by one respondent who queried what provision the council was making to support local people in the event of no deal Brexit. Development was mentioned by one respondent in terms of more development being targeted at brownfield west coast sites rather than market towns. One respondent suggested the council should return to the committee system and give more resource to the council's Overview and scrutiny function. Two respondents mentioned transport as missing from the Plan, specifically public transport and the links to sustainability.
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Page 58 Appendix 3
Equality Impact Assessment
Subject: Council Strategy 2020-2030 Service area: Strategy, Policy & Performance
The General Equality Duty Allerdale Borough Council, in the exercise of its functions, should: a) Eliminate unlawful discrimination, harassment and victimisation and other conduct prohibited by the Act. b) Advance equality of opportunity between people who share a protected characteristic and those who do not. c) Foster good relations between people who share a protected characteristic and those who do not.
Public Sector Equality Duty The Public Sector Equality Duty (2011) covers the following nine protected characteristics: Age, disability, race, religion or belief, sex, sexual orientation, gender reassignment, pregnancy, maternity, and marriage and civil partnership (full definitions given below).
Allerdale Borough Council also includes ‘rurality’ and ‘socio-economic status’ as additional categories in its equality impact assessments.
Aims and Summary of the EIA
The Council Strategy is a ten year high level strategy that sets out the Council’s priorities and key activities. The Council Strategy provides the direction and vision for Allerdale Borough Council, clearly stating our main priorities and aspirations for the people of Allerdale over the next ten years.
The purpose of this EIA is to make sure that the Council does not bring about negative impacts on people with protected characteristics whilst taking forward the priorities of the Council Strategy 2020-2030. These priorities are: o A financially secure council o Outstanding local services o Invest to grow o A cleaner, greener Allerdale o Thriving towns and villages o Resilient communities
The Council Strategy drives the organisation’s policies, the decisions the Council takes, the approach to the delivery of services, and the use of available resources. The
$aikagxnh Page 59 reduction in central government funding for local government (at a time of changing demand for and expectation of services as the population changes) will continue to be a key challenge facing the Council over the next ten years. The challenges we face will require us to do things differently in the future, but we are committed to ensuring that the appropriate and proportionate equality considerations are made alongside any proposed changes.
This EIA has highlighted what the Council will need to do to meet the Equality Duty as set out in the Equality Act (2010) when delivering the Council Strategy. The EIA has done this by ensuring that: Population data, consultation feedback and survey data are being used to establish priorities. People protected under the Act are engaged in Council Strategy consultation. The corporate Business Plan and detailed service plans will identify lead departments for delivery of specific activity under each priority theme who will take responsibility for taking any further action on equalities as required. The necessity for more specific Equality Impact Assessments on any service or policy changes or the introduction of new services is being flagged up.
The key finding of the EIA is that the Council’s Priority Themes as set out in the Council Strategy all meet the Public Sector Equality Duty. Further work will be required as the Business Plan and service plans are finalised to decide what activity will require specific equality impact assessments. It is anticipated that any changes to services or policies or the introduction of new services or policies are likely to require equality impact assessments.
Gathering information
Type of information Findings Demography and the The Cumbria Observatory has developed a set of Equality Census 2011 Briefings based on the 2011 Census: http://www.cumbriaobservatory.org.uk/Population/equality.asp
These show the following trends:
The numbers of 0-15 year olds fell in Allerdale between 2001-2011 (and across all of Cumbria’s districts), whilst the numbers of residents aged over 65 rose in Allerdale between 2001-2011 by 17% - a higher rate of increase than the national average (+11%). The 16-64 population increased slightly in Allerdale between 2001-2011.
Allerdale (and the whole of Cumbria’s) population is ageing faster than most of England and the district has slightly above average rates of disability. This is linked to ageing, but also people on long term out of work benefits.
$aikagxnh Page 60 Cumbria’s Black and Minority Ethnic population remains one of the lowest in England, but has grown from 1.8% to 3% from 2001-11. Allerdale has the smallest proportion (2.4%) of residents from BME groups in Cumbria and the second highest rate of White British residents of any district nationally (97.6%).
28% of Allerdale's population is single (never been married) compared to 34.6% in England & Wales, 52% are married (46.6% in England & Wales) and 0.2% are part of a same-sex civil partnership (same as England & Wales). The number of married residents in Allerdale has fallen slightly between 2001 and 2011.
75.4% of Allerdale’s population stated their religion was Christianity (compared to 59.3% in England and Wales), with 17.3% stating that they had no religion. Other religions accounted for less than 1% of the population of Allerdale, much lower than England and Wales (8.4%).
In the 2011 Census residents were asked if their day-to- day activities were limited because of a health problem or disability which has lasted, or is expected to last, at least 12 months. 10.1% in Allerdale reported that their day-to- day activities were limited a lot, and 10.7% reported that their day-to-day activities we limited a little. When compared to England & Wales, Allerdale has a slightly higher proportion of residents whose day-to-day activities are limited (Allerdale: 20.8%, England & Wales: 17.9%).
Engagement on the The Council has engaged with the public and partners on its Council Strategy proposed new Council Strategy 2020-2030. This process began on 24 September and ended on 7 November 2019.
Screening for Impacts The information below sets out key considerations that should inform the implementation of each priority theme in order to ensure the delivery of the Council Strategy pays due regard to the Public Sector Equality Duty, as set out in section 149 of the Equality Act.
Council Strategy Priority: A financially secure council
Overall it is considered that this priority theme will have a positive impact on our residents and workforce, by ensuring that the organisation is on a sound financial footing to be able to continue to deliver services and improvement activities across Allerdale.
In delivering this priority the following issues will need to be considered:
$aikagxnh Page 61 Ensuring that changes to staffing and services pay due regard to the Equality Duty via Equality Impact Assessments of key functions and decisions. Ensuring that staff and members can access training on equality to support planning and decision making. Ensuring that the organisation values equality and diversity, that there are strong safeguards in place in relation to bullying, harassment and dealing with prejudice, and that staff are supported around work-place sickness, stress, disabilities or dealing with difficulties outside their working life
Council Strategy Priority: Outstanding local services
Overall it is considered that this priority theme will have a positive impact on our residents by ensuring that they receive good quality services in ways that are convenient and accessible for them.
In delivering this priority the following issues will need to be considered: Consideration of accessibility issues as services are made available online, in particular in terms of age, rurality and socio-economic status. How age, gender, rurality, socio-economic status and disability in particular are considered in any changes to the way services are delivered in our locality areas. Ensuring that changes to staffing and services pay due regard to the Equality Duty via Equality Impact Assessments of key functions and decisions. Ensuring that staff and members can access training on equality to support planning and decision making.
Council Strategy Priority: Thriving towns and villages
Overall it is considered that this priority theme will have a positive impact on our residents by helping to support our towns as service centres and as attractive places to live and work, as well as helping to support our surrounding villages as attractive places to live.
In delivering this priority the following issues will need to be considered: How delivery of town centre initiatives supports our wider rural communities Consideration of social inclusion, disability, gender, age and ethnicity in developing or promoting festivals and events How best to engage with communities in the development of town plans and to consider implications for age, gender, disability and rurality. How different housing needs are considered in our plans, such as those of older people, and those of people experiencing difficulty accessing the housing market (often younger people and low income households) How the wider community impacts of any new housing or town centre developments are considered.
$aikagxnh Page 62 Council Strategy Priority: Invest to grow
Overall it is considered that this priority theme will have a positive impact on our residents by helping to grow the local economy, support businesses to stay, grow and invest in the area, providing more and better employment opportunities.
In delivering this priority the following issues will need to be considered: Consideration of accessibility for all through the council’s planning function and consideration of the impacts of developments on different sections of the population. How the Council can engage with employers to understand opportunities around skills development. How the Council can help to ensure that improvements in infrastructure and connectivity consider rurality. Consideration of rurality as part of any programme of support for business growth.
Council Strategy Priority: A cleaner, greener Allerdale
Overall it is considered that this priority theme will have a positive impact on our residents by ensuring that our towns and villages have clean and tidy streets and public places, by working to improve and protect our green spaces, and play our part in considering environmental sustainability in our actions – for example through working to reduce waste and increase recycling.
In delivering this priority the following issues will need to be considered: How best to engage with communities on waste reduction initiatives Consideration of issues for young families, older people and those with disabilities in delivery of the waste service Consideration of accessibility in improvements to and maintenance of open spaces and public areas How best to engage with communities in terms of street cleanliness. Consideration of rurality as part of the delivery of waste, grounds maintenance and street cleanliness services.
Council Strategy Priority: Resilient communities
Overall it is considered that this priority theme will have a positive impact on our residents and in particular on low income households, older people, those experiencing money problems, those experiencing fuel poverty, younger people and those at risk of being physically inactive.
In delivering this priority the following issues will need to be considered: Consideration of social inclusion, disability, gender, age and rurality in developing projects in relation healthy active lifestyles.
$aikagxnh Page 63 How age, gender, rurality, socio-economic status and disability are considered in the delivery of leisure activities. How age, gender, ethnicity and disability are considered in work to tackle homelessness. Consideration of how local communities are engaged and helped to identify specific local issues. Monitoring of the impacts of targeted work with partners in communities on community safety issues.
Definitions of protected characteristics
Age: This refers to a person having a particular age or being within an age group (for example, 18-30 year olds).
Civil partnership: Legal recognition of a same-sex couple’s relationship. Civil partners must be treated the same as married couples on a range of legal matters.
Disability: A person has a disability if s/he has a physical or mental impairment which has a substantial and long term adverse effect on their ability to carry out normal day-to- day activities. Includes: Physical/sensory disability; mental health; learning disability.
Gender reassignment: This is the process of transitioning from one sex to another, considered a personal process rather than a medical one and it does not require someone to undergo medical treatment in order to be protected.
Maternity: The period after giving birth. It is linked to maternity leave in the employment context. In the non-work context, protection against maternity discrimination is for 26 weeks after giving birth, including as a result of breastfeeding.
Race: It refers to a group of people defined by their colour, nationality (including citizenship), ethnic or national origins. Includes, Asian, Black and White minority ethnic groups inc. Eastern Europeans, Irish people and Gypsy Travellers.
Religion or belief: “Religion” means any religion, including a reference to a lack of religion. “Belief” includes religious and philosophical beliefs including lack of belief (for example, Atheism). The category includes, Christianity, Islam, Judaism, Hinduism, Buddhism, and non-religious beliefs such as Humanism.
Sexual orientation: This is whether a person's sexual attraction is towards their own sex, the opposite sex or to both sexes.
Additional Allerdale Borough Council characteristics
Rurality: Allerdale is defined as ‘Rural - 80’ – this means we have at least 80 percent of our population in rural settlements and larger market towns.
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Socio-economic status: This refers to a person or persons defined by their socio- economic group or other socio-economic classifications (e.g. low income families, or pensioners).
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Page 66 Agenda Item 8
Allerdale Borough Council
Executive – 27 November 2019
Allerdale Social Impact Investment Fund (SIIF)
The Reason for the Decision To agree the allocation of remaining funds from the Allerdale Social Impact Investment Fund (SIIF) for 2019 /2020 and to give consideration to the use of the funds in future years.
Summary of options This report sets out the suggested allocation of SIIF considered funding in 2019/20 that remains available. Executive may allocate resources within this fund so long as there is a strategic fit with the Sellafield Social Impact Strategy.
Members may therefore agree the recommendations or suggest alternative uses for the funding.
Recommendations It is recommended that:
1. Executive re-allocate £40,000 agreed in April towards the cost of the hosting fee for the Rugby League World Cup 2021, towards the creation of a Growth Planning Budget (£35,000) and additional investment into sport development (£5,000).
2. Executive allocate the remaining £70,000 in 2019/20 to the creation of a Growth Planning Budget.
3. Executive agree to allocate a further £55,000 from the SIIF in 2020/21 to further supplement the Growth Planning Budget subject to confirmation of future funding from Sellafield Ltd.
4. The allocation of funds within the Growth Planning Budget is delegated to the Head of Service for Strategy, Policy and Performance and Portfolio Holder for Economic Growth.
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Financial / Resource Annual funding from Sellafield for the Social Impact Implications Investment Fund was agreed by Executive in April 2019: £250,000 to go towards a legacy loans fund (a total amount of £500,000 was agreed to be ring-fenced for 2018-19 and 2019-20). £140,000 to support activity related to sports development. £40,000 per annum for 2019-20 and 2020-21 had previously been agreed for the Rugby World Cup bid. £70,000 has not been allocated to date.
Legal / Governance Legal issues are identified in the body of the report. Implications
Community Safety Implications N/A
Health and Safety and Risk Management Implications There are no foreseeable health and safety risks, risk management is mitigated by the Council, Sellafield Ltd and the NDA audit processes. Proposed use of funds is discussed annually with Sellafield Ltd.
Equality Duty considered / Officers will ensure that the remaining funding is Impact Assessment completed allocated in line with the Council’s equality duty.
Wards Affected All Allerdale Wards
The contribution this decision The proposed allocation contributes to the Council’s would make to the Council’s priorities for Economic Growth and the health and priorities wellbeing of residents and visitors.
Is this a Key Decision Yes
Portfolio Holder Councillor Marion Fitzgerald and Councillor Mark Jenkinson
Lead Officer Andrea Hines Policy Manager (Economic Growth) 01900 702771 [email protected]
Report Implications (Please delete where applicable).
Community Safety N Employment (external to the Council) Y
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Financial Y Employment (internal) N Legal Y Partnership Y Social Inclusion N Asset Management N Equality Duty Y Health and Safety N
1.0 Introduction
1.1 In April 2014, the Board of Sellafield Ltd agreed to allocate up to £1,000,000 per annum of funding for use by Allerdale Borough Council and Copeland Borough Council to support projects, initiatives and programmes of work that deliver social conditions for growth through Britain’s Energy Coast. In Allerdale, the fund was named the Social Investment Fund.
1.2 From April 2017 onwards, the funding has come direct from Sellafield. The general requirements of the fund remained the same, other than the allocation of monies must now be in line with the objectives of the Sellafield Social Impact Strategy 2018 and Energy Act 2016, in addition to the Council’s own priorities as set out in the Council Plan.
