to
28 July 2008
Executive Will meet on Wednesday 6 August 2008 at 10.00 am in Derwent Room, Allerdale House, Workington
Membership:
Councillor Joe Milburn (Chairman)
Councillor Michael Davidson Councillor Chris Garrard Councillor Margaret Jackson Councillor Stuart Moffat Councillor George Scott Councillor Sam Standage Councillor David Wilson
Members of the public are welcome to attend the meeting. If you have any questions or queries simply contact Sarah Beattie on 01900 702554.
Agenda
1. Minutes (Pages 1 - 10)
To sign as a correct record the minutes of the meeting held on 9 July 2008.
2. Apologies for absence
3. Declaration of Interest
Councillors/Staff to give notice of any personal or prejudicial interest and the nature of that interest relating to any item on the agenda, in accordance with the adopted Code of Conduct.
4. Questions
To answer questions from members of the public – 2 days notice of which must have been given in writing or by electronic mail.
5. Corporate Improvement Plan (CIP) 2008-2011 (Pages 11 - 82)
6. Overview and Scrutiny Report: Call-in of Derwent Forest Joint Management Arrangements (Pages 83 - 86)
To receive a report from the Community Overview and Scrutiny Committee with respect to their call-in of the joint management arrangements proposed with the County Council in respect of Derwent Forest. (Wards Affected: Broughton St Bridgets; Ewanrigg Maryport; Flimby; Seaton;)
7. Allerdale Borough Council and Carlisle City Council Business Case for a Shared Information and Communications Technology Service (Pages 87 - 100)
To consider the Business Case for a Shared Information and Communications Technology (ICT) Service between Allerdale Borough Council and Carlisle City Council (Wards Affected: All Wards)
8. Public Safety at Curwen Hall (Pages 101 - 104)
To ensure public safety and reduce risk of injury and insurance claims following unauthorised access to Curwen Hall. (Wards Affected: Harrington Workington; Moorclose Workington; Moss Bay Workington; St Johns Workington; St Michaels Workington; Stainburn Workington;)
9. Cyclepath Development Report (Pages 105 - 112)
To confirm the Council's agreement to the creation of a cyclepath through Hall Park following additional community consultation at the Neighbourhood Forum.
To agree the creation of a further link in the Workington Cycle-path network between the Port Road and Siddick. (Wards Affected: St Johns Workington; St Michaels Workington;)
10. Local Environmental Quality Strategy (Pages 113 - 136)
To consider and approve the draft Local Environmental Quality (LEQ) Strategy as the basis of guiding the work of the Environmental Services section in achieving the outcomes of the Corporate Improvement Plan and increasing residents' satisfaction. (Wards Affected: All Wards)
11. Enforcement Policy (Pages 137 - 150)
To provide a clear and reasoned framework to guide the Council's regulatory and enforcement functions. (Wards Affected: All Wards)
12. Consultation on Scores on the Doors (Pages 151 - 154)
The Council’s response to the Food Standards Agency’s consultation on a national food safety publication system. (Wards Affected: All Wards)
13. Allerdale Leisure Partnership (Pages 155 - 178)
To outline the work and achievements of the Allerdale Leisure Partnership since its inception. (Wards Affected: All Wards)
14. Procurement of Group Repair Schemes and Associated Professional Services. (Pages 179 - 182)
A report regarding the procurement of group repair schemes by competitive tendering (Wards Affected: Netherhall Maryport; St Michaels Workington;)
The Chairman will move:-
“That under Section 100 (A) (4) of the Local Government Act 1972, the public be excluded from the meeting for the following items of business on the grounds that they may involve the likely disclosure of exempt information as defined in paragraph 1 of part 1 of Schedule 12 (a) of the Act.”
15. Homeless - re-profile (Pages 183 - 214)
16. On Street Parking
To inform Members of the combined impact of the Traffic Management Act and job evaluation exercise on costs of delivering on street parking enforcement and to consider options for the mitigation of the cost increases (report to follow).
Borough Solicitor
Date of next meeting Wednesday 3 September 2008 at 10.00 am Derwent Room, Allerdale House, Workington
This page is intentionally left blank Agenda Item 1
At a meeting of the Executive held in Derwent Room, Allerdale House, Workington on Wednesday 9 July 2008 at 10.00 am
Members
J H Milburn (Chairman)
C M Jackson S Standage G Scott D Wilson
Apologies for absence were received from Councillors M Davidson, C Garrard and S Moffat
Staff Present
S Beattie, G Bishop, P Bramley, H Dyke, N Fardon, D Martin and H Murphy
104 Minutes
The minutes of the meeting held on 18 June 2008 were signed as a correct record.
105 Standing Order Number 36
Councillors R Munby and A Smith attended under standing order number 36.
106 Declaration of Interest
5. Review of hackney carriage and private hire vehicle age policy. Councillor David Wilson; Personal; Due to being the portfolio holder for licensing.
10. Mining Issues. Councillor David Wilson; Personal; Due to being a member of Aspatria Town Council.
13. Fellview. Councillor Margaret Jackson; Personal; Due to being a board member of Derwent and Solway Housing Association.
107 Questions
The following question was received from Mr Dobinson:
“Why at the Licensing meeting the findings from the survey carried out at a cost from the public funds was not even considered. The findings of that survey was 19 against and 32 for what the council had proposed?”
The Portfolio Holder responded as follows :
Page 1 I attended the meeting as an observer, and the panel did not ignore the survey. The survey was considered and debated, and for the safety of passengers, the panel made an unanimous decision to amend the officers recommendation, and agree that the second independent test should remain.
108 Review of hackney carriage and private hire vehicle age policy
The subject of the decision:
The Senior Licensing Officer submitted a report which sought the approval of the new vehicle age policy subject to the need for an Independent Inspection Report being included.
This report was also considered at Licensing Committee on 28 May 2008.
Alternative options considered:
That the independent inspection report requirement be abolished.
The reason for the decision:
To review the Age Policy and ensure that procedures are streamlined and cost effective to the licensed trade.
The decision:
Resolved – That the new vehicle age policy be agreed subject to the retention of the requirement to have an Independent Inspection Report.
109 Local Area Agreement for Cumbria 2008-2011
The subject of the decision:
The Partnerships Officer submitted a report which sought member’s approval of the launch of the Local Area Agreement (LAA) for Cumbria 2008-2011.
Members noted that the Local Government White Paper ‘Strong and Prosperous Communities’ of October 2006 directed local authorities to develop a new model of Local Area Agreement for Cumbria, covering the 3 years 2008- 2011, and the new LAA fitted the revised model.
The draft LAA for Cumbria had been developed in partnership through the Cumbria Strategic Partnership and restated the link with the Community Strategy, the overarching strategy presenting the long term vision for the area.
Those present were advised that the LAA contained 35 National Indicator Targets, 16 statutory targets and 12 stretch targets, and had had ministerial sign off at the end of June 2008.
Alternative options considered:
None.
Page 2
The reason for the decision:
The LAA has been agreed and will now go live, impacting on Council activities and, in turn, how the Council’s performance is assessed.
The decision:
Recommended – That Council be requested that:
(a) The final draft of the LAA 2008-2011 be agreed (b) The approach for the delivery of targets and outcomes in the LAA, and in particular Allerdale Borough Council’s contribution to delivery be agreed (c) The relationship between Comprehensive Area Assessment and the delivery of outcomes through the Community Strategy, LAA and Corporate Improvement Plan (CIP) be noted (d) The need to embed the LAA within the refreshed CIP be noted.
110 Lake District National Park Local Development Framework
The subject of the decision:
The Director of Partnerships and Community submitted a report which sought member’s approval of proposed comments to be submitted to the Lake District National Park Authority in response to their National Park Core Strategy (Preferred Options) and their Minerals and Waste Core Strategy (Preferred Options).
Members were advised that the policies and strategies contained in both documents were the preferred options of the National Park Authority. All comments received by the National Park would be considered and amendments to the policies might occur as a result.
Members were given a verbal update on the comments made by Development Panel on the proposed response, and agreed that their comments be included.
Alternative options considered:
None.
The reason for the decision:
To allow members to consider the Core Strategy (Preferred Options) and the Minerals and Waste Core Strategy (Preferred Options), and submit comments to the Lake District National Park Authority.
The decision:
Recommended – That the proposed comments set out in the report be approved for submission to the Lake District National Park Authority, subject to the inclusion of Development Panel’s comments.
Page 3
111 Maryport Developments Limited, Transfer of Shares
The subject of the decision:
The Director of Partnerships and Community submitted a report which sought the consideration of the transfer of the Council’s shares in Maryport Developments Limited to the new Harbour Authority.
Members were advised that the long term viability of Maryport Harbour had been secured through the establishment of an endowment fund and the formation of a new Harbour Authority, and that the responsibility for the management and operation of the harbour would move fully to the new authority.
Those present were advised that the other shareholders in Maryport Developments Ltd had now taken formal decisions to transfer their shares.
Alternative options considered:
Not to transfer the shares.
The reason for the decision:
The report set out a proposal for Allerdale Borough Council to transfer it’s 9.5% shareholding in Maryport Developments Limited to the recently reconstituted Maryport Harbour Authority. Once the new Harbour Authority takes responsibility for managing the harbour, Maryport Developments will no longer be required.
The decision:
Recommended – That Council be requested to agree that:
(a) The transfer of Allerdale Borough Council’s 9.5% shareholding in Maryport Developments Limited to the Maryport Harbour Authority as soon as possible, on a date to be agreed by the Chief Executive (b) This be conditional upon all existing shareholders in Maryport Developments Limited agreeing to the same share transfer arrangements and the Harbour Authority coming to an agreement with the Council on future performance indicators.
112 Allerdale Museum Service
The subject of the decision:
The Leisure Services Manager submitted a report which sought to inform members of the current position regarding the status of the Council’s museum service and to seek further direction on its future.
Keswick Museum and Art Gallery (KMAG):
Page 4 Members noted that Keswick Museum and Art Gallery was currently being managed by an independent management company (KMAG Mgt Ltd) under a licence and management agreement with a term until 31 March 2010. Under this arrangement, the Council as trustee retained ownership of the assets and was responsible for the management and care of the collection, whilst KMAG Mgt Ltd were responsible for the day to day operation of the museum.
Those present noted that in order to achieve a sustainable future for KMAG it was necessary to make a decision on the approach to its future management and operation and whether a transfer of trusteeship should take place.
It was also noted that there was a ‘KMAG Enhancement Project’ proposed to revitalise the museum, which would include a major development of the building, its internal spaces and the visitor experience, and there had been a grant application for Heritage Lottery Funding.
The Helena Thompson Museum, Workington: Members were advised that the Council was a trustee of the Helena Thompson Musuem and was bound by the Will of Miss Helena Thompson, who had bequeathed her home and it’s contents to the people of Workington. The museum was currently being run by Workington Heritage Group under a licence and management agreement with a term until 31 March 2009.
Members were asked to consider extending the term of the agreement to 31 March 2010, in order that outstanding legal issues be addressed, and that a further report would be brought to the Executive in due course to advise of the outcome, and to discuss whether the complete handover of the museum to a suitable body, or its management, operation and development through a lease arrangement over the long term would be possible.
Maryport Maritime Museum (MMM): Members noted that MMM including the building, contents, land and collection was fully owned by the Council and was not a registered charity. MMM had been operated by Maryport Festivals Ltd (MFL) under a license and management agreement with a term until 31 March 2009.
Those present were advised that whilst it was never the intention for ‘The Wave’ to replace MMM, the heritage exhibition which was now in ‘The Wave’ would duplicate many aspects of the stories told in the museum.
Members were asked to agree that a decision be made on the future of MMM at a later meeting of the Executive in accordance with the Council’s Forward Plan.
Workington Hall: Members considered the way forward for Workington Hall and noted that adequate measures were needed to ensure the Hall was kept safe until measures could be put in place to give it a sustainable future over the long term.
Alternative options considered:
Page 5 To transfer the trusteeship of the Keswick Museum and Art Gallery (including its assets) to a suitable alternative body.
The reason for the decision:
To determine what the Council wishes it’s involvement in heritage to be and move forward on a range of issues that will impact on this.
The decision:
Recommended – That Council be requested to agree that:
(a) The Council retain Keswick Museum and Art Gallery (including its assets) under the existing trust arrangement and seek a partner to manage, operate and develop the museum over the long term, on a full repairing lease for a minimum of 99 years. (b) The Council invites both KMAG Management Ltd and the North Pennines Heritage Trust to submit proposals for recommendation (a) above, and a further report would be submitted to the Executive outlining these proposals and their financial implications. (c) The Council’s Legal Officer continue investigating the implications of the Helena Thompson Will and the terms by which the Helena Thompson Museum as a charity should be operated and report back to the Executive on the outcome of this, in relation to whether a complete handover of the museum to a suitable body or its management, operation and development through a long term lease arrangement is possible (d) The current agreement with the Workington Heritage Group to manage and operate the Helena Thompson Museum be extended for one year until 31 March 2010 (e) A decision on the future of the Maryport Maritime Museum be made at a later meeting of the Executive in accordance with the Council’s Forward Plan (f) The Council’s Asset Manager work up options for ensuring that Workington Hall is kept safe over the short term, to be reported back to the Executive within a month, whilst discussions continue to find a development partner for that site.
113 Mining Issues
The subject of the decision:
The Environmental Health Unit Manager submitted a report which sought to review the Council’s current approach on mining issues related to development.
Members were asked to consider the current approach, and discussed the recommendation that developers would not be asked to carry out a desk top study in relation to mine gases in future.
Alternative options considered:
Page 6 To not accept the recommendation, and agree to retain the requirement for developers to carry out a desk top study.
The reason for the decision:
The review was a result of customer comments and officers experience in operating the current approach.
The decision:
Resolved – That in relation to mine gases:
(a) For new buildings the Council require a desk study for all proposed developments in high risk areas. (b) For extensions to existing buildings in high risk areas, the Council give developers the option of either carrying out a desk top study or installing appropriate gas mitigation measures. (c) For extensions to existing buildings in known mine gas areas (parts of Frostoms, Great Broughton and Victoria Road area of Workington) the Council require a desk study.
114 Draft River Derwent Catchment Flood Management Plan : Consultation
The subject of the decision:
The Director of Partnerships and Community submitted a report which sought members approval of comments to be sent to the Environment Agency in respect of the Draft River Derwent Catchment Flood Management Plan consultation.
Members requested the following amendments to the response: • In paragraph 7.4 the wording be amended to separate Cockermouth from Keswick, in order to strengthen the recommendation for Cockermouth • In paragraph 6.1 the Wiser Beck be included as this causes flood problems in Wigton • In paragraphs 7.13 and 7.14 the B5301 at Arkleby should be included • Development Panels comments be included
Alternative options considered:
None.
The reason for the decision:
To allow comments to be made in response to the consultation.
The decision:
Recommended – That Council be requested to agree the comments highlighted in the report, and they be sent to the Environment Agency in response to the consultation, subject to the inclusion of the amendments above.
Page 7 115 Statement of Intent for Regeneration in Cumbria
The subject of the decision:
The Head of Regeneration submitted a report which sought member’s agreement to a proposed response to the consultation on a Statement of Intent for Regeneration in Cumbria.
Members were advised that the consultation asked 3 key questions, and the proposed response was outlined in paragraph 3.1 of the report.
Alternative options considered:
None.
The reason for the decision:
To enable a response to be provided to Cumbria Vision before the deadline of 31 July 2008.
The decision:
Recommended – That Council be requested to agree that:
(a) The details of the Statement of Intent be noted (b) The suggested response to the consultation questions as outlined in paragraph 3.1 of the report be agreed.
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 4 of part 1 of Schedule 12 (a) of the Act.”
116 Fellview
The subject of the decision:
The Housing Services Manager submitted a report which sought member’s determination of the most appropriate option in respect of a proposal for affordable housing at Fellview, Silloth.
Alternative options considered:
4 different options were considered.
The reason for the decision:
The land is currently owned by Allerdale Borough Council and Derwent and Solway Housing wish to acquire it for an affordable housing scheme.
Page 8 The decision:
Recommended – That Council be requested to agree that in addition to social rented units to be developed on the site, Derwent and Solway develop a small number of properties for open market sale and that the income generated from this would assist in terms of offsetting costs, to enable the site to be purchased at full market value.
117 Revenues and Benefits Service Review
The subject of the decision:
Further to minute number 81 (2008), the Director of Customer Services submitted a report which sought the approval of the implementation of an action plan arising from a recent review of the Revenues and Benefits Services.
Members were advised that the objective of the review was to identify areas of synergy between the services and examine how duplication of effort could be eliminated to achieve service efficiencies and improve performance.
Alternative options considered:
Not to go ahead with the implementation plan.
The reason for the decision:
To undertake the implementation of the review as quickly as possible and to increase the efficiency of the services.
Recommended – That Council be requested to agree that:
(a) The key objectives outlined in the report be endorsed (b) The additional expenditure of £120,000 required to support the delivery of the action plan be agreed (c) The detailed action plan be agreed with the portfolio holder (d) Financial regulations be waived (as it is in the best interests of the Council both financially and in terms of efficiency), to allow the appointment of an interim manager who has experience of the Council’s systems.
The meeting closed at 12.00 pm
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Page 10 Agenda Item 5
Allerdale Borough Council
Executive – 06 August 2008
Corporate Improvement Plan 2008-2011
The Subject of the Decision The approval of the refreshed Corporate Improvement Plan 2008-2011
The Reason for the Decision The purpose of the report is to seek member’s approval of the refreshed Corporate Improvement Plan (CIP) 2008-2011.
Recommendation This report has the following recommendations:
1. That members approve the content of the refreshed CIP. 2. That members of the Executive recommend the CIP to Full Council on the 13 August 2008 for approval. 3. That members agree to receive quarterly monitoring reports on the performance against targets of the CIP.
Environmental Implications Focus of the Environmental activity through the Environment Strategic Priority.
Community Safety Implications Focus of the Community Safety activity through the Healthy & Safe Strategic Priority
Financial/Resource Implications Focus of the Financial planning activity as this will align with the Corporate Improvement Plan.
Human Rights Implications None direct.
Employment Implications Focus of the employment and HR activity through the Economy and Service Access & Delivery Strategic Priorities and alignment of capacity and resources to meet the targets and outcomes.
Health & Safety & Risk Management None direct. Implications
Wards Affected All
The Contribution this Decision would The Corporate Improvement Plan is the make to the Council’s Key Aims framework for the Council’s Key Aims. Page 1 of 5
Page 11
Is this a Key Decision Yes
Portfolio Holder Councillor Joe Milburn
Lead Member of Staff Gillian Bishop, Chief Executive, [email protected] Tel 01900 702552
(A detailed listed of implications is appended to the report)
1.0 Introduction & Context
1.1 The first Corporate Improvement Plan (CIP) 2006-2011 was agreed by Council on the 08 March 2006 with the second CIP 2007- 2012 being agreed on 08 March 2007. From the outset it was agreed and understood that the CIP would be an evolving document which would be refreshed on an annual basis.
1.2 Since the introduction of the CIP there have been a number of developments which impact upon the direction, focus and timescale of the document. When the original document was being developed, the West Cumbria Sustainable Community Strategy was not in place, and the Cumbria Sustainable Community Strategy was in its infancy. Furthermore, the Local Government White Paper and related issues such as Local Area Agreements (LAA), Comprehensive Area Assessments (CAA) were only introduced in October 2006. To this end, the current contextual picture is that:
• The West Cumbria Sustainable Communities Strategy 2007-2027 ‘Future Generation’ has been agreed; • The LAA has been refreshed for the period of 2008-2011 and has been signed off by Government on the 30 June 2008; • The CAA will come in place in April 2009; • Local Government will have a three year funding term from 2008; • ‘The Alliance’ political administration became the ruling party in May 2007 for a four year term;
2.0 . Role, Purpose and Focus of the Corporate Improvement Plan (CIP)
2.1 This is the third year that the CIP has been the corporate strategic document adopted to guide the strategic direction and focus of the organisation. The CIP needs to be continually developed within this new and emerging context. The role of the CIP within this context is to:
• Outline the Council’s role and responsibilities in delivering the West Cumbria Sustainable Communities Strategy (WC SCS) and the Local Area Agreement (LAA). • Confirm the Council’s vision, and priorities for the area, and identify how they will be resourced and delivered; • Give the lead for service planning activities and budget setting decisions; Page 2 of 5
Page 12 • Guide the interface with partners and the community.
2.2 Following consultation, feedback and member consideration, the developments of the CIP during this years refresh have included:
• Change timeframe of CIP approval from April to June 2008; • Change the timeline of the CIP to align to the LAA – therefore the CIP will run on a 3 year programme until 2011; • Emphasise the linkages between the CIP and the WC SCS and the LAA by the refocus of the CIP themes & priorities to link to newly created WC SCS and emerging refreshed LAA. This required the refocus of the existing CIP framework; • Clear strategic focus for the CIP with no operational content. This would be contained in the Directorate and Group Plans; • Ensure the CIP is outcome focused linked to LAA/National Indicator set with an outline of related actions; • Retain the locality focus with emphasis on local need and local priorities.
2.3 As a result of these developments the CIP has been refreshed and structured around a new framework as outlined below:
Definition of Excellence around the retained Vision: Allerdale a great place to live, work & visit
Introduction of Business principles to support the vision. These business principles will outline the way in which Allerdale undertakes its business activity. The key business principles are to be as follows:
• Customer Driven – Putting the needs of individual customers at the heart of what we do
• Excellent Services – Ensuring the delivery of accessible, high quality services that provide good value for money
• Local Focus – Making a positive difference to the quality of life in localities across Allerdale
• Partnership Delivery – Recognising the role and contribution of partnership working and shared services in delivering capacity, expertise and economies of scale.
These business principles will be measured by using outcome measures.
Refreshed Core Values: Members and officers have refreshed the Corporate Values, as outline in the document. The values will also be measured by using outcome related measures.
Page 3 of 5
Page 13 Introduction of new Strategic Priorities: Greater clarity and simplicity has been given to our Strategic Priorities. Using a clear socio-economic evidence base, to maximise the linkages with the WC SCS and the LAA and to respond to feedback, the following six strategic priorities have been agreed as the new focus for the CIP:
• Housing: To create a balanced housing market, addressing the supply of affordable rented accommodation, and reducing homelessness. • Environment: To create a high quality local environmental quality by ensuring the delivery of efficient and responsive services. • Economy: To regenerate the area to create sustainable economic growth by supporting economic activity and tackling worklessness. • Service access and delivery: To engage better with customers and provide high quality, accessible and efficient services which meet their needs. • Inclusive communities: To understand and respond to the diverse needs of the communities who live in, work in and visit Allerdale. • Healthy and safe: To improve the health, well being and safety of all of our citizens.
4.0 Next Steps
4.1 As previously stated the refreshed Full Plan Document is in a final draft stage. This document has been developed as a result of the consideration by Joint Overview & Scrutiny, Executive, Staff Groups, CMT and Heads of Service and wider elected members. All of the comments and observations received from these activities have been considered in the production of this final draft Plan.
4.2 Following the consideration of the Plan at Executive and Full Council the CIP will be published and launched at the beginning of September 2008.
4.3 As with this year’s activity, following on from the launch the monitoring and reporting arrangements will commence as currently in place.
Gillian Bishop Chief Executive
Page 4 of 5
Page 14
Report Implications
Please delete where applicable.
Community Safety Y Sport Y Financial Y Leisure Y Legal Y Tourism Y Social Inclusion Y E-Government N Human Rights N North West Regional N Youth Issues Y European N Ethnic Minority Issues Y National Y Older People Issues Y Partnership Y Disability Issues Y Heritage/Culture Y Employment (external to the Council) Y Planning Policy N Employment (internal) N Enforcement N Environmental/sustainability Y Transport Y Environmental/visual Y Asset Management Y Health Y Health & Safety N
Is this a statutory recommendation? N
Is this a key decision? N
Has a risk assessment been undertaken? Y
Wards affected …………………All………………………………………………………………..
Background papers ………Allerdale Borough Council Corporate Improvement Plan 2008-2011………………………………………………………………
Page 5 of 5
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Page 16
Allerdale Borough Council Corporate Improvement Plan 2008-11
Our places, our communities
“Allerdale a great place to live work and visit”
Version number 15
Page 17
Contents
Foreword
About Allerdale
Our priorities
Our strategic approach
The plan
Housing
Environment
Economy
Service access and delivery
Inclusive communities
Healthy and safe
Our approach in Allerdale
Summary
Glossary
Appendices Appendix 1: Getting involved Appendix 2: Our money Appendix 3: Our people Appendix 4: Our localities
21/07/2008 2
Page 18 Foreword
Welcome to Allerdale Borough Council’s Corporate Improvement Plan for 2008-2011.
Allerdale Borough Council provides a wide range of services for local people. We work in partnership with communities, other public sector organisations and business to help make Allerdale “a great place to live, work and visit”.
It is especially important that we work with local communities so that people can help shape the services they use and influence future plans for Allerdale and West Cumbria.
As a Council we represent and promote Allerdale and its communities. Being clear about what we are doing and where we are going helps to ensure that local needs and opportunities are connected into and influence the wider county, regional and national picture.
Last year we adopted the new sustainable communities strategy for 2007-2027, titled ‘Future Generation’ which will be delivered by the West Cumbria Strategic Partnership, our Local Strategic Partnership (LSP). In addition, the Local Area Agreement for Cumbria was also agreed last year and has been refreshed this year to cover the period 2008-2011.
We, at Allerdale Borough Council, wanted to make sure that our work focused on delivering those parts of the Sustainable Community Strategy and Local Area Agreement that will impact upon our communities and localities. We recognise our leadership role working with partners to co-ordinate actions on priorities and therefore we have reviewed our Corporate Improvement Plan to include this.
This is Allerdale Borough Council’s third Corporate Improvement Plan, which sets out clearly what we want to achieve, ourselves and with our partners, to improve the well-being and quality of life of our communities over the next three years.
This three-year Corporate Improvement Plan seeks to ensure that Allerdale Borough Council is: • Playing a clear role in the success and development of West Cumbria and Cumbria • Meeting our vision of making Allerdale “a great place to live work and visit” • Leading the way to improve the quality of life for our people and our communities • Developing and delivering efficient services, based on customer need and local priorities • Delivering value for money for our local communities • Becoming an excellent organisation.
We will regularly communicate with our partners and the people of Allerdale about our plans and how we are delivering them. We will report on what we have done and why, so we can be held to account.
We will continue to listen to partners and our communities to ensure that we make ongoing improvements and deliver our services to the highest standards, surpassing expectations.
Cllr Joe Milburn Gillian Bishop Leader Chief Executive
21/07/2008 3
Page 19 About Allerdale
The borough of Allerdale is located in the north west of Cumbria and covers an area of 1,258 square kilometres. With a population of 94,3001 Allerdale is a relatively sparsely populated borough, with a population density of 75 people per square kilometre compared with the North West average of 480.
Allerdale is a borough of contrasts with three distinct components: the urban triangle of Cockermouth, Maryport and Workington; the dispersed hill farms, forests, fells and lakes of the Lake District National Park; and the rural and fertile Solway Coast Area of Outstanding Natural Beauty stretching to the north towards Carlisle.
The west coast has a rich industrial history, the decline of which has left economic and social problems particularly in the main towns of Workington and Maryport. To the east of the borough are the market towns of Cockermouth and Keswick, which enjoy stunning scenery. Keswick, located in the Lake District National Park, is an important tourist destination, but both towns and the surrounding rural villages face problems of affordable housing. The north of Allerdale is a predominantly rural area with small villages and three principal market towns: Wigton, Aspatria, and Silloth. The Solway Coast is a designated Area of Outstanding Natural Beauty; tourism and agriculture have an important role in this area.
Allerdale’s population shows a decreasing trend over the past 20 years. It is now estimated at 94,300, but projections show that the population is set to grow to 95,800 by 2016 and to 97,200 by 20262, largely as a result of immigration. About 22% of the current population are of retirement age, which is just above the national (19%) and regional (20%) figures and is an increasing trend compared to the rest of the country. The populations of Allerdale’s main towns are compared in graph 1. Allerdale does not currently have a diverse population in either ethnicity or religion, with 99.4% of the population classed as white, 85.2% of people classing themselves as Christian and a further 9% claiming no religion3.
The three principal areas of employment in Allerdale are: • Public sector (public administration, education and health) • Distribution and hospitality (distribution, hotels and restaurants) • Manufacturing.
In addition, tourism is of growing importance to the area with over 2.5 million visitors spending £197 million in 20064. Transport is a significant issue for the borough with more than half the population living in sparse rural areas. These areas are not well served by road or rail links and bus services are limited in coverage and frequency. This affects the accessibility of further education, services, jobs and leisure activities, particularly for the young and elderly.
Across the borough there is a significant range of deprivation. The most deprived ward is in the
1 Office of National statistics (ONS) mid 2006 estimate 2 ONS population projections 3 Census 2001 data 4 Cumbria STEAM summary 2006 21/07/2008 4
Page 20 worst 2% of the country and the least deprived in the top 5%5.
Overall Allerdale’s economic activity rate of 80.5% is higher that the regional average of 76.7%6, but this figure masks serious areas of deprivation. The most disadvantaged area in the borough has 7.4% of people who are unable to obtain employment due to poor skill levels. The national average is 5.4%. The unemployment rates and local wage levels reflect this7. Almost twice as many people are unemployed in the deprived wards compared to the borough as a whole. Unemployment figures shown in graph 2.
Average house prices vary greatly across Allerdale as shown in graph 3, giving rise to issues with the affordability of housing.
Over the next few Allerdale town population estimates 2006 years it is expected 35000 that the number of 30000 people aged between 25000 18 and 29 years and
20000 over 55 years will increase 15000
10000
5000
0 Aspatria Cockermouth Kesw ick Maryport Silloth Wigton Workington
Terraced Average house prices 2006/07 Semi-detached Unemployment Claimant Count (January 2008) Detached 500,000 3.0% 450,000 400,000 2.5% Aspatria 350,000 Cockermouth 300,000 2.0% Keswick 250,000 1.5% Maryport 200,000 Silloth 1.0% 150,000 Wigton 100,000 0.5% Workington 50,000
0 0.0% Aspatria Cockermouth Kesw ick Maryport Silloth Wigton Workington
5 Department of Communities and Local Government: Indices of Multiple Deprivation 2007 6 Office of national statistics (ONS) annual population survey (percentage are for those of working age (16-59/64)) 7 Average of 229 people unemployed in deprived wards; 130 across borough. Average wages are £310 per week in deprived wards; £440 for Allerdale as a whole 21/07/2008 5
Page 21 Silloth Our localities • The mean income is £20,653; there are no main manufacturing companies • Wigton There are issues with • The mean income is accessing facilities and Aspatria £22,661 which is below the services and the affordability of • The mean income is £20,234, UK average buying property. Over the next the lowest in the borough • There are issues with the five years Silloth will need 30 • There are issues with affordability of buying open market properties and accessing facilities and property. Over the next five sufficient land for 91 affordable services and the affordability of years Wigton will need 18 homes, including a high buying and renting property. open market properties and proportion of social rented Over the next five years sufficient land for 36 properties Aspatria will need 40 open • affordable homes There is relatively high market properties and sufficient • There is relatively high satisfaction with recycling land for 29 affordable homes satisfaction with recycling facilities • There is relatively high facilities and low satisfaction with recycling satisfaction with parks and facilities and average levels of open spaces satisfaction with parks and open spaces Maryport • The mean income is Keswick £20,300; tourism has an • The mean income is £24,222; increasingly important role the majority of employment is in • There are issues with the the hospitality and retail sectors affordability of buying • There are issues with the cost property. Over the next five of public transport, perceived years Maryport will need 35 high crime rates and the open market properties and affordability of buying and sufficient land for 28 renting property. Over the next affordable homes all of five years Keswick will need which should be social sufficient land for 183 rented properties affordable homes including a • There is relatively high high proportion of social rented satisfaction with recycling properties facilities and low • There is relatively low satisfaction with parks and satisfaction with recycling open spaces facilities and high satisfaction
Workington Cockermouth • The mean income is £22,300; the town has • The mean income is £25,332, the highest in the become more service based borough • Workington has the most affordable housing • There are issues with accessing facilities and services in Allerdale. Over the next 5 years and the affordability of buying and renting property. Workington will need 100 open market Over the next five years Cockermouth will need 79 properties and sufficient land for 29 open market properties and sufficient land for 301 affordable homes, including a proportion of social rented properties. Projects are in place to meet social rented properties the need for affordable homes • There is relatively low satisfaction with • There is relatively low satisfaction with recycling recycling facilities and low satisfaction with facilities and high satisfaction with parks and open parks and open spaces spaces
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Page 22 Our priorities
Our aim is to deliver local priorities to the people of Allerdale using a combination of services; some which we are obliged to deliver by law and others which we choose to provide in order to deliver our priorities. Our priorities are designed around the customer and are based on feedback from people living locally on issues that affect them.
To fulfil Allerdale Borough Council’s lead partner role in addressing local priorities and communities’ aspirations, while recognising its role in advancing the Local Area Agreement and the sustainable community strategy, the Council has set the following strategic priorities in support of its vision: Allerdale – a great place to live, work and visit. It is recognised that although each of the priorities are listed as individual areas, there is significant inter-relationship and inter-dependencies across all of them. As a result, there will be outcomes and actions within the priority sections that will have a wider impact across the thematic priorities.
Strategic priorities
• Housing: To improve the quality of housing; create a balanced housing market, addressing the supply of affordable and social rented accommodation; and reduce homelessness. Environment: To create a high quality local environmental quality by ensuring the delivery of efficient and responsive services. • Economy: To regenerate the area to create sustainable economic growth by supporting economic activity and tackling worklessness. • Service access and delivery: To engage better with customers and provide high quality, accessible and efficient services which meet their needs. • Inclusive communities: To understand and respond to the diverse needs of the communities who live in, work in and visit Allerdale. • Healthy and safe: To improve the health, well being and safety of all of our citizens.
The strategic priorities are based on clear evidence and link to the sustainable communities strategy and the Local Area Agreement.
Role and responsibilities Driving forward this agenda are the elected members who make up the Executive Committee, each with identified responsibilities:
Councillor Joe Milburn: Leader, Strategic Policy and Partnership, Transport, Car Parking and Communications and marketing Councillor Margaret Jackson: Deputy Leader, Regeneration, Leisure and Culture and Housing Councillor Mike Davidson: IT, Audit, Legal and Corporate Improvement Councillor Chris Garrard: Human Resources, Democratic Services Councillor Stuart Moffat: Finance, Asset Management Councillor George Scott: Frontline Services Councillor Sam Standage: Environment Councillor David Wilson: Access to Services.
The senior management team that supports the Executive in their delivery are:
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Page 23 Gillian Bishop: Chief Executive Harry Dyke: Director of Customer Services Nick Fardon: Director of Strategic Resources David Martin: Director of Partnerships and Community Paul Bramley: Head of Finance Hazel Cushin: Head of Corporate Services Philippa Hardy: Head of Human Resources Charles Holmes: Head of Regeneration Ian Payne: Head of Environment Sharon Thompson: Head of Customer Services.
The Local Government White Paper, Strong and Prosperous Communities, reinforces the Council’s ‘place making’ role, bringing with it a responsibility to coordinate and focus the activities of partners that impact on communities and quality of life in the area. This takes place locally through the West Cumbria Strategic Partnership.
A joined-up approach can result in lasting positive impacts on communities and their quality of life, ensuring that agencies avoid duplication, address priorities and channel resources effectively.
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Page 24 Our strategic approach
Following guidance from the Local Government White Paper, Strong and Prosperous Communities, the Council has worked hard with partners to establish a common vision for the area that recognises Allerdale’s distinctive character and expresses what the borough should be like in the future.
Future Generation is a strategy for sustainable communities in West Cumbria from 2007 to 2027, expressing the shared vision and key strategic priorities for West Cumbria. Managed through West Cumbria Strategic Partnership and adopted by all the local authorities, it expresses the shared vision and key strategic priorities for West Cumbria:
• Advantage through knowledge: developing and retaining ‘knowledge-based’ businesses in the area such as those involved in developing new technologies and alternative energy sources; promoting this through further and higher education provision.
• Managing transition: managing the decline of traditional industries in the area, particularly nuclear decommissioning and looking for alternative sources of employment and investment.
• Lifestyle choice: tackling climate change; committing to protect our environment and biodiversity and promoting this as a ‘lifestyle choice’.
• Coastal renaissance: ensuring that there is mixed use and high quality development, which conserves our heritage and, in particular, improves housing quality and the built environment in the coastal towns, where this renaissance is most needed.
• Making better connections: improving transport and communication, including broadband and other digital connections; promoting use of walking and cycling to reflect the lifestyle choice; rejuvenating our ports.
• Communities that work: empowering people to take greater control over their lives through education and other opportunities; supporting culture and leisure opportunities; valuing local people’s role in running local facilities; welcoming new people to the area; making West Cumbria a safe place.
• Networks and leadership: strong, well-informed, effective and visionary leadership; having leaders who listen to the community and maximise public engagement; developing West Cumbria Strategic Partnership to develop joint working.
• Quality public services: responsive and flexible public services; access to services for all; monitoring and improving service delivery
• Respect for rights and responsibilities: ensuring that no one is disadvantaged by where they live or who they are; respect for the rights and responsibilities of individuals,
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Page 25 communities and of other areas outside of West Cumbria; ensuring that what we do does not damage future generations’ opportunities; considering the impact of our policies on all areas e.g. rural and urban.
Future Generation fits into the Cumbria Community Strategy, which expresses the vision and objectives for the whole county and will be launched in summer 2008. The complementary Local Area Agreement (LAA) for Cumbria sets out the “deal” between central government and local authorities (and their partners) to deliver national priorities locally. The LAA also acts as a 3-year action plan for how public services will move towards the vision as set out in the Community Strategy.
Cumbria’s Community Strategy and LAA outline how Cumbrian partners will realise the following shared priorities:
• Safe, strong and inclusive communities • Health throughout life • A sustainable and prosperous economy • Vibrant connections between people and places • World-class environmental quality.
Allerdale Borough Council has helped to shape these documents, which detail shared objectives to which partner organisations have signed up. This provides a framework for collaboration amongst agencies to achieve outcomes that benefit local communities.
The Council is also establishing the Local Development Framework, an expression of planning policies that inform spatial planning to ensure that these objectives can be met.
The linkages between our priorities and those of West Cumbria (as expressed in Future Generation) and Cumbria (Cumbria Community Strategy and the LAA) can be demonstrated as follows:
Key documents Thematic Linkages across Priorities
Allerdale Borough Housing Environment Economy Access to Inclusive Healthy Council’s services communities and safe Corporate Improvement Plan (Six strategic priorities) West Cumbria Coastal Lifestyle Advantage Making better Communities that work sustainable renaissa choice through connections Respect for rights and communities nce knowledge, Quality public responsibilities strategy* Managing services and (8 Themes) transition networks Cumbria World class A sustainable Effective Safe, strong Health and Community environmental quality and connections and inclusive well-being Strategy (draft v.6 prosperous between communities throughout 11.04.08) and LAA economy people and life (draft as at places 02.05.08)
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Page 26
* The theme from the West Cumbria sustainable communities strategy of, ‘leadership’ is linked through Allerdale Borough Council’s business principles and core values (pages 24-25).
Clear read-through from the Corporate Improvement Plan upwards, to the LAA and sustainable communities strategy, and downwards, to the Council’s group and individual work plans, ensures Allerdale Borough Council focuses its action and resources on local priorities.
Broad Sustainable Strategic Communities
Strategy
Local Area Agreement
Partner organisations’ Allerdale Borough strategies and plans Council’s Corporate Operational Specific Improvement Group plans Plan
Individual work plans
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Page 27 The plan
This is the third year that the Corporate Improvement Plan has been the corporate strategic document adopted to guide the strategic direction and focus of the Council.
This Corporate Improvement Plan has been developed to respond to and maximise the opportunities of the new and emerging context within Cumbria, the North West and Nationally.
The role of the Corporate Improvement Plan within this context is to:
• Outline the Council’s role and responsibilities in delivering the West Cumbria Sustainable Communities Strategy (WC SCS) and the Local Area Agreement (LAA).
• Confirm the Council’s vision, and priorities for the area, and identify how they will be resourced and delivered
• Give the lead for service planning activities and resource setting decisions
• Guide and support the interface with partners and the community.
The Council’s vision of making Allerdale a great place to live work and visit will only be achieved if activities that are delivered make a real difference to people’s quality of life. This section details what Allerdale Borough Council will deliver by 2011, the difference this will make and how achievements will be measured for all the strategic priorities.
This Corporate Improvement Plan focuses on outcomes so that residents will be clear about how it will feel to live in Allerdale in 2011 when Allerdale Borough Council becomes an excellent authority. Details of the actions and the projects undertaken to achieve excellence can be found in the Council’s group plans.
The focus on 2011 is to ensure the Council meets its excellence targets, however the improvement and development journey will continue beyond this date to ensure excellent standards are maintained.
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Page 28 Housing
Our strategic priority is to improve the quality of housing; create a balanced housing market, addressing the supply of affordable and social rented accommodation; and reduce homelessness.
Where we are now: • Average house prices in Allerdale vary from approximately £119,000 in West Allerdale to £284,900 in the Lake District National Park. • The Town and Parish Housing Market Assessments and the Strategic Housing Market Assessments have identified that there is a need for 945 affordable homes by 2013 – this is a 2 year rolling programme and subject to change. • In 2006/07 25% of homes were built on previously developed land against a target of 60%. • Homelessness has become an increasingly serious problem in 2007/08 134 people were permanently re-housed by the Council which is an 11% increase from 2006/07 • Work continues to address the issue of derelict properties with 29 properties being brought back into use since April 2006 • We are implementing Housing Market Renewal projects and working towards the Decent Homes Standard • Improved quality of life for older people and disabled people in Allerdale is also evident. We are supporting this through effective delivery of a range of grant and assistance schemes such as Disabled Facilities grants
Outcomes Indicator/ Measure Baseline position 2010/11 2007/08 unless target otherwise stated Quality of LPI Percentage of private sector 70% 50%. housing vulnerable households living in non- improved and decent standards maintained LPI Number of homes made decent 0 1500 LPI Number of derelict properties 131 derelict 40 brought back into use or properties on list demolished NI 187 Tackling fuel poverty – Baseline to be + 5% on people receiving income based established 31st baseline benefits living in homes with a low March 2009 energy efficiency rating
LPI Average length of waiting time 23weeks 21 for major adaptations supplied via disabled facilities grants A balanced NI 154 Net additional homes 195 801 housing market provided provided
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Page 29 NI 155 Number of affordable homes 38 250 delivered gross NI 159 Supply of ready to develop 104% 104% housing sites Homelessness LPI Percentage of households in 61 To be reduced temporary accommodation for more agreed when than 6 weeks the temporary accommodat ion strategy is agreed NI 156 Number of households living 35 2 in temporary accommodation (snapshot at Q4 07/08)
Key projects and activities • Revise the Homelessness Strategy and produce a Temporary Accommodation Strategy • Improve the quality of the homelessness service provided • Produce Parish Housing Market Assessments for all seven localities and develop Strategic Housing Market Assessments • Using Planning regulations, such as Section 106 of the Town and Country Planning Act, to bring benefits for the community including providing affordable housing • Implement renewal programmes in Workington and Maryport
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Page 30 Environment
Our strategic priority is to create a high quality local environment by ensuring the delivery of efficient and responsive services.
Where we are now:
Recycling and composting rates have improved across Allerdale and the amount of household waste collected has been reduced. Figures released in December 2007 put Allerdale Borough Council in the top ten of 354 councils in the country for reductions in household waste per head since 2005-6. However, the high numbers of visitors to the borough each year means that the total amount of waste collected per head is still high, placing the Council in the bottom 25% of district councils. 82%8 of residents are satisfied with the household waste collection service, which is above the national average. 64%1 of residents are satisfied with waste recycling services and facilities placing the Council in the bottom 25% of district councils. The Council introduced mixed doorstep recycling facilities in 2007 (for glass bottles, jars, cans and plastic bottles) in selected areas. There are plans to extend the scheme to improve the facilities offered to residents. Although 68%1 of residents are satisfied with street cleanliness, this is below the national average9. The speed and effectiveness of dealing with fly tipping and abandoned vehicles has improved. The proportion of public land with litter and rubbish reduced over the past two years, but the improvement was not as much as the Council expected in 2007. 72%1 of residents are satisfied with parks and open spaces placing the Council below the national average2.
Outcomes Indicator/ Measure Baseline 2010/11 position target 2007/08 unless otherwise stated Improved rates NI 192 Household waste recycled and composted 36.16% 48.38% of waste minimisation NI 191 Residual household waste per household 620 kgs 510 kgs and recycling leading to a reduction in NI 193 Percentage of municipal waste land filled waste sent to 67.00% 56.30% landfill
8 Best Value User Satisfaction Survey 2006/07
9 The national average refers to the average (mean) value for all district councils in England
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Page 31 High standards NI 195 Improved street and environmental Litter 10% 5% of street scene cleanliness (levels of litter, detritus, graffiti, and fly Detritus 7% 6% services posting) Graffiti 3% 1% ensured and Fly 0% 0% the visual impact posting of litter and NI 196 Improved street and environmental 1 1 (very graffiti reduced cleanliness – fly tipping (very effective) effective)
The quality of LPI Satisfaction with parks and open spaces 72% 78% open spaces (2006/07) improved NI 197 Improved local biodiversity – active 50% 100% management of local sites Green Flag status achieved for Vulcan Park and No Green Flag Green flag Derwentwater Foreshore status status achieved Allerdale NI 185 Local authority measurement of carbon baseline year on Borough dioxide emissions position to be year Council’s established decrease contribution to 2008/09 limiting climate NI 186 Per capita reduction in CO2 emissions in 14.1 tonnes 11.4% change local authority area (2005) maximised
Key projects and activities • Roll out improved doorstep recycling facilities across the borough • Develop multi-agency street scene teams in Neighbourhood Management areas • Work towards Green Flag status for parks • Develop of regular customer feedback systems to monitor satisfaction with waste collection, street cleansing and environmental services • Implement Allerdale Borough Council’s climate change action plan • Develop Workplace Travel Plans for council offices
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Page 32 Economy
Our strategic priority is to regenerate the area to create sustainable economic growth by supporting economic activity and tackling worklessness.
Where we are now:
The economic activity rate is 80.5%, compared to the regional rate of 76.7% and the national rate of 78.5%10. Unemployment in Workington is 2.5% and in Maryport is 2.9%. Keswick is 0.5% compared to the regional 2.5% and national 2.1%11. Median weekly wages in Allerdale are £429.60, compared to £432.70 for the North West, and £459 for Great Britain12. In May 2007 there were 8,540 total benefit claimants in Allerdale with 4,660 of these on Incapacity Benefit and 1,120 on Job Seekers Allowance13. Allerdale’s economy continues to diversify with a reduction in traditional manufacturing industries and an increase in services-based and energy-related business. Industrial land supply currently totals 106.77 hectares with 2.55 hectares under construction, 6.9 hectares with planning permission and 92.38 hectares allocated. There are 542.55 hectares of brownfield land within Allerdale, including the now redundant Corus site (25.14 hectares) and the Broughton Moor/Derwent Forest site (402.6 hectares)14. There were 205 VAT registrations in Allerdale in 200615. The Council continues with its partnership working arrangements to implement the West Coast Masterplan. Work continues with our regeneration partnerships within our rural localities
10 Source: Office of National Statistics (ONS) annual population survey, July 2006 to June 2007 (percentage is for those of working age (16-59/64)) 11 Source: ONS unemployment claimant count, December 2007 12 Source: ONS annual survey of hours and earnings - residence analysis 13 Source: Department of Work and Pensions benefit claimants – working age client group 14 Source: National Land Use Database 15 Source: Department of Trade and Industry small business service vat registrations by industry 21/07/2008 17
Page 33 Outcomes Indicator/ Measure Baseline 2010/11 position target 2007/08 unless otherwise stated Reduce NI 151 Overall employment rate 83.4% 85% worklessness in NW – 76.5% most deprived GB - 78.5% areas (Oct 06 – Sep 07) NI 152 Working age people on out of work benefits 12.3% -1.6% NW – 14.8% GB 12% (May 2007) NI 153 Working age people claiming out of work Mossbay 47% -5% benefits in the worst performing neighbourhoods Ewanrigg 33% St. Michaels 33% Moorclose 30% NI 166 Average earnings of employees in the area £384.3 £410 NW – 434.2 GB - £458.6 (2007) NI 173 People falling out of work and on to 1.7% 1.0% incapacity benefits New and existing NI 171 VAT registered businesses 21.7 VAT 22.7% businesses registered encouraged to business per grow 10,000 residents NI 172 VAT registered businesses in the area Baseline to be + 1% showing growth established by 1 April 2009 Land brought LPI Total amount on brownfield land 556 ha To be back into use for establishe employment LPI Amount of land available for employment 55ha d in line with the LDF LPI Floor space developed 4,700sqm 9,200sqm
NI 170 Previously developed land that has been Baseline to be vacant or derelict for more than five years established Autumn 2008
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Page 34 Key projects and activities • Developing and managing sustainable regeneration partnerships, programmes and projects within all key localities • Work with West Cumbria LSP Partners to reduce worklessness in Allerdale with targeted support towards the worst performing neighbourhoods • Implement transformational activity to secure sustainable economic growth of West Cumbria and increase in Gross Value Added based on energy and environmental technologies. • Maximising European funding streams to increase economic opportunities for all our urban and rural communities • Complete the Port of Workington investment plan • Encourage the creation of new businesses through delivery of the Enterprise development project
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Page 35 Service access and delivery
Our strategic priority is to engage better with customers and provide high quality, accessible and efficient services which meet their needs.
Where we are now:
81% of residents are satisfied with the area as a place to live16. Feedback from the Audit Commission states that access to services has improved through the opening of the new contact centre facilities and improved electronic transaction capacity. We have commenced implementation of the customer services implementation plan The Council has been recognised nationally for its good communications internally and externally. Use of information technology, such as online forms, customer relationship management system and electronic document systems, has increased the efficiency and quality of services. The Council currently has five customer service centres, one telephone contact centre and a transactional website. The Council has adopted a shared service strategy to look at common back office support and a shared approach to service provision. The Council has signed up to supporting town and parish councils by way of a charter. Keswick has obtained quality parish status The Council has worked with partners to improve services, for example racial and hate crime reporting with Cumbria Constabulary and providing a front line service in Workington for the Credit Union. The Council has established geographical leads to improve responsiveness to locality needs
Outcomes Indicator/ Measure Baseline 2010/11 position target 2007/08 unless otherwise stated Improved LPI Customers dealt with at first point of contact 51% 80% Customer experience NI 14 Record, monitor and reduce avoidable Awaiting To be contact confirmation confirmed from DCLG LPI Number of one stop shops in the borough 5 7 Improved NI 179 Value for money – efficiency gains £207,02717 £1,446,801 18
16 Best Value User Satisfaction Survey 2006-7 17 Cashable efficiency gains made in 2007/08 18 Cashable efficiencies accumulative to 2010/11based on 3.2%. 3.1% and 3.0% of our baseline budget for 2007/08 21/07/2008 20
Page 36 value for LPI Value for money score 2 4 money Improved NI 5 Overall / general satisfaction with local area 81% (2006/07) 84% levels of satisfaction with Allerdale LPI Overall satisfaction with the way the Council 48% (2006/07) 65% as a place to runs things live Key projects and activities • Start transformation programme in 2008 to cover customer engagement, insight and the redesign of services • Explore opportunities for further shared working with the public and private sector by 2011 to increase efficiency and effectiveness • Deliver enhanced two tier customer services (telephony, face to face and website) with Cumbria County Council by 2010) • Achieve the Council wide customer services charter by 2010 • Carry out neighbourhood management arrangements in more localities • Implement communications projects including the LGA Reputations Campaign
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Page 37 Inclusive communities
Our strategic priority is to understand and respond to the diverse needs of the communities who live in, work in and visit Allerdale.
Where we are now:
Allerdale’s population 94,300 (Mid 2006 ONS estimates) 99.4% of population is white and 85.2% is Christian (Census 2001) Allerdale’s population projections show that the population is set to grow to 95, 800 by 2016 largely as a result of immigration. In Allerdale 69.8% of people live in rural areas (Census 2001) Over the past 5 years Allerdale has seen significantly increased numbers of migrant workers, predominantly working in the Maryport and Keswick areas. In 2007 there were 265 worker registrations for non-British workers and of these the single largest group were Polish. There were 42 reported incidents of hate crime (including homophobic and racist/religious motivated) in Allerdale in 2007/08. 43 in 2006/07 We have achieved Equality and Diversity Standard Level 2 We have participated in engagement programmes with young people through national initiatives such as 11 Million Take-over Day and Local Democracy Week. We have developed a Gypsy and Traveller Strategy to ensure effective planning to deliver services appropriate to the needs of the gypsy and traveller and settled communities of Allerdale. We have signed up to the Cumbria wide Community Engagement Strategy through the Cumbria Strategic Partnership We have an arts development programme to promote accessibility and creativity in all forms of the arts to improve people’s quality of life.
Outcomes Indicator/ Measure Baseline 2010/11 position target 2007/08 unless otherwise stated Community NI 4 percentage of people who feel they can 26% (2006/07) 45% empowerment influence decisions in their locality strengthened NI 3 civic participation in local area Baselines to be + 5% on NI 6 Participation in regular volunteering set by 08/09 baseline Place survey NI 7 Environment for thriving Third Sector 22% 28% Cumbria target Respect and NI 1 percentage of people who believe people 84% (2006/07) 87% community from different backgrounds get on well together in cohesion their local area improved NI 23 perceptions that people don’t treat each 43% (2006/07) 30% other with respect LPI Achievement of the Equality standard 2 4
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Page 38 NI 5 Overall general satisfaction with local area 81% (2006/07) 85%
Participation LPI Attendances at Allerdale leisure facilities 425,131 451152 in cultural activities LPI Attendances at Allerdale entertainment 97,740 101,000 increased venues LPI Provision of leisure passes 11-19yrs 382 900 Key projects and activities • Carry out effective programme of consultation and engagement in developing the Local Development Framework • Achieve Equality Standard Level 4 • Young people’s engagement programmes including 11 million take over day to increase democratic involvement • Implement the Gypsy and traveller strategy • Develop and implement a Public Participation Strategy • Continue to support the Cumbria Community Foundation • Pathways to Art project to promote the arts in rural areas and to young people
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Page 39 Healthy and safe
Our strategic priority is to improve the health, well being and safety of all of our citizens.
Where we are now:
37% of households in Allerdale have one or more persons with a limiting long-term illness19. In more disadvantaged areas only 57% of people claim to be in good health compared to 80% in Allerdale as a whole20 Three wards are in the 10% most deprived wards in Cumbria in terms of health, exhibiting high rates of heart disease and cancer2. Life expectancy in the Moss Bay area of Workington is currently the lowest in Cumbria Vehicle Crime has reduced from 7.1 crimes per 1000 population in 2006/07 to 6.1crimes per 1000 population in 2007/08. Domestic burglaries have reduced from 4.4 per 1000 households on 2006/7 to 4.2 in 2007/8 which represents an all time low and is well below the average for similar areas. There has been a slight increase in violent crime from 15.2 per 1000 population in 2006/7 to 15.4 in 2007/8 and Allerdale has slightly above average levels of criminal damage (24.0 incidents per 1000 population in 2007/08). Allerdale Borough Council’s Play Strategy has recently been put in place
Outcomes Indicator/ Measure Baseline 2010/11 position target 2007/08 unless otherwise stated Improved health LPI Percentage of the population in 45.00% 51.75% opportunities in Neighbourhood Management areas who are disadvantaged involved in sporting/recreational activities3. wards LPI Percentage of population in Neighbourhood 23.00% 19.55% Management areas who smoke3 Reduced levels of LPI Incidents of violent crime per 1000 15.4 15.2 crime and fear of population tbc crime LPI Incidents of criminal damage per 1000 24.0 20.0 population NI 17 Perceptions of antisocial behaviour baseline to be established 2008/09 Place survey
19 Census 2001 20 Index of Multiple Deprivation 2007 3 Neighbourhood Management areas quality of life survey
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Page 40 NI 20 Assault with injury per 1000 population 7.7 6.5
NI 32 Repeat incidents of domestic violence baseline to be established 2008/09 NI 41 Perceptions of drunk or rowdy behaviour 26% 22% as a problem (2006/07) Improved health LPI Provision of leisure passes 11-19yrs 382 900 and well being of young people through participation in sport and recreation activities
Key projects and activities • Achieve greater partnership collaboration between public service agencies to meet the needs of deprived communities through links with the Local Area Agreement and West Cumbria Strategic Partnership • Work with partners to deliver actions in the Community Safety Strategy action plan • Improve CCTV monitoring arrangements by 2008-9 • Raise awareness of civil protection arrangements through county-wide partnership on emergency planning • Develop programmes to encourage participation in sport and recreation in the most disadvantaged neighbourhoods and amongst young people
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Page 41 Our approach in Allerdale
To underpin our Vision of making Allerdale a great place to live, work and visit, councillors and officers have defined excellence as:
• Focussing on our priorities • Delivering on our priorities • Surpassing expectations.