1.3 Over the last 4 financial years (2014-18), the £2m funding from Sellafield has supported economic growth and achieved the Council’s objectives by
Assisting 32 businesses across Allerdale Created or safeguarded 410 jobs at completion of funded activity Two organisations providing advice and guidance to new businesses have been awarded £245,000 as part of wider funded programmes Twelve voluntary and community organisations received £310,895 to fund a variety of activity, and have contributed £377,761 match
1.4 In total therefore, and excluding match from wider funded programmes, local organisations will have contributed £5,272,794 match to Sellafield’s investment of £2m – i.e. £2.64 for every £1 invested.
1.5 The purpose of this report is to consider the allocation of the remaining Social Impact Investment Fund for 2019-20 – in total £110,000 of £500,000 and consider the option of allocating resources from future years.
2.0 Distribution of Funds in previous years
2.1 To date SIIF has supported a range of projects and businesses across a number of themes aimed at enhancing the local economy in the form of grants.
2.2 A loans fund was established in 2018/19 with Enterprise Answers to support local businesses in accessing the necessary finance to grow. The Executive allocated £250,000 from the fund and also committed to a further investment of £250,000 from the fund in 2019/20 subject to receiving funding from Sellafield Limited. The Loans Fund has proved to be successful and supported a number of businesses to access the finance they require in order to meet their growth ambitions with loans they could not access through commercial sources.
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3.0 Distribution of Funds 2019-20
3.1 In addition to the Loans Fund referenced above, at a meeting of the Executive in July 2018, a commitment of £80,000 was made to support the bidding process for the Rugby League World Cup to return to the Borough in 2021, when England host the event. £40,000 in 2019/20 and a further £40,000 in 2020/21 was allocated as a hosting fee. This funding is now available for reallocation.
3.2 At a meeting of the Executive in April 2019, the remaining £210,000 was allocated as follows:
1. £140,000 to support activity related to sports development. This activity included transition costs for the two clubs associated with the new stadium development and activity aimed at increasing sporting participation and health.
2. £70,000 was considered in support of the Business Growth Strategy, but not specified for particular activity. 3.3 During recent years investment through the SIIF has predominantly targeted at strengthening the economy and enhancing our towns and to a lesser degree on tackling inequality through providing the climate for job creation, which fits with the Sellafield Resilient Economies Objective. This is continuing in 2019/20 with the enhancement of the Allerdale Loans Fund. 3.4 In addition, it was also agreed to focus on improving the health and well-being of people who live and work in the Borough and those who visit by providing improved opportunities for life chances, which fits with Sellafield’s Thriving Communities objective. The sports development budget has been fully allocated within the financial year and therefore Executive are asked to approve an additional allocation of £5,000 for this budget.
4.0 Growth Planning 4.1 The Council adopted the current Business Growth Strategy in 2016. Since its adoption, there have been a number of changes in Government policy and in the availability of Government funding to support economic development and regeneration. 4.2 It is therefore considered to be the appropriate time to not only refresh the existing document, but also to develop a new approach to economic development and regeneration for the Council in line in emerging Government Policy, the emerging Cumbria Local Industrial Strategy and new Council Plan. 4.3 In addition to this, the Council has successfully passed the initial stages for the Future High Streets Fund in Maryport and for the Stronger Towns Fund for Workington. Further opportunities for regeneration within our Borough are presented by the Borderlands Place Programme. 4.4 In utilising the SIIF to create a Growth Planning budget the Council can develop a new approach to economic development and regeneration in addition to creating a budget that can be allocated to develop projects and bids to capitalise on funding opportunities as they arise.
5 Recommendations
5.1 It is recommended that:
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1. Executive re-allocate £40,000 agreed in April towards the cost of the hosting fee for the Rugby League World Cup 2021, towards the creation of a Growth Planning Budget (£35,000) and additional investment into sport development (£5,000).
2. Executive allocate the remaining £70,000 in 2019/20 to the creation of a Growth Planning Budget.
3. Executive agree to allocate a further £55,000 from the SIIF in 2020/21 to further supplement the Growth Planning Budget subject to confirmation of future funding from Sellafield Ltd
4. The allocation of funds within the Growth Planning Budget is delegated to the Head of Service for Strategy, Policy and Performance and Portfolio Holder for Economic Growth.
6.0 Conclusion
6.1 The Social Impact Investment Fund has made a significant contribution to the economic success of the Borough in recent years, supporting the creation of employment. This proposal for the allocation of remaining funding will build on that success by creating the conditions for more people to lead healthy lives and enter work and ensure that the Council supports activity to create resilient communities, in addition to investing to grow and thriving towns and villages outlined in the draft 10 year Council Plan.
Andrea Hines Policy Manager (Economic Growth)
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Page 72 Agenda Item 9
Allerdale Borough Council
Executive – 27 November 2019
Allerdale Community Lottery
The Reason for the Decision To gain agreement to the launch of an online Allerdale Community Lottery (“the Lottery”) to help fund discretionary support for the local voluntary and community sector and to enable such organisations to raise funds that will directly benefit local people and communities.
Summary of options considered The options for establishing an Allerdale Community Lottery include delivering it in-house or contracting with an External Lottery Manager. Alternatively, the Council could decide not to establish the Lottery.
Recommendations It is recommended that Executive:
1. Agrees to the establishment of the Allerdale Community Lottery to benefit good causes in the borough;
2. Agrees to appoint Gatherwell Ltd as our External Lottery Manager to set up and operate the Lottery;
3. Approves the criteria for voluntary and community organisations wishing to join the Allerdale Community Lottery as good causes, as set out in Appendix 1 to this report;
4. Authorises and nominates the Head of Strategy, Policy and Performance to apply for any necessary licences from the Gambling Commission to enable the Lottery to operate;
5. Delegates the management and oversight of the Lottery and the authority to approve appropriate policies and procedures associated with the Lottery to the Head of Strategy, Policy and Performance.
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Financial / Resource Implications The cost of setting up the Lottery is £8,300 to include the appointment of an External lottery Manager, the Gambling Commission licence, Lotteries Council membership and marketing budget. There are no ongoing management costs to the Council. The annual Gambling Commission licence and Lotteries Council membership totalling £1,077 can be paid from the Lottery proceeds.
Legal Implications The Council has the power to establish and operate a local authority lottery under the Gambling Act 2005 and, thereafter, to use the net proceeds for any purpose for which the authority has power to incur expenditure. The Council has the power under s257 of that Act to appoint an External Lottery Manager on its behalf. If established, an Allerdale Community Lottery must be run under an operating licence issued by the Gambling Commission and would need to comply with the specific licence conditions and relevant codes of practice.
Community Safety Implications There are no community safety implications arising from this report.
Health and Safety and Risk There are no health and safety implications Management Implications arising directly from this report. The Council would take steps to mitigate risks associated with gambling as part of establishing the Lottery.
Equality Duty considered / Impact There are no equality or diversity implications Assessment completed arising from this report, although it should be noted that some members of the community may be opposed to any form of gambling on moral or religious grounds.
Wards Affected All
The contribution this decision would The Lottery would help to support voluntary and make to the Council’s priorities community sector organisations across the borough to thrive and grow and to enable such organisations to raise funds that will directly benefit local people and communities.
Is this a Key Decision Yes
Portfolio Holder Councillor Paul Scott Portfolio Holder for Transformation
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Lead Officer Brendan Carlin Head of Programmes and Projects Tel: 01900 702706 Email: [email protected]
Report Implications
Community Safety N Employment (external to the Council) N Financial Y Employment (internal) N Legal Y Partnership Y Social Inclusion Y Asset Management N Equality Duty Y Health and Safety N
1.0 Introduction and background
1.1 As budget pressures continue to increase over the next few years, there will inevitably be an impact on the funding available for partnerships with local voluntary and community organisations (referred to in this report as ‘good causes’) in the medium term. In order to alleviate some of those budget pressures, a number of other councils have introduced a local lottery as a potential new source of income to provide funding to good causes.
1.2 Lotteries have long been a way of smaller organisations raising income, for which they are regulated under the Gambling Act 2005 (“the Act”). The Act creates eight categories of permitted lottery. The Act includes, as a permitted category of lottery, a “local authority lottery”. Local authority lotteries are lotteries promoted by the authority and require the authority to be licensed by the Gambling Commission. The net proceeds from a local authority lottery may be used for any purpose for which the authority has the power to incur expenditure.
1.3 Local Authority lotteries have to deliver a minimum of 20% of proceeds to purposes for which the authority has the power to incur expenditure – this report proposes to deliver up to 60% of the Lottery proceeds to good causes.
1.4 Until a few years ago, local authorities had not entered into this form of fundraising due to perceived risks to a council’s reputation, conflicts with anti- poverty work, and concerns about the gambling aspects of such a service. However, things have moved on in the last few years and there is now a clear precedent set for local authorities to get involved in this kind of activity, as long as the marketing material is clear that it is principally a fundraising platform for local good causes, the lottery is properly regulated, and supports the licensing objectives set out in the Act, which are:
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Preventing gambling from being a source of crime or disorder, being associated with crime or disorder, or being used to support crime;
Ensuring that gambling is conducted in a fair and open way;
Protecting children and other vulnerable people from being harmed or exploited by gambling.
1.5 Local authority lotteries can be run in-house or in partnership with an External Lottery Manager (ELM). An ELM is defined in section 257 of the Act as a person or a body who makes arrangements for a lottery on behalf of a society or local authority, but is not a member, officer or employee of the society or authority. All ELMs must hold a lottery manager’s operating licence before they can manage a lottery on behalf of a local authority. This is in addition to the operating licence held by the local authority. It is important to note that whilst ELMs may run a lottery on behalf of the local authority, it is the responsibility of the local authority to ensure that the lottery is conducted in such a way as to ensure that it is lawful, and fully complies with the Act, all licence conditions and licensing codes of practice.
1.6 In addition to operating licences from the Gambling Commission, a local authority is required to have at least one Personal Management Licence (PML) holder for the authority, even if the lottery is run by an ELM. The ELM will have their own PML holders.
1.7 Investigations into options have been undertaken and a meeting with a leading ELM, Gatherwell Ltd, has been held to understand the workings of a lottery in practice. Information from Gatherwell feeds through this report, as best practice. It should be noted that although Gatherwell are not the only ELM in operation, Gatherwell are identified as a specialist and leading provider of local authority lottery schemes, and are identified as low risk by the Gambling Commission. They are licensed by the Gambling Commission to run lotteries on behalf of good causes and local authorities across the UK. Starting in 2015 with Aylesbury Vale, they launched the first online local authority lottery in the UK and now have 80 local authority awarded contracts with 65 live websites and the remainder in development, as well as over 1,000 schools across the UK using ‘Your School Lottery’ platform.
1.8 Lotteries like these attract a number of different supporters – those motivated by the odds and the prizes on offer, those with a dual motivation of giving to a good cause but with the incentive of winning a prize, and the altruistic supporter who will support because of the good cause alone and will often donate any prizes back to the good cause.
1.9 There are four well-known national lotteries running in England and Wales – the Euromillions, the National Lottery, the Health Lottery, and the Postcode Lottery. Set out in the table below are some background statistics regarding those providers for comparison:
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Provider Odds of Odds of any % share to % share to jackpot win prize win good causes operator/ owner
Euromillions 1:140m 1:13 28% 22%
National Lottery 1:45m 1:54 28% 22%
Health Lottery 1:2m 1:209 20% 22%
Postcode Unclear Unclear 27.5% 32.5% Lottery
2.0 The proposed Allerdale Community Lottery
It is proposed that the Council establishes a Community Lottery in the following way:
Aims of the Lottery
2.1 The Lottery would need to have a set of aims or a unique selling point that resonates with local players. It is believed that there is a place for a lottery that is focused on:
Delivering the proceeds locally: an Allerdale Community Lottery would deliver benefits to local causes only i.e. players can be assured that the proceeds will stay within the borough of Allerdale.
Maximising benefits to the community: to bolster support and to help in continuing the good work that the Council already does. The proposal in this report has up to 60% of proceeds being given to local good causes.
Minimising costs: whatever delivery route is adopted it will need to minimise set-up costs, meaning the lottery will need to be largely self-financing and any funding distribution mechanism should tap into existing distribution routes.
Delivering winners locally: whilst anyone could play, it is likely that players will be based locally and hence it will be easier to maximise the value from winners’ stories and encourage more participation.
Facilitating a wider benefit: while the lottery will help current funding of good causes, it will also enable local good causes to fundraise in partnership with us. This can be seen as the Council ‘enabling’ good causes to help themselves by reducing the barriers to lottery-type funding i.e. the costs of licensing and administration. It will also open up a way for good causes to create new links with repeat donors.
Helping to shift resident’s perceptions of what the Council does: in line with our commercial approach, taking the authority from ‘provider’ to ‘enabler’.
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Form of the Lottery
2.2 The Lottery will have to be online. This is due to the costs of distribution and sales which would be incurred if the Lottery were delivered in any other way. This fits with the Council’s digital approach and the Lottery will be capable of being accessed via a desktop, mobile phone or tablet device. In order to comply with the Act, the Council will need to hold a remote lottery operating licence to have this type of lottery.
2.3 The suggested model would enable voluntary and community sector groups to ‘sign up’ to take part in the lottery, specifically raising the 50% share for their good causes. By signing up they would have their own web page for the lottery, helping them in engaging players and raising income. This option removes a number of hurdles for groups who might otherwise struggle to take part in their own lotteries (e.g. holding their own licence and setting up infrastructure to enable the lottery to run). This 50% is distributed to the specific good causes that sign up to the scheme, and the Council can determine how it wishes to use of the remaining 10% (of the 60% proceeds).
2.4 The Council would be the overall licence holder and control the good causes joining the scheme. Players buying tickets through specific web pages would know that the proceeds are for that specific good cause. This in turn motivates the group to gain more players to support their specific cause. This option in effect operates as an ‘umbrella’ scheme within the main Allerdale Community Lottery.