Business principles: The Council has established four essential principles which support its vision and assist in delivering services against the strategic priorities:
• Customer driven: Putting the needs of individual customers at the heart of what the Council does • Excellent services: Ensuring the delivery of accessible, high quality services that provide good value for money • Local focus: Making a positive difference to the quality of life in communities across Allerdale • Partnership delivery: Providing leadership for the area, recognising the role and contribution of partnership working and shared services in delivering capacity, expertise and economies of scale.
Core values: The Council’s staff developed a set of core values which guide how the Council deals with its customers, staff and partners and ensure fairness, integrity and accountability in all that the Council does: Value each other Achieve things together Listen to each other Understand and respect each other Ensure equality in all we do Succeed in making our vision and values a reality.
Performance management
The Corporate Improvement Plan translates the priorities of the community and government into real objectives and targets that can be delivered by the Council and its partners to have positive outcomes within Allerdale.
The detail of how the strategic priorities and their related outcomes will be delivered can be found in the directorate plans and the operational group plans of the Council departments. These actions when completed effectively will result in measurable progress being made against the strategic priorities.
To ensure progress and to provide assurance to councillors, members of the public and staff, the Corporate Improvement Plan is monitored through a performance management system. This involves:
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Page 42 • Quarterly progress and position reports to the Council’s Overview and Scrutiny Committees, the Executive and full Council to highlight actions which are ‘on course’, ‘off course’ or ‘pending action’ • Quarterly reports to the Council’s management team • Publication on the Council’s website for all to read. • With partners we will continue to review which measures we focus on locally. We will maintain an overview of all national indicators, particularly those in the Cumbria LAA. Regular monitoring will highlight any changes in circumstances or performance and we will remain open to reprioritising what we measure accordingly.
The Council recognises the importance of reliable information to support it performance management arrangements. Accurate, high quality, timely and comprehensive information is vital to support good decision making and improved services and the council has a policy in place to ensure the quality of its data.
The Council will monitor its effectiveness in delivering against the business principles to achieve Excellence by 2011 by measuring the following outcomes:
• Levels of satisfaction with Allerdale as a place: Aim to be in the top 10% nationally • External assessment of our Use of Resources: Aiming for a Level three on Use of Resources and Level 4 on Value for Money • External assessment of our Direction of Travel: Securing continuous improvement • Performance against Quality of life indicators in line with Strategic Priorities: Aim to be in the top 10% nationally.
The Council publishes an annual report which gives an overview of our activities and performance for the previous year.
Resource management: The Council has a limited amount of resource which it uses to deliver the strategic priorities. These are a combination of human resources, financial resources and capital resources. The Council has a series of strategies and plans in place such as the Medium Term Financial Strategy, the Asset Management Plan and the Workforce Plan to ensure that it continues to effectively manage and develop the resources to maximise their potential to deliver against the agreed priorities.
Risk management: The Council has a comprehensive policy covering the management of risks. Financial management involves assessing risks and making contingency plans. Sensitivity analysis is undertaken by highlighting key risks and controls put in place to manage them. The controls are managed and monitored in line with the performance management system.
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Page 43 Summary
This, the third, Allerdale Borough Council Corporate Improvement Plan has been refreshed to address local priorities, working with communities so that people can help shape the services they use, while recognising the need to influence future plans for Allerdale and West Cumbria.
The Local Government White Paper, Strong and Prosperous Communities, reinforces the Council’s ‘place making’ role, bringing with it a responsibility to coordinate and focus the activities of partners that impact on communities and quality of life in the area. This takes place locally through the West Cumbria Strategic Partnership. A joined-up approach can result in lasting positive impacts on communities and their quality of life, ensuring that agencies avoid duplication, address priorities and channel resources effectively.
Therefore to advance the objectives of the Local Area Agreement and the Strategic Partnership’s sustainable community strategy, Future Generation, the Council has set six strategic priorities in support of its vision of making Allerdale a great place to live, work and visit. They are
• Housing: Housing: To improve the quality of housing; create a balanced housing market, addressing the supply of affordable and social rented accommodation; and reduce homelessness. • Environment: To create a high quality local environment by ensuring the delivery of efficient and responsive services. • Economy: To regenerate the area to create sustainable economic growth by supporting economic activity and tackling worklessness. • Service access and delivery: To engage better with customers and provide high quality, accessible and efficient services which meet their needs. • Inclusive communities: To understand and respond to the diverse needs of the communities who live in, work in and visit Allerdale. • Healthy and safe: To improve the health, well being and safety of all of our citizens.
The Council has established four essential business principles which support its vision and assist in delivering services against the strategic priorities:
• Customer driven: Putting the needs of individual customers at the heart of what we do • Excellent services: Ensuring the delivery of accessible, high quality services that provide good value for money • Local focus: Making a positive difference to the quality of life in communities across Allerdale • Partnership delivery: Recognising the role and contribution of partnership working and shared services in delivering capacity, expertise and economies of scale.
To ensure progress is made against these priorities and principles, the Corporate Improvement Plan is monitored through a performance management system.
The Council would like to thank everyone who supported and engaged in the development of the Corporate Improvement Plan.
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If you would like further information about the Corporate Improvement Plan, please contact the Corporate Improvement Team on 01900 702730, email [email protected] or visit www.allerdale.gov.uk
Glossary
Access to Leisure Card A discount scheme to enable those on benefits to access leisure facilities owned by Allerdale Borough Council.
Affordable housing Low cost housing for sale or rent, often from a housing association, to meet the needs of local people who cannot afford accommodation through the open or low cost market, or subsidised housing.
Area of Outstanding Natural Beauty (AONB) Along with National Parks, AONB's are designated under the National Parks and Access to the Countryside Act 1949. Their purpose is the conservation and enhancement of natural beauty, landscape, natural and historic heritage.
Assistance schemes This provides financial assistance (on a means tested basis) to households which may struggle to meet the costs of home improvements.
Balanced housing market One in which the majority of people have or are able to obtain a home that they can afford and which fulfils the basic criteria of being a decent place in which to live. To measure a housing market to see if it is balanced it is necessary to consider a number of factors: the cost of housing, available incomes of the majority, the accessibility of rented housing, the prevalence of homelessness and the proportion of homes which are empty for long periods of time.
Back office support The people and systems that support front line services and enable front line staff to do their work to do their work, such as the IT support team
Best Value Performance Indicators (BVPIs) A statutory set of 90 indicators developed by government to measure the performance of local authorities. The data is collected and audited annually by the Audit Commission.
Capital expenditure Money spent on purchasing or improving a property and enhancing its value over a longer period of time.
Crime and Disorder Partnership The 1998 Crime and Disorder Act established partnerships between the police, local authorities, probation service, health authorities, the voluntary sector, and local residents and businesses to reduce crime and disorder in their area.
Decent Homes Standards These are a range of recognised benchmarks set by government designed to ascertain the standard and quality of living accommodation.
Direction of Travel An annual assessment of the progress a council is making towards achieving improvement in the services it delivers to the public.
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Page 45 Efficiency target Following Sir Peter Gershon’s review of public sector efficiency, the Government has set targets to “release resources to fund the front line services that meet the public's highest priorities by improving the efficiency of service delivery”. Efficiencies can be “cashable” (where there is a direct financial saving or benefit, with money released that can be spent elsewhere or recycled within a service to deliver better results) or “non-cashable” (where gains do not necessarily lead to lower costs, but which can lead to improved performance for the resources used).
Energy efficiency and Standard Assessment Procedure Ratings These relate to the energy efficiency capacity of a property and underpin both Decent Homes and HHSRS.
Equality Standard A standard designed to make sure that all local authorities consider disability, gender and race equality at all levels of council policy, procedure, services and practice.
Front line services Council services that deal directly with the public.
Grant facilities These relate specifically to disabled facilities grants which are intended to provide appropriate adaptations for disabled people wishing to remain at home.
Golden thread The link that runs from strategic priorities to the work of objectives of individuals.
Gross Value Added (GVA) An indicator of economic prosperity. It measures the contribution to the economy of each individual producer, industry or sector.
House of Multiple Occupancy These are homes occupied by more than one household with shared facilities such as bathroom, kitchens etc. Some of these may need to have a mandatory license in place
Housing Health and Safety Rating System (HHSRS) These are a set of measures that determine the standard of safety in homes and applies to elements such as the structure and services of the property.
Housing Market Assessments A housing market assessment is a central piece of research and analysis that informs both housing and planning policy at a range of different levels.
Housing Market Renewal This is an ongoing scheme that aims to provide more balanced housing markets and improve the tenure mix where there is an identified need to do so.
Investors in People A quality standard that recognises the contribution made to the success of the organisation through its people and helps the Council to improve performance. ‘Profile’ is an in-depth assessment and rates performance beyond the baseline standard.
Local Area Agreement (LAA) Local Area Agreements set out the priorities for a local area agreed between central government and a local area (the local authority and Local Strategic Partnership) and other key partners at the local level. LAAs simplify some central funding, help join up public services more effectively and allow greater flexibility for local solutions to local circumstances. Through these means, LAAs aim to devolve decision making, move away from a ‘Government knows best' philosophy and reduce bureaucracy. 21/07/2008 30
Page 46 Local Development Framework A folder of documents, which includes all the local development documents of the planning authority, such as the Council or Lake District national Park. It will be used to guide planning decisions.
Local Strategic Partnership A way of working that brings together, at a local level, the different parts of the public sector as well as the private, business, community and voluntary sectors so that different initiatives and services support each other and work together. The Partnership is responsible for developing and driving the implementation of community strategies and Local Area Agreements (LAAs). The Local Strategic Partnership that covers the Allerdale and Copeland areas is the West Cumbria Strategic Partnership.
National Indicator (NI) A way of providing comparative information on the performance of councils throughout the country.
Neighbourhood Management A way for communities to become more involved in developing their own solutions to local problems. It provides a focus for making services more 'joined up'.
One stop shop A one stop shop is a council building, where all council business can be dealt with in one place. Customer service advisers are specially trained in the wide range of services on offer and will, wherever possible, try to resolve queries on the spot.
Outcomes A performance measure that reflects the impact or benefit of a policy, program or process.
Quality of life A descriptive term that refers to people’s emotional, social and physical well being, and their ability to function in the ordinary tasks of living.
Revenue expenditure Spending on the day to day running of services.
Shared service strategy Where two or more organisations come together to deliver and share the costs of a service, to reduce duplication and ensure resource are used to best effect.
Spatial planning A wider, more inclusive approach to considering the best use of land than traditional ‘land-use’ planning. Land-use planning has an approach that focuses on the regulation and control of land whereas spatial planning provides greater scope for the Council and other organisations to promote and manage change in the area.
Two tier Where there is more than one local authority in an area, for instance where there is a district council and a county council.
Use of Resources A way of assessing how well the Council manages and uses its resources. While this mainly focuses on financial resources, it also covers procurement, asset management and staffing.
Value for Money A measurement of quality that compares the resources used to buy goods or services with the benefit obtained from those goods or services. The councils are scored on a scale of 1 to 4 on how well they achieve value for money, where 1 is poor and 4 is good.
West Coast Masterplan A report that identifies transformational projects and initiatives to underpin the economic, social and environmental well-being of West Cumbria.
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Worklessness People of working age who are not in formal employment but who are looking for a job (the unemployed), together with people of working aged who are neither formal employed nor looking for formal employment (the economically inactive).
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Page 48 Appendix 1 Getting involved
Allerdale Borough Council’s Community Engagement Strategy recognises that effective community engagement is a process whereby users of public services can influence and improve their delivery according to the community’s priorities. It is important to the Council to know communities’ views as it helps to shape services to meet local needs and aspirations and it ensures that the community understands and supports the Council’s priorities.
So… how do you get involved? The Council recognises that a variety of consultation and community engagement techniques are needed to ensure that communities are given as much opportunity to participate as possible. The following techniques are currently used:
• Neighbourhood forums • Questionnaires • Community Voice residents panel • Focus groups • Public meetings • Through councillors • On-line surveys and polls • Telephone surveys • Statutory consultation for example on planning and licensing issues.
What we achieved last year: • Developed our Neighbourhood Forum Protocol to ensure representatives for Allerdale Borough Council attend neighbourhood forums and address local issues • Developed Community Engagement Framework • Provided training for officers and councillors • Produced the Parish Charter in partnership with Cumbria Association of Local Councils and Cumbria County Council. To date 24 parish councils have signed up to it.
And here are some of the ways you had your say! • Open spaces audit – residents’ opinions about how to make our open spaces better • Play strategy – residents’ opinions about play areas and organised play schemes • General satisfaction survey for the Council • Focus groups to help evaluate corporate documents • Public meetings to identify priorities • Satisfaction with new recycling schemes • Harris Park skate park consultation • Housing needs survey.
Next steps The Council recognises the need to build on and develop more engagement techniques and tools to ensure that harder to reach groups and individuals have the opportunity to participate. This will be achieved this by working with partners; the Council has signed up to a Cumbria- wide community engagement strategy.
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Page 49 For more information please contact the Corporate Improvement Team on 01900 702730 or email [email protected]. Details of consultation can be seen at www.allerdale.gov.uk/consultation
Our decision-making arrangements
The Council is made up of 56 councillors elected every four years. All councillors meet together as the full Council at least eight times per year to set the Council’s overall policies and to set the budget.
The Executive, made up of eight councillors, is at the heart of the day-to-day decision-making process. The Executive leads the community planning process and searches for best value, takes decisions on resources and priorities, together with other stakeholders and partners in the local community, to deliver and implement the budget and policies set by Council.
The Executive can also appoint task groups with clear and concise terms of reference and a realistic time limit to complete any task given.
Two scrutiny committees currently look at the quality of council services and other issues affecting the lives of people in Allerdale. They listen to the concerns of local people and check how the Council, and other organisations, are performing and, where necessary, seek improvement.
The Development Panel, Licensing Committee and Audit Committee also meet on a regular basis.
Allerdale Borough Council welcomes participation by its residents in its work and residents have a number of rights in their dealings with the Council:
• Obtain a copy of the constitution which sets out how decisions are taken and who can make what decisions
• Attend meetings of the Council and its committees except where, for example, personal or confidential information is being discussed. Details of all meetings can be found on the Council’s website at www.allerdale.gov.uk/councilmeetings
• Inspect minutes, decisions, agendas, reports and background papers
• Any resident who is on the electoral register and is eligible to vote may present a petition if it relates to something which affects the functions, inhabitants, or area
• Ask a question of the Leader of the Council or a specific Executive member on any matter on which the Council has powers
• Offer suggestions to and contribute to investigations by Scrutiny
• Find out, from the Executive’s forward plan, what major decisions are to be discussed by the Executive 21/07/2008 34
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• Speak at Development Panel and Licensing Committee and outline objections.
Details can be obtained by telephoning 01900 702550 or visiting www.allerdale.gov.uk
Information regarding becoming a parish councillor is available from www.calc.org.uk and information about becoming a candidate in other types of election is available from www.electoralcommission.org.uk
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Page 51 Appendix 2 Our money
Allerdale Borough Council’s finances are split into revenue and capital expenditure. Revenue expenditure covers the annual running costs of the Council’s services throughout the year, while capital expenditure represents investment in longer-term projects. The diagrams show how the Council is providing for services during the current financial year, divided between the main service areas.
The Council has, in recent years, followed a strategy of maintaining support for its core services, while at the same time supporting development of new services. In order to ensure that the Council uses its resources in the best possible way for the people of Allerdale, there is a need to balance the new requirements against the demand for existing services.
The Council receives funding from the Government through the Revenue Support Grant and National Non-Domestic Rates (NNDR, otherwise known a business rates). The Government’s strategy is to reduce increases in these grants. This strategy, together with the Government’s assumption that that Council will be making efficiency savings and the changes in the way that the Government calculates the grants, means that the amount of money the Council has received from Government has been limited.
The Council continues to use its reserves and balances for areas of development and, in view of the level of financial resources it has available, needs to consider the level and standard of services which it can support. The challenge for the Council will be the realignment of services to reflect its corporate priorities in order to support spending in the medium term.
Capital budget £000 Housing renewals 2,376 Corporate property 110 Capital grants 950 Total 3,436
The revenue budget takes into account the annual cost of financing the capital budget
Revenue budget £000 Corporate Services and Human Resources 2,691 Environment 6,015 Finance and Asset Management 1,609 Front Line Services 1,674 Legal Services, IT and Audit 1,586 Regeneration 2,919 Strategic Policy and Partnerships and Parking 519 Total 17,013
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Page 52 Risk and sensitivity
Everything the Council does carries an element of risk. The Council divides risks into two main types:
Strategic risks: these relate to the whole of the Council’s activity and affect the fundamental nature of Council business.
Operational risks: These relate more to day-to-day business, such as the failure of an IT system or a major snowfall preventing access to services.
Allerdale Borough Council has a robust risk management framework against which all activities are assessed. The method used is that recommended by the professional body, the Association of Local Authority Risk Managers. This process identifies the likelihood of the risk happening and its impact. Efforts can then be focused on minimising or avoiding the risk.
As an additional safeguard the Council has a risk management group which constantly reviews the risk registers and risk management procedures.
The table sets out the key financial risks that have been identified, together with the controls in place to help manage them:
Impact Likeli- Risk Risk hood rating Control Expenditure and Medium Medium Medium Regular monitoring of financial income budgets and capital budgets and early prove to be unrealistic warnings of potential issues. Close working with budget holders to review forecasts. Savings offered for reallocation. Budget proposals do High Low Medium Effective budget knowledge and not meet LAA criteria management Changes to High Low Low Comprehensive Spending government grant Review - build into budget distribution planning methodology Interest rates lower High Low Low Treasury consultants, specialist than anticipated advisors, look at debt rescheduling and investment balances Potential impact of Medium Low Low Knowledge of markets and other outside effective budget management economic influences Budgets do not meet Low Low Low Consultation and feedback from public expectations stakeholders Knock on effects of Medium Medium Medium Regular monitoring of budgets to adverse budget identify trends impacts
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Page 53 Reductions in High Low Medium Ensure schemes are only external grant funding supported with confirmed other impacting directly on support. Other funding secured the Council before commitment and effective budget management Efficiencies not Medium Low Low Regular monitoring of budgets. achieved Local or national Low Low Low Council tax set at appropriate political pressure on level council tax levels Significant High Low Low The Council’s management unforeseen team look at reallocating circumstances underspend on a monthly basis. Build into medium term financial plan Insufficient funding to High High High Budget at level of government meet demand for new grant, monitor closely and national employ effective lobbying concessionary travel scheme Budget balanced by High Low Low Set prudent level of balances inappropriate level of balances
Sensitivity
The identified risks have the potential to impact significantly on the Council's financial management; small changes could have a large effect on the Council’s budget. Areas which are particularly sensitive are set out in the table:
1% 3% change change (+/-) (+/-) £ £ £ Change in Revenue Support Grant (RSG) Grant from RSG 1,286,000 Grant from redistributed National Non- 9,241,000 Domestic Rates 10,527,000 105,270 315,810
Change in council tax Current band D council tax (Allerdale £136.17 Borough Council share) Council tax base 31,779 43,301 129,902
Changes in payroll costs General pay award 10,000,000 100,000 300,000 Increase to employers superannuation rate 10,000,000 100,000 300,000
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Changes in interest rates General investments 20,000,000 200,000 600,000
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Page 55 Appendix 3 Our people
Allerdale Borough Council recognises that its employees are at the heart of service delivery, making Allerdale a great place to live, work and visit. The Council’s staff is the most valued resource and consists of 424 employees at a cost of £9,475, 000 per year (Figures from 2008/09 financial year).
The work that the staff undertakes supports the Council’s strategic priorities. During appraisals, employees are given work objectives linked, by a ‘golden thread’, to the strategic priorities through service plans and group plans.
Over three quarters of our staff are involved in delivering customer-facing services. This includes our staff in the Customer Services and Partnerships and Community Directorates and is illustrated in the chart below.
Strategic Resources Customer 24% Services 36%
Partnerships & Community 40%
The Workforce Development Plan supports the delivery of the Corporate Improvement Plan. It provides a detailed analysis of the changes expected in the organisation over the next five years and the workforce needs to be structured to deliver tomorrow’s services. The Human Resources Strategy prioritises Human Resources activities to deliver services and make Allerdale Borough Council a great place to work and an employer of choice and to support the long-term delivery of the Workforce Development Plan.
The Council’s achievement of the national Investors in People standard demonstrates its commitment to investment in the training and development of employees and reflects the lifelong learning culture within the Council. Through ‘growing our own’ people, The Council ensures it has the right people in the right place with the right skills to deliver services and priorities.
Progress is measured through the annual staff survey and performance indicators:
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Page 56 Appendix 4 Our localities
This section provides an overview of the key issues and opportunities for each of our localities. Furthermore it identifies the key local priorities for each of the areas linked to local plans and partnership activities
Aspatria and the surrounding area
The name Aspatria means ‘the place of St Patrick’s ash tree’ and has Viking origins, the earliest version being ‘Asc Patric’, Irish-Norse for ‘Patrick’s Ash’. The town is perhaps best known for its church of St Kentigern, which contains a carved Viking hogback tombstone, 10th to 11th century carved stones and an early Saxon cross which is carved with knotwork. Settled more than 3,000 years ago, the town saw lots of traffic situated as it was along a Roman road. A large Saxon hall stood on Richmond Hill. Agriculture plays a significant role in the life of the town and it housed the country’s first agricultural college developed in 1874. Aspatria has a strong industrial background, with six coal mines dating from 1700. Industry has a strong foothold today in the form of the Sealy UK bed factory and the Lake District Cheese Company.
Fact file Housing: There are issues with the affordability of homes for purchase and also the availability of affordable rented housing. The cost of an average terrace is £103,47221 Environment: Residents in the CA7 postcode area are reasonably satisfied with recycling facilities22 Employment: Unemployment is lower than the national, regional and borough average23 Regeneration: The North Allerdale Development Trust supports a range of economic projects, such as the Aspatria Community Initiative, including Aspatria Childcare Centre and the Aspatria and District Resource Centre Income: High mean income, low median income suggesting large gap between affluent and less wealthy, with a small pool of high income areas24. Very high proportion of jobs which are male and full time Education: In 2007 Beacon Hill School had one of the lowest amount of pupils (24%) attaining five or more good GCSEs and equivalents including English and Maths** (need to state this on all) Also will have 2007 figures before it goes to print25 Accessibility: Residents have concerns at their ease of accessing services, concerning local provision and local transport arrangements Health: There are a relatively low number of people claiming Incapacity Benefit and Department of Works and Pensions benefits compared to the national, regional and borough average figures26
21 Source: Allerdale Borough Council Housing Market Action Plans 22 Source: Best Value User Satisfaction Survey 2006-7 23 Source: Claimant count annual average July 2006-June 2007 24 Source: CACI Pay check data (2006) 25 Source: Department for Children, Schools and Families 26 Source: Benefit claimants - working age clients for small areas, November 2006 (percentage 21/07/2008 41
Page 57 Crime: Aspatria has the second lowest crime rate in the borough. All offences lower than borough average27.
Population 28 The population of Aspatria and the surrounding area is 6,586 .
Satisfaction levels in Aspatria29 Lower satisfaction Higher satisfaction Accessibility to leisure facilities and other Doorstep collection of recycling cultural activities Difficulty accessing shopping centre or Local recycling facilities supermarket
Local priorities The people of Aspatria and the surrounding area, through demographically representative consultation, public meetings, the Housing Market Action Plan and town and parish plans, determined the following priorities: • Accessibility • Affordable housing • Skills and education.
What will the Council do to address these priorities? • Produce an Accessibility Plan with the County Council • Introduce a one stop shop in Aspatria • Produce the Parish Housing Market Assessment (HMA) for Aspatria • Support delivery of LAA targets in young people’s training, education and employment
What has Allerdale Borough Council achieved for Aspatria and the surrounding areas over the last year? • PARCS children’s activity sessions in St Mungo’s Park • Support for North Allerdale Development Trust
Useful websites and contact details
Allerdale Borough Council 01900 702702 www.allerdale.gov.uk
Ward councillors Aspatria Councillor Audrey Tinnion 016973 20977 [email protected] of working age population) 27 Source: Cumbria Constabulary 28 Source: Revised 2006 sub-national population estimates from the Office of National Statistics 29 Source: Best Value User Satisfaction Survey 2006/07 21/07/2008 42
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Councillor David Wilson 016973 31004 [email protected]
Solway Councillor Jim Lister 016973 20894 [email protected]
Wharrels Councillor Jacqueline Mounsey 016973 20460 [email protected]
Geographical lead officer Paul Bramley 01900 702579 [email protected]
Parish and town councils
Aspatria Town Council 01946 834274 Allhallows Parish Council 01900 702699 Blennerhasset and Torpenhow Parish Council 016973 71579 Bothel and Threapland Parish Council 016973 22398 Bromfield Parish Council 016973 61357 Hayton and Mealo Parish Council 016973 21331 Oughterside and Allerby Parish Council 016973 20501 Plumbland Parish Council 016973 22398 Westnewton Parish Council 016973 22623
Cumbria County Council 01228 606060 www.cumbria.gov.uk
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Page 59 Cockermouth and the surrounding area
Cockermouth is an attractive market town lying just outside the boundary of the Lake District National Park. Cockermouth grew up at the junction of the two most important rivers in the area, the Cocker and the Derwent. With a rich history running from Roman times, its famous sons include celebrated poet William Wordsworth, HMS Bounty mutineer. Fletcher Christian and John Dalton, one of the most brilliant scientists of his age and the originator of the atomic theory. The town received its market charter in 1221 and has retained its importance as a market town ever since.
Fact file Housing: There are issues with the affordability of homes for purchase and the availability of affordable rented housing. The cost of an average terraced house is £174,28930. There are also a higher number of single person households and pensioner households than nationally. Residents have a low satisfaction rate compared to the borough average with housing Environment: Residents have a low satisfaction rate compared to the borough average with recycling facilities31 Employment: Overall levels of employment are above the national average. There is a low rate of male employment and a high rate of part time employment compared to the national and borough average32 Regeneration: The Cockermouth Partnership supports a range of economic projects such as the regeneration of the market place and the business development support scheme Income: Household incomes are the highest in the borough33 Education: In 2007 Cockermouth School had the highest amount of pupils (71%) attaining five 34 or more good GCSEs inc English and Maths and equivalents Accessibility: Cockermouth is situated just off the A66. There are 36 local bus services and the nearest train station is eight miles away at Workington. Residents have concerns at their ease of accessing services by local transport Health: There are a low number of people claiming Incapacity Benefit and Department of Work and Pensions benefits compared to the national and borough average35. Cockermouth has a cottage hospital and accident and emergency services are available 12 miles away at the West Cumberland Hospital Crime: Cockermouth and the surrounding area has the lowest crime rate in the borough with all offences being below the borough average36.
Population The population of Cockermouth and the surrounding area is15,36937.
30 Source: Allerdale Borough Council Housing Action Market Plans 31 Source: Best Value User Satisfaction Survey 2006-7 32 Source: Claimant count annual average July 2006-June 2007 33 Source: CACI Pay check data (2006) 34 Source: Department for Children, Schools and Families 35 Source: Benefit claimants – working age clients for small areas, November 2006 (percentage of working age population) 36 Source: Cumbria Constabulary 37 Source: Revised 2006 sub-national population estimates from the Office of National Statistics 21/07/2008 44
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Satisfaction levels in Cockermouth38 Lower satisfaction Higher satisfaction Recycling facilities With the area as a place to live Housing With the way the Council runs things Ease of accessing hospitals and public Parks and open spaces transport Opportunities for participation in decision Sport and leisure facilities making
Local priorities The people of Cockermouth and the surrounding area, through demographically representative consultation, public meetings, the Housing Market Action Plan and town and parish plans, determined the following priorities: • Housing • Transport • Skills, training and retention • Recycling.
What will the Council do to address these priorities? • Our priority will be to increase the percentage of affordable homes and encourage the development of social rented housing • Ensure new housing developments have easy access to public transport • Improve standards across all our parks • Improve the levels of mixed kerbside recycling • Introduce a one stop shop in all market towns in partnership with other organisations • Continue to support the Cockermouth Partnership.
What has Allerdale Borough Council achieved for Cockermouth and the surrounding area over the last year? • Supported Cockermouth Partnership’s implementation of the Cockermouth Market Town Initiative and the Cockermouth Area Facelift scheme, through which over £1.4million has been invested in local businesses and public realm • Supported Cockermouth Partnership’s implementation of the Cockermouth area business development support scheme • Worked with the County Council to ensure that transport links between the main towns are prioritised. • Two affordable housing schemes, which has addressed the need for shared ownership properties. The priority will now be the supply of social rented units. • The leisure partnership between the Council and Carlisle Leisure Limited has invested £1million into new and improved facilities at Cockermouth Leisure Centre.