2.5 The Council would retain control over the eligibility of good causes and we would also help promote the Lottery to the local community and encourage good causes to sign up. The Council would need to agree the eligibility criteria for organisations wishing to join the Lottery and suggested terms are set out at Appendix 1 to this report. These mirror the terms used by local authority lotteries run by other councils.
2.6 All sales for the Lottery would operate via a dedicated website (specific good causes would have their own landing pages), and be funded via an online direct debit or payment card for tickets. This approach is needed to keep operating costs at a minimum and also mitigates against the issues related to addictive gambling as payment is at specified times for specified amounts.
Delivery Options
2.7 In essence, the options for delivery of a lottery are either in-house or through an External Lottery Manager (ELM).
In-house: this option would see the setting up of the necessary posts and systems to run a lottery in-house. This has not been fully costed but information from other local authorities estimate those costs to be in the region of £80k-£100k for set-up costs alone. This would include a lottery manager and the necessary development of software systems to enable the lottery to run.
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External Lottery Manager: this option would see a contract arrangement with an existing provider of lotteries in the marketplace. This effectively means ‘buying-in’ the skills and expertise of an existing provider and sharing the risk with them to deliver the lottery. The ELM will deliver all aspects of running the Lottery – including ticket payments, prize management and licensing – and share the responsibility of marketing the Lottery with the Council and the good causes.
2.8 It is proposed that, rather than allocating officer time and significant cost to setting up and managing an in-house lottery, an ELM is used to oversee the operations of the local lottery. There are very few ELMs in the marketplace and, as previously indicated, Gatherwell Ltd is a specialist in delivering local authority lotteries. It is, therefore, proposed to utilise Gatherwell as an ELM for the lottery, initially with an agreement for a one-year period with an option to extend to further years, if appropriate.
2.9 Gatherwell already performs this operation for over 65 councils so far, including districts, metropolitans, counties and unitary councils and their remit is to increase funding to good causes. Detailed market research and engagement by the Council’s procurement team reveals that, while other ELMs do exist, there is no other company that that can facilitate this type of local authority lottery. As such, we have not been able to obtain quotes from alternative lottery providers.
2.10 It is proposed that, if approval is given to establish the Lottery using Gatherwell Ltd as ELM, an exemption report be completed in the usual manner and in accordance with the Council’s financial regulations explaining that the procurement is of such a specialised nature that the services can only be obtained from one particular supplier.
How the Lottery Operates
2.11 The Lottery focuses on enabling local good causes to raise additional funding for their services and would operate as set out below:
Each ticket costs £1.00 of which 50p goes to the specific good causes signed up to take part in the Lottery. A further 10p goes to a central fund from which the Council can determine its use and which could be used, for example, to provide funding to other good causes. Thus, a total of up to 60p from every pound is made available to good causes. By comparison, the Health Lottery allocates 20% to good causes and the UK Lotto allocates 28%.
Players select which good cause they want their money to go to, and each 50p amount is directly paid over to that specific good cause on a periodic basis by the ELM.
Of the remaining balance, 20p is allocated for prize money, 17p goes to the External Lottery Manager, and 3p is VAT, which is reclaimable by the Council.
Participation is online (or telephone for those who do not have access to the internet) and no tickets are sold in shops, offices or on the street.
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Tickets must be bought in advance and payment is via credit/debit card or direct debit. Evidence from other participating local authorities has shown that over 50% of supporters use direct debit as a recurring payment method, creating a degree of income stability. The other half buy blocks of tickets in either 1, 3, 6 or 12 month blocks. It is not possible to buy individual tickets each week as the focus of the lottery is to provide rolling funding for good causes.
The Lottery is based on a different principle to the UK Lotto. The numbers used are the results of the Australian Super 66, which is a combination lottery that uses only the numbers 0 to 9 that are then randomly drawn by a computer. As the Super 66 is drawn weekly on a Saturday morning (UK time) the deadline for participating in the local lottery is midnight Friday.
Players (aged 16 or over) are able to choose 6 numbers. To win the weekly jackpot they must match both the numbers and sequence as drawn. Players can also win a prize if the ticket matches the sequence of the first or last 2, 3, 4, or 5 numbers drawn.
Multiple tickets can be purchased and numbers can be changed by players.
Players also have the option to donate their winnings to their chosen good cause if they so wish (other local authority experience has shown that around 10% of winners have donated their prize back to the good cause).
The jackpot is an insured prize and is a guaranteed pay-out of £25,000 per winner (even if multiple people win the jackpot it is not shared or rolled over). The ELM takes out insurance to cover all prizes. The risk of ticket sales being insufficient to cover the prize pay-out lies with the ELM.
Winning Odds Prize
6 numbers 1: 1,000,000* £25,000
5 numbers 1: 55,556 £2,000
4 numbers 1: 5,556 £250
3 numbers 1: 556 £25
2 numbers 1:56 3 free tickets
Overall odds of winning any prize 1:50 n/a
* Note: The odds of winning the Health lottery jackpot is 1:2m and the Euromillions jackpot is 1:140m
2.12 All day-to-day management will be conducted by the ELM. This includes processing new players, distributing prizes and income for good causes. The ELM will also provide significant tailored marketing support to good causes and the Council and offer customer assistance and support to players if they
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experience difficulties. However, it is the Council’s decision as to whom it identifies and approves as a good cause.
2.13 The ELM will send newsletters to all good causes who have signed up to the lottery to provide updates on their lottery. The Council will help publicise the Lottery and support its take-up. Other than the licensing and marketing costs, the Lottery will be self-funding.
2.14 The process of setting up a local authority lottery normally takes about six months from the date of agreement to approval by the Gambling Commission. A proposed project plan incorporating an estimated timeline could look like the following:
Decision to proceed Create a project plan and commence the process
Week 1 Establish the branding requirements and initiate the Gambling Commission licence application
Weeks 2 to 12 Progress the Gambling Commission application; website development; payment account; telephone number
Weeks 12 to 18 Website testing; payment account integration; Gambling Commission licence issued; launch event for good causes
Week 22 Launch website and marketing to public; start selling tickets
Week 26 First draw and the Lottery goes live
Responsible Gambling
2.15 Lotteries are the most common type of gambling activity across the world and, due to their relatively controlled form, are considered to be a ‘low risk’ form with respect to the emergence of problem gambling. The Lottery will mitigate against many of the risks and issues associated with addictive gambling by:
Being only payable via pre-arranged sign up (not ‘spur of the moment’) and non-cash methods (as players have to pay in advance via card or direct debit).
There is no ‘instant gratification’ or ‘instant reward’ to take part, due to the midnight deadline whilst the results are released the following day.
Promotion of the lottery will be mainly via the good causes to their supporters.
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The lottery will be fully compliant with the Gambling Commission’s licensing code of practice, which includes self-exclusion and links with support organisations.
Gatherwell recommends that each council becomes a member of the Lotteries Council, which provides a range of services for its members including acting as independent arbitrator for lottery providers should a dispute arise, free access to advice from specialists, and representation with regulators and legislators. The Lotteries Council also makes a contribution to the Responsible Gambling Trust on behalf of each of its members.
The minimum age for participation in a local authority lottery is 16 years. A person commits an offence if they invite or allow someone under 16 to enter such a lottery. The Council will ensure that appropriate written policies are in place to help prevent and deal with cases of under-age play. Gatherwell, when acting as ELM, requires players to declare their age as 16 or over and undertake back office and random checks to verify dates of birth and ensure no players are under-age. As part of the licensing objectives, the Council is required to ensure that children and other vulnerable people are not harmed or exploited by the Lottery.
The Council, as licence holder, will take all reasonable steps to ensure that information is readily available about how to gamble responsibly and how to access information for help in respect of problem gambling.
2.16 Due to these factors, it is reasonable to conclude that the proposed Allerdale Community Lottery will not significantly increase problem gambling and that the benefits to good causes in the borough from the proceeds of the Lottery outweigh the possible negative issues.
2.17 In order to comply with the licensing requirements under the Act, it is proposed that the authority to apply for any operating licences on behalf of the Council be delegated to the Head of Strategy, Policy and Performance.
2.18 It is proposed that the Head of Strategy, Policy and Performance.be nominated as the Personal Management Licence holder for the Lottery and be given authority to apply for such a licence.
2.19 There are no consequences arising from the recommendation that adversely affects or interferes with individual’s rights and freedoms as set out in the Equalities Act 2010.
3.0 Alternative options
3.1 A number of different delivery options are considered within this report and have been taken into account in developing the recommendation.
3.2 The standard alternative option is to not establish the Lottery. This option is not recommended as the Council’s discretionary budgets for supporting voluntary sector organisations and partnerships are under the same pressure as all other areas of expenditure, with the potential that it may become necessary in due
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course to make reductions to their overall quantum.
3.3 Another option is to deliver the lottery in-house or use an alternative ELM. As outlined in the report, the financial implications of running the lottery in-house are estimated to be £80k-£100k for set-up alone and the Council does not have the necessary skills or resources to establish the Lottery.
3.4 As such, it is preferable to ‘contract in’ the support for a cheaper, more efficient way of establishing the Lottery. Officers have undertaken market research, which highlighted that there are a number of ELMs in the market with a range of working methods, areas of specialisms and prize distribution. Research included engaging with ELMs such as Woods Group, the Weather Lottery and others, most of whom either had no or very little experience working with local authorities, did not primarily focus on local good causes and/or required the Council to undertake the administration of the scheme. The model adopted by Gatherwell Ltd minimises officer time spent on the project and maximises funding available to local good causes. They also have an extensive record of working with local authorities and are specialists in delivering this type of lottery. As such, they understand local authorities’ needs and requirements and, for these reasons Gatherwell is recommended as the ELM to deliver the Lottery.
4.0 Finance/Resource Implications
4.1 The estimated cost of setting up the Lottery is around £8,300 as follows:
Gatherwell set-up fee: £5,000 to include:
o Website design, hosting, maintenance and development; o Payment gateway investments (dedicated direct debit and payment card accounts); o Dedicated support telephone number, email and social media accounts; o Marketing strategy support and generic design creation; o Gambling licence application support; o Training for licence holders.
Gambling Commission licence: £692 per year plus £244 application fee;
Lotteries Council membership: £385 per year plus £25 application fee;
Launch event and marketing costs of approximately £2,000 but these will be kept as low as possible.
4.2 Once launched, the ongoing costs would be as follows:
Gatherwell Ltd do not charge a set annual fee. Their costs will be covered by the 17p service charge from each £1.00 ticket. The full set of services outlined above will continue to be provided throughout their engagement.
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Gambling Commission licence and Lotteries Council membership, which together currently cost £1,077 annually.
Ongoing marketing of the lottery will mainly be the responsibility of individual good causes who will promote the Lottery to their supporters and the general public in anticipation of raising income. The Council will provide additional support by placing promotional material and press releases on its website, its social media accounts, in relevant publications and other appropriate online forums.
4.3 The costs of the set-up will initially be funded from the strategic priorities fund. The ongoing costs will be paid out of central fund (i.e. the Council’s 10p share of each ticket sold).
4.4 The Council’s proceeds from the Lottery will initially be used to pay for the ongoing costs of the Lottery. Any further use of the proceeds has yet to be determined as this will be entirely dependent upon the number of players and tickets sold.
4.5 Using ONS figures and information from other local authority lotteries, it is estimated that the 16+ population in Allerdale that is eligible to play the Lottery is approximately 81,000 people and the average player buys 1.8 tickets per week at a price of £1.00 per ticket. A conservative estimate may result in a take-up rate of 0.5% of the eligible population in year 1, increasing over the following years as the Lottery becomes established. Accordingly, the following estimated projections can be calculated:
Ticket No. of % of Tickets No. of Gross Central Good Price (£) players pop. bought weeks return Fund Causes per week (10%) (50%)
1.00 410 0.5 1.8 52 £38,376 £3,838 £19,188
1.00 820 1 1.8 52 £76,752 £7,675 £38,376
1.00 1230 1.5 1.8 52 £115,128 £11,513 £57,564
1.00 1640 2 1.8 52 £153,504 £15,350 £76,752
1.00 2050 2.5 1.8 52 £191,880 £19,188 £95,940
4.6 An annual review will be undertaken to ensure that the Lottery is running in line with the aims set out in this report.
4.7 Some officer time will be required in setting up and administering the lottery (e.g. registering and determining eligible good causes and authorising payments, completing licence applications to the Gambling Commission and marketing the lottery). However, information from other councils running local authority lotteries confirms that these duties are minimal and will be managed from within existing
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staff resources.
7.0 Legal Implications and Risks
7.1 The Gambling Act 2005 creates eight categories of permitted lottery, one of which is a local authority lottery. Local authority lotteries are promoted by the relevant council and the net proceeds can be used for any purpose for which the authority has power to incur expenditure.
7.2 If we were to establish an Allerdale Community Lottery, it must be run under an operating licence issued by the Gambling Commission and would need to comply with the specific licence conditions and relevant codes of practice.
7.3 As proposed in this report, the Council can appoint an ELM to manage the Lottery on its behalf in accordance with Section 257 of the Gambling Act 2005. The ELM will also need to obtain the necessary consent and operating licence from the Gambling Commission. However, the Council would remain responsible for ensuring that the Lottery operates lawfully if an ELM is appointed. To this end, it will be necessary to appoint a responsible officer(s) for the Gambling Commission’s lottery licence and it is recommended that Head of Strategy, Policy and Performance be nominated for this purpose.
7.4 Gatherwell Ltd is the operator of all but one of the 80 established or planned local authority lotteries. It has a proven track record of working with councils to deliver low-cost lotteries and offers the flexibility to provide a scheme tailored to Allerdale’s requirements. As the only ELM with the demonstrable knowledge, experience and expertise, it is recommended that Gatherwell Ltd is our preferred partner for establishing the proposed Allerdale Community Lottery.
7.5 Under the Council’s financial regulations, it is a requirement that all procurements must be entered into following a competitive process appropriate to its value. The appropriate process for contracts with a value between £2,000 and £50,000, is to obtain a minimum of four written quotations from suppliers. However, paragraph 7.3.1(b) of the Council’s financial regulations provides a specific exemption where the procurement is of such a specialised nature that the services can only be obtained from one particular supplier. It is proposed that this exemption applies to the proposed appointment of Gatherwell Ltd as the Council’s ELM. An exemption report would be completed in the usual manner and in accordance with the requirements of our financial regulations.