Useful websites and contact details
38 Source: Best Value User Satisfaction Survey 2006-7 21/07/2008 45
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Allerdale Borough Council 01900 702702 www.allerdale.gov.uk
Ward councillors: All Saints Councillor Alan Tyson 01900 824945 [email protected]
Councillor Alan Smith 01900 827061 [email protected]
Councillor Sam Standage 01900 822488 [email protected]
Broughton St Bridget’s Councillor John Ardron 01900 61806 [email protected]
Councillor Eric Nicholson 01900 827944 [email protected]
Cockermouth Christchurch Councillor Margaret Jackson 01900 821191 [email protected]
Councillor Les Lytollis 01900 822872 [email protected]
Crummock Councillor Joe Milburn 01900 85286 [email protected]
Dalton Councillor Chris Garrard 01900 822835 [email protected]
Geographical lead officer Hazel Cushin 01900 702551 [email protected]
Parish and town councils Bewaldeth and Snittlegarth 017687 76694 Blindbothel 01900 822906 Bothel and Threapland 016973 22398 21/07/2008 46
Page 62 Bridekirk 01900 825955 Brigham 01900 822906 Broughton 01900 827597 Buttermere 01946 862805 Cockermouth 01900 823608 Dean 01900 823942 Embleton, Setmurthy and Wythop 01900 827597 Greysouthen 01900 828032 Lorton 01900 85230 Loweswater 01946 862805 Papcastle 01946 832843
Cumbria County Council 01228 606060 www.cumbria.gov.uk
Cockermouth Partnership 01900 828403 www.cockermouth.org.uk
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Page 63 Keswick and the surrounding area
Keswick, situated within the Lake District National Park, is Allerdale’s premier tourist destination with a significant year-round visitor population which, at peak times, exceeds the resident population. The majority of employment opportunities are within the hospitality and retail sectors, which has a high proportion of outdoor clothing and equipment outlets. The attractive slate face of the town masks problems of affordable housing with local wages falling significantly behind average house prices.
Fact File Housing: Average house prices are the highest in the borough39. Second home ownership and affordable rented properties are a significant concern, along with local wage levels and costs of housing Environment: Residents are very satisfied with Keswick as a place to live. Satisfaction levels and user-numbers for parks, theatres and galleries are high. While satisfaction with refuse and litter collection is good, recycling is a concern40. Employment: Keswick has the highest employment rates in the borough but its high average earnings disguise a heavy reliance on part-time, low-paid jobs in the hospitality and retail trade. Rates for people claiming benefits are around half the national and local averages41. Regeneration: The Keswick Area Partnership supports a range of economic projects such as the Keswick town centre masterplan, Derwentwater foreshore project and Keswick BID. Retail rents are high Income: Median income at £24,222.42. This disguises the fact that some incomes in Keswick are very high but there are a greater number of low earners and are linked to the tourist industry, which is seasonal. Education: Keswick School performs well in local league tables but numbers of dependent children are low and are forecast to drop significantly. Currently 55% of its students are from outside the catchment area43 Accessibility: Served by the A66 and bus services but the nearest railway station is Penrith (18 miles away). Health: Nearest hospitals are in Whitehaven (28 miles) and Carlisle (21 miles) for accident and emergency services. The cottage hospital, while threatened with bed-closures, is now set to remain open. Two doctors’ surgeries and a dental practice serve the town. Crime: Crime rates are perceived as high but are below the borough average44.
Population The population of Keswick and the surrounding area is 6,87645.
Satisfaction levels in Keswick46
39 Source: Allerdale Borough Council Housing Market Action Plans 40 Source: Best Value User Satisfaction Survey 2006-7 41 Source: Claimant count annual average July 2006-June 2007 42 Source: CACI pay check data (2006) 43 Source: Department for Children, Schools and Families 44 Source: Cumbria Constabulary 45 Source: Revised 2006 sub-national population estimates from the Office of National Statistics 21/07/2008 48
Page 64 Lower satisfaction Higher satisfaction Recycling facilities Cleanliness of public land Housing Waste collection Opportunities for participation in decision Parks and open spaces making
Local priorities The people of Keswick and the surrounding area, through demographically representative consultation, public meetings, the Housing Market Action Plan and town and parish plans, determined the following priorities: • Need for affordable housing (related to wage levels) • More parking for residents • Dog fouling • More, or improved recycling facilities • Need for better retail shopping mix • Address inconvenient and expensive public transport • More activities for young people.
What will the Council do to address these priorities?
• Ensure housing developments have a percentage of affordable homes • Review the Council’s car parking strategy • Examine co-mingled recycling facilities • Be positive in dealing with dog fouling offences • Continue to support sports development in Keswick • Address transport problems through the County Council’s Community Travel Plan • Address retail shopping mix in planning terms.
What has Allerdale Borough Council achieved for Keswick and the surrounding area over the last year? • Purple bag trial - mixed recycling (cans / glass / plastic bottles) to be made permanent • Three bin roll out to 2,000 properties, swapped 240 litre bins for 120 litre bins plus dedicated bins for paper and garden waste • Keswick facelift scheme - grants to retail, B and Bs, guest houses and self-catering businesses to upgrade fronts of premises • New market stalls • PARCs activity sessions in Bassenthwaite, Borrowdale, Keswick and Threlkeld • Play partnership at Braithwaite School play area. • Secured Housing Corporation funding for redevelopment of obsolete stock.
46 Source: Best Value User Satisfaction Survey 2006-7 21/07/2008 49
Page 65 Useful websites and contact details
Allerdale Borough Council 01900 702702 www.allerdale.gov.uk
Ward councillors Keswick Councillor Denstone Kemp 017687 80828 [email protected]
Councillor Ron Mumby 01900 825355 [email protected]
Councillor David Robinson 017687 77682 [email protected]
Derwent Valley Councillor Tim Heslop 01900 823276 [email protected]
Geographical lead officer Harry Dyke 01900 702975 [email protected]
Parish and town councils
Above Derwent Parish Council 017687 72465 Borrowdale Parish Council 017687 73537 Keswick Town Council 017687 73607 St John’s, Castlerigg and Wythburn Parish Council 017687 73537
Cumbria County Council 01228 606060 www.cumbria.gov.uk
Keswick Area Partnership 017687 74144 www.keswick.org/area_partnership.asp
21/07/2008 50
Page 66 Maryport and the surrounding area
Maryport has diversified from the traditional economic base of coal, iron and steel, although a large proportion of people are still employed in manufacturing industries. Tourism is now playing an increasingly important role within the town following major improvements in the harbour area, the creation of a marina and development of tourism attractions, such as the Lake District Coast Aquarium and the Senhouse Roman Museum. The Maryport Bitter and Blues Festival is now established as one of the best in the UK, drawing visitors from near and far.
Fact file Housing: There are issues with the affordability of homes for purchase due to low wages. The cost of an average terrace is £103,37247. There are also lower numbers of pensioner households and a higher proportion of single person households with dependant children than nationally Environment: Residents have a low satisfaction rate compared to the borough average with parks and open spaces48 Employment: Maryport has the highest unemployment in the borough and levels are above regional and national levels49. Male unemployment is three times higher than female unemployment Regeneration: Maryport Neighbourhood Partnership aims to achieve both government targets and local community aspirations. There is a good fit between both the targets set by government and the aspirations described by local residents Income: Very low incomes:50 median £20,300 – which is similar to Aspatria and Silloth Education: In 2007 40 % of pupils at Netherhall School attain five or more good GCSEs and 51 equivalents Accessibility: Maryport is situated just off the A596. There are 19 local bus services and it has a train station central to the town Health: There are a significantly high number of people claiming Incapacity Benefit and Department of Work and Pensions benefits compared to the national and borough average52. Maryport has a cottage hospital. Accident and emergency services are available 15.5 miles away at the West Cumberland Hospital. There is one doctor’s surgery and two dental practices within the area Crime: Maryport has high rates of crime, above the borough average53.
Population 54 The population of Maryport and the surrounding area is 15,164 .
47 Source: Allerdale Borough Council Housing Market Action Plans 48 Source: Best Value User Satisfaction Survey 2006-7 49 Source Claimant count annual average July 2006-June 2007 50 Source CACI pay check data (2006) 51 Source: Department for Children, Schools and Families 52 Source: Benefit claimants – working age clients for small areas, November 2006 (percentage of working age population) 53 Source: Cumbria Constabulary 54 Source: Revised 2006 sub-national population estimates from the Office of National Statistics 21/07/2008 51
Page 67
Local priorities The people of Maryport and the surrounding area, through demographically representative consultation, public meetings, the Housing Market Action Plan and town and parish plans, determined the following priorities: • Health, focusing on Government targets to improve health and well being • Employment, focussing on tackling worklessness and improving tourism infrastructure • Crime, focussing on tackling anti-social behaviour, facilities for young people and tackling environmental crime
What will the Council do to address these priorities? • Support the Maryport Neighbourhood Partnership to better co-ordinate and improve service delivery in Maryport • Continuing housing renewal area schemes (until 2009/10) • Continue to improve the physical environment of Maryport through working with partners to develop key sites in Maryport • Support enterprise development in Maryport and improve access to jobs by local people
Satisfaction levels in Maryport55 Lower satisfaction Higher satisfaction People from different backgrounds getting With the way the Council runs things on Parks and open spaces Recycling The way the council is making Maryport a Opportunities for participation in decision better place to live. making
What has Allerdale Borough Council achieved for Maryport and the surrounding area over the last year? • Through the Maryport Neighbourhood Partnership, the Council has funded a number of successful community-based activities, which have led to the provision of much needed services. These include funding for: - Reducing anti-social behaviour - Smoking cessation support - A young people’s resource centre - Drop-in centre to support those with drug abuse problems - Enterprise development for young people - Fitness programmes for those on incapacity benefit - Development of green gym in Flimby. • Started and led on the construction of the visitor centre at the harbour, known as The Wave Centre.
55 Source: Best Value User Satisfaction Survey 2006-7 21/07/2008 52
Page 68 • Started delivery of the Townscape Heritage Initiative for Maryport, which aims to renovate old buildings, carryout public realm works and provide training for contractors in traditional building and conservation techniques. • Over 1 million pounds invested in Group Repair Schemes as part of the Housing Renewal Area scheme.
Useful websites and contact details
Allerdale Borough Council 01900 702702 www.allerdale.gov.uk
Ward councillors Ellen Councillor Louise Bell 01900 816902 [email protected]
Councillor John Colhoun 01900 813134 [email protected]
Flimby Councillor Peter Kendall 01900 814173 [email protected]
Maryport Ellenborough Councillor Janice Wood 01900 814417 [email protected]
Councillor Martin Wood 01900 814417 [email protected]
Maryport Ewanrigg Councillor Carl Holding 07834 815783 [email protected]
Councillor Carni McCarron-Holmes 01900 812834 [email protected]
Maryport Netherhall Councillor Jeffrey Gardner 07790 710701 [email protected]
Councillor Angela Kendall 01900 814173 [email protected]
Geographical lead officers Nick Fardon 21/07/2008 53
Page 69 01900 702528 [email protected]
Philippa Hardy 01900 702782 [email protected]
Parish and town councils
Dearham Parish Council 01900 812444 Maryport Town Council 01900 813205
Cumbria County Council 01228 606060 www.cumbria.gov.uk
21/07/2008 54
Page 70 Silloth and the surrounding area
Silloth is an attractive coastal resort on the shores of the Solway Firth that came to prominence as a tourist destination in Victorian times. Facing the hills of Southern Galloway and backed by the Lake District fells, its glorious sea views and sunsets have been recorded for posterity by Turner, the famous landscape artist. The town was developed as a railhead and port in the 1850s and still boasts wide elegant tree lined streets, spacious sea front green and a magnificent promenade. The port of Silloth is a key economic driver and is well placed for trade with Western Europe, Ireland and the Isle of Man. The Solway Coast is home to the Area of Outstanding Natural Beauty (AONB) team and to the Solway Coast Discovery Centre, which is helping to attract visitors back to the town once more.
Fact file Housing: Housing in Silloth is subject to affordability issues and problems accessing social housing, with average house prices of £158,000 for a terrace56 Environment: Residents in the CA7 postcode area are reasonably satisfied with recycling facilities57 Employment: Claimant count unemployment is low, although male unemployment is four times that of females58. There are more females in the labour market and there is a high proportion of part-time working Regeneration: North Allerdale Partnership is developing a bid to The Heritage Lottery Fund to improve public realm including Silloth Green. Income: Income levels are low compared to other areas of Allerdale59 Education: In 2007 the proportion of pupils attaining five or more good GCSEs and equivalents at the end of Key Stage 4 including English and maths at Solway Community Technology College was 22%60 Accessibility: Silloth is situated at the northern end of the Solway Firth, with the M6 accessed at Carlisle 25 miles away. The town has no train station, with the nearest station being at Aspatria 9 miles away. Bus services are infrequent Health: Silloth has an Incapacity Benefit claimant rate which is above national, regional and Allerdale rates61. Accident and emergency facilities for the town are provided 23 miles away at Carlisle. The town has one health practice and two dental practices Crime: The crime rate in Silloth is around the Allerdale average. Drug offences are particularly low62.
Population The population of Silloth and the surrounding area is 3,44263.
56 Source: Allerdale Borough Council Housing Market Action Plans 57 Source: Best Value User Satisfaction Survey 2006-7 58 Source: Claimant count annual average July 2006-June 2007 59 Source: CACI pay check data (2006) 60 Source: Department for Children, Schools and Families 61 Source: Benefit claimants – working age clients for small areas, November 2006 (percentage of working age population) 62 Source: Cumbria Constabulary 63 Source: Revised 2006 sub-national population estimates from the Office of National Statistics 21/07/2008 55
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Satisfaction levels in Silloth64 Lower satisfaction Higher satisfaction Accessibility to leisure facilities and other Doorstep collection of recycling cultural activities Difficulty accessing shopping centre or Local recycling facilities supermarket
Local priorities The people of Silloth and the surrounding area, through demographically representative consultation, public meetings, the Housing Market Action Plan and town and parish plans, determined the following priorities: • Development of small businesses and the tourism industry • Transport and accessing services • Affordable housing.
What will the Council do to address these priorities? • Work with housing providers to identify sites for affordable and social rented housing in the Silloth area • Work with North Allerdale Partnership to refresh the Silloth Discovery Centre and work towards a “one stop shop” for Council services • Contribute to and support improvements to the Green and promenade • Use funding from the Local Authority Business Growth Initiative to support enterprise and tourism development • Produce Parish Housing Market Assessment (HMA)
What has Allerdale Borough Council achieved for Silloth and the surrounding area over the last year?
In response to residents’ concerns about activities for teenagers: • There is a sports development officer working in Silloth on an outreach basis • The Rural Transport Scheme brings young people into Workington Sports and Leisure Centre • PARCS children’s activities scheme runs on the Green in Silloth.
The Council also responded to other local priorities: • Supported projects through the North Allerdale Partnership such as the Facelift scheme and environmental improvements • Gave more corporate emphasis to tourism development and supported the signage strategy and Discovery Centre projects.
64 Best Value User Satisfaction Survey 2006-7
21/07/2008 56
Page 72 Useful websites and contact details
Allerdale Borough Council 01900 702702 www.allerdale.gov.uk
Ward councillors Silloth Councillor William Jefferson 016973 32526 [email protected]
Councillor Margaret Snaith 016973 32423 [email protected]
Geographical lead officer Ian Payne 01900 702565 [email protected]
Parish and town councils Holme Low Parish Council 016973 31128 Silloth Town Council 016973 31128
Cumbria County Council 01228 606060 www.cumbria.gov.uk
21/07/2008 57
Page 73 Wigton and the surrounding area
Wigton is the bustling centre of the Solway Plain, situated between the Caldbeck fells and the Solway coast. The market town is an ancient settlement and evolved from a pre-medieval street plan. A Norman barony Wigton gained its market charter in 1262 and currently boasts a wide range of local independent shops that help give the town its distinctive character and has proved a desirable location for international business. The largest employer, Innovia Films, is part of an international company with a turnover of over £400 million. The Wigton centre is the focal point for films research and development. Wigton is also home to an ‘outstanding’ secondary school, Nelson Thomlinson School (Ofsted inspection, November 2006). Agriculture plays a large part in the town’s life and the outbreak of Foot and Mouth disease in 2001 hit the area very hard.
Fact file Housing: Growing affordability issues in the town with average house prices of £113,637 for a terrace65 Environment: Residents in the CA7 postcode area are reasonably satisfied with recycling facilities66 Employment: Claimant count which is below national, regional and Allerdale figures67. Part- time workers above national and Allerdale averages Regeneration: The Wigton Townscape Masterplan completed in 2006 identified a number of key drivers for the town: Convenient car parking; evening economy, leisure, food and drink offer; heritage and distinctiveness; service centre for its rural hinterland; strong community network; significant local employers; and local markets Income: Income levels are high for Allerdale68 Education: In 2007 proportion of pupils attaining five or more good GCSEs and equivalents at the end of Key Stage 4 including English and maths at Nelson Thomlinson was 51%69 Accessibility: Situated on the A596, access to the M6 at Carlisle (11 miles) or north of Penrith. Station on the Cumbrian coastal rail line. Key stop on the Stagecoach 300 and 301 services between Carlisle and West Cumbria. Health: Incapacity Benefit levels are much lower than national, regional and Allerdale figures70. Wigton has its own hospital and accident and emergency facilities are provided 11 miles away at Carlisle. The town has two dentist practices and one doctor’s practice, with two in the surrounding area Crime: No crime is above the borough average, with crimes against the person and for fraud and forgery being particularly low71.
65 Source: Allerdale Borough Council Housing Market Action Plans 66 Source: Best Value User Satisfaction Survey 2006-7 67 Source: Claimant count annual average July 2006-June 2007 68 Source CACI pay check data (2006) 69 Source: Department for Children, Schools and Families 70 Source: Benefit claimants – working age clients for small areas, November 2006 (percentage of working age population) 71 Source: Cumbria Constabulary 21/07/2008 58
Page 74
Population The population of Wigton and the surrounding area is 16,33472.
Satisfaction levels in Wigton73 Lower satisfaction Higher satisfaction Accessibility to leisure facilities and other Doorstep collection of Recycling cultural activities Difficulty accessing shopping centre or Local recycling facilities supermarket
Local priorities The people of Wigton and the surrounding area, through Neighbourhood Forums, public meetings, the Housing Market Action Plan and town and parish plans, determined the following priorities: • Affordable housing issues • Low use and satisfaction with leisure and cultural facilities • Transport, parking and accessing services.
What will the Council do to address these priorities? • Support the development of additional sports facilities in the town by contributing £50,000 to the Barton Laws playing field scheme • With partner, Carlisle Leisure Limited, run the annual Rural Transport Scheme to enable young people to access our Summer Activities camp • Improve the accessibility to services by completing the “one stop shop” proposal as part of the Market Hall scheme • Support the Wigton Partnership to implement the Wigton Townscape Masterplan which includes a range of public realm and local housing proposals • Produce Parish Housing Market Assessment
What has Allerdale Borough Council achieved for Wigton and the surrounding areas over the last year? • Supported North Allerdale Partnership to help deliver the Townscape Masterplan • Supported the refurbishment of the Wigton Community Centre • Financially supported businesses in the Wigton area through Rural Business Initiative grant opportunities and Facelift grants for commercial property in association with the North Allerdale Partnership. • Financially supported the Wigton swimming baths.
Useful websites and contact details
Allerdale Borough Council 01900 702702
72 Source: Revised 2006 sub-national population estimates from the Office of National Statistics 73 Best Value User Satisfaction Survey 2006-7
21/07/2008 59
Page 75 www.allerdale.gov.uk
Ward councillors Boltons Councillor Joe Mumberson 016973 71404 [email protected]
Holme Councillor Anthony Markley 016973 31998 [email protected]
Marsh Councillor Vaughan Hodgson 016973 51473 [email protected]
Wampool Councillor Stuart Moffat 016973 45323 [email protected]
Waver Councillor John Hunter 01900 825349 [email protected]
Warnell Councillor Duncan Fairbairn 016973 43160 [email protected]
Wigton Councillor Binky Armstrong 016973 43101 [email protected]
Councillor John Crouch 016973 42575 [email protected]
Councillor George Scott 016973 43812 [email protected]
Geographical lead officer David Martin 01900 702773 [email protected]
Parish and town councils Aikton Parish Council 016973 45665 Blennerhasset and Torpenhow Parish Council 016973 71579 Boltons Parish Council 016973 71657 Bothel and Threapland Parish Council 016973 22398 Bromfield Parish Council 016973 61357 21/07/2008 60
Page 76 Dundraw Parish Council 016973 43805 Gilcrux Parish Council 016973 20651 Thursby Parish Council 016973 22922 Waverton Parish Council 016973 43805 Westnewton Parish Council 016973 22623 Westward Parish Council 016973 45814 Wigton Town Council 016973 44106
Cumbria County Council 01228 606060 www.cumbria.gov.uk
21/07/2008 61
Page 77 Workington and the surrounding area Workington is the largest town in the borough with a proud history of steel making and coal mining. The town still retains a significant industrial base, though in recent times has diversified into a more service based economy. The redevelopment of the town centre has been the catalyst for the regeneration of the town. Workington has pockets of both affluence and deprivation. Workington was the place where Henry Bessemer developed his renowned steel making process, making large scale production possible and fuelling the industrial revolution.
Fact file Housing: The most affordable housing in the borough with average terraced house prices of £93,06274 Environment: Residents are least satisfied at the way the council has kept the area clean75 Employment: Job Seekers Allowance claims reduced significantly over the last decade, but still remains above national, regional and borough figures76. Male unemployment is far higher than female levels Regeneration: Workington Regeneration Single Regeneration Programme complete. Work on the town centre is now entering phase 2. West Lakes Renaissance has schemes planned under the West Allerdale Regeneration programme including improvements to the railway station. Further work is ongoing to improve sports facilities. South Workington Neighbourhood Management is working to address social deprivation in this area Income: Mean and median income in the town is significantly below Allerdale wide figures77 Education: In 2007 the percentage of pupils attaining five or more good GCSEs and equivalents at the end of Key Stage 4 including English and maths were: Southfield Technology College - 28%; Stainburn School and Science College - 48%; St Joseph’s Catholic High School - 51%78 Accessibility: Situated at the start of the A66, with the M6 accessed at Carlisle or Penrith approximately 35 miles away. The train station is on the Cumbrian coastal rail line, with access to the West Coast mainline at Carlisle. Bus services are of a reasonable standard and frequency Health: Workington generally suffers from poor health compared to the rest of Allerdale. Incapacity Benefit claims are the highest79. Workington Community Hospital opened in 2005 and accident and emergency facilities are provided in Whitehaven. The town has two dental centres and five doctor’s practices. Crime: Workington has the highest crime rate in Allerdale with a considerable number drug related80.
74 Source: Allerdale Borough Council Housing Market Action Plans 75 Source: Best Value User Satisfaction Survey 2006-7 76 Source: Claimant count annual average July 2006-June 2007 77 Source: CACI pay check data (2006) 78 Source: Department for Children, Schools and Families 79 Source: Benefit claimants – working age clients for small areas, November 2006 (percentage of working age population) 80 Source: Cumbria Constabulary 21/07/2008 62
Page 78 Population The population of Workington and the surrounding area is 30,51781. This is by far the largest town in the borough.
Satisfaction levels in Workington82 Lower satisfaction Higher satisfaction Overall satisfaction with Allerdale Borough Sports and leisure facilities Council corporate matters Refuse, litter and recycling Ease of accessing shopping facilities Parks Ease of accessing a doctor Cultural facilities and parks Ease of accessing cultural/recreational facilities
Local priorities The people of Workington and the surrounding areas, through demographically representative consultation, public meetings, the Housing Market Action Plan and town and parish plans, determined the following priorities. • Environment • Healthy and safe communities • Skills and education.
What will the Council do to address these priorities? • Bring about significant investment to regenerate Workington town centre and the surrounding areas • Improve the parks and open spaces • New sport and recreation facility • Work in partnership to bring about increased levels of educational attainment and higher level of skills. • Work in partnership to address high levels of health inequalities including delivery of Sports Development and Economic Regeneration Programmes and support delivery of high quality street scene services which are proven to have a positive impact on community health.
What has Allerdale Borough Council achieved for Workington and the surrounding area over the last year? • New town centre opened for business • Part funded and administered Workington Facelift scheme which improved the appearance of 13 commercial properties in the town • ‘Routes to Work’ scheme assisted 79 people into employment and 45 people into training • Established the Enterprise Development Workers initiative to assisted people into self employment
81 Source: Revised 2006 sub-national population estimates from the Office of National Statistics 82 Best Value User Satisfaction Survey 2006-7
21/07/2008 63
Page 79 • South Workington Neighbourhood Management – CCTV cameras at Moorclose shops • Introduced the ‘Purple Bag’ recycling scheme, which provides residents with the opportunity to recycle cans, glass and plastics along with paper, card and green waste from the kerbside. • Two completed group repair schemes to improve domestic and commercial properties in the town
Useful websites and contact details
Allerdale Borough Council 01900 702702 www.allerdale.gov.uk
Ward councillors Clifton Councillor Heather McIntosh 01900 68079 [email protected]
Workington Harrington Councillor Allan Caine 01946 831138 [email protected]
Councillor Ian Francis 01900 61036 [email protected]
Workington Moorclose Councillor Peter Bales 01900 605232 [email protected]
Councillor Nicholas Hardy 01900 65180 [email protected]
Councillor Denis Robertson 01900 870924 [email protected]
Workington Moss Bay Councillor Carole Armstrong 01946 834729 [email protected]
Councillor Bill Bacon 01946 830587 [email protected]
Councillor Barbara Cannon 01946 834702 [email protected]
21/07/2008 64
Page 80
Workington Stainburn Councillor Bob Hardon 01900 873600 [email protected]
Workington St John’s Councillor Michael Davidson 01900 602935 [email protected]
Councillor John Heathcote 01900 62066 [email protected]
Councillor Joe Holliday 01900 66319 [email protected]
Workington St Michael’s Councillor Alan Barry 01900 604289 [email protected]
Councillor Ivor Humes 01900 66272 [email protected]
Councillor Jean MacLeod 01900 606442 [email protected]
Geographical lead officers Charles Holmes 01900 702959 [email protected]
Sharon Thompson 01900 702547 [email protected]
Parish and town councils Great Clifton Parish Council 07764 581491 Little Clifton Parish Council 01900 827597 Seaton Parish Council 01900 605642 Workington Town Council 01900 702986
Cumbria County Council 01228 606060 www.cumbria.gov.uk
South Workington Neighbourhood Management 01900 63721
21/07/2008 65
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Page 82 Agenda Item 6
Allerdale Borough Council
Executive – 6th August 2008
Scrutiny Report Call-in 4: Joint Management Arrangements
The Subject of the Decision The joint management arrangements proposed with the County Council in respect of Derwent Forest
The Reason for the Decision Concern had been expressed regarding the lack of local Member input into the advisory group. This report presents their findings.
Recommendation That a further local person be nominated onto the Joint Advisory Group with the County Council.
Environmental Implications None
Community Safety Implications None
Financial/Resource Implications Travel/subsistence can be met from within existing budget
Human Rights Implications None
Employment Implications None
Health & Safety & Risk Management None Implications
Wards Affected Seaton, Flimby, Broughton St Bridgets, Ewanrigg
The Contribution this Decision would Clear transparent decision making make to the Council’s Key Aims
Is this a Key Decision No
Scrutiny Chairs Cllr T Fee and Cllr B A Cannon
Portfolio Holder Cllr J Milburn
Lead Member of Staff Sheila Brown, Democratic Services Manager, 01900 702561, [email protected]
Page 83
(A detailed listed of implications is appended to the report)
1.0 Introduction
1.1 At the last meeting of Community Overview and Scrutiny on Friday, 27 June 2008, the Committee agreed that they should call-in recommendation 70(c) of the Executive minutes dated 30 June 2008 on the grounds that concern had been expressed regarding the lack of local member input into the advisory group. The Call-in request was duly signed by Cllrs Fee; Munby and Mc Carron-Holmes.
1.2 A special meeting of the Community Overview and Scrutiny Committee was held on Thursday, 10 July 2008, at which the Leader, Joe Milburn and the Director of Partnerships and Community gave evidence. The wording of this subsequent report has been agreed by Members of the Committee present, and is presented to the Executive within the timescales for call-in as contained within the constitution.
2.0 Background
2.1 The Executive at its meeting of 27 June 2008 (to which minute70(c) refers) agreed to nominate two members i.e. the leader and deputy leader to sit on the Joint Advisory Group with Cumbria County Council.
3.0 Deliberation of the evidence
• The Joint Advisory Group had been formed to manage process only • No other formal mechanism existed which could discuss how to take forward the joint asset • The Joint Advisory Group would not replace existing mechanisms i.e. The Derwent Forest Task Group, Parish Council Liaison Group, Executive or Council • Cumbria County Council were retaining their own internal decision making processes • The Derwent Forest Task Group was cross party and contained local representatives who were aware of latest developments but due to the confidential nature of the negotiations they were unable to discuss these • It was felt essential by all partners that the Joint Advisory Group was small, nimble and able to respond quickly • All partners had agreed to the composition of the Joint Advisory Group being made up of 2 Borough and 2 County Councillors • The Leader and Deputy Leader had been nominated onto the Group due to the high profile nature of the scheme and their existing membership of Cumbria Vision etc • Members were worried that the composition of the Joint Advisory Group was too tight and lacked local representation • Members questioned whether or not having only 2 Borough representatives would be best for stakeholders
Page 84 • Local ward members felt disassociated from the Scheme • Local people were worried about what would happen with the site • Increasing the composition of the Joint Advisory Group to 3 would still be small enough to be manageable and respond quickly.
4.0 Conclusions and Recommendations
4.1 That a further local person be nominated onto the Joint Advisory Group with the County Council.
Sheila Brown Democratic Services Manager
Page 85 Report Implications
Please delete where applicable.
Community Safety Y/N Sport Y/N Financial Y/N Leisure Y/N Legal Y/N Tourism Y/N Social Inclusion Y/N E-Government Y/N Human Rights Y/N North West Regional Y/N Youth Issues Y/N European Y/N Ethnic Minority Issues Y/N National Y/N Older People Issues Y/N Partnership Y/N Disability Issues Y/N Heritage/Culture Y/N Employment (external to the Council) Y/N Planning Policy Y/N Employment (internal) Y/N Enforcement Y/N Environmental/sustainability Y/N Transport Y/N Environmental/visual Y/N Asset Management Y/N Health Y/N Health & Safety Y/N
Is this a statutory recommendation? Y/N
Is this a key decision? Y/N
Has a risk assessment been undertaken? Y/N
Wards affected …………………………………………………………………………………..
Background papers ………………………………………………………………………………
Page 86 Agenda Item 7
Allerdale Borough Council
Executive 6 August 2008
Allerdale Borough Council and Carlisle City Council Business Case for a Shared Information and Communications Technology Service
The Subject of the Decision The Business Case for a Shared Information and Communications Technology (ICT) Service between Allerdale Borough Council and Carlisle City Council
The Reason for the Decision To benefit from the increased capacity, reduced ongoing revenue costs and service improvements which will be achieved through a shared service
Recommendation a) that joint service delivery be agreed as the chosen option for the delivery of a joint ICT service between Allerdale Borough Council and Carlisle City Council
b) that the decision on which Council will be the accountable employing body be delegated to the Leader and the portfolio holder
c) That future decisions regarding IT business applications be made on a shared basis where applicable.
Environmental Implications None
Community Safety Implications None
Financial/Resource Implications Savings will be generated as outlined in section 5 of the report
Human Rights Implications None
Employment Implications To be completed
Health & Safety & Risk Management A risk log has been developed to manage the Implications ongoing risk
Wards Affected All
The Contribution this Decision would This decision will achieve increased value make to the Council’s Key Aims for money as well as improving service access and delivery
Is this a Key Decision Yes
Page 87
Portfolio Holder Councillor Mike Davidson [email protected]
Lead Member of Staff Nick Fardon, Director of Corporate Services, tel 01900 702528
(A detailed listed of implications is appended to the report)
1.0 Introduction
1.1 The Local Government White Paper, the Varney report and the Comprehensive Spending Review have all placed considerable emphasis on local authorities to achieve efficiencies by sharing services.
1.2 Allerdale Borough Council agreed its shared services strategy in February 2008.
1.3 In April 2008, Allerdale Borough Council and Carlisle City Council who both have a proven history of successfully collaborating on ICT projects and initiatives at local and county wide levels, agreed to explore the potential of creating a single shared Information and Communications Technology (ICT) service.
2.0 The ICT Shared Services Project
2.1 Between April 2008 and June 2008, both Councils collaborated on the project which comprised 17 work packages and which aimed to:
• Increase capacity and capabilities • Reduce ongoing revenue costs for both Councils • Improve disaster recovery and business continuity capabilities (specifically including telephony and website services) • Improve the current ICT services provided • Provide a solid base for all future shared service initiatives
2.2 Six possible delivery options were identified as part of the project:
• Do nothing • Do the minimum • Formation of a joint venture for the provision of IT • One authority outsources all IT to another • A hosted IT service • An IT service hosted externally
2.3 The attached business case was produced based on the work undertaken in the work packages and was subsequently subjected to an external evaluation to ensure that the proposal was robust.
2.4 The project has had the co-operation and support of all staff within the service. A communications work package has co-ordinated the information to staff and Councillors and a dedicated website and forum were set up to keep everyone as
Page 88 informed as possible. Two staff briefings have been held and regular bulletins have been sent out to Councillors.
2.5 The Project has been overseen by a Project Board comprising Nick Fardon Director of Strategic Resources (Allerdale Borough Council), Angela Brown Director of Corporate Services (Carlisle City Council), Stephen Kirkpatrick IT Services Manager (Allerdale Borough Council), John Nutley IT Services Manager (Carlisle City Council) and Philippa Hardy (Allerdale Borough Council)
3.0 Business Case
The business case sets out the results of an extensive exercise to examine the possibility of creating a single strategic and operational unit between the two councils
The business case examined in detail 5 subcases:
• The strategic case details the main issues which are driving the need for change, including the strengths and weaknesses of the current services and current ICT expenditure.
• The economic case outlines the six possible options through which a service could be delivered.
• The commercial case addresses what the service will deliver and its relationship to the parent authorities.
• The financial case sets out the financial issues.
• The management case describes the overacrching operational aspects of the preferred service model.
The executive summary of the business case is attached as appendix 1 and the full business case is available on the Intranet in the document store.
4.0 The Proposed Option
Analyses have been carried out in terms of service impact, cost benefit, human resource issues, governance and risk These were considered alongside the recommendations and content of the work package leader reports leading to the following scoring:
Option Score (Maximum 57) Weighted score (Maximum 100) Do nothing 13 47.15 Do the minimum 22 51.22 Formation of a joint venture for the 46 65.66 provision of IT One authority outsources all IT to another 46.5 72.22 Joint Service Delivery 46.5 73.37 An IT service hosted externally 19 47.50
Page 89
5.0 The Financial Case
Indicative figures for the financial opportunities of a shared ICT service show that although there will be a joint capital investment of 1376K (Allerdale’s share would be 40% of this £550.4K) over the first 6 years of the project. The anticipated joint savings will be 2232K over 6 years. In addition, a shared ICT service will lever savings relating to business applications.
6.0 Staffing Implications
Implementation of a shared service will lead to a loss of 6.5 posts compared with the current level across the two councils by April 2010. It is anticipated that the majority of these losses will be made either by not continuing with posts which are temporary or through natural fluctuations in staffing levels over the course of the implementation
7.0 What are the risks to the council of not sharing?
It is clear that technology and business needs are moving forward constantly if we do not share significant investment will be required just to stand still. Going it alone Allerdale would need to find an investment of £895K over the 6 year period. In addition business continuity planning could not achieve the same degree of flexibility and strength.
8.0 The External Review
An external review of the business case was essential to ensure that the business case was robust and valid. All contributory work up to the business case had been conducted by IT staff from both authorities and whilst the professionalism of the staff was not in doubt, both councils had to ensure that the business case had taken all options equally into account and that the project if followed through to implementation, was the right decision. The business case has been reviewed by external consultants Aperia and they have confirmed that the option of joint service delivery is both robust and viable.
9.0 Issues Outstanding
The business case as it stands has been externally judged as being sufficiently robust to support a recommendation to proceed with joint service delivery for ICT as a viable option
There are however 3 issues which still require further consideration:
A final examination of the financial case is needed to ensure clarity regarding the budgetary implications. Due to the scale and nature of this project, it has not been possible to secure definite costings in every case. A small number of the costs are indicative and whilst we and the external verifiers do not believe that they have a substantial effect on the decision, we would be looking to firm these up prior to proceeding. We are therefore suggesting that approval to proceed could be granted within certain tight financial parameters and that the project would not progress if it exceeded these parameters.
Page 90 A decision is also needed on which council will be the accountable employing body. We suggest that this decision is made based on the criteria of cost, impact on staff terms and conditions, risk to the service and ability of each council to take on the role. The report requests that the Leader and the Portfolio Holder be given delegated authority to make this decision.
The method of transferring staff is still to be decided and will be made following legal advice and consultation with the Trade Unions. This is an operational issue and will be taken by officers who will follow the legal opinion of best practice.
10.0 Recommendation
In view of the conclusions reached by the business case and it’s subsequent external verification, it is recommended that members agree to proceed with a joint shared service for ICT. It is felt that this provides the best service delivery vehicle for both Councils and best meets the aims of the project.
Nick Fardon Director of Strategic Resources and Co-Chair of the Allerdale Borough Council, Carlisle City Council ICT Shared Services Board
HC V1 June 08
Page 91 Report Implications
Please delete where applicable.
Community Safety N Sport N Financial Y Leisure N Legal Y Tourism N Social Inclusion N E-Government Y Human Rights N North West Regional N Youth Issues N European /N Ethnic Minority Issues N National N Older People Issues N Partnership Y Disability Issues N Heritage/Culture N Employment (external to the Council) N Planning Policy N Employment (internal) Y Enforcement N Environmental/sustainability Y Transport N Environmental/visual N Asset Management Y Health N Health & Safety N
Is this a statutory recommendation? No
Is this a key decision? Yes
Has a risk assessment been undertaken? Yes
Wards affected All
Background papers Project Initiation Document, Work Package Leaders Reports
Page 92 Business Case Project Name: North Cumbria Shared ICT
&
Working together in Partnership
NORTH CUMBRIA SHARED ICT
BUSINESS CASE EXECUTIVE SUMMARY
Version: V1.0_Final_Executive_Summary
Authors: Stephen Kirkpatrick Allerdale Borough Council John Nutley Carlisle City Council
Date: 23/07/08
Stephen Kirkpatrick & John Nutley Page 1 of 938 24/07/2008 Business Case Project Name: North Cumbria Shared ICT
1.0 Executive Summary This document details the results of an extensive exercise to examine the creation of a single strategic and operational unit to provide shared Information and Communication Technology (ICT) services to Allerdale Borough Council and Carlisle City Council. The brief to the project team was to develop the business case and to determine the best vehicle for accomplishing this. The implementation phase of any such project is specifically excluded and will be addressed as a separate project only after any approval to proceed has been given by the respective Councils. The project team in particular were asked to explore whether any such converged service would result in: x Increased capacity and capabilities. x Reduced ongoing revenue costs for both Councils. x Improved disaster recovery and business continuity capabilities (specifically including telephony and website services). x Provide a solid base for all future shared service initiatives. x Improvements to the current ICT services provided. The project team were also asked to consider whether the development of a shared service would result in a more advanced service, in a shorter time, at a reduced cost, as opposed to developing the service as two separate departments. The business case has been developed using the ‘Five Case Model’ as a template, which is the model developed and approved by the Office of Government Commerce (OGC). Presented below are the outcomes of each of the five cases: The Strategic Case describes the current service provision at both Council’s and details the main issues which are driving the need for change, including strengths and weaknesses of the current services, the current ICT expenditure and the wider shared service context. The strategic case also identifies that the current configuration of two separate IT Services departments would be unable to provide the platform to support wider shared services across both Councils, whereas, the creation of a Shared ICT Service would act as a platform to enable additional future shared services. The Economic Case outlines the various options through which a shared service could be delivered. Six possible models in total are identified which are then assessed and scored. After a comprehensive analysis a preferred option is selected with two reserved options which could be adopted if subsequent analysis show the first is flawed. This is a key part of the business case and provides important supporting evidence for the conclusions which are reached. After a detailed assessment it was determined, and is evidenced in the business case, that the best option going forward would be a single
Stephen Kirkpatrick & John Nutley PagePage 2 94of 8 24/07/2008 Business Case Project Name: North Cumbria Shared ICT
service delivered jointly managed by both Councils (Joint Service Delivery). At this time this would be the preferred delivery vehicle with the options of one Council outsourcing to the other and the formation of a joint venture company for the provision of ICT being two reserved positions. The Commercial Case has much of the detail concerning any new service. It addresses what the service will deliver and its relationship to the parent authorities, i.e. the governance arrangements. It is proposed that a Joint Member Committee be established to oversee the strategic direction of the Shared ICT Service supported by a Joint Operational ICT Steering Board composed of Directors and Senior Managers from both organisations. It is of note that the proposed model is not overly bureaucratic and is not dissimilar to how both Units currently operate. This governance model means that there will be no the loss of flexibility or responsiveness of the new shared operation to respond to either Council’s information or business requirements. The commercial case goes on to detail contractual issues that need to be addressed between Councils, discusses HR issues, procurement implications, trading options and proposes an agreement term of six years. Radical proposals such as those detailed in the business case carry an element of risk and this can be significant when the subject is such a key service. To minimise these risks a formal contract, or shared service agreement, would need to be signed between both Councils that would give the necessary safeguards and assurances to ensure long-term confidence may be placed on the new operation. The business case does not address the issue of which Council would act as the host, or employing, authority which will need to be considered and agreed at a later date. The Financial Case provides an evaluation of the capital requirements for ICT central infrastructure and the ongoing operational costs in the event that both Authorities continue to operate and maintain separate ICT functions. The financial case also demonstrates the significant cost benefits, both in terms of revenue and capital funding of creating a shared ICT service. The basic rationale is that investment in a shared infrastructure will, through joined up working arrangements, provide the benefits of increased efficiency and reduced duplication of the management and administration of both tasks and personnel. Significant ongoing revenue savings are facilitated mainly through a combined ICT functions ability to reduce its staffing establishment. Over a period of 12 months from the formation of a shared service it is assumed that the merged function will enable a reduction from 38 FTE employees to 32. The explanation as to why there is an improved capital and revenue benefit in proceeding with the shared service lies in three areas.
Stephen Kirkpatrick & John Nutley Page 3 of 958 24/07/2008 Business Case Project Name: North Cumbria Shared ICT
Firstly, the capital investment in ICT technology and services that would be needed to ensure both Councils have systems that are reliable and effective is shared between both Councils. Coupled with the fact that this shared investment produces double the benefit as both Councils reap the reward of the investment results in the types of savings this business case highlights. Secondly, the Work Package Leaders have come forward with investments which produce economies of scale and seek to reduce on- going revenue costs. So, for example, proposals to develop a joint Storage Area Network – a centralised bank of data disks - between both Councils, will cost less than if Council embarked on such a project as this on their own. It will also enable a mutual Disaster Recovery facility to be developed triggering further savings in this area. Thirdly, there would need to be further capital ICT investment in application areas (to support ongoing rationalisation) as they come forward to be part of shared services. The costs for those investments would form part of the respective business case developed for that area. The contribution towards on-going capital and revenue costs is to be split on the basis of current investment in these areas. For capital this would be Carlisle at 60% and Allerdale at 40% and for revenue this would be Carlisle at 55% and Allerdale at 45%. The overall financial case is compelling and savings over the 6 year period 2009/10 to 2014/15 are estimated to be in the order of £2.23million. This sum is comprised of capital savings of £1.478 million and revenue savings of £754K over and above a do nothing option (i.e. the cost to the Authorities of doing nothing is still significant in terms of ICT capital investment requirement). In overall terms the shared service would be cash positive in Year 2 with significant revenue savings from that point in time. Based upon each Authority sharing any staff termination costs and ongoing revenue savings on a 50/50 basis, each Authority would benefit by an estimated sum of £377k in terms of operational costs which averages out at around £63k per annum. In respect of capital, Carlisle would, given the disparity of operation and client base fund a higher proportion of the infrastructure investment (i.e. 60%) and in terms of savings against currently envisaged budget bids by both Authorities the estimated figures for CCC and ABC are £983K and £495K respectively. The potential financial benefits are perhaps best illustrated by the following stacked bar chart:
Stephen Kirkpatrick & John Nutley PagePage 4 96of 8 24/07/2008 Business Case Project Name: North Cumbria Shared ICT
6 Year Costs for Seperate ('Do Nothing') and Shared ICT
£25,000,000
£2,232,120 £20,000,000
£15,000,000 Cost £10,000,000
£5,000,000
£0 Total ICT ICT Combined Shared ICTShared - Do Nothing - Do Nothing Separate ICT Do Nothing - Do Nothing Do Nothing - ABC Separate CCC Separate Capital Revenue Saving
In terms of payback, the actual investment to establish high speed links between Carlisle and Allerdale and to provide the necessary infrastructure to facilitate an evolving shared service would be £750K. Taking the savings indicated above, this investment provides a rate of return of 168% after the adoption of a 5% discounted cash calculation to reflect the time value of value given a high proportion of up-front costs. In purely cash terms the rate of return would be 197%. The implementation of a shared ICT service between Carlisle City Council and Allerdale Borough Council has a compelling financial case in isolation. However another key factor is that such an implementation would be a key cornerstone to support the rationalisation of applications and back room operations and this would generate further significant savings achieved by collaborative working arrangements between the two Authorities. The possibility to access external funding to support the implementation of the Shared ICT Service has not yet been explored but should be, particularly in the area of initial start-up costs. The project is not however without risk and in revenue terms, there is substantial reliance on staff savings which may be affected by the results of the job evaluation exercises being undertaken at each Authority or the failure to reduce staffing numbers as envisaged. There is also further analysis required of existing revenue spend. For prudence purposes, these risks have been sensitivity tested and there is a large margin for error. However notwithstanding that, the capital programme proposed will be subjected to external verification to ensure that the initial infrastructure requirements and ongoing investment are not under or indeed overstated.
Stephen Kirkpatrick & John Nutley Page 5 of 978 24/07/2008 Business Case Project Name: North Cumbria Shared ICT
The Management Case describes many of the operational aspects of the preferred service model. It includes information on a proposed new structure, the philosophies to which it will adhere and provides an overview of the HR, Financial and other support arrangements that will be implemented. As part of the work carried out, proposed organisational structures were developed for each of the delivery options where relevant. For the selected option; Joint Service Delivery, an organisational structure is presented. The structure has been sense checked with the existing ICT Management teams and there is a high degree of confidence that it will be suitable for operational needs. The final salary model and terms & conditions applicable to the new structure will be subject to job evaluation and pay review, again pending the decision on host authority. The financial case includes a contingency sum for this, however it remains to be verified when the results of the job evaluation and any impact on subsequent pay review are known. The results of the new organisation chart confirm the assumptions that there will be savings in the area of staff numbers and costs by bringing the two IT services together. The implementation of the proposed new structure will ultimately require transfer of staffing under TUPE regulations. As detailed earlier however, both Councils would maintain joint control. Previous reviews and studies which looked at converging business areas all conclude that the majority of savings from joint IT operations will arise when back office business applications are brought together. It must be noted that significant savings will only be realised through a structured programme of business application rationalisation, which would not be possible without the ICT services being shared in the first instance. The costs for rationalising these business applications are not included in this business case and will be brought to Members for approval as separate shared service business cases, however the annual impact on application support costs would typically be in the region of 15-20% reduction per application. The Business Case highlights that the new joint service will result in enhanced disaster recovery arrangements for both Councils which will also achieve a cost saving. In addition, though not specifically addressed, the Emergency Planning and Civil Contingency commitments that each Council has statutory requirement to meet will be greatly enhanced.
Stephen Kirkpatrick & John Nutley PagePage 6 98of 8 24/07/2008 Business Case Project Name: North Cumbria Shared ICT
External Review A critical external review of the business case was undertaken by Aperia Government Services, with assistance from the Chartered Institute of Public Finance and Accountancy (CIPFA) to examine the financial aspects. Aperia have worked on over 20 successful Shared Service orientated projects in the North West and also with the Department of Communities and Local Government (DCLG). The review concluded that ‘from an external perspective, it would seem that there are positive factors that can support a successful shared service: x Commitment and dedication of the entire project – from members through to senior offices and critically including some of the affected staff x It is believed that there is a good “fit” between the authorities in terms of culture and strategic fit x The strengths and weaknesses of the two ICT services seem to be mutually beneficial.’
Conclusion The conclusion of the report is that any converged service would result in an improved service to both Councils, would be more efficient and produce a service that is more resilient. It recommends that the service be delivered through the mechanism of shared joint delivery. In addition, there would be a number of longer term opportunities which both Councils would be able to benefit from in the future: x Provide a solid base to enable future shared services to be developed. x Gives greater opportunities for revenue generating activities. x Gives a model into which other District Councils could opt into in the future. x A single ICT platform which would be more cost effective for both Councils. x Reduction in on-going capital expenditure. x Better career development opportunities for staff.
Stephen Kirkpatrick & John Nutley Page 7 of 998 24/07/2008 Business Case Project Name: North Cumbria Shared ICT
Recommendation In view of the conclusions reached by the business case and its subsequent external verification, it is recommended that members agree to proceed with a joint shared service for ICT as it is felt that this provides the best service delivery for both Councils and best meets the aims of the project. It is also recommended that: x The future decisions regarding business applications in use across both organisations be made on a shared basis where applicable. x The decision on which Council will act as accountable employing body be delegated to the Leader, Portfolio holder and appropriate Director of each Council.
Stephen Kirkpatrick & John Nutley PagePage 100 8 of 8 24/07/2008 Agenda Item 8
Allerdale Borough Council
Executive – 6 August 2008
Public Safety at Curwen Hall
The Subject of the Decision Maintaining public safety at Curwen Hall
The Reason for the Decision To ensure public safety and reduce risk of injury and insurance claims following unauthorised access to the building
Recommendation That Members approve the recommendation to improve safety of the building by the installation of additional grilles, anti-climb paint and the treatment of vegetation on the walls at a budget cost of £10k - £15k.
Environmental Implications None
Community Safety Implications Improvements to the security will reduce unauthorised access and the risk of injury to trespassers
Financial/Resource Implications The budget cost of £10k - £15k can be met from the asset management reserve.
Human Rights Implications None
Employment Implications None
Health & Safety & Risk Management The building will be more appropriately Implications protected against unauthorised access
Wards Affected All Workington wards
The Contribution this Decision would Improved security of the building will make to the Council’s Key Aims improve safety for people living and visiting the area
Is this a Key Decision No
Portfolio Holder Cllr Stuart Moffat
Lead Member of Staff William Carruthers, Asset Manager 01900 702754
Page 101
(A detailed listed of implications is appended to the report)
1.0 Introduction
1.1 In a report to the Executive about Allerdale museum service in July 2008, it was recommended that options be drawn up for ensuring that Curwen Hall is kept safe over the short term whilst discussions continue to find a development partner for the site.
1.2 Despite securing many openings with steel grilles, there is evidence of continued unauthorised access into the building. Also, there is the ability and potential for climbing up the stone walls externally, as well as the risk of loose masonry falling from wall heads.
1.3 Due to exposure to the elements over many years, there are significant dilapidations and many of the brick arches are crumbling and at risk of collapse, particularly if disturbed. One large wall within the main courtyard is bowed and showing signs of movement. Also, there is a lot of vegetation growth on the walls which is prone to cause further deterioration of the structure.
1.4 There is no risk from electricity as the mains supply was removed from the building some years ago.
2.0 Alternative Options
2.1 The following options have been considered in consultation with Police Safety Officer, Conservation Officer, Planning Officer and H&S Officer.
2.2 Undertaking no work would leave the Council open to the risk of claims from further unauthorised entries, and possibly falling loose masonry, which may result in accidents and injuries, even to people outside the building.
2.3 Fixing grilles in remaining unprotected openings would help restrict access but not prevent youths climbing walls to attempt access, with the risk of them falling from height. Also, there may be some objection regarding alterations to listed buildings due to additional fixings to the existing structure and would be subject to obtaining listed building consent from GONW. In conjunction with this, it is recommended that anti-climb paint is added to the rails on existing, and new grilles.
2.4 Fixing quality, high railings along each side of the building would be a greater deterrent to gaining access whilst leaving the front elevation exposed. The railings to the side would extend past the fencing at the top of the bank closing off the pathway at the rear of the building. Infilling the remaining openings on the front elevation with grilles would be in keeping with the other secure openings but would still require listed building consent.
2.5 To minimise any risk to grounds maintenance contractors it would be appropriate to stop maintaining the grassed courtyard. It would be possible to erect a dummy
Page 102
scene on boarding behind the entrance gates to give the impression of a tidy courtyard.
2.6 With all options it would be appropriate to treat the vegetation growing into the walls to reduce further deterioration of the masonry. Also, it has been noted that warning signs should be replaced around the building.
3 Recommendation
3.1 It is considered that, subject to obtaining listed building consent, the second option (para 2.3) to infill unprotected openings, and apply anti-climb paint to grilles would provide the most deterrent to future unauthorised access without detriment to the current aesthetics. In addition, a dummy scene erected behind the entrance gates. The vegetation to be treated to prevent further damage to the masonry.
3.2 The budget cost for this proposal is approximately £10k - £15k
3.3 The effectiveness of this proposal would need to be monitored and further action taken if the security continues to be breached.
4 Consultation
4.1 The above proposals have been considered with officers from property services, health and safety, insurance, planning, conservation and the police.
5 Conflicts of Interest
5.1 There are no known conflicts of interest
5.2 Details of any conflict of interest declared by any involved party
6 Conclusion
6.1 As there is evidence of continued unauthorised access to a building that is potentially dangerous due to the risk of accidents occurring it is recommended that safety of the site is improved.
6.2 Members are requested to consider the recommendation to improve safety of the building by the installation of additional grilles, all subject to the listed building approval, the provision of anti-climb paint to grilles, and the treatment of vegetation on the walls at a budget cost of £10k - £15k.
W P Carruthers Asset Manager
y:\personal\reports\exec 080806 - curwen hall.doc 18/07/08
Page 103
Report Implications
Please delete where applicable.
Community Safety Y Sport N Financial Y Leisure N Legal N Tourism Y Social Inclusion N E-Government N Human Rights N North West Regional N Youth Issues N European N Ethnic Minority Issues N National N Older People Issues N Partnership N Disability Issues N Heritage/Culture Y Employment (external to the Council) N Planning Policy N Employment (internal) N Enforcement N Environmental/sustainability N Transport N Environmental/visual N Asset Management Y Health N Health & Safety Y
Is this a statutory recommendation? N
Is this a key decision? N
Has a risk assessment been undertaken? Y
Wards affected …………………………All Workington Wards
Background papers ……………………None
Page 104 Agenda Item 9
Allerdale Borough Council
Executive Committee – 6 August 2008
Cycle-path Development
The Subject of the Decision To confirm the Council’s agreement to the creation of a cycle-path through Hall Park, following additional community consultation at the Neighbourhood forum.
To agree to the creation of a further link in the Workington Cycle-path network between the Port Road and Siddick
The Reason for the Decision Following the meeting of the Executive in January 2008, Officers from the County Council were asked to clarify the route and the consultation undertaken.
Recommendation That the Council agrees to the creation of the Hall Park Cycle-path along the route shown on the attached plan.
That the Council agrees to the creation of an additional link between the Port Road and Siddick.
Environmental Implications As per previous reports.
Community Safety Implications As per previous reports.
Financial/Resource Implications As per previous reports.
Human Rights Implications As per previous reports.
Employment Implications As per previous reports.
Health & Safety & Risk Management As per previous reports. Implications
Wards Affected St Michaels and St Johns Wards.
The Contribution this Decision would As per previous reports. make to the Council’s Key Aims
Is this a Key Decision No.
Page 105 Portfolio Holder Cllr Margaret Jackson.
Lead Member of Staff Ian Payne Head of Environment 01900 702565 [email protected]
(A detailed listed of implications is appended to the report)
1.0 Hall Park
1.1 At the meeting of the Executive in January 2008, it was resolved that the construction of a cycle-path through Hall Park, Workington be agreed in principle and that further clarification be sought from Cumbria County Council regarding the proposed route and the consultation undertaken.
1.2 Officers from the County Council have carried out further consultation and attended a meeting of the Workington Central Neighbourhood Forum 24 June 2008.
1.3 The Minute from the Forum states: “After lengthy debate and concerns raised from the floor, there was general agreement that the option 3 was the most appropriate route of those proposed”. Option 3 was granted Planning Permission on 14 December 2007.
1.4 It is therefore recommended that the County Council be informed that Allerdale Borough Council, as landowner, gives permission for the construction of the Hall Park Cycle-path.
2.0 Siddick
2.1 The opportunity has arisen to create a further link in the network, between the Port Road and Siddick Bridge (the attached plan refers). This will provide both an alternative to the route between Siddick Ponds, and open up opportunities for circular walks and rides from Workington using this proposed route and the existing route between the ponds. The project will open up an area of underused land, which is rich in wildlife - including the small blue butterfly.
2.2 Cumbria County Council has again requested the Council’s permission as land owner to construct the route and it is recommended that such permission be granted.
Ian Payne Head of Environment
IMP/SHS 22 July 2008 HEAD OF ENVIRONMENT/EXEC REPORTS/6.8.08 cyclepath development
Page 106 Report Implications
Please delete where applicable.