7.6 Included among the risks associated with establishing an Allerdale Community Lottery are the risk that the voluntary and community sector chooses not to engage with the initiative and/or that the Lottery does not perform as well as expected and, therefore, does not produce the anticipated levels of income. However, these risks do not appear to have been realised in other local authority lotteries and it is considered that the risks are outweighed by the potential benefit of generating new and additional funding for local voluntary and community sector organisations. The worst-case scenario is that the initial start-up costs are effectively written-off.
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7.7 In the event that Gatherwell Ltd was appointed as ELM for the operation of the proposed Allerdale Community Lottery, the relationship would be subject to a comprehensive legal agreement confirming the precise nature of all legal obligations and responsibilities for both parties.
8.0 Recommendations
8.1 It is recommended that Executive:
a) Agrees to the establishment of the Allerdale Community Lottery to benefit good causes in the borough;
b) Agrees to appoint Gatherwell Ltd as our External Lottery Manager to set up and operate the Lottery;
c) Approves the criteria for voluntary and community organisations wishing to join the Allerdale Community Lottery as good causes, as set out in Appendix 1 to this report;
d) Authorises and nominates the Head of Strategy, Policy and Performance to apply for any necessary licences from the Gambling Commission to enable the Lottery to operate;
e) Delegates the management and oversight of the Lottery and the authority to approve appropriate policies and procedures associated with the Lottery to the Head of Strategy, Policy and Performance.
9.0 Conclusion
9.1 This report proposes the establishment of a new Allerdale Community Lottery to support good causes in the voluntary and community sector across the borough and to enable such organisations to raise funds that will directly benefit local people and communities.
Brendan Carlin Head of Programmes and Projects
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APPENDIX 1
CRITERIA FOR ORGANISATIONS JOINING THE ALLERDALE COMMUNITY LOTTERY AS GOOD CAUSES
We encourage as many organisations as possible to join the Allerdale Community Lottery as one of the eligible good causes. As you will be joining under our overall gambling licence (Gambling Act 2005), we have to ensure that organisations meet certain criteria. There is no application fee.
Your organisation must:
provide community activities or services within the borough which benefit Allerdale residents; have a constitution; have a bank account; operate with no undue restrictions on membership be either: o a registered charity, with a board of trustees; or o a registered Community Interest Company; or o any other constituted group with a volunteer management committee comprising at least three members and which meets at least three times a year.
We will not permit applications from:
groups promoting campaigns that do not directly relate to the provision of community activities or services within Allerdale organisations that do not do work within the borough boundaries individuals organisations which aim to distribute a profit organisations with no established management committee/board of trustees (unless a CIC).
We are also unable to accept applications that are incomplete.
The Council reserves the right to:
reject any application for any reason; and terminate the participation of any organisation with a minimum of 7 days’ notice for any reason, unless fraudulent or illegal activity is suspected in which case termination will be immediate.
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Page 88 Agenda Item 10
Allerdale Borough Council
Executive – 27 November 2019
Refreshed Housing Strategy 2016-2021
The Reason for the Decision The Council agreed the Housing Strategy 2016- 2021 in November 2016 to drive forward the key priorities set out in the Council Plan 2016-2019 and in particular to support the delivery of housing development, private sector housing and homelessness.
The Housing Strategy has been refreshed to reflect the proposed new Council Plan Priorities 2020 – 2030 as well as recent changes in government policy and current market conditions, and needs to be formally adopted. (Appendix A)
Summary of options considered A number of options considered: 1. Continue with the existing Housing Strategy 2. Refresh the Housing Strategy 3. No longer have a Housing Strategy 4. Develop a new Housing Strategy
Option 2 is the preferred option in that it brings together a number of stand-alone plans, and creates improved linkages to aid delivery.
In updating the Housing Strategy, the requirement for a new Homelessness Strategy became apparent to reflect recent changes in the Homeless Reduction Act. This will be developed in 2020 and will link to the Housing Strategy and Council Plan Priorities.
Recommendations It is recommended that:
1. Members consider the contents of this report and adopt the refreshed Housing Strategy 2016-2021 at Appendix 1 and the Housing delivery plan at Appendix 2.
2. Authority is delegated to the Head of Strategy, Policy and Performance in consultation with the Portfolio Holder to make any amendments to the Strategy and delivery plan as follows:
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• Minor amendments to the Strategy text to bring it in line with the Council Plan once adopted by Council.
• Changes to the housing delivery plan 2016- 2021 as set out in Appendix 2, to address changes in the housing market and legislation, which may impact upon the Council’s ability to take forward the housing programme.
Financial / Resource Implications The Housing Strategy will require resources to be implemented successfully. Existing resources will be aligned to the strategic plan as far as possible.
Legal / Governance Implications The Council has a statutory duty to identify need and demand for future housing across the whole community in addition to the condition of the housing stock in it the district.
There is also a requirement for the Council to have in place a Homelessness Strategy every five years, and following the introduction of the Homeless Reduction Act 2018 this will now become a standalone strategy.
Community Safety Implications None
Health and Safety and Risk The Strategy is formally adopted without Management Implications appropriate staffing resources and budgetary allocation.
Equality Duty considered / Impact Yes (refreshed 2019) Assessment completed
Wards Affected All Wards
The contribution this decision would The Housing Strategy will contribute towards the make to the Council’s priorities key priorities of the Council. It will support the delivery of affordable housing, development and growth. Furthermore, it will strengthen partnerships, build stronger and healthier communities, contribute to renewal and regeneration programmes, empower residents to thrive, support independent living, and prevent homelessness or those at risk of being homeless.
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Is this a Key Decision Yes
Portfolio Holder Councillor Marion Fitzgerald, Portfolio Holder for Policy, Strategy and Performance
Councillor Stephen Stoddart, Portfolio Holder for Housing Health and Wellbeing
Lead Officer Andrea Smith, Housing Policy Manager, 01900 702565, [email protected]
Report Implications (Please delete where applicable).
Community Safety Y Employment (external to the Council) N Financial Y Employment (internal) Y Legal Y Partnership Y Social Inclusion Y Asset Management Y Equality Duty Y
Background papers ………………………………………………………………………………
1.0 Introduction
1.1 Since the Housing Strategy was adopted in 2016 there have been a number of changes in Government policy and therefore it is considered appropriate to update the strategy to reflect these changes.
1.2 The Council’s ambition is to ensure that we have thriving communities, with suitable places for people to live.
1.3 The Council is committed to enabling opportunities to support the housing market, whilst meeting the housing challenges facing Allerdale. It is important to ensure that the right homes are in the right places and that we have well planned and sustainable growth in terms of housing. A clear and focused Housing Strategy can support access to affordable housing, reduce inequality and help our communities to thrive.
2.0 Housing Strategy 2016 - 2021
2.1 In developing a refreshed Housing Strategy, it is essential that the document continues to have strong links with other Council plans and that it continues to add value. Therefore, the options considered were:
- Continue with the existing Housing Strategy, without an update position - Agree to adopt a refreshed Housing Strategy
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- No longer have a Housing Strategy - Develop a new Housing Strategy
A number of key national policy changes have been introduced since the adoption of the current Housing Strategy. It is appropriate therefore, to update the document to reflect these changes. Agreeing to adopt an up dated Strategy will enable the Council to progress a delivery plan, which will assist the delivery of statutory requirements and provide opportunities for innovation and growth.
2.2 The data from the housing need study and the stock condition survey is still relevant and assists the Council in driving forward our Housing Strategy up to 2021. However, if the Council wishes to have in place a Housing Strategy beyond 2021 this data will need to be up-dated.
2.3 The Council continues to operate in a challenging financial environment. Both legislation and housing finance create opportunities and threats to the delivery of housing and the Council must adopt a flexible approach, responsive to the current housing issues, challenges and need.
2.4 The Vision for the Housing Strategy is “Improving Housing – Improving Lives”.
There are two key objectives in the refreshed Housing Strategy:
1. “Building stronger and healthier communities” 2. “Provide quality places to live”
2.5 The Housing Strategy provides opportunities for joint working across departments, and engagement with Council members and external partners to support delivery of the Strategy. This refreshed Strategy has been considered by the Overview and Scrutiny Committee and whilst not making any formal recommendations, a number of useful comments were forthcoming.
2.6 The key differences that appear in the refreshed Housing Strategy can be summarised as:
Reducing the number of objectives from six to two. A standalone strategy will be developed for Homelessness and will have links to the overarching Housing Strategy. The National and local policy context has been updated, and this introduces some new responsibilities for the Council. The Delivery Plan has been updated.
4.0 Delivery Plan
4.1 The Council’s housing delivery plan, which outlines actions required to deliver the housing priorities, will see the Council work collaboratively with key partners, developers and providers. Some key areas of focus within the delivery plan include:
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Updating the borough’s need and demand for open market, affordable and supported housing. Engagement with the Private Rented Sector and communities to influence decision making. Seeking opportunities for housing growth. Investigating stalled sites. Identifying issues around empty homes/second homes. Updating the borough’s stock condition study. Monitoring the impact that Brexit may have on building stronger and healthier communities, and the ability to deliver quality places to live.
5.0 Services Delivered as Locally as Possible
5.1 The Council’s ambition to deliver the Housing Strategy remains a priority and aims to benefit a wide range of residents in Allerdale as well encouraging others who wish to move to the area. During the lifetime of this Strategy, the Council will continue to identify areas of the borough where evidence suggests challenges are faced.
6.0 Finance/Resource Implications
6.1 The Council has previously committed financial resources to support the delivery of the Housing Strategy. The Council will seek to continue this support, where able to do so, but the financial ask is likely to be prioritised and project focused. This will enable the Council to meet its priorities as well as providing assurances about its future housing commitments in Allerdale.
7.0 Legal Implications and Risks
7.1 Whilst the Council no longer has a statutory duty to have in place a Housing Strategy, Section 8 Housing Act 1985 part 2 (8.1) requires the Council to consider housing conditions in its district and the needs and future housing accommodation.
7.2 The Council has a statutory duty to have in place a Homeless Strategy every five years as well as providing a homeless service to support this function. A new Homeless Strategy will be developed in 2020, combined with a rough sleeper strategy.
8.0 Recommendations
8.1 It is recommended that:
1. Members consider the contents of this report and adopt the refreshed Housing Strategy 2016-2021 at Appendix 1 and the Housing delivery plan at Appendix 2
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2. Authority is delegated to the Head of Strategy, Policy and Performance in consultation with the Portfolio Holder to make any amendments to the Strategy and delivery plan as follows:
• Minor amendments to the Strategy text to bring it in line with the Council Plan once adopted by Council
• Changes to the housing delivery plan 2016-2021 as set out in Appendix 2, to address changes in the housing market and legislation, which may impact upon the Council’s ability to take forward the housing programme.
9.0 Conclusion
9.1 The Housing Strategy provides a framework to deliver the Council’s statutory duty and supports the delivery of affordable and open market housing where it is needed the most. In addition to this, the Council will be working with key partners and stakeholders on issues such as community sustainability and resilience as well as supporting the delivery of a private sector housing function.
Andrea Smith Housing Policy Manager
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Page 95 Page
Final Draft Refresh Housing Strategy 2016-2021 - November 2019
Contents
Foreword
Executive Summary
Our Vision
1.0 Introduction
1.1 Key achievements so far 2016/17-2018/19
2.0 Context
2.1 National Context 2.2 Local Context Page 96 Page 2.3 Council Plan Commitments 2020 - 2030
3.0 Housing in Allerdale – The Facts
3.1 Housing Need and Demand 3.2 Private Sector Housing Stock
4.0 Allerdale Housing Market – People & Place
4.1 What are the issues? 4.2 People - What are the Challenges and what do we need to do? 4.3 Place - What are the challenges and what do we need to do?
Appendix One – Overview of key housing achievements.
Final Draft Refresh Housing Strategy 2016-2021 - November 2019
FOREWORD FROM HOUSING PORTFOLIO HOLDER
As the Executive Member and Housing portfolio holder, I am pleased to bring to you a refreshed housing strategy.
The strategy refresh comes at a time of innumerable changes in national policy that affect the housing sector. These changes have influenced the delivery of new homes, and the work carried out with key partners to manage existing housing stock and assist people who
Page 97 Page need support whether they are in social housing or the private sector.
I hope that by refreshing our housing strategy that we can continue to build upon our relationships with our key partners, and look at ways that enable our communities to have a greater say in what we do and how we work better together.
The Council is committed to supporting the key housing priorities, and where possible it will make the financial commitments needed to strengthen our ability to deliver. Despite the resource challenges that we may face we continue to be committed to ensuring that housing remains a key priority for this Council.
Councillor Stephen Stoddart
Executive Member: Housing Health and Wellbeing
Final Draft Refresh Housing Strategy 2016-2021 - November 2019
“Improving Housing – Improving Lives” Allerdale Housing Strategy 2016 - 2021 Executive Summary
The Housing Needs Study carried out in 2016 provided the Council with up to date evidence of the need and demand for housing across the borough, and has helped inform the development of the Housing Strategy and support the Local Plan.
The Study identified a need for 175 units of affordable housing year on year up to 2021.
The aim of this strategy is to respond to the challenges in the housing market. We will strive to improve conditions within existing housing stock, whilst at the same time, work with key partners to create a market that supports housing growth, and makes Allerdale a great place for people to live. Page 98 Page Providing access to good quality housing of a suitable type, size and tenure for all is an aspiration for Allerdale Borough Council. Our aim is to give residents of Allerdale a higher quality of life that provides opportunities for residents to live in mixed and sustainable communities. The local plans of Allerdale Borough Council and the Lake District National Park support us to achieve our aims.
Since the introduction of this strategy in 2016, there has been a significant amount of activity carried out to progress our aims and vision, and we continue to strive forward to increase and improve the housing stock across the borough and support our most vulnerable individuals.