Community Safety Y Sport N Financial N Leisure Y Legal Y Tourism Y Social Inclusion N E-Government N Human Rights N North West Regional N Youth Issues Y European N Ethnic Minority Issues N National N Older People Issues N Partnership Y Disability Issues Y Heritage/Culture Y Employment (external to the Council) N Planning Policy N Employment (internal) N Enforcement N Environmental/sustainability Y Transport Y Environmental/visual Y Asset Management Y Health Y Health & Safety Y
Is this a statutory recommendation? N
Is this a key decision? N
If this is a key decision, has it been approved by CMT Y/N
Has a risk assessment been undertaken? N
Wards affect St John’s and St Michaels.
Background papers
IMP/SHS 22 July 2008 HEAD OF ENVIRONMENT/EXEC REPORTS/6.8.08 cyclepath developments
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Page 110 Siddick Link - Route plan
Organisation Capita Symonds Ltd This produce includes mapping data Department Countryside & Heritage Management Services licenced from Ordnance Survey. Team Member JD (c) Crown Copyright 2006. Licence Number 100019596 Date 06/01/08 Page 111 This page is intentionally left blank
Page 112 Agenda Item 10
Allerdale Borough Council
Executive Committee – 6 August 2008
Local Environmental Quality Strategy
The Subject of the Decision To consider and approve the draft Local Environmental Quality (LEQ) strategy as the basis of guiding the work of the Environmental Services section in achieving the outcomes of the Corporate Improvement Plan and increasing residents’ satisfaction.
The Reason for the Decision Approval of the Strategy will guide the work of the Environmental services section and give a sound basis for enforcement action against environmental crime.
Recommendation That the Local Environmental Quality Strategy be adopted.
Environmental Implications Implementing the strategy will result in a Cleaner, Safer and greener environment
Community Safety Implications Implementing the strategy will have a direct and positive impact on community safety
Financial/Resource Implications The strategy seeks to make best use of existing resources by targeting them at priority areas.
Human Rights Implications None arising from this report
Employment Implications None arising from this report
Health & Safety & Risk Management Risk assessments have been carried out in Implications relation to enforcement activity.
Wards Affected All wards
The Contribution this Decision would The strategy has been drafted specifically to make to the Council’s Key Aims support the creation of high quality local environments.
Is this a Key Decision Yes
Portfolio Holder Cllr Sam Standage
Page 113 Lead Member of Staff Margaret Heyes LEQ Officer Tel: 01900 702824 Email: [email protected]
Ernie Davidson Environmental Services Manager Tel: 01900 702803 Email: [email protected]
(A detailed listed of implications is appended to the report)
1.0 Introduction
1.1 Local Environmental Quality (LEQ) has been a major theme for the Government over the past few years. The term LEQ identified by Government refers to the activities, which create or add to the quality of the area in which people live and impacts hugely on the quality of their lives in general. There are clear links between the state of the local environment, anti-social behaviour, the fear of crime and health problems.
In addition, welcoming, clean, safe and green environments can support the economic prosperity of the area by creating a first class impression for tourist visitors, shoppers and businesses.
1.2 The LEQ strategy seeks to prioritise and focus the resources of the Environmental Services section to achieving the Environmental Objectives of the Corporate Improvement Plan.
2.0 The Local Environmental Quality Strategy
2.1 The Strategy appended to this report contains the following Aims and Objectives:
Aims
This Strategy aims to achieve improvements in Local Environmental Quality across the Borough of Allerdale, through effective partnership working, regulation, education and enforcement. The strategy illustrates how the whole community has a part to play. Through education and working together we can improve the local environmental quality (LEQ) across the borough supporting the vision of making Allerdale a great place to live work and visit.
Page 114
Objectives
• To design and deliver environmental services that are in line with local needs and aspirations. • To use all available powers and duties in an appropriate manner. • To ensure that the principles of the national Enforcement Concordat are applied to regulation and enforcement of the strategy. • To work effectively with other service providers and regulators to maximize effectiveness and efficiency. • To provide clear guidance to the community on the Council’s management plans for the delivery of the strategy. • To work with the community and obtain both their support and commitment in the implementation of this strategy.
Outcomes
• Residents, visitors to the area and local businesses show high levels of satisfaction with the quality of the local environment. • Reductions in crime and antisocial behaviour that lead to or stem from the degradation of the local environment.
2.2 The over-riding aim of the strategy is to improve LEQ throughout the Borough, however it is acknowledged that a degree of geographical targeting is required to address key issues for local stakeholders.
The following areas are considered to be priorities within the strategy, either for enforcement or direct delivery of services:
• Neighbourhood Management areas – residents living in the most disadvantaged communities tend to face the poorest environmental quality (CIP Environment theme). • Town Centres – town centres are the focal points of the Borough where street cleanliness is a high priority (CIP Environment and regeneration themes). • Visitor destinations – tourism is a significant factor in the local economy and the Quality of the Local Environment is important to enhancing visitors’ experience of the area and generating repeat visits (CIP Environment and regeneration themes). • Parks and Open Spaces – providing clean, safe places to play and exercise is again, a key priority with strong links to improving residents’ health and wellbeing (CIP Environment and Healthy and Safe Communities themes). • Gateways and Transport corridors – the most visible parts of the Borough (CIP Environment theme).
The priority areas above have been developed as a result of feedback from residents and knowledge of both the priorities of the Council as a whole and partner agencies such as tourism development agencies.
Page 115 2.2 The strategy highlights key areas of environmental concern and proposes how the Council will address them from both an education and awareness viewpoint and from the aspect of enforcement, within the legislative framework available. The main areas are:
• Dog Fouling • Litter • Fly tipping • Waste
2.3 Appended to the strategy is an Action Plan showing how the resources of the Environmental services team will be targeted over the year ahead.
3 Conclusion
3.1 It is recommended that the strategy be adopted and implemented in accordance with the Action Plan.
Ian Payne Head of Environment
Page 116 Report Implications
Please delete where applicable.
Community Safety Y Sport N Financial N Leisure Y Legal Y Tourism Y Social Inclusion Y E-Government N Human Rights Y North West Regional N Youth Issues Y European N Ethnic Minority Issues Y National Y Older People Issues Y Partnership Y Disability Issues Y Heritage/Culture N Employment (external to the Council) N Planning Policy N Employment (internal) N Enforcement Y Environmental/sustainability Y Transport N Environmental/visual Y Asset Management Y Health Y Health & Safety Y
Is this a statutory recommendation? N
Is this a key decision? Y
Has a risk assessment been undertaken? N
Wards affected - All wards
Background papers – None
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Page 118 Allerdale Borough Council Environmental Services
Local Environmental Quality Strategy
Created/amendment June dates 2008 Draft and version v1.1 number
Page 119
LOCAL ENVIRONMENTAL QUALITY STRATEGY
Aims
This Strategy aims to achieve improvements in Local Environmental Quality across the Borough of Allerdale, through effective partnership working, regulation, education and enforcement. The main values illustrate how the whole community has a part to play, through education and working together we can improve the local environmental quality (LEQ) across the borough supporting the vision of making Allerdale a great place to live work and visit.
Objectives
• To design and deliver environmental services that are in line with local needs and aspirations • To use all available powers and duties in an appropriate manner. • To ensure that the principles of the Regulators’ Compliance Code are applied to regulation and enforcement of the strategy. • To work effectively with other service providers and regulators to maximize effectiveness and efficiency. • To provide clear guidance to the community on the Council’s management plans for the delivery of the strategy. • To work with the community and obtain both their support and commitment in the implementation of this strategy.
Outcomes
• Residents, visitors to the area and local businesses show high levels of satisfaction with the quality of the local environment. • Reductions in crime and antisocial behaviour that lead to or stem from the degradation of the local environment.
Introduction
Local Environmental Quality (LEQ) has been a major theme for the Government over the past few years. The term LEQ identified by Government refers to the activities, which create or add to the quality of the area in which people live and hugely impacts on the quality of their lives in general. We recognise that links exist between the state of the local environment, anti-social behaviour, the fear of crime and health problems.
A MORI poll undertaken in 2003/04 ‘The Rising Prominence Of Liveability, Or Are We Condemned To A Life Of Grime?’ placed clean streets third in a survey
Page 120 of what makes an area a ‘good place to live’ behind low levels of crime and health services. What people experience outside their front door impacts on their quality of life. For example if our streets and parks are dirty and neglected, litter mounts up and there are groups of teenagers hanging around with not enough to do, a person's satisfaction with their quality of life is going to fall. The Department of Food and Rural Affairs (Defra) guidelines on ‘envirocrime’ recommends public consultation be carried out and in order to progress LEQ strategies it is proposed that information from our customer surveys be used to demonstrate their concerns and support for rapidly moving forward on this strategy.
Environmental Protection Act (EPA) 1990 and powers under the Clean Neighbourhoods and Environment Act (CNEA) 2005 will help Local Authorities deal with the minority who continue to litter, graffiti and fly-tip. A comprehensive range of enforcement powers and duties include unauthorised distribution of literature on designated land, dog control, waste (including fly-tipping), noise from dwellings and licensed premises, litter, graffiti, fly-posting, etc. A balance however needs to be maintained between education, awareness raising, managing public expectation and enforcement.
Defra recommends that authorities adopt a Local Environmental Quality Enforcement Strategy in order to promote better enforcement in relation to the EPA 1990 and the CNEA 2005.
The Council to meet this recommendation has set out its LEQ Strategy to summarise how the authority as a whole will contribute to improving the appearance of the district of Allerdale.
The Local Area Agreement (LAA) for Cumbria has included indicators measuring Local Environmental Quality, principally National Indicator 195, demonstrating the importance of the issue throughout the County.
Scope
This Strategy covers areas of education and enforcement work affecting LEQ including action on litter, graffiti, fly-posting, unauthorised distribution of literature on designated land, dog control, and waste (including fly-tipping).
The principles and policies for taking effective education and enforcement action are set out in a series of linked educational activities and enforcement policies, which cover both general principles and more detailed requirements where appropriate.
Achieving the Objectives
A balance between education, awareness raising, managing public perception and enforcement will be maintained across the various areas in the interest of
Page 121 good practice and high quality service delivery. Whilst education plays a vital role in maintaining a cleaner environment, enforcement in the same vein is a way of providing information and advice to individuals and businesses in regard to legislation and duties ensuring that individuals and business that spoil the environment are made accountable for their actions.
The strategy will address this balance by ensuring all relevant officers are given adequate and appropriate training in support of the strategy in both policy and procedures to achieve consistency in education and enforcement to effectively discharge the legislative requirements.
The Council will ensure that sufficient capacity is available to undertake education and enforcement action on any offence within the remit of this strategy subject to:
Allocation of Resources
The primary resources for Allerdale Borough Council within this strategy lie within the Environmental Services Department within the Environment Group. The Environmental Warden Team leads on the issues relating to the Clean Neighbourhoods and Environment Act 2005, particularly with dog control, litter, fly posting and fly tipping. There is a close liaison with the local PCSOs (Police Community Support Officers), Social Landlords, Waste, Recycling, Street Cleaning, Ground Maintenance and the Parks and Opens Spaces teams.
Allerdale Borough Council’s Environmental Services Partnership with FOCSA Services and ISS Waterers has the responsibility of keeping the borough’s streets clean, the collection of refuse, responsibility for the recycling services and the maintenance of our parks and open spaces. These services form the cornerstone of the LEQ strategy and the visible day-to-day activity for maintaining a clean environment throughout the borough.
Partnership working both strategic and operational is vital to the LEQ strategy remit, therefore development of joint working practices will be sought both inside and out side of the authority, including Housing Associations, PCSO, Police, Cumbria County Council, Sustrans, Neighbourhood Management groups and community groups, this will enable the Local Area Agreement targets to be achieved. Development of a ‘Street Scene’ Group with members from the fore mentioned groups would address, problem areas, responsibility and joint working activities within communities to tackle ‘hot spot’ and alleviate the pressures within one service.
A comprehensive training and education programme for staff within the street scene services will be undertaken to target activities required to deliver the LEQ strategy and its priorities, this will include a closer working team ethos within the authority, the partnership and other local authorities to promote best practice and
Page 122 new initiatives as well as a sharing of intelligence and data collection processes in relation to service delivery.
The Environmental Warden Team management and action plans address • The capacity issues in relation to prosecution for offences, supporting the joint working agreement with the PCSOs The action plans also address non-payment of Fixed Penalty Notices (FPNs) served on behalf of the Council by its own officers and other agencies, in accordance with the Enforcement Policy principles and contributes to the overall vision and aims of the council’s Corporate Improvement Plan (CIP). • The delivery of an education programme within schools currently delivers key stage 2 programmes jointly with Copeland Borough Council. Development of key stage 1 and community group education also forms part of the educational remit within the service and by working closely with the Waste Services teams, messages regarding waste minimisation and recycling will reinforce education within the Local Environmental Quality arenas. • The development in relation to service delivery and customer service perspective linking together Waste Services, Street Cleansing, Ground Maintenance and Parks Development. These support the LEQ strategy in terms of the foundation to Street Scene Service delivery within our priorities.
Allerdale’s Performance to date
The principal objective measure of LEQ is National Indicator 195 (formerly BVPI199), which measures the cleanliness of streets and open areas in terms of litter, detritus (BVPI 199a), graffiti (BVPI 199b),fly posting(BVPI 199c) and Fly tipping (BVPI 199d).
2007/2008 BVPI 199a – BVPI 199b - BVPI 199c – BVPI 199d – Allerdale 9% 3% 0% Good
Until the introduction of BV 199, there was not a robust, reliable indicator covering environmental cleanliness. The (BVPI 199) NI 195 survey is designed to provide a ‘representative’ picture of cleanliness within an authority. It is based on the methodology of the Local Environmental Quality Survey of England (LEQSE) developed by ENCAMS (Environmental Campaigns), for monitoring a range of local environmental issues within the authority .The work carried out by ENCAMS indicated that the most useful way of structuring a local environmental quality survey is by land-use
Allerdale’s performance is amongst the best in the country. In 2007 a report published by the Audit commission for all 43 councils in the North West for 12 months to 31st march 2007 for the cleanest streets in the North West Region,
Page 123 ranking Allerdale as joint second with only 5% of the streets assessed as dirty. Whilst the limitations of NI 195 are recognised, it is essential that the Borough maintains that level of performance as a prerequisite to achieving the more detailed aims and objectives within the strategy.
DEFRA Code of Practice – (BVPI 199) NI195 Cleanliness standards and land uses
The tables below shows the grading system and land use types used in measuring Environmental Quality for NI 195.
Grade Cleansing Standard Description A No litter or refuse B predominantly free apart from small items C Widespread distributions or minor accumulations D Heavily affected and significant accumulations
Land uses Main Retail and Commercial Industry and Warehousing Other Retail and Commercial Main Road High Obstruction Housing Rural Road Medium Obstruction Housing Other Highways Low Obstruction Housing Recreational Areas
In relation to our understanding of the experiences of service users, the most important indicator of LEQ is resident satisfaction, currently measured on a 3 year basis, the BVPI 89 Best Value User Satisfaction Survey undertaken in 2006/7 confirmed that 68% of Allerdale residents were satisfied with the cleanliness of the streets (top performing Councils achieve over 74% satisfaction) and 72% are satisfied with Parks and Open Spaces (again top performers exceed 78%).
In order to meet local needs and aspirations (and to address changes brought about through the introduction of the Place survey), assessment of customer satisfaction will be undertaken by the Environmental Services Department in 2008/09 on a quarterly basis, with the support of Town and Parish councils, Residents’ Groups and local community campaigners in the form of questionnaires. Results from this activity will genuinely address community concerns and encourage support for effective service delivery.
Page 124 Prioritisation and Geographical targeting
The over-riding aim of the strategy is to improve LEQ throughout the Borough, however it is acknowledged that a degree of geographical targeting is required to address key issues for local stakeholders. The following areas are considered to be priorities within the strategy, either for enforcement or direct delivery of services:
• Neighbourhood Management areas – residents living in the most disadvantaged communities tend to face the poorest environmental quality (CIP Environment theme) • Town Centres – town centres are the focal points of the Borough where street cleanliness is a high priority (CIP Environment and regeneration themes) • Visitor destinations – tourism is a significant factor in the local economy and the Quality of the Local Environment is important to enhancing visitors’ experience of the area and generating repeat visits (CIP Environment and regeneration themes) • Parks and Open Spaces – providing clean, safe places to play and exercise is again, a key priority with strong links to improving residents’ health and wellbeing (CIP Environment and Healthy and Safe Communities themes) • Gateways and Transport corridors – the most visible parts of the Borough (CIP Environment theme)
The prioritisation areas for the delivery of the strategy are established from a recent MORI survey of the citizens within the borough. The results for South Workington can be taken as a proxy for the views of residents in other disadvantaged areas within Allerdale.
Not a problem Minor problem Serious problem Allerdale South Allerdale South Allerdale South Issue Workington Workington Workington Dog 16% 11% 49% 41% 29% 41% fouling Pavement s blocked 46% 32% 31% 37% 18% 22% by parked cars Rubbish and litter 27% 12% 53% 48% 15% 33% left lying Noise 51% 43% 33% 38% 9% 9% pollution Vandalism 46% 21% 21% 46% 9% 21% , graffiti
Page 125 etc Neglected or derelict 62% 45% 24% 27% 6% 11% buildings or land
LEQ Performance pilot In 2007, Allerdale BC took part in a national pilot scheme for a Performance Management Framework for LEQ. Using South Workington as the pilot area, the project looked at the differences between residents’ perception of their area and a physical survey on the ground. The table below shows the difference in how residents perceive their environment (The Quality of Life survey – QOL) and the physical survey (LEQ). Both surveys have a range of scores from +8 to -8
Element LEQ QOL Diff Litter -3 -8 5 Dog Fouling n/a -8 n/a Weeds +1 -6 6 Flyposting +8 +2 6 Graffiti +7 -2 8 Flytipping +8 -5 12 Buildings/boundaries +1 -3 3 Seats/benches +1 -7 7 Street Lighting +5 -2 6 Obstruction of roads +4 -8 11 Pavement condition +1 -3 3 Landscape condition -2 -3 1
Results showed that there was a considerable disparity between the two surveys, a situation that could occur in any community. The challenge for this strategy is to both address residents’ concerns over the environment in their area and use the lessons learned to address similar issues in other communities within the Borough.
Awareness, Education and Enforcement
Raising awareness and education are fundamental to the operation of any enforcement activity. By providing consistent advice and guidance through face to face operations, leaflets, posters notices and local press and the Councils website, residents and business will become aware of their responsibility and also the consequences of various actions.
Page 126 Specific focused local campaigns will be developed to highlight certain LEQ issues to coincide with local issues and national campaign activities run by ENCAMS (Keep Britain Tidy Group).
A structured education programme focusing on primary and secondary education schools will also form the basis of the education element of the LEQ Strategy.
Allerdale Borough Council recognises the importance of enforcement and ensuring that all enforcement actions are consistent, proportionate, clearly explained and relate to the authority’s enforcement policy. The officers undertaking enforcement activity work to the council’s customer care standards, diversity policy and the enforcement policy, an approach which ensures that everyone is treated fairly.
Dog Fouling
Rationale: Dog faeces are not litter, but are classed as refuse and are subject to the Code of Practice on Litter and Refuse. Dog fouling has been highlighted as a problem by a number of communities within the Borough and is therefore deemed a priority within the LEQ Strategy. Dog owners who fail to clean up after their pets are responsible for a serious degradation of the environment and in recreational areas, such as parks, nature sites and visitor destinations this is a barrier to the proper use of those sites (and presents a serious health hazard to park users).
Education and Awareness measures: The Environmental Warden team will continue the education aspect for reducing dog fouling through enforcement and patrol activity supported by the issue of ‘free’ poop bags by Allerdale Borough Council from various locations and outlets across the borough. It is expected that the development of a ‘responsible dog owner pack’ which will be issued during micro chipping events and on collection of strays from the kennelling contractor and supported by key advice pages which will be available online via our website.
Enforcement measures: Under the provisions of the Dogs (Fouling of Land) Act 1996, it was made an offence for dog owners to fail to clear up dog faeces on land to which the public have access, and a Fixed Penalty Notice (FPN) issued for the offence. The Dog Control Orders under CNEA 2005 adopted by the authority in 2006 continues to recognise the offence and the new FPN with locally set penalty levels and discounts for early payments will form the enforcement aspect of the service. In 2006 enforcement powers for Dog Control Orders were authorised for Police Community Support Officers (PCSOs)
Page 127 The Action Plan includes both scheduled and targeted enforcement patrols undertaken both by the Council’s Wardens Team and PCSO’s.
Litter
Rationale: Litter is counted as anything that a person throws down, drops or otherwise deposits and leaves, which causes defacement by litter to any place to which legislation applies. People drop litter every minute of every day. The problem is huge, costly, highly visible and a growing problem within the ‘envirocrime’ arena. A significant part of the street cleaning budget is spent on sweeping litter and litter picking activities; visitors and residents within the Borough have highlighted litter as a problem in many areas making it a priority within the LEQ Strategy.
As part of the Cleaner, Safer, Greener agenda, Government is introducing new measures and initiatives to improve local public space. This voluntary code of practice forms part of the continuing developments in this area. Grades of cleanliness as defined in the ‘code of practice’ on litter and refuse under section 89 (7) of the EPA 1990 corresponds to the scales used for recording levels of street cleanliness for the National Performance Indicator BVPI 199.
The BVPI 199 National Indicator changed in 2008 to NI195 with some additions and minor changes. The 4 main grades for litter and refuse will remain as will the zoning of areas this will continue to be dictated by a number of factors, busy public areas, everyday areas, lightly trafficked areas and areas with special circumstances.
From 1st July 2007 litter relating to the smoking ban in enclosed public places forced some customers out on to the streets, causing concern for local authorities’ street cleaning programmes.
Litter ‘hot spots’ also represent many of the concerns from visitors and residents within the community and such areas need to be tackled jointly with community groups, housing associations and the police in a bid to improve the quality of the environment. These areas are often Identified and described as uninviting and unsafe and by addressing the issues would bring them back in to the neighbourhood as a benefit.
Education and awareness measures: Poor Local Environmental Quality can affect the quality of life for young people as well as adults and it is worth noting that before enforcement can be carried out education will be undertaken forming the basis of the activity to change behaviors.
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The Environmental Warden team is currently delivering an education programme based on best practice within other local authorities, which address local schools’ national curriculum requirements within Key Stage 2. Delivery of the programme forms the joint educational agenda with Copeland Borough Council. Schools are encouraged to request a tailored education element within the programme relevant to the schools education priorities and include maths, geography and key skills.
A joint venture to address schools’ national curriculum within Key Stage 1 has been entered into with The Theatre by Lake Production teams. This activity will be rolled out to 10 schools across Allerdale and Copeland in 2008/09 as part of the joint venture. This programme is expected to set the foundation of educational projects development within secondary schools by 2010-11.
Working together with students at Lakes College in Workington, Allerdale Borough Council’s Environmental Warden has embarked on a project to develop a ‘litter bug’ mascot to support our ‘litter campaigns’. This will be delivered throughout 2008/09 across the borough targeting a variety of litter related issues.
In 2008 a joint awareness campaign was launched supported by Allerdale Borough Council, Time and Star and the Civic trust to tackle ‘hot spot areas’ in the borough.
An initial 8-week campaign in 2008, highlighting smoking related litter as a problem in our streets and linked in to the ENCAMS national campaign launched in April 2008.
The second campaign activity is expected to commence during the summer months targeting ‘holiday litter’ supported by the litter bug mascot and concentration on Town Centre and summer activity venues, ending with the chewing gum and Fly tipping campaign during the autumn and winter months highlighting individual and businesses’ responsibility for waste.
Attendance at community group meetings and organised events, will provide opportunities for both the Environmental Warden and Waste Services teams to raise awareness of LEQ issues with talks on environmental days, discuss campaigns, distribute posters and undertake estate walkabouts. Feedback will be addressed through monitoring and reporting programmes.
Enforcement measures
Dropping litter As an alternative to taking litterers to court, the local authority has adopted issuing fixed penalty notice fines to people they catch dropping litter. This has the benefit of dealing with littering as and where it happens. (Section 87 of the
Page 129 Environmental Protection Act 1990 as revised by the CNEA 2005 chapter 16 Section 19). The offence of leaving litter is defined as follows: ‘A person is guilty of an offence if he throws down, drops or otherwise deposits any litter in any place to which this section applies and leaves it. The FPN, amended to £75.00 in 2006, (with a discount for early payment) was introduced through the CNEA 2005 and forms the basis of the enforcement activity within the Environmental Warden Team.
Car and Cigarette Litter Thoughtless drivers and their passengers are costing the taxpayer millions each year in clean up costs when they toss litter from their cars. Throwing litter from moving vehicles is dangerous for other drivers and creates a mess and a hazard on our roadside verges, an anticipated 1.3 million bits of rubbish are dumped close to or on our roads every weekend (Highways Agency).
In 2005, a survey by ENCAMS (Keep Britain Tidy Group) revealed that smoking- related litter was found in 79% of sites across England and it had increased by a staggering 20% over the last four years. In 2007, with the introduction of a partial ban on smoking in public places, this is expected to lead to an even bigger increase in the problem. FPN of £75.00 introduced through the CNEA 2005 again forms the basis of the enforcement activity within the Environmental Warden Team.
Street Litter Control Notice (SLCN) and Litter Clearning Notices (LCN) Certain kinds of businesses are associated with large amounts of litter on the street, particularly take-aways and shops selling food and drink. Windblown litter has a habit of accumulating in places like hedgerows and courtyards and these types of litter problems can lead to a number of unsightly ‘hot spot sites’ especially in retail parks. Under the CNEA 2005, a street litter notice can be served on owners or occupiers particularly relating to food and drink to prevent or remove accumulation of litter or refuse in streets and adjacent open land where litter is accumulating in relation to their activities and is within 100 meters of the front of the premises. This notice extends to cover vehicles, stalls and other moveable structures used for street vending. The litter clearing notice gives the person on whom it is served at least 28 days to clear the litter accumulating on the land, and to keep it clean thereafter Failure to comply with a street litter control notice and litter clearing notice is an offence and the maximum fine is £2,500 (in Court). Prosecution can be avoided by paying a Fixed Penalty Notice. It is expected that the main focus of this activity will be dealt with on a priority basis in targeted areas and carried out by the Environmental Warden team, supported as required by the Street Scene Group. The Wardens will seek to reduce litter caused by ‘food on the go’ in line with a ‘voluntary code of practice
Page 130 for local partnerships’ initially undertaking education and awareness activity followed up by enforcement where there is a significant or persistent problem.
Fly tipping
Rationale: Fly tipping is the unlawful disposal of waste and illegal dumping of items. As with many other things affecting local environmental quality, areas subject to repeated fly-tipping may suffer declining property value and local businesses and communities may suffer as people stay away.
It is estimated to cost £100-£150 million every year to investigate and clear up fly tipping in the UK, in 2006-2007 Allerdale Borough Council reported 827 incidents of fly tipping at a cost to the taxpayer of £36,950, with no prosecutions being undertaken. The council treats fly tipping as a serious offence and has increased support in this activity in 2007/2008 with 1130 reported incidents at a cost of £57,500 and with 1 formal caution and 2 successful prosecutions. Education and awareness measures: In an effort to reduce the number of fly tipping incidences, Allerdale provides a bulky and domestic appliance collection service across the Borough. Residents can also dispose of unwanted items at the civic amenity site run by the County Council. A permit scheme is in operation and details are available on request. Leaflets developed by Allerdale Borough Council for waste initiatives include information relating to the bulky item collection service and information regarding the permit scheme. Planned ‘street scene’ waste amnesty days are co-ordinated in conjunction with neighbourhood management teams supported by the Environmental Warden Service. NI 196 (formally BVPI99 d) national indicator for fly tipping is recorded monthly and by working in partnership with local agents supported by close liaison with FOCSA services investigations are carried out to identify the culprits. It is expected that publication of zoning and grading in relation to ‘litter and refuse code of practice’ will ensure the priorities areas key stakeholders are aware of standards they can expect from the service. Campaign and awareness programmes will form the basis of fly tipping education and investigations and will be carried out by the Environmental Warden Team supported by the Waste Services Department. A high profile patrol and campaign is expected to commence in Autumn of 2008, areas identified would be programmed into patrol aspects within the Environmental Warden Action Plans in relation to recording and monitoring of problem areas and action required.