The strategy has been refershed in light of a number of government policy changes, although there are still some key elements that have remained. The issues set out in this document will continue to provide the Council with challenges, which we need to meet to deliver a service to residents over the remainder of this strategy. The provision of affordable housing continues to be a key priority and especially important for low-income households.
We now have a better understanding of the impact of welfare reform and how this affects both individuals and housing providers. Access to social housing is supposed to be the safety net for those on low incomes; however, even the cheapest social housing is now unaffordable to many.
Final Draft Refresh Housing Strategy 2016-2021 - November 2019
We continue to tackle issues around the condition of housing stock, and take enforcement action where necessary, to improve standards especially within the private rented sector. Fuel poverty continues to be of concern primarily in pre 1919 dwellings, which prove hard to heat and we still have a high level of properties that are not on mains gas.
Allerdale has a super aging population providing the Council with major strategic challenges, and we need to ensure that we continue in our efforts to see appropriate housing being developed, and that we find ways to support those who require adaptations in their homes to help people remain independent, and stay at home for as long as possible.
The Council is committed to ensuring that the most vulnerable residents of Allerdale are protected. The introduction of the Homeless Reduction Act has changed the way in which the Council delivers its housing options service, and at the heart of this service we need to prevent homelessness in the first instance, and offer support to those who find themselves needing advice to address challenging situations.
The Council Plan 2020-2030 sets out the Council’s high level ambitions around housing to ensure that there are suitable, affordable, decent homes for all. Top develop a housing company to provide the right homes in the right places at the right prices. Page 99 Page This Housing Strategy is a framework in which to take forward our housing vision. We will continue to work with our key partners who have supported us to deliver some of the key achievements so far.
The Council continues to ensure that housing is a key priority for the borough, and a refreshed delivery plan will support the work needed to address the housing issues and challenges identified in Allerdale.
Final Draft Refresh Housing Strategy 2016-2021 - November 2019
Page 100 Page
Final Draft Refresh Housing Strategy 2016-2021 - November 2019
1.0 Introduction Council looking for opportunities to directly intervene, and This is a refresh of the Housing Strategy 2016-2021, which sets create growth in the housing market. out the Council’s vision and priorities for the delivery and development of new market and affordable housing, and This strategy will enable the Council to identify the best way to ensuring the availability of safe and suitable housing stock to engage with all sections of the community, and maximise meet the needs of all of our residents. opportunities to deliver housing that meets the needs of all our communities. It will allow us to identify solutions to the problems This document also provides a summary of some of the key of a challenging housing market in all sectors and provide a issues faced by homeless services. A new homeless strategy strategic framework that assists us to meet our delivery plan. will be developed in 2020, which aims to focus on the new duty to prevent, and reduce homelessness across the whole By taking an active role in the housing market, we aim to be Borough (which includes part of the Lake District National Park) creative and find innovate ways to engage both internal by 2021. colleagues and external partners to grow the housing market and deliver our strategy through the most effect means Page 101 Page We believe that our partners play a key role in enabling us to possible. We will strengthen the Council’s Housing Board to achieve our vision. We also believe that there is an option to drive forward the Housing Strategy. create an environment that allows new housing providers and/or developers to the market. This may also involve the
Final Draft Refresh Housing Strategy 2016-2021 - November 2019
1.1 Key achievements so far 2016/17 – 2018/19
This section provides an update of some of the key achievements that have been delivered since the introduction of the Housing Strategy 2016-2021. Appendix one provides an overview of all achievements since our Housing Strategy was introduced.
14 affordable homes in the pipeline by Community Led Housing groups £110,000 empty 421 Disabled property grants Facilities Grants
Page 102 Page awarded to bring awarded (£1.9m), properties back in grant processing to use times reduced by Two Council Our Key 50% since 2016 Supported 48 buildings Achievements households converted to placed in provide housing 2016 to 2019 temporary for six households accommodation 187 new Success in during 2018/19
affordable obtaining Rough properties built as Sleeper funding a result of Council for Countywide policies Project 43 Safe and Warm Grants awarded (£580k) to improve the quality of housing Final Draft Refresh Housing Strategy 2016-2021 - November 2019 stock
2.0 Context Private rented sector:
• Houses in Multiple Occupation Legislation - altered the 2.1 National Context existing definition of an HMO for licensing purposes to any property occupied by five or more people, forming Since the introduction of the housing strategy in 2016, there two or more separate households. have been a number of changes, including the introduction of • Changes to the buy-to-let tax system in 2017/18 means new legislation and national policy, which are beginning to have the amount of tax relief on rental income decreases and an impact on the services we provide locally. by 2020 all rental income will be taxable. • The Housing and Planning Act 2016 contained a Legislation: package of measures to help tackle rogue landlords in the private rented sector, including extended housing • Housing and Planning Act 2016: introduced a number of enforcement powers for local authorities. measures to promote homeownership, including Starter • Tenant Fees Act 2019 – from 1 June 2019, landlords cannot require a tenant to make certain payments in
Page 103 Page Homes and an extension to Right to Buy. • Self-build and Custom Housebuilding Act 2015: designed for connection with a tenancy and will be responsible for the housing development by individuals, or persons working costs involved in setting up, renewing or ending a with them or for them and to be occupied by that individual. tenancy. Housing can be either market or affordable housing. • From 20 March 2019, the Homes (Fitness for Human • Homeless Reduction Act 2017: has introduced new duties Habitation) Act 2018 comes into force. It amends the around preventing and relieving homelessness, which current fitness for human habitation standard in the includes an extension to the period within which an Landlord and Tenant Act 1985 and is designed to applicant is considered threatened with homelessness, and strengthen tenants’ means of redress against landlords. new requirements around the provision of advice. • Universal Credit: a means-tested benefit for people of • Section1 of the Localism Act 2011 gives local authorities the working-age who are on a low income, it replaced power to do anything that individuals generally may do, individual payments of six legacy benefits, including including the power to do it for a commercial purpose. housing benefit. • Housing Revenue Account borrowing cap lifted to allow local authorities to borrow against housing revenue account assets in order to build homes.
Final Draft Refresh Housing Strategy 2016-2021 - November 2019
Policy/Strategy: Green/White Papers
• National Planning Policy Framework 2018: sets out a new • The Government’s white paper Fixing Our Broken Housing affordable housing definition which has been broadened to Market (February 2017) sets out plans to boost the supply of include starter homes, discounted market sale properties and new homes in England. It includes measures to ensure other affordable routes to home ownership such as low cost plans are made for the right homes in the right places, home ownership and rent to buy. homes are built faster and to encourage diversity in the • National Rough Sleeper Strategy 2018: introduces the housing market. government vision to design out rough sleeping to include • The Social Housing Green Paper: A new deal for social three core elements, which will prevent rough sleeping housing (August 2018) is based around five core themes - before it happens, intervene at crisis point, and help people decent and safe homes, effective resolution of complaints, to recover with flexible support that meets their needs. empowering residents and strengthening the regulator, • Better Care Fund: a programme spanning both the NHS and tackling stigma and celebrating thriving communities. local government which seeks to join-up health, social care • Domestic Abuse Bill 2019: designed to raise public and and housing, to allow people to manage their own health and professional awareness, enhance the safety of victims and Page 104 Page wellbeing, and live independently in their communities for as the support that they receive, prioritise victim safety in the long as possible. It has been created to improve the lives of criminal and family courts, and drive consistency and better some of the most vulnerable people in society and pooled performance in the response to domestic abuse across all budgets to allow for better integration. local areas, agencies and sectors • Homes England Strategic Plan 2018-2023: Homes England • In April 2019, the Government outlined plans to consult on act as the government’s housing accelerator, and have set new legislation to abolish Section 21 evictions, this is aimed out how the Government aims to improve housing at giving tenants security of tenure. affordability, helping people access better homes in areas where they are needed most.
Final Draft Refresh Housing Strategy 2016-2021 - November 2019
2.2 Local Context The shared vision for housing in Cumbria is:
Cumbria in Brief “Working together to drive housing and economic growth, transform poor housing and help people to live Cumbria is England’s second largest county by area. It has a independently.” population of approximately half a million people and is the third sparsest county nationally. Over 60% of wards in Cumbria are The three key priorities of the Cumbria Housing Group are: classified as rural, and over half of the population live in rural • Housing Growth, Affordability and Community Sustainability communities. It contains the Lake District National Park, part of • Housing Transformation the Yorkshire Dales National Park and two parts designated as • Supporting Independent Living Areas of Outstanding Natural Beauty. The County Housing Statement is further adopted within the The average household income in Cumbria is just over £25,000 Public Health Strategy 2019. about £3,500 below the national average. The average house price is just under £140,000 well below the national average of Both the Cumbria Housing Supply Group and the Cumbria Page 105 Page £175,000. Therefore the ratio of average household income to Housing and Wellbeing Group, support the work of the Cumbria average house prices locally is more favourable than the Housing Group. These groups are led by the district councils national average. However, in certain parts of the County, such with key partner participation. The aim of these groups are to as the Lake District National Park, prices can reach up to ten facilitate the discussion and policy work relating to housing and times local incomes. wellbeing as well as facilitating the delivery of more affordable and market housing. Cumbria Housing Statement
Cumbria Housing Group (six district housing authorities, Cumbria County Council and the Lake District National Park Authority) produced the Cumbria Housing Statement to support a joint approach with partners. It aims to add value to creating and sustaining homes and communities across Cumbria to drive economic development and meets social needs.
Final Draft Refresh Housing Strategy 2016-2021 - November 2019
Cumbria Extra Care Housing Joint Working Protocol Refugees in Cumbria
The new Extra Care Housing forum was set up in 2018, a The Government has set up a number of separate schemes to partnership with the six local authorities, County Council, and support refugees and asylum seekers. In Cumbria following two national park authorities. The Purpose of the group is to discussions with a wide range of organisations through the provide a forum, to enable focused discussion in a collaborative Cumbria Leadership Board, partners across Cumbria have manner, ensure the correct stakeholders are engaged, to pledged to take a small number of refugees over the next 3 develop and agree on effective and workable procedures, and years - starting in April 2017. actively monitor the procedure. The Council has made a pledged to support the refugee resettlement programme in Allerdale. Our aim is to ensure the future sustainability and integration of refugees into the communities in which they are living in the borough.
Page 106 Page Community Led Housing Hub
A Cumbria and Lancashire Community Led Housing Hub has been set up with Allerdale and representatives from neighbouring Local Authorities and is being managed by Action for Communities in Cumbria (ACT). The Hub will represent a single point of contact across the geographically defined region. It has a dedicated website and encompasses a promotional role in respect of Community Led Housing, raising awareness, engaging more individuals and groups, supporting capacity building within communities and growth of numbers of homes within the sector.
Final Draft Refresh Housing Strategy 2016-2021 - November 2019
Allerdale Allerdale is located in West Cumbria bordered by the Solway Firth and Irish Sea as well as the city of Carlisle and three other district councils. The south east part of the Borough is covered by the Lake District National Park and the Borough has a population of approximately 97,000 living in roughly 48,000 homes.
Allerdale is predominately rural in nature, in the north settlements are small and dispersed while the south contains the main urban centres. Approximately two thirds of the population live in the seven towns in Allerdale - Workington, Keswick, Cockermouth, Maryport, Wigton, Aspatria and Silloth.
Page 107 Page Within Allerdale there are towns and villages which have been a flooded. Following storm Desmond in late 2015, the Household Flood Resilience Grant Scheme made grants of up to £5,000 available to flooded properties to make them better prepared to cope with future flooding.
There has been the wider engineering works around improved flood defences to protect communities as well as individual approaches.
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2.3 Council Plan commitments 2020-2030:
The key priorities within the Council Plan 2020-2030 are set out below;
Our priorities:
• A financially secure council
• Outstanding local services
Page 108 Page • Thriving towns and villages
• Invest to grow
• A cleaner, greener Allerdale
• Resilient communities
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Evidence of need and condition of housing stock
In 2015, the Council commissioned two major studies that Opinion Research Services completed the Stock Condition would help to better understand the housing market in terms of Survey in March 2016, and the key findings form an evidence need and demand for housing in the area, as well as being base on the condition of housing stock in the area. more informed about the condition of the housing stock in the private sector. Both of these studies have helped shape housing priorities for the Council over the next 5 years up to 2021. The Housing Study was carried out by Arc4 Ltd in March 2016 and provided the Council with its evidence of need and demand for housing across Allerdale.
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3.0 Housing in Allerdale – The Facts
3.1 Housing Need and Demand
The evidence from the 2016 Housing Study tells us that the population of Allerdale overall is relatively unchanged. However, by 2037 it will see a predicted shift in the age profile, with 33.3% of all residents being aged 65 and over and a corresponding population decline in the 15-64 age group.
A household income of £40,000 is required to afford a home that costs on average £140,000 in Allerdale. However, the Office of National Statistics annual survey 2015 suggests that the average household earnings in Allerdale is £26,325, making
it difficult for residents to afford to buy a home.
Page 110 Page There is insufficient stock of affordable housing to meet demand within the Borough; this applies across all tenures. The Housing Study has identified a net annual affordable housing need of 175 properties. In addition, we need to meet open market demand over the next 5 years.
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Key Data from the Housing Study 2016
Households and Dwellings Population Dwellings Households Second Vacant Homes Homes 97,000 48,434 46,396 857 1,181
Tenure % Owner % Private % Social Occupiers Rented in Housing in Allerdale Allerdale 19.2% 69.5% 11.3%
Page 111 Page Average Lower Average Lower House Prices and Affordability house quartile household quartile price: house earnings: household £140,000 price: £26,325 earnings: £93,000 £18,523
Percentage Population Projections Population Population Population in Allerdale 15-39 age 40-64 age of Allerdale up to 2037 group group is household equates to projection projected projected to a decrease by 2037 is to decline be aged 65 and over by of 1.1% expected by 17% by to decline 2037 2037 is by 8.0% 33.3%
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Annual Affordable Housing Need by Cockermouth: North Lakes: Wigton: Workington and Housing Market Area in Allerdale Maryport:
(This takes into consideration the General Needs General Needs General Needs General Needs Total number of households in 10 x 1 bed 25 x 1 Bed 13 x 1bed need of affordable housing properties properties properties
AFTER likely 26 x 2 bed 8 x 2 bed properties properties available stock is considered) 17 x 3 bed 3 x 3 bed properties properties
8 x 4+bed 15 x 4+ bed 52 x 4+ bed Page 112 Page Total of 175 7 x 4+ bed properties properties properties properties New affordable homes
needed per annum by Older person Older person Older person Older person
2021 properties properties properties properties
3 x 1+ bed 14 x 1+ bed 8 x 1+ bed 53 x 1+ bed (Figures have been properties properties properties properties rounded)
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3.2 Private Sector Housing Stock
In Allerdale two fifths of dwellings in the private sector were constructed before 1919, this is higher than the national average. The proportion of dwellings built post 1990 is also below the national average.