Page 131 Enforcement measures: Fly tipping offenders risk prosecution. The fly tipping of waste is a serious criminal offence. Fly-tipping fines can be up to £20,000 and/or 6 months' imprisonment. Fines are unlimited if the case goes to the Crown Court or up to 2 years' imprisonment, and up to 5 years if hazardous waste is dumped. It is also an offence to permit fly tipping on your land or land that you rent. Illegally dumping items from vehicles is also classed as fly tipping. In this case the person controlling the use of the vehicle can be prosecuted. It is possible for a prosecution to occur when only the vehicle, not the driver, is identifiable. The Police also have the powers to seize vehicles used for fly tipping. Fly-tipping measures identified in Part 5 of the CNEA 2005 and under the EPA 1990 Sections 33, 34 and 59, will form the basis of the enforcement activity undertaken by the environmental Warden team. In 2007 a Waste Enforcement Group comprising of the six districts and the Environment Agency was formed, instigated by the Cumbria Strategic Waste Partnership. The group’s main tasks related to waste enforcement and the street scene agenda. A commonality of procedures, training and education programme has commenced it is expected that each authority will lead on a specified area and feed outcomes into the group for discussion and adoption where possible of best practice across Cumbria. Fly tipping on private land Fly tipping on private land (eg on the front/rear garden or land attached to a property) is the responsibility of the owner/occupier and must be removed by them. The council will only take formal action against the owner/occupier if the fly tipped site does not comply with environmental standards or is deemed a health hazard. This would be determined by a site visit. Owners may be served with a formal notice requiring them to remove refuse within 21 days. If they do not comply the council may remove the refuse and the owner will be re-charged removal costs. A joint approach will be undertaken to tackle this type of problem under the street scene avtivity.
Waste
Rationale:
Domestic Waste Reducing the amount of fly tipping generated from home improvements, gardening and driveway constructions can prove difficult to tackle. Within the CNEA 2005 legislation the onus has been put on householders to be responsible for waste generated from their property and transferred to an authorised person, it is expected that to ensure that waste generated for their property does not form part of the fly tipping problems checks are undertaken by the property owner.
Page 132 Commercial Waste Businesses are required to provide Waste Transfer Notices when requested to do so. The additional post within the Environmental Wardens Team was created to address this issue, working closely with the Trade Waste Service this area was given a priority for 2007/08 in a bid to reduce the amount of waste entering the domestic waste stream, reducing fly-tipping of commercial waste and decrease problems from litter and rubbish due to inadequate storage, fly tipping and management of waste.
Education and awareness measures:
Domestic Waste Work has been undertaken by Allerdale Borough Council’s Recycling Officers, Duty of Care Officer and supported by the Environmental Warden Team, focusing on the back lane and waste communal areas within the towns to reduce fly-tipping and decrease problems from litter and rubbish. These activities have included ‘free’ domestic appliance and bulky collection services, leaflets, letters and extensive monitoring has been carried out thus reducing the amount of fly tipping generated from home improvements, gardening and driveway constructions.
The campaign in the St Johns and St Michaels area has now been completed; monitoring is ongoing in the lanes with regards to black sacks, bins left in the lane as well as fly tipping. Letters have been issued to residents who have left wheeled containers in the back lanes on non collection days, and following inspections the problems seems to be reducing. Residents are also able to request larger or smaller containers in relation to household numbers and production of waste. It is expected that joint working with the Waste Services and Environmental Wardens Teams with regard to problems of large amounts of excess waste will continue. These issues will be addressed as part of the campaigns in relation to waste collection and recycling within the Waste Services’ education programmes.
Commercial Waste Education in term of legislation, has been carried out in 2007 and 2008 by Allerdale Borough Council’s Duty of Care Officer in relation to commercial ‘Waste Transfer Notices’. The programme commenced in Workington and will be followed by Maryport and Cockermouth. Only a few businesses have not returned their Waste Transfer Notes and the next stage and priority for 2008-2009 is the enforcement activity to complete the year-long programme within the Borough. The Authority will take a risk-based approach to enforcement, tackling either geographical areas or sectors where potential problems are apparent.
Page 133 Enforcement measures:
Householder Duty of Care. Householders were exempt from the Environmental Protection Act 1990 (Section 34 Legal Duty of Care) until recently. New regulations now require householders to take reasonable measures for the waste generated from their property and transferred to an authorised person; meaning that Householders are expected to check that traders undertaking work at their property are registered waste carriers.
Failure of Businesses to produce authority (Waste Transfer Notice). Environmental Protection Act 1990 (Section 34 legal Duty of Care), requires business to obtain and keep written transfer notices when they transfer waste to another party.
Failure of Businesses to produce authority (Waste carriers licence). Activity in support of the work undertaken by the Environment Agency across the county in relation to Waste Carriers Licence will be reviewed in line with priorities for the LEQ strategy.
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Outcomes of the strategy The measures outlined above, implemented through annual action plans for the relevant Environmental Services teams, will address to key issues affecting Environmental Quality within the Borough. Coupled with the ongoing improvements in service delivery within the Partnership Contracts, the strategy will achieve:
• The ability to deliver a customer focused service by concentrating resources on agreed priorities • The ability to deliver an effective education programme to schools, businesses and the public • The ability to take enforcement action on any detected offence, including issuing FPNs in accordance with the Enforcement Policy principles • The ability to take timely prosecutions where appropriate for offences and non-payment of FPNs
Monitoring and Measuring
In order to assess the effectiveness of meeting the Strategy’s aim a number of evaluation tools will be measured and reported on. This evaluation will highlight the success of the strategy and illustrate any gaps in the performance of the enforcement action. These evaluation tools are:
• Improvements in the NI195 scores • Reduction in the level of fly tipping recorded in the DEFRA fly capture database • Improvements in resident’s satisfaction relating to a cleaner borough • Numbers of Fixed Penalty Notices increased and payment rates improved
Over time, the Council would wish to see numbers of Fixed Penalty Notices decrease as residents, visitors and businesses become more aware of and compliant with the legislation and their duty of care to the environment.
Evaluation and Review
Environmental Services will undertake progress reviews and enforcement evaluations in priority areas in order to measure the effectiveness of the service delivery, supported by the quarterly satisfaction results. These results will formulate service priorities in both service delivery and focus in the targeted areas and evaluating the impact on LEQ.
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Page 136 Agenda Item 11
Allerdale Borough Council
Executive Committee - 6 August 2008
Enforcement Policy
The Subject of the Decision To approve an overarching enforcement policy for the Council’s regulatory services, in line with the Regulators’ Compliance Code.
The Reason for the Decision To provide a clear and reasoned framework to guide the Council’s regulatory and enforcement functions.
Recommendation 1) That the Enforcement Policy be approved and adopted as Council Policy. 2) That the relevant Managers develop service-specific procedures to guide the implementation of the Policy and that portfolio holders be given delegated power to approve such procedures.
Environmental Implications The Policy will support enforcement against enviro-crime.
Community Safety Implications The Policy will support the Council’s Community Safety Agenda.
Financial/Resource Implications None arising directly from this report.
Human Rights Implications The Policy seeks to ensure that all people are treated fairly and equitably.
Employment Implications None arising directly from this report.
Health & Safety & Risk Management Adoption of the Policy and its inherent Implications principles should result in a reduced risk of Enforcement action failing when challenged in Courts or through the Ombudsman.
Wards Affected All wards.
The Contribution this Decision would Directly supports the Council’s objective of make to the Council’s Key Aims making the Borough a great place to live work and visit, through the effective discharge of its Regulatory functions.
Page 137 Is this a Key Decision Yes.
Portfolio Holder The Policy affects all portfolios.
Lead Member of Staff Sharon Thompson Head of Customer Services 01900 702547 [email protected]
Ian Payne Head of Environment 01900 702565 [email protected]
(A detailed listed of implications is appended to the report)
1.0 Introduction
1.1 The Enforcement Policy appended to this report has been drafted to provide a common framework for the Council’s regulation and enforcement functions. The Policy is built on existing good practice from the authority brought up to date to take account of new guidance such as the Regulators’ Compliance Code published by the Department for Business Enterprise and Regulatory Reform (BERR).
1.2 This over-arching Policy document is designed to be supported by a series of service-specific procedures which relate to the particular legislative framework involved. Taken together, the suite of documents will provide a clear justification for Regulation and Enforcement within the Borough. They will provide clarity for the service users and will support the Council in justifying its actions when challenged either at Court or through the Ombudsman.
1.3 At a time when the use of Councils’ enforcement powers is under increasing scrutiny, the Policy will ensure a reasoned and proportionate response to issues that arise within the Borough.
1.4 The Policy has been subject to internal consultation, involving officers from each of the service areas set down below. The draft Policy has also been the subject of informal discussions with partner agencies.
2.0 The Draft Policy
2.1 Allerdale Borough Council carries out a wide range of regulatory and enforcement functions which has a significant impact on both the quality of life in the Borough and the day to day life of residents and businesses. Services involved include Building Control, Environmental Health, Environmental Services, Housing Services, Legal Services, Licensing and Planning Control.
Page 138 The principles of the Policy also apply to Parking Services and Revenues and Benefits, however these services’ statutory procedures relating to prosecution do not allow for the same level of discretion as within the services detailed above.
2.2 Section 3 of the Policy outlines the general principles of Regulation and Enforcement, in line with guidance and best practice. These are:
Standards – setting out the level of service businesses and individuals can expect to receive Openness – providing clarity about the way we work and a commitment to consult on changes Helpfulness – stating that prevention is better than cure and emphasising the importance of advice and guidance Complaints about service – ensuring there is well publicised and efficient complaints procedure Proportionality – ensuring that any action taken is proportionate to the risks Consistency – ensuring that the Council carries out duties in a fair, consistent and equitable manner
2.3 Section 4 of the Policy details the approach to enforcement and the range of options available from informal action through to prosecution.
3 Conclusion
3.1 Implementing the Policy will ensure a fair and proportionate approach to Regulation and Enforcement within the Borough, which will safeguard the public good whilst at the same time allow businesses and individuals to go about their daily activities without undue or inappropriate interference.
3.2 Service managers will now be asked to develop service-specific procedures for their operational areas for agreement with portfolio holders.
An Enforcement Practitioners Group has been set up within the Council in order to begin the process of sharing information and minimising the regulatory burden wherever possible. Opportunities for shared enforcement between services are also being explored.
Ian Payne Sharon Thompson Head of Environment Head of Customer Services
IMP/SHS 14 July 2008 HEAD OF ENV/REPORTS/6.8.08 enf policy
Page 139
Report Implications
Please delete where applicable.
Community Safety Y Sport N Financial Y Leisure N Legal Y Tourism Y Social Inclusion Y E-Government N Human Rights Y North West Regional N Youth Issues Y European N Ethnic Minority Issues Y National Y Older People Issues Y Partnership Y Disability Issues N Heritage/Culture N Employment (external to the Council) N Planning Policy N Employment (internal) N Enforcement Y Environmental/sustainability Y Transport N Environmental/visual Y Asset Management N Health Y Health & Safety Y
Is this a statutory recommendation? N
Is this a key decision? Y
Has a risk assessment been undertaken? N
Wards affected All wards
Background papers Regulators Compliance Code
Page 140 ALLERDALE ENFORCEMENT POLICY – DRAFT FOR DISCUSSION
ALLERDALE BOROUGH COUNCIL ENFORCEMENT POLICY
1 Introduction
1.1 Allerdale Borough Council has wide range of Regulatory and Enforcement powers and functions.
This Policy is designed to provide a framework for the consistent and transparent use of those powers, in line with both the Council’s priorities and the need to protect the public. Regulatory and Enforcement activity can impact upon both businesses and individuals and the Policy will seek to address the needs of those ‘enforced against’ as well as the wider community who may be affected by the breach.
1.2 The Policy should be read in conjunction with the individual service-based policies which provide a more service-specific guide within the context of this wider policy. The Policy also incorporates the principles of the Regulators’ Compliance Code which has replaced the Enforcement Concordat.
1.3 The services covered by this Policy are:
Building Control Environmental Health Environmental Services Housing Legal Services Licensing Planning Control
The principles of the Policy (section 3) also apply to Parking Services and Revenues and Benefits, however these services’ statutory procedures relating to prosecution do not allow for the discretion set down in section 4 of this document.
1.4 Allerdale Borough Council frequently undertakes its Regulatory and Enforcement activity in partnership with other agencies who are consultees to this Policy. Wherever possible the Council will share information with such agencies in line with the principles set down in Section 3 below.
1.5 Appendix 1 to this Policy contains definitions of the various terms used.
Page 141 ALLERDALE ENFORCEMENT POLICY – DRAFT FOR DISCUSSION
2 Regulators’ Compliance Code
2.1 This enforcement policy helps to promote efficient and effective approaches to regulatory inspection and enforcement, which improve regulatory outcomes without imposing unnecessary burdens. This is in accordance with the Regulator's Compliance Code.
In certain instances we may conclude that a provision in the Code is either not relevant or is outweighed by another provision. We will ensure that any decision to depart from the Code will be properly reasoned, based on material evidence and documented.
3 Principles of Regulation and Enforcement
3.1 The over-riding principle of this Policy is that the Council will carry out its Regulatory functions in a constructive manner and use Enforcement as a last resort. The following principles will be adopted by the Council in the discharge of its Regulatory and Enforcement functions:
Standards
Where appropriate we will establish standards for the levels of service we aim to provide. Wherever possible these standards include measurable targets. We will make details of these standards and targets freely available together with reports of our performance against the stated targets through the Group plans.
To this end each service area will;
a) Produce written statements defining what level of service customers can expect. Where appropriate performance targets exist they will be clearly stated in the division’s service plans.
b) Regularly review its performance with respect of (a) above and make changes as necessary.
No service will set performance targets for individual officers relating to the numbers of enforcement actions taken. Neither will enforcement activity be undertaken as a means of generating revenue for the Council.
Page 142 ALLERDALE ENFORCEMENT POLICY – DRAFT FOR DISCUSSION
Openness
Within the restraints of the confidentiality our customers have a right to expect and the requirements of law, we will endeavour to be open about how we set about our work. To this end each service will:- a) Ensure that documents are produced in clear language, are readily available and in a format accessible to all our customers. b) If requested, provide a written account of its actions or proposed actions to persons or organisations affected by them. c) Always ensure a customer is aware of the existence of any appeals procedures or methods to review our actions/decisions where they are available.
Where a member of the public has cause to complain about an activity by a business or individual that may lead to enforcement action, the Council will maintain the confidentiality of the complainant unless otherwise agreed by the complainant.
The Council seeks to operate openly and transparently and as such would encourage complainants to provide their name and address, not least so that actions taken can be reported back. It is recognised however that in certain circumstances the Council will need to act on anonymous complaints or reports.
In the event that a complainant is required to provide a witness statement, the Council will provide help and support including for court attendance.
Helpfulness
We believe that prevention and co-operation are preferable to cure and confrontation. The Council will make information available on the full range of Regulatory and Enforcement functions in a variety of formats and media. When new legislation is introduced that affects these functions, the Council will publicise the changes in advance of any Enforcement action.
We will assist all customers in their efforts to understand and comply with the requirements placed on them. Such advice will be free of charge and is seen as an aid to compliance.
To this end each service will:
Page 143 ALLERDALE ENFORCEMENT POLICY – DRAFT FOR DISCUSSION a) Ensure staff deal with customers courteously and always identify themselves by name. b) Provide clear details of who is dealing with a case and how and when they may be contacted. c) Review at least annually all standard correspondence to ensure it is clear and contains all relevant information to the matter that it aims to address. d) Undertake customer satisfaction surveys to check our performance and identify areas for improvement. e) Consult with customer and client groups on the wording and content of guidance documents and published information f) Work in partnership across all Council regulatory functions and as far as possible with partner agencies, to ensure that actions affecting individuals or organisations are coordinated. Where legislation permits, this will involve the sharing of information.
The Council will, by arrangement, undertake visits and inspections outside of normal working hours where this is considered necessary to undertake our statutory enforcement role.
Service Complaints
We accept that despite our best efforts customers will occasionally be unhappy with the service we provide. We recognise the role service complaints can play in identifying areas for improvement. To this end each service area will:- a) Ensure that at the earliest opportunity all customers are made aware of the existence of and the method by which they may register a service complaint. b) Ensure that should an investigation reveal a defect in the service that defect will be rectified as soon as possible.
Proportionality and Targeting
We will endeavour to ensure that the requirements imposed by us, the approaches we adopt and the action we take are proportionate to the seriousness of the matter/s in hand.
Page 144 ALLERDALE ENFORCEMENT POLICY – DRAFT FOR DISCUSSION
We will seek to change the behaviour of offenders, seek to remedy the harm caused by non-compliance and deter future non-compliance.
We will ensure that our resources are primarily targeted
a) towards those activities which give rise to the most serious risks or where the risks are least well controlled. b) against deliberate crime. Action will be primarily focused on lawbreakers or those directly responsible for the risk and who are best placed to control it. c) towards supporting those priority themes highlighted in the Corporate Improvement Plan that have a significant impact on the quality of life in the Borough d) towards supporting the sustainable economic growth of West Cumbria
The Council will only consider the use of powers under the Regulation of Investigatory Powers Act (RIPA) where it is necessary and this clearly supports the priorities set down above.
Consistency
We will endeavour to promote consistency in both the level of service customers receive and the manner in which we respond i.e. taking a similar approach in similar circumstances to achieve similar ends.
To this end each service will:-
a) Ensure that any documents referred to in this policy are made known and are readily accessible to all staff and the public. b) Review on at least an annual basis operational, supervisory and management practices to identify and address issues of inconsistency. c) Compare and audit its practices and standards with other Councils.
4 Enforcement
4.1 Where the regulatory framework allows, the following approaches will normally be taken towards enforcement:
Informal Action
We will consider Informal action where:
• The contravention is minor in effect, • There is no risk to health and safety,
Page 145 ALLERDALE ENFORCEMENT POLICY – DRAFT FOR DISCUSSION
• There is no risk to the environment; and • From the offenders past history it can be reasonably expected that informal action will result in compliance. • Where there is no legal remedy open to the Council
Informal action should:
• Contain all the information necessary to understand what is required, why it is necessary, alternative courses of action and the timetable for completion. • Clearly indicate the legislation contravened and any recommendations. • Give a point of contact for the purpose of further clarification or query.
Formal Action
Where the circumstances described above do not apply, formal action by service of statutory notice, fixed penalty or order will occur (where appropriate). Statutory notices or orders will include the following information:
• The legislation which has to be complied with • The works or other action needed to comply • The time period for compliance • The time period for appeal (if appropriate) Before the service of notices or orders, discussions will take place where possible with the person on whom the notice will be served.
Prosecution
A decision to prosecute is a serious matter which we will only take after full consideration of the implications and consequences. The decision will have regard to the evidential and public interest tests set down by the Director of Public Prosecutions in the Code for Crown Prosecutors.
Prosecutions will not be commenced or continued unless we are satisfied that there is sufficient, admissible and reliable evidence that the offence has been committed and that there is a reasonable prospect of conviction. Where a case does not pass this evidential test, it will not go ahead, no matter how important or serious it may be.
Where there is sufficient evidence, a prosecution will not be commenced or continued unless it is in the public interest to do so. Public interest
Page 146 ALLERDALE ENFORCEMENT POLICY – DRAFT FOR DISCUSSION factors that can affect the decision to prosecute usually depend on the seriousness of the offence or the circumstances of the offender.
We will consider the following public interest factors in deciding whether or not to prosecute.
• effect of the offence or action. • foreseeability of the offence or the circumstances leading to it • intent of the offender, individually and/or corporately • history of offending • attitude of the offender • deterrent effect of a prosecution, on the offender and others • personal circumstances of the offender
These factors are not exhaustive and those which apply will depend on the particular circumstances of each case.
Where there is sufficient evidence we will normally recommend prosecution in any of the following circumstances.
• incidents which have significant consequences • failure to comply with fixed penalty payment requirements • carrying out operations without a relevant licence • excessive or persistent breaches of regulatory requirements • failure to comply or to comply adequately with formal remedial requirements • reckless disregard for management or quality standards • failure to supply information without reasonable excuse or knowingly or recklessly supplying false or misleading information
• obstruction of officers in the course of their work
Page 147 ALLERDALE ENFORCEMENT POLICY – DRAFT FOR DISCUSSION
Alternatives to Prosecution
In cases where a prosecution is not the most appropriate course of action the alternative of a caution will be considered, the choice depending on the factors referred to above.
A caution is the written acceptance by an offender that they have committed an offence and may only be used where a prosecution could properly have been brought.
A caution will be brought to the attention of the Court if the offender is convicted of a subsequent offence.
4.2 Enforcement against Minors
Where an offence is committed by a person under 16 years of age, the Council will not generally issue a Fixed Penalty Notice for a first offence. Council Officers will take details of the offender and will contact the parents or guardians and advise them of the nature of the offence committed.
In the event of repeat offences, the Council will consider the incident against the full range of options described above, including prosecution.
Page 148 ALLERDALE ENFORCEMENT POLICY – DRAFT FOR DISCUSSION
Appendix 1 DEFINITIONS
Service Complaint A ‘service complaint’ means a criticism of any aspect of the service provided by the Council departments listed in paragraph 1.3
Enforcement Enforcement covers a wide range of actions and activities other than simply prosecutions. Within the terms of this policy, Enforcement means any action taken to address contravention of statutory requirements with the aim of: a) securing compliance with statutory provisions b) imposing a sanction for contraventions
Regulators’ Compliance Code The Regulators’ Compliance Code refers to the statutory Code of Practice for Regulators published by the Department for Business Enterprise and Regulatory Reform, 17th December 2007. (ISBN 978-0-85605-712-0)
Regulation of Investigatory Powers Act This refers to the Regulation of Investigatory Powers Act 2000, in particular part 2, relating to Surveillance.
Code for Crown Prosecutors The Code for Crown Prosecutors is a public document, issued by the Director of Public Prosecutions that sets out the general principles Crown Prosecutors should follow when they make decisions on cases. (www.cps.gov.uk )
IMP/SHS 24 July 2008 HEAD OF ENV/EXEC REPORTS/6.8.08enf policy
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Page 150 Agenda Item 12
Allerdale Borough Council
Executive - 6 August 2008
Consultation on Scores on the Doors
The Subject of the Decision The Council’s response to the Food Standards Agency’s consultation on a national food safety publication system.
The Reason for the Decision To influence the Food Standards Agency in deciding on a national scheme for Scores on the Doors.
Recommendation (a) That a response to the consultation is sent to the Food Standards Agency supporting a national 5 star scheme
(b) That the details of the response are agreed with the Portfolio Holder for environmental health.
Environmental Implications None.
Community Safety Implications None.
Financial/Resource Implications None as a result of this consultation. The current Cumbria-wide Scores on the Doors Scheme costs £3,000 per year for the software licence.
Human Rights Implications A Scores on the Doors Scheme will make information on food hygiene standards of businesses widely available.
Employment Implications No direct implications but publication of food hygiene standards may affect businesses.
Page 151 Health & Safety and Risk None. Management Implications
Wards Affected All
The Contribution this Decision would Continuation of a Scores on the Doors make to the Council’s Key Aims Scheme would improve customer service.
Is this a key decision No
Portfolio Holder Councillor S Standage
Lead Member of Staff Mr P A Daley, Telephone: 01900 702786 Environmental Health Unit Manager [email protected]
(A detailed listed of implications is appended to the report)
1.0 Introduction
The Food Standards Agency is consulting local authorities and other interested parties on proposals for establishing a UK-wide “Scores on the Doors” scheme to provide consumers with information about hygiene standards in food businesses.
2.0 Current Schemes
There is currently no obligation for Councils to have a scores on the doors scheme but throughout the country most local authorities have a scheme. The schemes in place vary throughout the country but of the 193 UK local authorities with a scheme, almost 80% are using a 5 star scheme.
2.1 Allerdale Borough Council started a scores on the doors scheme together with the other 5 Cumbrian district councils in June 2007. This scheme gives each food business a rating between no stars (very poor - major improvements required) and five stars (excellent), based on the hygiene standards at the last scheduled inspection. Each business with three stars or more is given a certificate to display and all the scores are available on the Allerdale Borough Council website and the national scores on the doors website. The scheme has proved popular with consumers and businesses. It is easy to understand by the public and the results of a national customer survey, organised by the National Scores on the Doors User Group in 2008, were positive. An additional benefit of the scheme is that it provides an incentive for businesses to improve and maintain food hygiene standards.
Page 152
3.0 Consultation by the Food Standards Agency
The Food Standards Agency are consulting on the options for a national scheme which would be supported by a centrally funded branding and marketing exercise to raise awareness of consumers and food businesses. Comments are sought on the following options:
• A three star scheme plus fail (4 tier) system • A pass/improvement required (2 tier) system • Other options for the scoring element of the scheme
The full consultation document can be found on the Food Standards Agency website - http://www.food.gov.uk/consultations/consulteng/2008/sotdeng08
4.0 Discussion
The current consultation does not consult specifically on the 5 star scheme used widely throughout the country. The Food Standards Agency’s view is that consumers are reluctant to choose premises with 2 stars even though they are broadly compliant with the law. Changing from a 5 star scheme to a lesser star scheme may be confusing for consumers. Businesses that currently have 5 stars would move to 3 stars or a pass in the possible new schemes.
4.1 The Portfolio Holder is in favour of retaining a 5 star scheme for Scores on the Doors as are the Chartered Institute of Environmental Health (CIEH), the Local Authority Co-ordinators of Regulatory Services (LACORS) and the Cumbria Food Officer Group. It is suggested that a reply is sent to the Food Standards Agency in response to the consultation supporting the retention of a 5 star system, but that the details of the response are agreed with the Portfolio Holder for Environmental Health.
P A Daley Environmental Health Unit Manager
scoresondoors.pad.6.8.08 10 July 2008
Page 153 Report Implications
Please delete where applicable.
Community Safety Y/N Sport Y/N Financial Y/N Leisure Y/N Legal Y/N Tourism Y/N Social Inclusion Y/N E-Government Y/N Human Rights Y/N North West Regional Y/N Youth Issues Y/N European Y/N Ethnic Minority Issues Y/N National Y/N Older People Issues Y/N Partnership Y/N Disability Issues Y/N Heritage/Culture Y/N Employment (external to the Council) Y/N Planning Policy Y/N Employment (internal) Y/N Enforcement Y/N Environmental/sustainability Y/N Transport Y/N Environmental/visual Y/N Asset Management Y/N Health Y/N Health & Safety Y/N
Is this a statutory recommendation? Y/N
Is this a key decision? Y/N
Has a risk assessment been undertaken? Y/N
Wards affected All
Background papers Food Standards Agency consultation on a national Scores on the Doors Scheme.
Page 154 Agenda Item 13
Allerdale Borough Council
Executive – 6 August 2008
Allerdale Leisure Partnership
The Subject of the Decision Report on Allerdale Leisure Partnership.
The Reason for the Decision To outline the work and achievements of the Allerdale Leisure Partnership since its inception.
Recommendation That the report be accepted.
Environmental Implications Further work to improve the energy efficiency of the leisure centres will reduce the impact on the local environment and provide greater value for money.
Community Safety Implications Improved facility provision and activity programming through the leisure partnership may encourage young people to use their spare time to participate in sport and leisure activities, which could help to reduce anti-social behaviour.
Financial/Resource Implications Improvement works will continue to be funded through the Joint Fund, which it is hoped will be added to from revenue surpluses and other sources of funding.
Human Rights Implications None
Employment Implications Further improvements to the leisure facilities and services may result in new employment opportunities for the local community.
Page 155 Health & Safety and Risk Carlisle Leisure Limited has a full repairing Management Implications lease for the Leisure Centres and is also responsible for the management of health and safety.
Wards Affected All
The Contribution this Decision would By supporting local communities and make to the Council’s Key Aims encouraging them to improve their health by taking part in regular physical activity (at a reduced cost) the leisure partnership is helping to make Allerdale a great place to live, work and visit.
Is this a key decision No
Portfolio Holder Margaret Jackson
Lead Member of Staff Peter Haley, Leisure Partnership Officer 01900 702796, [email protected]
(A detailed listed of implications is appended to the report)
1.0 Introduction
The leisure partnership between Allerdale Borough Council and Carlisle Leisure Limited (CLL) commenced on 1 April 2004 and has a 15 year term under the current agreement.
Appendix 1 details the work and achievements of the leisure partnership since its inception and further reports on this will be submitted to the Executive on an annual basis.
Appendix 2 details the use of the Leisure Partnership Joint Fund for facility and service improvement.
Peter Haley Leisure Partnership Officer
Page 156 Report Implications
Please delete where applicable
Community Safety Y Sport Y Financial Y Leisure Y Legal N Tourism Y Social Inclusion Y E-Government N Human Rights N North West Regional N Youth Issues Y European N Ethnic Minority Issues N National N Older People Issues Y Partnership Y Disability Issues Y Heritage/Culture Y Employment (external to the Council) Y Planning Policy N Employment (internal) N Enforcement N Environmental/sustainability Y Transport Y Environmental/visual Y Asset Management Y Health Y Health & Safety Y
Is this a statutory recommendation? N
Is this a key decision? N
Has a risk assessment been undertaken? N
Wards affected All
Background papers:
Appendix 1 Allerdale Leisure Partnership Annual Report 2007/2008 Appendix 2 Leisure Partnership Joint Fund Report, Year 5
Page 157 This page is intentionally left blank
Page 158 Allerdale Leisure Partnership Report 2008
Improving facilities and services for the people of Allerdale Page 159 Contents:
1. Background information 2. Progress against Strategic Objectives 3. Financial performance 4. Usage 5. Investment and improvement 6. Efficiencies and savings 7. Progress against targets 8. Challenges for 2008/2009 9. Long term strategy 10. Conclusion.