This pre-1919 housing stock plays a significant factor in the condition and decency of homes within the borough. Whilst the overall condition of the housing stock has significantly improved since 2011, there are still 22% of dwellings, which fail to meet the Decent Home Standard. This is in line with the national trend. Page 113 Page Private Rented Sector has seen an increase from 9% of housing stock in 2011 to 11.3% in 2016.
The number of households in fuel poverty remains an area of concern. Allerdale has a high proportion of hard to treat dwellings along with a high percentage of properties not on mains gas therefore we need to be committed to tackling fuel poverty.
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Key Data from the Housing Stock Condition Survey 2016
Dwelling construction date Pre 1919 Pre 1919 Post 1919 Post 1919 Allerdale Tenure Allerdale Tenure 40% 35% owner 12% 41% England occupied England Owner 23% 66% 16% occupied
Private 21% rented Private stock rented stock
Dwelling construction type 43% 41% Larger 59% Smaller Dwellings Dwellings dwellings Dwellings terraced and size have solid have a more have a housing and walls habitable prevalent habitable flats more floor area in owner floor area prevalent of 110m2 occupied of less than with private
Page 114 Page square sector 110m2 rent Housing Health and Safety Rating System meters
Category 1 Hazard Keswick 4,440 (11.58%) 7.78% 3.2% 0.85% and North Dwellings have a Category 1 Dwellings Dwellings Dwellings Allerdale Hazard have have Fall have Fire have a Excess on Stairs hazard higher Cold hazard 9.7% of Owner occupied proportion hazards dwellings have a of Category Category 1 hazard 1 Hazards
13.9% 7.01% 0.32% 21% of Private rented Pre 1919 Privately Privately Privately dwellings have a dwellings Rented Rented Rented Category 1 hazard significantly more likely 6.63% 2.51% 0.96% to have a Owner Owner Owner Category 1 Final Draft Refresh Housing Strategy 2016-2021 - Novemberoccupied 2019 occupied occupied Hazard
Decent Home Standard
8,360 dwellings in 13.17% 7.3% 210 10.5% Allerdale fail the dwellings fail dwellings fail dwellings dwellings Decent Homes Average cost per Decent Home Decent Decent failed Decent failed Decent The Cost to remedy dwelling £4,250 Standard (21 .8%) Home Home Homes Hom e Total estimated cost Standard for Standard for Standard for Standard due £35.8 million not meeting disrepair lacking to a thermal minimum modern comfort housing facilities failure standards
North Allerdale (30.5%) and Keswick (24.3%) have rates Privately rented dwellings show higher rates of non- of non-decency above the rate for Allerdale (21.8%) decency (29.2%) compared with those which are owner occupied (20.3%) Page 115 Page
Energy Performance 50.1% of 77% 93% 46.4% of 56% of 10.2% of
Private Dwellings Dwellings dwellings households occupied
Sector use mains have central have less spend less dwellings dwellings gas as their heating than 270mm than £900 contain a are in SAP primary fuel of loft per year on household that Band D type insulation fuel costs is in fuel poverty
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4.0 Allerdale Housing Market In addition, there are instances where those who are working but on a low income, may also find renting a house
unaffordable. In Allerdale a minimum income of £17,541 is 4.1 What are the issues? required for social housing to be affordable, and this rises to £18,432 for affordable rented housing. PEOPLE Choice and aspirations Population changes Households should have a choice about the type of housing The population of Allerdale was estimated to be 97,000 in 2015, that they live in. Affordable housing on new developments and this projected a decrease by -1.1% to around 94,900 by does provide that option but not in all cases, as we often see 2037. Over the next decade, there will be a marked increase in that the most affordable housing is unaffordable to low income the number and proportion of residents aged 65 and over, households. Affordable and aspirational housing for the which is expected to increase by 39.8% from 22,600 in 2015 to boroughs ageing population is often more limited than housing 31,600 in 2037. for the rest of the population. Older people often live in larger, Page 116 Page under occupied and unsuitable housing, and we therefore need Affordability to create a housing market that ensures that the provision of bungalows and/or ground floor accommodation becomes the The 2016 housing study showed that there was an affordable norm in all housing developments. housing need for 875 units up to 2021. Since then 266 affordable homes have been created in Allerdale, which Key worker housing is limited, particularly in areas where the equates to 30.4% of the overall need. This includes newly built main industry is tourism. Housing for other professionals is also homes and existing stock that has been bought by housing important, especially where industries such as health, primary provides and converted into affordable housing. care and nuclear rely on people moving into the area to work. Our key issue here is that we have to have a better The average household earnings (£26,325) in the borough understanding of what professionals really want from housing in would allow a household to purchase a property on the open the area, and understand how we can respond to meet that housing market in some areas. However, there are parts of need and demand. Allerdale boundary, such as the Lake District National Park, where property of a similar nature would be unaffordable to the average household.
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Choice in Social Rented Housing
Social rented housing in some cases is the only option for some Tenants living in the lower end of the private rented sector are households living in the borough. Allerdale has seen the more likely to be living in worse conditions and are least likely merger of four of its larger Registered Providers in the last 18 to report them for fear of eviction. months, thus reducing the number of social housing providers operating in Allerdale. At the same time, new registered The private rented sector can support those wishing to move housing providers are keen to work in the area offering different into the area for short-term employment, particularly for large models of affordable housing such as providing properties for projects within the nuclear industry or west Cumbria’s water shared ownership. However, households choice in the social supply project. We are aware that private sector housing in the rented market is limited and in particular to only one or two more desirable areas has been acquired for workers on these providers in some areas. projects and inflated rental prices in those places.
Choice in the Private Rented Sector In areas where tourism is the key focus, we see housing being bought by private investors and then placed on the private In Allerdale the private rented sector equates to only 11% of the rental market as holiday lets, creating limited housing for local
Page 117 Page overall housing market. We often see that where households people who genuinely need housing. are unable to access social rented housing the private sector is often their only option of housing, particularly following incidents The Allerdale landlord forum provides an opportunity to of financial difficulty, abuse, domestic violence, family landlords to understand their role and responsibility to their breakdown, or substance addiction. tenants, and bring them up to speed with changes in national and local policy. However, we know that not all landlords Private rented properties are not always available to those in operating in Allerdale attend and it is likely that they may not receipt of universal credits, or other forms of welfare support. fully appreciate their responsibilities. Some private landlords will not consider people who are in receipt of welfare support. The risk of lost rental income is too Poverty and deprivation great and not an option particularly where there is a gap between the rent and the amount of local housing allowance Poverty prevents households accessing potential housing available. This can become problematic particularly where options, but poverty and deprivation also limit opportunities and people have no alternative housing option, creating challenges prospects for children and young people, damage quality of life for the Housing Options team in preventing and/or relieving for families and harm long-term health and life expectancy. homelessness. Allerdale has seven areas that rank within the 10% most deprived areas in England. These are all located within
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Workington and Maryport. Good quality, low-cost housing calculated to be 572 each year. The current rate of housing would break the link between poverty and poor housing growth is not enough to meet the need of newly formed conditions. households.
Fuel poverty Homelessness
12.3% (2016) of households in Allerdale are experiencing fuel Everyone has the right to a place they can call home. Meeting poverty the National average is 11.1%. The current position in the housing needs of all vulnerable groups is challenging and Allerdale suggests that this is increasing. where there are multiple issues meeting the housing need can be complex. The introduction of the Homeless Reduction Act The drivers of fuel poverty, low income, poor energy efficiency, (HRA) places a greater duty on the local authority but at the and energy prices are strongly linked to cold homes. Evidence same time places a responsibility on individuals to co-operate shows that living in cold homes is associated with poor health with the Local Housing Authority to allow it to prevent outcomes. homelessness and discharge its homeless duty. However,
Page 118 Page since the inception of HRA the Council has seen a significant Health conditions of those living in substandard increase in the number of people presenting as homeless. The accommodation duty to refer also allows specific agencies/bodies to directly refer their clients to housing authorities’ homelessness teams. Poor housing conditions can impact on both physical and mental health. Overcrowding, damp, in-door pollutants and However, accommodating people who present themselves as cold have all shown to be associated with physical illness. homeless can prove difficult, particularly as the Council has Defects in dwellings may also result in physical injury. Living in limited temporary or permanent accommodation. poor housing conditions has also shown to increase stress, and Homelessness isn’t a choice, it happens as a result of a range reduce an individual’s feeling of being in control. of different issues such as family breakdown, domestic violence, mental health, drug and alcohol problems, people Increases in household formation leaving care/prison. Supporting a wide range of care support issues requires, in some cases, specialist housing but also Based on a household formation rate of 1.688% an estimated requires great skill, knowledge and expertise from staff to 783 new households will be formed per annum in Allerdale. support vulnerable people. Accessing suitable accommodation The total number of newly forming households who could not in Allerdale for those who have multiple support needs is afford open market prices or rents across the borough is
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difficult as housing support providers are often not set up to 2037 there is a predicted shift in the age profile, with 33.3% of deal with complex needs. all residents being over the age of 65 and a corresponding population decline in the 15-64 age group. In addition, individuals and families also face other issues include outstanding debt/former tenant arrears, which often At the same time, younger people with disabilities are surviving results in people being evicted from their homes, which leads to into adulthood and old age, and more people are living for sofa surfing, or sleeping rough and ultimately they are deemed longer with complex needs, frailty, long-term conditions and/or to be intentionally homeless. The outcome in these situations dementia. As result the demand for more aids and adaptations are that people often end up in poor quality housing within the has increased in Allerdale. private rented sector and their other needs are not addressed. There is a community of Gypsy and Travellers living in the The local authority is no longer a stock holding authority. It Borough, who are either transient or residents. The Council often finds it challenging to temporarily accommodate people has a responsibility to assess the housing need and demand despite it having the statutory duty for housing and meeting the and identity suitable sites to meet that identified need. To
Page 119 Page housing needs of its community. The Council relies upon social enable the Council to appreciate the housing need it needs to housing providers and the private rented sector to discharge its find ways of engaging with the community to address the house homelessness duty. requirement.
Juggling finances to meet the range of housing need in a time Welfare Reform of cut back and constraints on Local and County Councils is problematic. Specialist housing in Allerdale is scarce. In 2011, we saw the introduction of Welfare reform and in Meeting the housing need with limited resources, without particular, the freezecuts in local housing allowance rates. The sufficient specialist housing stock will be challenging and will new limits on total benefits and on the amount of rent eligible have an impact on the Council’s ability to prevent or discharge for housing benefit has impacted on low income households homelessness duties. and social landlords. Affordability and size of accommodation have been key factors for people in Allerdale either not being Meeting the needs of vulnerable client groups able to access social housing or being forced to consider relocating to small accommodation. In some instances the Cumbria has a 'super-ageing' population. This means that there changes to household income has resulted in some households is an increase in the number of people in the older age groups, not being able to afford to pay their rent on properties that are and a decrease in the number in the younger age groups. By
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too large for them, due to under-occupancy charges (“bedroom tax”)
Market conditions and uncertainty
Since 2016, the housing market has been relatively steady and buoyant across Allerdale. However, since August 2018 the market is showing some signs of slowing down on some new developments and within the second hand market in certain areas. The slowdown appears to focus on the higher and lower value homes in particular, whereas the middle range housing market appears to remain buoyant.
We believe a slowdown in the market could be a result of uncertainty around job security, over development in some areas, developers relying upon local households to buy their
Page 120 Page product and struggling to attract people from outside the area.
Additionally, there is some anecdotal evidence that suggests that Brexit uncertainty is also causing concern amongst households, who may be holding back on buying or selling homes. Risk of losing private rented sector accommodation
Changes to tax relief, the introduction of new legislation and the possibility of further legislation as a result of current consultations may lead to private landlords choosing to leave the private rental market. This sector accounts for only 11.3% of housing stock in Allerdale, and a reduction in the market will have consequences for households currently living in privately rented accommodation.
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PLACE
Different housing markets exist across the borough short-term lets, as opposed to long-term housing for local people. There is no single housing market in Allerdale; levels of demand, the demographics of those wanting to buy or rent, and Insufficient/under delivery of new homes house prices vary widely across the Borough. The most marked In recent years housing developments have been difference is between the industrial areas of the west coast and predominantly focused in a number of the larger towns in the the part of Allerdale situated in the Lake District National Park. borough. However, there are areas where there is evidence of For example, figures from 2018 show that the median house a need and demand for housing, but where sites are more likely price in Maryport is £93,320 whilst in Keswick it is £283,382. to be undeveloped. These sites tend to be in smaller towns and The north-west of Allerdale is most likely to attract buyers who rural areas. Reasons for the lack of development include low want to be near Carlisle, whereas Silloth and its surrounding market values leading to limited interest from developers, communities operate as a single housing market entity. contamination and a small amount of land available for housing. Viability creates financial challenges for developers in respect Page 121 Page Pockets of second home ownership, holiday lets and of profit margins. Often viability issues mean that developers empty homes negotiate down the number of affordable homes that are delivered. Viability also creates issues on sites where work has Properties which are not permanently occupied can lead to started and can lead to them stalling particularly where unsustainable communities. Unoccupied properties have a affordable housing has been approved. As the market changes, detrimental effect on community vibrancy and often encourage house sales are not as buoyant as originally planned, and anti-social behaviour, which further impacts on the desirability development is slower than expected. of an area. In Allerdale, second homes and holiday lets are mainly situated in Keswick and its surrounding parishes, as well There is a limit to the amount of land available in high as a some coastal localities. In contrast, empty properties are demand/high value areas. concentrated in the towns of Allerdale. The 2016 Housing
Study identified approximately 850 unoccupied homes in the borough, and whilst the percentage of empty homes is below the national average, it still concerns individuals and communities when they are trying to access affordable housing. We are aware that holiday-let properties are often used for
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Financial constraints for RPs to develop housing Balancing communities
In Allerdale registered housing providers acquire new In Allerdale, of the 266 new affordable properties that have affordable housing delivered on new housing developments in been developed so far, 232 are two and three bedroom houses. the private sector through the Council’s use of section 106 However, affordable housing that would support an ageing planning obligations. The financial constraints placed on population and larger families has been limited within these housing associations over the last 4 years has led to them developments. rethinking their business plans and evaluate their ability to be developers in their own right. However, the issue is potentially Whilst the developer is meeting some housing need there are, further exacerbated by lack of resource/capacity/skills however, issues around providing affordable housing for knowledge and expertise within existing resources to develop. particular client groups. There is an increasing need for more As such smaller associations are more likely to rely upon other bungalows and other types of older person’s accommodation to associations or local authorities to assist in delivering affordable be built. However, there is a reluctance from developers to housing programmes, through joint venture initiatives. Housing provide bungalows. This is because the land required to build providers in Allerdale could benefit from greater partnership bungalows is greater than a general needs house, the costs are Page 122 Page working to bring affordable housing to the market. higher, and profits on developments lower. Volume building is becoming the norm, and developers need to place emphasis on creating balanced communities and developing the right type and tenure of housing in the right place.
Self-build housing development is often driven by households who can cater for themselves and without the intervention of local authorities. However, self-building should be highlighted as an alternative option for communities and individuals who would not necessarily believe that they are able to afford to build their own home.
Community led housing in Allerdale predominately operates in the national park where house prices and demand is particularly high. However, there is much more that needs to be done and creating communities willing to embark on becoming a housing provider is not easy.
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In the first instance groups need to recognise the need and Standards and quality of housing stock varies from site to demand in their community for housing now and in the future. site, including within existing stock/ low demand areas This requires dedication and drive from willing volunteers, but it also requires resources and support from the local authority The 2016 Stock Condition Survey highlighted key areas where and others to assist in getting community groups together and the housing stock contained a range of category 1 hazards, encouraging, and nurturing them so they want to be the next there continue to be issues regarding compliance with the community-housing group in Allerdale and serve their local Decent Homes Standard, and Cat 1 hazards in the private rent area. Community led housing often takes longer to develop sector, in particular in North Allerdale and Keswick. because of it being small scale. Poor energy efficiency in older stock
Allerdale has a below average private sector domestic energy efficiency rating compared to the national average. Energy efficiency is affected by the age of dwellings, their heating types, fuel, insulation and exposure levels. Allerdale has a Page 123 Page higher proportion of older dwelling stock compared to the national average; 29.6% of properties were built before 1919. The pre-dominantly rural nature of the borough and a lack of mains gas in some areas (20% of Allerdale does not have mains gas) can lead to an increased rate of energy efficiency issues, and raises the potential for households to live in fuel poverty.
Private rented sector accommodation
Changes to tax relief, new legislation and potential legislation from current consultations may lead to private landlords choosing to leave the private rental market. This sector accounts for only 11.3% of housing stock in Allerdale, which is significantly below the national average. While it is important that this market grows there is the potential for a reduction in the private sector housing market as a result of the changes Final Draft Refresh Housing Strategy 2016-2021 - November 2019
being made by central government. This will have Areas where communities are declining often find it difficult to consequences for those areas where the private rented sector attract additional public/private investment, and are falling is concentrated. An over-supply of homes coming on to the further down the list of desirable locations in Allerdale. market as a result of landlords selling-up will lower house prices through over supply, and if these properties are unsold/unlet, Funding/Investment community sustainability and desirability may decline. Homes England administer the funding programmes made Recent discussions with local estate agents highlighted some available by central government to address housing issues. issues that may potentially have an impact upon communities. Whilst there are opportunities for registered housing providers and local authorities to access funding, these programmes are The first time buyer market has changed and people are no often financially limited and operate under strict short-term time longer buying traditional terraced housing in some areas of constraints. Housing providers and local authorities are Allerdale, and instead they are buying new build properties. sometimes unable to realistically apply for short-term funding However, the impact on those areas is that the older properties without a long-term plan for the future and may not be able to
Page 124 Page are staying on the market for much longer and remaining empty use the available funding to their full advantage. or, are being bought by investors attracted by low prices. Where there is private investment, some investors will just The Council has land assets that may have the potential to be carryout the minimum repairs and maintenance, but not developed for housing, however, most of these sites have not necessarily to a good standard and place them on the rental been assessed to determine their suitability or whether they market, whilst others will do nothing and leave the property would be viable to bring forward as housing developments. empty. Site investigations are often costly and with minimum Council financial resources the Council hasn’t carried out detailed As a result, tenants living in these properties are less likely to investigations to determine the opportunities available. see it as a long-term home, or become socially integrated within their community. The turnaround in people and properties Funding streams to support the improvement of homes in the within the rental market in some areas is likely to be higher private sector and owner occupied have diminished, resulting in where landlord investment has been limited. The impact of poor quality/standards with no likelihood of being improved. lack of investment means that there are some communities beginning to decline, and the area becoming a last resort for housing.
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Flooding can and does impact on communities. In the recent Seeking suitable land/accommodation to meet the housing floods (2009 and 2015) we saw streets left derelict for long need and engaging with hard to reach community groups periods of time. This led to homes being left empty due to the time it was taking to bring properties back into use. In addition, There is no provision in Allerdale for the Gypsy & Travellers flooding led to a shortage of available private rented housing, community despite there being evidence that there is a clear an increase in rents due to supply and demand, and need for transient and permanent pitches. A site has been households moving in with their friends and families. Flooding identified in the local plan, however it would need to be history is now a major consideration for those wanting to buy. deliverable in terms of build and on-going management costs.
Flooding
We know that there are areas vulnerable to flooding in Allerdale. Flooding can cause major problems on the fabric of the building, and despite putting in flood prevention measures these can’t guarantee that homes are fully resilient.
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The Local Plan identifies key areas susceptible to flooding, the plan tries to ensure that new housing is located in areas of low flood risk, and where there is flood risk, appropriate mitigation forms part of the design. However, we need to ensure that the plan policy framework is implemented to minimise risk on new developments being built out in flood risk areas.
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4.2 PEOPLE – Build Stronger and Healthier Communities What are the Challenges and What do we need to do? Theme 1 - Is affordable and can meet the housing need Theme 2 - Is safe and warm Theme 3 - Empowers residents to thrive Theme 4 - Supports residents to live independently Theme 5 - Supports residents at risk of losing their homes What are the Challenges? What do we need to do? Theme
• Engagement from the community to better understand what their needs and demand is for housing • Understanding the need and demand for housing within the Gypsy and Traveller communities so that we can strategically plan to meet that need • Providing access to affordable housing that allows young people to live and work Review the housing need and demand for all households in Allerdale, in the area. and work towards meeting that need. 1 • Making the housing market accessible to allow households on low incomes the ability to afford housing that does not create financial challenges in the future. • Ensuring that the most vulnerable people in our society can access housing that
Page 126 Page is safe, secure and warm • Providing opportunities for key workers to live and work in the area Ensure the delivery of key worker housing. 1 • Accessing support services to assist vulnerable people. Review homeless services following the introduction of the Homeless • Having a good understanding of the causes of homelessness and finding ways Reduction Act, and develop a new strategy to support delivery. 5 to prevent homelessness. • Create flexible and affordable housing sufficient that will allow older people to Work with developers to encourage and promote homes for life that downsize and move into more suitable accommodation that helps them to retain will provide better housing options for an ageing population. 4 their independence and stay local. Evaluate the pilot “Rent with Confidence” in St.Michael’s ward, and • People are fully aware of the rent with confidence scheme, and feel confident that they would be renting a home with a landlord who meets the required consider the feasibility of delivering the “Rent with Confidence” 3 standards. scheme to the rest of Allerdale • Preventing Private Sector landlords self-regulating Engaging Private Landlords in the Allerdale Private Sector Landlords • Private Rented Landlords unclear about their role and responsibilities in line with Forum by providing information, advice and training, and giving an the law. opportunity for landlords to network and share good practice, and 3 build confidence in the market. • Working with landlords of existing stock to encourage them to improve house Pro-actively tackle sub-standard housing to improve residents’ health conditions that negatively impact on the tenants health and wellbeing and wellbeing. • Giving people the confidence to report concerns about their living conditions. • Ensuring that the most vulnerable people in our society can access housing that Making people aware of the help available and what we can do 2 & 3 is safe, secure and warm Work with housing landlords to ensure that homes are suitable to live • Addressing the issues of substandard housing and engagement with the owners in. • Reducing the number of households in fuel poverty Tackle sub-standard housing to help address fuel poverty 2
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• Working with key partners to address financial challenges for tenants on low Work with key partners to find ways to support households who are incomes financially challenged. 1 Work with RPs, developers and other key agencies to review • Having enough affordable housing available for older people to want to move in allocations policies that support people to move into more suitable to. 4 accommodation as they get older. Make best use of financial resources to ensure that individuals, • Supporting individuals and families who require aids and adaptations to allow families can be supported to live at home with appropriate aids and independent living. 4 adaptations. • Ensuring that people are able to aspire to housing of their choice. Influencing a market that allows households to have a choice about • Creating a rental market that allows people to have greater choice in which the type/tenure of housings that they live in. 3 landlord they rent from. • Having sufficient and appropriate move-on accommodation for vulnerable clients Work with housing associations and the private housing sector to that enables them to live in our communities ensure that there is appropriate levels of move-on accommodation. 4 • People engaging with the Council on issues/concerns in their communities, Engagement with communities/community groups to influence about landlords and services. decision making 3
Monitor the impact of Brexit and the effect this may have on building • Keeping abreast of Brexit within limited resources. stronger and healthier communities.
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4.3 Place – Provide quality places to live What are the challenges and what do we need to do Theme 1 - The development of new market and affordable housing Theme 2 - The provision of specialist accommodation Theme 3 - The development of balanced and sustainable communities Theme 4 Supporting areas that may benefit from renewal or regeneration What are the challenges? What do we need to do? Theme
• Identifying financial resources to investigate the viability of Council owned land Make use of Council assets to deliver housing and access 1 that can be brought forward for housing development appropriate funding opportunities as they arise.
• Creating a housing market where new and existing landlords, community groups Explore opportunities for the Council to directly intervene in the and developers are able to evolve and offer different housing options. housing market to deliver housing which is appropriate to local 1 incomes, and supports growth in the housing market.
• Enabling communities to become housing deliverers. Support local communities to develop Community Land Trusts. 3
• Identifying the need and availability of land for self-build house building. Promote self-build developments as an option for communities 3 and individuals. Page 128 Page • Maximising new market and affordable housing to meet the objectively assessed Influence developers to provide housing that is attractive, in the need. right place, meets local need and, is affordable to those who • Creating mixed and balanced communities want to work and live in the area. 1 & 2 • Understanding the land requirements for Gypsy, Travellers and Show people Identifying suitable land that is deliverable for short and longer term accommodation for gypsy and travellers and show people
• Supporting Small Medium Enterprises to progress stalled sites where affordable Investigate the reasons behind stalled sites and seek to work housing is proposed and understanding the barriers. with developers to overcome the barriers to ensure land is developed and new housing is delivered, e.g. including 1 signposting developers to Homes England funding programmes.
• Understanding the need and desire for regeneration/renewal programmes and Continue to develop strong, long lasting partnerships with public/private investment. external providers/developers/investors, to support growth in housing as well as finding ways to retain and or regenerate 4 existing housing stock.
• Maximising affordable housing in a climate of policy changes Build upon our relationships with existing partners and find ways • Developing affordable housing where land is scares to develop new relationships to develop and deliver effective • Developing housing where remediation of land and infrastructure is costly and is initiatives and projects to make sure that the right type of 1 done at the expense of delivering affordable housing provision. housing is available in the right place. • Preventing the loss of affordable housing on new developments due to viability issues, particularly where remediation and infrastructure issues arise Final Draft Refresh Housing Strategy 2016-2021 - November 2019
• Addressing concerns about high levels of second homes in some rural areas Investigate the issues around empty homes, second homes and • Reducing the number of empty properties and second homes. holiday lets. • Securing the on-going use of housing stock, that may otherwise become holiday 3 lets Develop a plan/framework to tackle empty homes and second home ownership and holiday lets
• Understand resource requirements and constraints, whilst making the business Refresh the stock condition survey and work to address the case to regularly review the condition of housing stock in Allerdale issues highlighted • Improving the quality of existing housing stock, particularly in areas where decent 3 homes standards are low • There is not enough housing being developed to support an ageing population Work with key partners to identify the need and demand for 2 • Developing new and affordable lifetime homes to support individuals and families specialist accommodation. to live independently • Developing specialist housing to meet the needs of an ageing population can be Work with developers to look at solutions to bringing new costly and resources may be limited. housing provision to the market. 1 Review existing housing stock including empty homes and find 3&4 ways to support re-modelling or regeneration programmes.
• Contributions are often too small to make any great impact on affordable housing Develop plans to use Off site contributions in line with Council 3 & 4 provision. Policy.
• Keeping up to date with Brexit with limited resources, and understanding how this Monitor the impact of Brexit and the effect this may have on Page 129 Page may impact upon housing markets and housing growth in the future. providing quality places to live.
Final Draft Refresh Housing Strategy 2016-2021 - November 2019
Appendix One Overview of Key Housing achievements 2016/17 – 2018/19 Objective 2 – Provide better housing options for our vulnerable Objective 1 – Develop New and Affordable Housing and ageing population, helping them to remain independent
• 933 homes completed in Allerdale, including 187 affordable • Over £1.8m spent on DFG’s since 2016/17 homes • Average number of months from initial OT assessment to grant • Grant funding of over £220,000 given to community- led completion has fallen from 23 months in 2013/14 to 6 months in housing groups to support the provision of 14 affordable homes 2018/19
• Contributed £10,000 to the development of a Community Led • Working within the county-wide framework for disabled Housing Hub for Cumbria and Lancaster adaptations
• Owners of 20 stall sites contacted and referred to Homes • Housing is now included within the Joint District Public Health England if appropriate Strategy, and recognised as a key area in improving population health. Page 130 Page • Regular meetings with developers, housing associations and other partners working in Allerdale • Lead authority of the Cumbria Central Heating Fund, 79 first- time central heating systems installed in properties in Allerdale • 2 council buildings converted to housing and a funding bid – all households saw an increase in the properties’ energy submitted to bring 2 council owned sites up to a developable efficiency after having a central heating system fitted standard • Housing related support delivered to 48 households placed in • 2 Policies and procedures reviewed to make sure they continue temporary accommodation during 2018/19, funded through the to be relevant Supporting People programme.
• 2 Policies introduced • Housing OT has assessed over 250 households since November 2017 • Introduced a new register for those interested in discounted sales which assist the Council to identify demand for low cost • Affordable bungalows and flats provided on new housing hoe ownership across Allerdale. 118 applications to be certified developments in Cockermouth and Wigton as eligible to occupy a discounted sale property assessed, 103 applications led to certification. • Investigations to identify sites suitable for G&T accommodation completed
Final Draft Refresh Housing Strategy 2016-2021 - November 2019
Objective 3 – Raising the standards in the private rented sector Objective 6 – Reducing or preventing homelessness
• 2 landlord forums held and 1 National Landlords Association • The Housing Options team are meeting the targets of the training event provided Homeless Reduction Act 2017 to prevent homelessness when it is threatened within 56 days despite a 40% increase in • Successful bid for £42,000 funding to tackle rogue landlords presentations as a result of the introduction to the Act. which is being used to fund the Rent With Confidence scheme • Working with third sector agencies through Cumbria Homeless • 2 policies introduced (Housing Enforcement and Civil Penalties) Forum to develop protocols and practices
Objective 4 – Improving the quality of housing stock • 7 temporary accommodation units are currently in use, with a 95% occupancy rate • 3 discretionary grant programmes introduced (Discretionary Disability, Safe & Warm, Top Up) – over £940,000 spent since • Worked with other LA’s on a county-wide rough sleepers 2017/18 funding bid, which is aimed to see a temporary post to work directly with rough sleepers / hidden homeless and to carry out Page 131 Page • Over £85,000 spent in partnership with RP’s to future proof research to better understand rough sleeping in Allerdale homes with disabled adaptations
Objective 5 – Reducing the number of long-term empty homes
• Empty Homes grant introduced – £110,000 spent resulting in 17 grants due for completion during 2018/19
• 2 key worker housing projects delivered in partnership with RP’s
Final Draft Refresh Housing Strategy 2016-2021 - November 2019
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DRAFT Allerdale Housing Strategy Delivery Plan 2019-2021 PEOPLE – Build stronger and healthier communities by ensuring that housing:
Theme 1 - Is affordable and can meet the housing need Theme 2 - Is safe and warm Theme 3 - Empowers residents to thrive Theme 4 - Supports residents to live independently Theme 5 - Supports residents at risk of losing their homes Task Outcomes How it will be achieved By who Timescale RAG Update/comments Theme Review the housing Up to date evidence Commission an external SPP – 2021 Consider timing of review need and demand for base of need and organisation to carry-out a study, Andrea Smith in line with census 2021 1 all households in demand for housing in preparation for the figures Allerdale, and work development of a new housing
Page 133 Page towards meeting that strategy from 2021 onwards. need. Ensure the delivery of More housing Review the data from the SPP – 2020 -21 Identify key professions key worker housing. available for key housing need study. Andrea Smith and work with their HR 1 workers. teams Working with housing associations regarding empty properties or those being considered for sale on the open market.
Review allocations policy to support key worker housing as part of the affordable housing mix.
Introduce Council policy to support Key work housing Review homeless Up to date evidence Full review of homelessness SPP – Andrea 2019- This will commence in services following the base to support a services . We will work with key Smith with 2020 August 2019 5 introduction of the homeless and rough partners/agencies to understand support from
Homeless Reduction sleeper strategy (this the issues, challenges and the Housing Act, and develop a new is statutory needs for homeless services in Options strategy to support requirement) Allerdale. The evidence from delivery. this review will form the development of a new homeless strategy. Work with developers to Adopted policy in the Discussions with developers SPP – Andrea 2019- Local Plan review, & encourage and promote local plan. Smith/Julie 2020 DFG records of need and 4 homes for life that will Ward demand for adaptations provide better housing Agree % of lifetime Include within s106 consultations Emma options for an ageing homes on new Bundock population. developments. Seek opportunities for funding to support modification on new Investigate developments. (including DFG incentives to funding programme). increase supply of lifetime homes.
Page 134 Page Central record of adapted/modified properties including those that have received DFG funding in Allerdale
Evaluate the pilot “Rent Outcome of the pilot Review the project to determine Emma March with Confidence” in St. has been the success of the pilot with a Bundock/Sian 2020 3 Michaels ward, and established plan to achieve future actions. Tranter/Helen consider the feasibility Sant of delivering the “Rent Report to MCHLG Produce a report to MCHLG and with Confidence” and members is members. scheme to the rest of complete. Allerdale Identify areas where further Areas where action action is required using the is needed has been evidence base. identified. Options appraisal report to Emma Dec 2020 determine the feasibility to rollout Bundock/Sian The evaluation to the rest of the Borough. Tranter report provides sufficient information Landlord/tenant engagement to decide whether to
Page 135 Page rollout to the rest of Member engagement Allerdale. Lessons Learned Improve knowledge of the PRS conditions.
Raising awareness, improving standards.
Targeted inspections and where appropriate enforcement action. Engaging Private Raising awareness Annual landlord forum Sian Tranter On-going Landlords in the of legal Annual Landlord’s newsletter with support 3 Allerdale Private Sector responsibilities with Review website for signposting from SPP - Landlords Forum by an aim to for Landlord and Tenant Guide Andrea Smith providing information, improve housing Review and update policy and advice and training, and stock. procedures where necessary giving an opportunity for
landlords to network Up to date policy and and share good procedures in place practice, and build that support Private confidence in the landlords roles and market. responsibilities Pro-actively tackle sub- X % of substandard Increase skills within existing Sian Tranter 2020 - This may cut across a standard housing to properties are resources and identify the need with support 2021 number of themes 2&3 improve residents’ identified and action for additional support. from SPP – taken towards Review approach to housing Helen Sant health and wellbeing. improve homes and enforcement residents health and Map out level of sub-standard Making people aware of wellbeing housing the help available and what we can do Work with housing landlords to ensure that
Page 136 Page homes are suitable to live in. Tackle sub-standard X % less homes are Map out level of sub-standard Emma 2020 housing to help address sub standard housing Bundock with 2 fuel poverty Produce fuel poverty support from plan SPP - Helen Sant Work with key partners Services are Direct link to the strategy review SPP - Andrea March to find ways to support mapped out of homeless services in Allerdale Smith with 2020 1 households who are Identified support for Borough Council support from financially challenged. vulnerable people at Links to tackling activity within Housing risk of being made the tackling poverty strategy Options homeless or are 2020 rough sleeping Produce a directory of support services available in Allerdale that support customers. Work with RPs, Allocations policy Cumbria Choice Board will lead SPP – Andrea March This links to the developers and other reviewed. on the updating of the Smith with 2021 procurement of a new cbl 4 key agencies to review Better access to allocations policy. support from IT system allocations policies that more suitable Housing support people to move housing Options
into more suitable Better use of existing accommodation as they housing stock get older. Make best use of Deliver mandatory Review housing SPP – Andrea financial resources to DFGs and grants/assistance policy Smith 4 ensure that individuals, discretionary grants Deliver grants Helen Sant families can be where appropriate Plan for future financial model Emma supported to live at linked to integration with health Bundock home with appropriate and social care aids and adaptations. Influencing a market Good mix of housing Map out current housing SPP – Andrea that allows households suppliers in the suppliers Investigate ways to Smith 3 to have a choice about market that enables increase and introduce new the type/tenure of customer choice suppliers to the area housings that they live in. Work with housing There is sufficient Homeless forums SPP Andrea
Page 137 Page associations and the move-on Research opportunities that Smith with 4 private housing sector accommodation enable the Council to work more support from to ensure that there is available to support effective with Private Sector Housing appropriate levels of the Council in dis- Landlords. Options move-on charging its housing Discussions and agreement with accommodation. duty registered housing providers Supported Housing Providers Generic Floating Support Providers Engagement with Individuals and Consult with community groups SPP communities/community groups are engaged as part of the work carried out by 3 groups to influence and are able to have the Council where this impacts decision making a say about housing on local communities in their communities Monitor the impact of The Council is up to Horizon scanning and monitoring SPP – Andrea Brexit and the effect speed and is able to Smith this may have on respond. building stronger and healthier communities.
PLACE:- Provide quality places to live through
The development of new market and affordable housing The provision of specialist accommodation The development of balanced and sustainable communities Supporting areas that may benefit from renewal or regeneration Task Outcome How it will be achieved By who Timescale RAG Update/Comments Theme Make use of Council assets to Xx number of Work with Property Graeme Wilson 2019-2020 deliver housing and access sites have been Services Team to identify 1 appropriate funding identified to land. Evaluate sites as a opportunities as they arise. deliver xx potential for housing homes. development. Identify Council funding for developments proactively responding to Page 138 Page the market. Explore opportunities for the Business case Business case developed Graeme Wilson 2019-2021 Council to directly intervene in approved by and approved by 1 the housing market to deliver Council Executive. housing which is appropriate Resources Work plan in place to set to local incomes. identified. up new housing company.
New Housing Homes available for rent. Company Structure and Housing Strategy in place.
Housing Company established
Xx New market and affordable housing
available for rent/buy
Support local communities to 1 or 2 new The Council to provide Emma Bundock 2019-2021 develop Community Land Community officer support to 3 Trusts Housing Trusts development capacity and are evolving and where able provide working toward financial support through being a housing Government CLH funding deliverer in their programme communities Promote self-build Regular Promote SBCB register SPP Andrea Smith 2019-2021 There are 2 key sites developments as an option for programme of and grant funding using identified as SBCB in 3 communities and individuals promoting social media, attend Allerdale (The SBCB sites events, and plan a Woodlands Seaton Hold one an Allerdale SBCB event and Derwent Forest).
Page 139 Page event There are also a range Use funding to of individual incentivise developments that development already have planning permission granted Influence developers to Developer and Regular developer and SPP Andrea 2019 - This may cut across a provide housing that is RPs support to RP discussions. Smith/Julie Ward 2021 number of themes 1&2 attractive, in the right place, increase supply Make better use of stock meets local need and is of key worker that may otherwise be affordable to those who want housing. sold by RPs on the open to work and live in the area. market
Identify suitable land that is Suitable This work has been deliverable for short and accommodation undertaken as part of the longer-term accommodation identified local plan site allocations for gypsy and travellers and process. The plan is show people. currently under examination (Oct 2019) With the approval of the planning inspectorate the Council will need to progress the delivery of
the site which will involve the consideration of an updated demand study which is currently being commissioned. Investigate the reasons Work with land Write to owners of stalled SPP – Julie Ward, 2019 - behind stalled sites and seek owners to find site at least annually, and Andrea Smith & 2021 1 to work with developers to ways to reduce discuss site progress. Planning Team overcome the barriers to number of Work with owners to find ensure that land is developed stalled sites, ways of getting the sites and new housing is delivered. and increase developed out. Eg. Including sign-posting housing supply developers to Homes England funding programmes Continue to develop strong The Council The Council meets twice SPP – Andrea Smith 2019-2021 lasting partnerships with meets regularly yearly with all key 4 external with key partners.
Page 140 Page providers/developers/investors partners. to support growth in housing The Council is Bi-annual reporting to the as well as finding ways to aware of the Council on the status of retain and or regenerate housing market the housing market. existing housing stock. conditions in Allerdale Build upon our relationships Strong Regular internal SPP On-going with existing partners and find relationships discussions and meetings Planning 1 ways to develop new with internal are held to ensure that all Property/development relationships to develop and departments relevant departments are Services deliver effective initiatives and and external involved in making sure Housing options projects to make sure that the partners are that the right housing is Housing Benefits right type of housing is established. being developed in the available in the right place. right place in Allerdale. Investigate the issues around A clear policy A group is set up SPP 2019 empty homes, second homes statement is in internally to identify Development 3 and holiday lets. place and current issues and Services agreed. establish a policy Housing Develop a plan/framework to statement and action plan. Benefits/Council Tax tackle empty homes and An action plan Finance second home ownership and developed. holiday lets.
Resources identified Refresh the stock condition Up to date Commission external SPP 2021 survey and work to address evidence base organisation to carry out Environmental Health 3&4 the issues highlighted. of condition of study in preparation for housing stock in the development of a new Allerdale. housing strategy from 2021 onwards. Work with key partners to There is a up to Work with the Extra Care SPP – Andrea Smith 2019-2021 This will cut across a identify the need and demand date evidence Housing Forum to identify Housing Options number of themes 2 for specialist accommodation. base for housing for older people. External Providers specialist and Commissioners Work with developers to look housing Work with other specialist 1 at solutions to bringing new housing providers and housing provision to the commissions for other market. specialist housing such as accommodation and
Page 141 Page Review existing housing stock support for Young People, 3&4 including empty homes and Victims of Domestic find ways to support re- Violence, Drug and modelling or regeneration Alcohol, Learning programmes. disabilities, mental health, and those at risk of being homeless or rough sleeping. Develop plans to use Off site Schemes Projects identified in a Emma Bundock 2019-2020 This may cut across a contributions in line with identified. timely manner to ensure number of themes 3&4 Council Policy. Funding commuted sums are used committed. to increase affordable housing. Monitor the impact of Brexit The Council is Horizon scanning and SPP – Andrea Smith and the effect this may have up to speed and monitoring on providing quality places to is able to live. respond.
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