Page 160 1. Background information
The leisure partnership between Allerdale Borough Council and Carlisle Leisure Limited (CLL) commenced on 1 April 2004 and under the current 15 year agreement will conclude on 31 March 2019.
Through the agreement CLL is responsible for the management, operation and development of the three Allerdale owned leisure facilities, Cockermouth Leisure Centre, Keswick Leisure Pool and Workington Leisure Centre.
While CLL has overall responsibility for the management of the leisure facilities, Allerdale Borough Council maintains an active role and influence through the Leisure Partnership Officer post and membership of the following groups.
Carlisle Leisure Limited Management Board. Allerdale interests are represented on the Board by two members, the Deputy Leader of Allerdale Borough Council and secondly a long standing, local sports person. The Board meets regularly to discuss and agree the business direction of CLL.
Core Group. The Core Group meets bi-monthly to discuss and agree the strategic direction of the Leisure Partnership and also agree the use of the Joint Fund for facility and service improvement. The Core Group membership is as follows:
Allerdale. Leisure Services Manager, Sports & Recreation Manager, Deputy Leader/Portfolio Holder, Leisure Partnership Officer and Director of Partnerships & Community.
CLL. Managing Director, Business Development Manager.
Operational Group. The Operational Group meets bi-monthly to discuss and deal with the day to day ‘operational’ issues arising from the management of the leisure facilities and also makes suggestions to the Core Group for use of the Joint Fund for facility and service improvements. The membership of the Operational Group is as follows:
Allerdale. Leisure Partnership Officer.
CLL. Business Development Manager, Marketing and Promotions Manager, Leisure Facility Managers (3).
Regular communication through these groups on a formal and informal basis has proved invaluable, enabling issues to be resolved before they become problems.
Page 161 2. Progress against Strategic Outcomes.
CLL currently operates Cockermouth Leisure Centre, Keswick Leisure Pool and Workington Leisure Centre on behalf of Allerdale Borough Council.
Within the legal agreement for the ‘management, operation and development of leisure facilities’ between Allerdale Borough Council and CLL, ten Strategic Outcomes were agreed which Allerdale and CLL would seek to achieve.
This report provides examples of progress made against the following outcomes since the commencement of the agreement on 1st April 2004.
1. The improvement of the physical health and well-being of people in the community, through sport and leisure activities, with particular emphasis on health problems arising from physical inactivity.
A range of classes and activities are provided at the three leisure facilities which are specifically designed to improve health (in addition to ‘general’ activity sessions which users may attend on a casual basis) and offer specialised advice and instruction.
GP referral takes place at Cockermouth and Workington and provides exercise programmes for residents who have been advised by their doctor to improve their health.
Cardiac Rehabilitation sessions at Workington enable recovery from illness/surgery through supervised exercise sessions with a qualified instructor in a controlled environment.
A Weight management class has had great results at Cockermouth through a structured programme provided by the facility staff.
2. The involvement of the community in the operation and development of the Facilities and activities, to create a sense of community ownership.
A survey of Cockermouth residents was carried out prior to opening of the new facilities to enable them to influence the new activity programme. The new programme is reviewed on a regular basis to accommodate the needs of the customers and has increased the range of activity sessions from eight to 30.
Post improvement surveys have been undertaken to record user satisfaction and views and enables the leisure facility management to make further changes to ensure customer needs are met.
The leisure partnership commissioned the National Benchmarking Service to gather a wide range of customer satisfaction data in 2007. High levels of customer satisfaction were recorded at Cockermouth and Workington Leisure Centres (96.4% & 94.4% respectively).
A similar survey will be conducted at Keswick Leisure Pool in June/July 2008.
Page 162 3. The participation of all sections of the community in sport and leisure activities, to include disadvantaged and other under-represented groups.
A scheme is operated in partnership with Children’s Services and the Primary Care Trust to provide free Leisure Access Cards to children looked after/in care/with physical disabilities and their families/carers, enabling discounted access to sport and leisure activities at the Allerdale leisure facilities.
The Rural Transport Scheme was introduced by CLL to provide free transport for children from the rural areas of north/west Allerdale who are booked on the school holiday activity camps at Workington Leisure Centre. 55% of attendees used the free bus service during summer 2007.
An open weekend was held at Workington LC on the 10/11th May to provide free activities for residents of South Workington and offer a free Leisure Access Card (subject to status) giving up to a 50% discount at all CLL operated facilities.
4. The promotion and improvement of the social health of people in the community, through sport and leisure activities.
The U3A (University of the Third Age) session at Cockermouth provides a range of sport & leisure activities and the chance for a cup of tea and chat with friends for older people who are no longer in full time employment.
Prime Time sessions at Workington provide activity sessions for over fifties and regular free swimming through sponsorship by Age Concern.
Keswick Leisure Pool has a long running Relax and Swim session which is well attended by local retired residents and the ‘Evergreens’ session which provides more rigorous water based activity.
5. The enhancement of opportunities for lifelong learning and personal development, through sport and leisure activities.
A pilot scheme has been launched which works with local schools (Stainburn, Southfield Technology College and St Josephs to provide activities at Workington LC based on a reward system. Achievement at School is rewarded with free sport and leisure activities.
A pilot scheme was launched which offers a combined cultural/educational and exercise/fun package to local schools in a partnership between Keswick Leisure Pool and Keswick Museum and Art Gallery.
Activities are available which promote lifelong involvement and pathways through sport. For example children may progress from learning to swim, to competing at local and regional level and on to other activities such as life saving, triathlon or Masters training as they get older. Adults may also attend swimming lessons and stroke development classes.
Page 163 6. The creation of a feel good factor in the community, and a sense of pride, arising from active and passive participation in sport and leisure activities.
Feedback received following the improvement of Cockermouth Leisure Centre shows that customers appreciate and have taken ownership of the new facilities.
o ‘New layout of the gym is fantastic’ o ‘We all think the new facilities are fab’ o ‘Fantastic - well worth waiting for’ o ‘Cant wait to come again, excellent job’ o ‘A fantastic place to come to now, well done all’
Similarly customer comments received following the refurbishment of the changing rooms at Keswick Leisure Pool have been very positive.
o ‘Fantastic new facilities, lots more space and well designed’ o ‘Very impressed by new changing rooms’ o ‘Used new changing rooms - fantastic facilities’ o ‘Love the new changing rooms, much cleaner and better for families’ o ‘Very pleased with refit, especially family changing rooms’
7. The provision of sustainable jobs for a wide range of people in the Borough of Allerdale, to create job satisfaction, personal development and a balanced lifestyle.
From the commencement of the partnership agreement Carlisle Leisure Limited has worked to provide a range of sustainable jobs at the Allerdale leisure facilities through the improvement of staff terms and conditions and:
o Harmonisation of pay across all CLL operated facilities. o Introduction of a staff pension scheme. o Personal Development Reviews. o A comprehensive staff training programme. o New jobs and career opportunities at all three sites
8. The provision of sports and leisure services, which reflect the best possible value for money.
As a ‘none profit distributing’ company CLL reinvests revenue generated by the three leisure centres back into those facilities, to improve the services and benefits available to customers. CLL has invested £900,000 into the leisure facilities since April 2004.
CLL also achieves 100% business rate relief through having ‘charitable trust’ status with the leisure partnership ‘Core Group’ agreeing the use of these funds for facility/service improvements.
This ‘Joint Fund’ has supported projects to the value of £1,400,000 since April 2004.
A £1million scheme to improve Cockermouth Leisure Centre was completed in March 2008. The Council has borrowed the funds and the Joint Fund will make the annual repayments over 11 years, this has resulted in considerable interest rate and vat savings.
Various membership schemes are provided which enable card holders to use all CLL operated leisure facilities in Allerdale and Carlisle free of charge for an annual/monthly fee or for recipients of certain defined benefits at a discounted price per activity. Page 164 The leisure partnership also supports the ‘On the Move Passport’ scheme which provides free and discounted sport & leisure activities at the Allerdale leisure facilities for young people from the most deprived and rural Wards across Cumbria.
9. The provision of sports and leisure facilities which are easily accessible and safe for all members of the public.
Through the use of the Joint Fund the leisure partnership has carried out a number of improvements to the leisure facilities which have ensured that they are easily accessible and safe for all customers. For example:
o At the start of the leisure partnership the Joint Fund invested £200,000 into the leisure facilities to refurbish the pool changing rooms and entrance foyer at Workington Leisure Centre and improve the layout of the foyer at Keswick Leisure Pool. Access has been improved through the installation of automatic doors and suitable changing accommodation.
o The £140,000 refurbishment of the swimming pool changing rooms at Cockermouth provided accommodation with much improved access for customers (family, group, single and disabled changing facilities).
o In May 2008 a £150,000 refurbishment of the changing rooms at Keswick Leisure Pool was completed and greatly improved accommodation for customers. Funded by the Joint Fund and CLL’s revenue budgets the scheme provided new changing cubicles (family, parent & child, single and disabled), new lockers (including disabled access units), new flooring/wall coverings, new toilet cubicles/vanity units and a new disabled changing facility with shower.
10.The provision of a quick, responsive, seamless and one stop service, which continuously meets the expectations of customers of the Services, and, where possible, exceeds those expectations.
All three leisure facilities now have QUEST accreditation and are improving on the scores received from the regular audits conducted through the scheme. QUEST is used by the leisure industry as a means of auditing operational procedures and quality and benchmarking against other facilities. It also assesses how they are performing against recognised industry standards.
The scores received by the leisure facilities are shown below; each facility requires a score of 60% to receive accreditation through the QUEST scheme. Keswick Leisure Pool was first registered on the scheme in 2006/07.
2004/05 2006/07 Cockermouth 62% 66% Keswick N/A 64% Workington 62% 66%
The activities of the leisure partnership and the services available at the leisure facilities are well promoted through the local media, mail drops, Allerdale Outlook and the Allerdale/CLL websites. Customer information is of a high quality and is regularly updated.
Carlisle Leisure produces a regular newsletter ‘Leisure Partnership News’ which is sent to all Councillors and also placed on the Allerdale intranet and web site. Page 165 3. Financial performance
Carlisle Leisure Limited is a company limited by guarantee with ‘Charitable Trust’ status and is non profit distributing, this ensures that surpluses generated by the leisure facilities are reinvested back into those facilities to enable continuous facility and service improvement as there are no shareholders.
Allerdale Borough Council pays CLL a management fee on a monthly basis and CLL retains all income generated through the operation of the leisure facilities. The legal agreement contains a clause which states that CLL will endeavour to generate an annual surplus of £20,000.
The table below shows the financial performance of the leisure partnership over the previous four years.
Surplus/Loss Cumulative Surplus 2004/2005 £10,998 £10,998 2005/2006 -£43,124 -£32,126 2006/2007 £5,153 -£26,973 2007/2008 £44,004 £17,031
Financial year 2005/2006 shows a large loss, this was as a result of energy costs increasing by almost 50% (£110,000) in comparison with the previous year.
CLL immediately embarked on an energy saving agenda including the purchase of pool covers, audits from the Carbon Trust and significant investment in heating/ventilation controls which reduced consumption by up to 20% across the three sites. However, additional increases in gas prices in October 2006 in the region of 23% further compounded the issue and placed considerable strain on the ability of the leisure partnership to absorb such costs. There was a real concern that the leisure facilities would continue to operate at a loss and this would prevent further improvements to be made through CLL’s revenue budgets.
In 2007 the Council agreed to increase the management fee paid to CLL over the remaining term of the agreement to enable the leisure partnership to cope with higher energy costs and continue to invest into the facilities and services.
It is clear from the profit and loss table that the leisure partnership is once again in a healthy financial position which will enable further improvement work to take place. Such improvements are in addition to investment through the leisure partnership Joint Fund, the use of the fund will be detailed elsewhere in this report.
Page 166 4. Usage
Since the commencement of the leisure partnership usage of the three Allerdale owned leisure facilities has increased by approximately 2% annually, the figures for 2006/07 and 2007/08 are shown in the table below.
2006/07 2007/08 % Cockermouth 130,004 125,085 -4% Keswick 84,820 93,022 +10% Workington 203,480 207,024 +2% Total 418,304 425,131 +1.6%
Cockermouth Leisure Centre shows a decrease in usage against the previous year, this is due to the major building works which took place between July and March. Many customers were not signing in at the temporary reception and attendance at some activities also suffered due to the disruption caused by the improvements.
However, upon completion of the improvement scheme in April 2008, usage has increased by 9% compared to April 2007 and by 15% in May.
Keswick Leisure Pool is heavily used by visitors during the school holidays and usage increases significantly if the weather is poor. The 10% increase in usage was due to an 8% rise in pool use, 29% higher health and fitness attendance and 23% more spectators.
Workington Leisure Centre maintains a fairly steady usage pattern over the year and recorded increases of 10% for Health & Fitness and 2% for Pool usage.
New activities A range of new sport and leisure activities have been provided at the three leisure facilities operated by CLL and have increased participation by members of the local community. Many of these activities are detailed in section 2. Progress against Strategic Objectives.
A key factor which has resulted in increased participation in activities has been the introduction of a membership scheme which enables free usage of all leisure facilities operated by CLL in both Allerdale and Carlisle.
These are:
o Cockermouth Leisure Centre o The Sands Centre o Sheepmount Athletics Stadium and playing fields o Keswick Leisure Pool o Carlisle Pools o Stoneyholme Golf Course o Swifts Golf Course & Driving Range o Morton Pool o Trinity Leisure Centre o Workington Leisure Centre o St James Park o Bitts Park Tennis Centre
In addition, recipients of certain defined benefits, the over 60’s and full time students are eligible for a Priority Leisure Access Card which provides a discount on sport and leisure activities at the above facilities. Page 167 5. Investment and Improvement
A key aspect of the leisure partnership is the ability to make substantial investment into the leisure facilities operated by CLL and to improve the services provided by them. This is made possible by CLL’s revenue budgets and also the leisure partnership Joint Fund.
The Joint Fund comprises business rate relief (80% mandatory, 20% discretionary) which Carlisle Leisure Limited, as a not for profit company with charitable trust status receives.
The use of these funds is jointly agreed by the Core Group with the specific aim of improving the sport & leisure services provided by the Allerdale leisure facilities, over the 15 year term of the Leisure Partnership these funds represent a considerable sum for investment.
During the first four years of the Leisure Partnership £1,400,000 has been invested by the Joint Fund and enabled a large number of much needed and overdue improvements to take place at the leisure facilities.
The various improvements carried out by the Joint Fund are detailed in Leisure Partnership Joint Fund Report, Year 5 which is attached as appendix 2.
6. Efficiencies and savings
The leisure partnership has achieved efficiencies and savings in terms of energy consumption at the leisure facilities and also investment into those facilities.
Energy efficiency
In financial year 2005/2006 energy costs increased by almost 50% (£110,000) when compared to the previous year. CLL embarked on an energy saving agenda which included the purchase of pool covers, audits from the Carbon Trust and significant investment in heating/ventilation controls and reduced consumption by up to 20% across the three facilities.
In 2008/09 a new building management system (BMS) was installed at Keswick Leisure Pool and is reducing consumption of gas and electricity. A scheme to improve the efficiency of the swimming pool heating plant at Cockermouth Leisure Centre is currently being explored.
In addition CLL was awarded a gold award by the Cumbria Business Environment Network through the implementation on an Environmental Management System (EMS) and the demonstration of continual improvement of environmental performance.
Savings
The £1 million investment into Cockermouth Leisure Centre realised major savings for the leisure partnership through the funding mechanism for the scheme.
The scheme was funded through Prudential Borrowing by the Council with the annual loan repayments made by the Joint Fund over 11 years. With the Council achieving a more favourable interest rate than CLL and having the ability to reclaim VAT (which CLL cannot) the overall cost of the improvements would be some £382,741 higher if CLL had procured the scheme. This in turn enables further improvement work to be carried out through the Joint Fund.
In addition the improvements have increased the rateable value (business rates) of the leisure facility and have released a further £9000 per annum into the Joint Fund. Page 168 7. Progress against targets
With reference to the Joint Area Review (JAR) and Local Area Agreement the leisure partnership has been working towards LAA outcome 2.1d:
‘Increase percentage of 11-19 year olds in Allerdale with provision of leisure passes’.
Baseline Target 07/08 Target 08/09 Target 09/10 231 300 393 462 Actual 382
The increased provision of Leisure Access Cards has resulted from a number of initiatives with local partners such as:
o The On the Move Passport scheme operated by Cumbria Outdoors o Provision of activities through the South Workington Partnership o Provision of Leisure Access Cards to children looked after/in care/with physical disabilities and their families/carers through Children’s services and the Primary Care trust.
It is anticipated that the number of cards issued will increase in 2008/09 through support of the new Allstar Passport which will be launched in partnership Cumbria Outdoors in July 2008.
The leisure partnership will continue to support the Allerdale Corporate Improvement Plan themes of:
Live Healthy & safe communities By 2011 Allerdale will work with partner agencies to reduce overall levels of crime and disorder, fear of crime and narrowed health inequalities across the borough
Visit Tourism By 2011 Allerdale will work with partners to deliver increased wealth into the local economy through greater visitor numbers, higher visitor spend and the creation of new tourism related jobs.
Improve Partnerships By 2011 Allerdale will have excellent partnerships which successfully deliver their agreed outcomes.
The leisure partnership is also considering how the provision of sport and leisure activities at the Council owned leisure facilities can contribute towards LAA indicators such as: o NI 5 Overall/general satisfaction with local area o NI 57 Children and young people’s participation in high quality PE and sport o NI 110 Young people’s participation in positive activities o NI 123 Stop smoking o LI 6 Reduce health inequalities within the local area in all age, all cause mortality targets o LI 14 Number of passengers making return journeys on community buses to access healthy pursuits o SI 6 Percentage of adult population (aged 16 or over) taking part in moderate intensity sport & recreation for 30 minutes or more per week. Page 169 8. Challenges for 2008/2009
The remaining term of the current agreement between Allerdale Borough Council and CLL will no doubt bring new challenges and opportunities to the leisure partnership, which may include:
o ‘Ensuring the Leisure Partnership continues to deliver quality services and value for money’, (Partnerships and Community Directorate priority). o Continued investment to improve the energy efficiency of the leisure facilities o Further partnership working with local organisations to provide greater benefits for the people of Allerdale o Seeking external funding to support further large scale improvement of the leisure facilities o Progression of the Derwent Valley scheme.
Allerdale and Carlisle Leisure Limited will continue to work in partnership to meet these challenges and make best use of any opportunities which arise.
9. Long term strategy
Carlisle Leisure Ltd are developing a long term company strategy which will shape the direction and road of travel which the company takes over the coming years and will play a significant role in helping to deliver agreed outcomes, which will bring tangible benefits to the people of Allerdale.
The statements and aims and objectives of the strategy will further strengthen the leisure partnership and assist the Council in meeting the new requirements of the Local Area Agreement (LAA) and forthcoming Comprehensive Area Assessment due in 2009.
The LAA will present the Council and its partners with new challenges in relation to national and local priorities such as place shaping. Some of these priorities reflect much of the work that the leisure partnership is already involved with such as providing sport and leisure opportunities for children and young people and improving community health and well-being.
CLL will work through the Leisure Partnership Core Group to shape a partnership statement which will be included in the aforementioned company strategy and help to build on the strategic outcomes in the Allerdale Leisure Partnership Agreement.
Page 170 10. Conclusion
This first annual report for the Leisure Partnership and the associated Joint Fund report is evidence of a great deal of work that has taken place in and around the Allerdale owned leisure facilities in the four years following the commencement of the agreement between Allerdale Borough Council and Carlisle Leisure Limited on 1 April 2008.
Much has been achieved to provide greater benefits to the local community and encourage increased participation in sport and leisure activities.
o Links with local partners such as the Primary Care Trust, South Workington Partnership, Cumbria Outdoors and Children’s Services has enabled local people from target groups and wards to access a wide range of sport and leisure activities at discounted prices.
o External accreditation of operational procedures has been validated by the QUEST scheme with continued improvement through the audit process.
This is reflected in the year by year increase in the usage of the leisure facilities and the high levels of customer satisfaction recorded by the National Benchmarking Service.
Despite the impact of increased energy costs the leisure partnership has remained flexible and had adapted to enable a sound financial base to be re-established in 2007/08 and improvement activity to continue.
o Investment through revenue budgets and the Joint Fund has improved the range and quality of facilities available to customers, providing real value for money at no additional cost to taxpayers.
o Improvements such as the recent £1 million investment at Cockermouth Leisure Centre are paying dividends in terms of increased usage and revenue which will enable further facility/service improvements to be made.
Allerdale Borough Council and Carlisle Leisure Limited will continue to work in partnership to provide improved leisure facilities and services for the people of Allerdale and visitors to the area.
P. Haley. Allerdale Leisure Partnership Officer July 2008.
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Page 172 Allerdale Leisure Partnership Investing in facilities and services
As the Leisure Partnership between Allerdale Borough Council and Carlisle Leisure Limited enters its fifth year it is extremely pleasing to report that the three Allerdale leisure facilities (Cockermouth Leisure Centre, Keswick Leisure Pool and Workington Leisure Centre) have received a significant amount of investment through the Joint Fund.
The Joint Fund comprises business rate relief which Carlisle Leisure Limited, as a not for profit company with charitable trust status receives.
The use of these funds is jointly agreed by a ‘Core Group’ of officers from each partner with the specific aim of improving the sport & leisure services provided by the Allerdale leisure facilities. Over the 15 year term of the Leisure Partnership these funds represent a considerable sum for investment.
During the first four years of the Leisure Partnership £1,400,000 has been invested by the Joint Fund and enabled a large number of much needed and overdue improvements to take place at the leisure facilities.
Keswick Leisure Pool is the youngest of the three Allerdale leisure facilities (built in 1987) and is the most modern in terms of appearance, access and heating/ventilation systems.
Pictured to the left is the entrance foyer at the leisure pool which was refurbished in 2004/05.
The original reception and shop kiosks were removed to provide a much more Other items provided by the Joint Fund include: welcoming and accessible space for customers. 2004/05 A new seating and vending x User survey area was created and high x Purchase of equipment from previous operator quality customer information x Installation of new telephone & electronic till system notice boards installed. x Building condition survey x Gutter survey & repair The area was decorated in x Boiler replacement the ‘Allerdale Leisure’ x Pool alarm system corporate colours with new x Ceiling tile replacement lighting, flooring and seating installed. 2006/07 x Roof repairs A push button door was x Installation of safety netting installed to ensure full access x Flume cable replacement for wheelchair users. x National Benchmarking Survey Page 173 Workington Leisure Centre is the oldest of the three Allerdale leisure facilities and comprises separate swimming pool and sports centre buildings. The facility is well used and the Joint Fund has been used to improve key areas.
At the start of the Leisure Partnership it was identified that the swimming pool entrance foyer and changing rooms were in need of refurbishment to bring them up to modern standards and improve customer satisfaction.
The photos to the right and below show how the entrance foyer was opened up to provide a much more accessible space for customers and staff.
The fixtures, fittings and colours used echo those used at Keswick and identify the facility as being operated by Carlisle Leisure Limited.
The new foyer leads into the swimming pool changing rooms (below) which were refurbished with new cubicles, lockers, toilets, showers and floors. The foyer and changing room improvements were completed in 2004/05.
In 2006/07 the existing fitness suite was enlarged and fitted with new equipment, air conditioning, lighting and ceilings. This has enable a greater range of equipment to be provided for users as shown below.
2004/05 x Purchase of equipment from previous operator x Installation of new electronic till system x Installation of new telephone system x Building condition survey
2006/07 x Installation of CCTV Other improvements provided by the Joint x National Benchmarking Survey Fund include: 2007/08 Page x174Installation of air conditioning in exercise studio Cockermouth Leisure Centre is composed of two very different buildings, an ex-army Drill Hall built in 1886 and a swimming pool built in 1978.
The facility has undergone the most dramatic change as a result of the investment that has been provided by the Joint Fund. While it was well used the facility suffered from a lack of storage space and flexible activity spaces.
The photo to the right shows the original fitness In 2006/07 the swimming pool changing rooms suite with the new facility below. were refurbished to provide a changing ‘village’ which is more suitable for families than the In 2005/06 the fitness suite was relocated to the traditional separate changing rooms. ground floor and improved with new fitness equipment, lighting, ceilings and air conditioning. The improvements provided new: x Cubicles x Lockers x Disabled facilities x Toilets x Showers.
The pool viewing area was also enlarged.
The original swimming pool changing rooms are shown to the right and did not provide adequate customer accommodation in terms of clothing storage, disabled access and family changing rooms.
The bare brick walls and dark wood fittings did not create a welcoming atmosphere for users.
The refurbished changing rooms shown to the left have been fitted out with high quality lockers and cubicles which have a long life and are easy to maintain.
The corporate colour scheme of blue and green has been used throughout the new changing rooms. Page 175 Other improvements supported by the Joint Fund at Cockermouth Leisure Centre include: 2004/05 x Purchase of equipment from previous operator x Installation of new electronic till system x Installation of new telephone system x Building condition survey 2006/07 x Planning fees In 2006 the Leisure Partnership Core Group drew up plans and secured funding from the Joint Fund for a major scheme to construct a new entrance foyer at Cockermouth Leisure Centre and provide new activity spaces.
Below and to the right are pictures of the original The initial sketch is shown to the above left. foyer which formed a link between the sports hall and the swimming pool.
With a low ceiling and limited waiting and circulation space the area was inadequate for
A key part of the improvement scheme was the extension of the car park which struggled to cope with the demand from users at peak times.
New spaces and footpaths were laid with improved lighting to direct customers around to The new entrance foyer was built in the the new entrance on the southern side of the ‘courtyard’ area between the original buildings leisure centre. and forms a focal point for the leisure centre from where all activity spaces can be accessed.
With its high ceiling and glazed entrance the new foyer houses the following new spaces.
x Meeting room x Activity studio x Extended fitness suite x Reception/waiting/social area
Under floor heating & air conditioning ensures a comfortable environment for Customers and staff. Page 176 The new facilities provided by the extension to Cockermouth Leisure Centre are shown here and were opened in April 2008 by the Mayor of Allerdale, Councillor Ron Munby, Chair of Carlisle Leisure Limited Management Board, Karen Bassett and Mathew Wilson of the Ford World Rally team, M-Sport.
New entrance Reception The new air conditioned activity studio is flexible and can be used for a variety of activities, such as exercise to music classes, Pilates, Yoga and meetings or training events.
Foyer Activity studio The fitness suite was extended with new CV and resistance equipment purchased to provide greater variety for users.
Fitness suite Page 177 New meeting room Year five, 2008/09
In April 2008 a £150,000 refurbishment scheme was completed which replaced the changing rooms at Keswick Leisure Pool which were 20 years old.
The photo to the right shows the original changing rooms which have withstood heavy usage since the facility opened in 1987 and needed replacement to ensure the leisure centre continues to provide a satisfactory service to customers. The refurbishment comprised the following: x New lockers including those accessible by disabled users x New changing cubicles including family changing, parent and child changing and single change x A new disabled changing facility with shower x New toilet cubicles and vanity units x New non slip vinyl flooring x New vinyl wall coverings.
New cubicles
New showers The overall cost of the refurbishment was funded by the Leisure Partnership Joint Fund and Carlisle Leisure Limited. In addition the building management system at the leisure pool has been replaced to provide better control over the heating/ventilation and improve the efficiency of the building.
The Core Group will continue to invest in the Allerdale Borough Council owned leisure facilities which are managed, operated and developed by New lockers Carlisle Leisure Limited over the remaining term of the current 15 year management agreement. Page 178 P. Haley. Leisure Partnership Officer. Agenda Item 14
Allerdale Borough Council
Executive Committee – 6 August 2008
Procurement of Group Repair Schemes and Associated Professional Services.
The Subject of the Decision Procurement of Future Group Repair Scheme Construction Services
The Reason for the Decision To ensure future provision of Group Repair Schemes
Recommendation That Group Repair Schemes be procured by competitive tendering but Architect and Quantity Surveying services be provided under a partnering arrangement.
Environmental Implications Improve the environment in the vicinity of the schemes for residents and visitors
Community Safety Implications None
Financial/Resource Implications Within existing budgets
Human Rights Implications None directly
Employment Implications Employment provision for those working on the schemes.
Health & Safety & Risk Management None directly for officers of the Council Implications
Wards Affected St Michael’s and Netherhall
The Contribution this Decision would Help to create a high quality local make to the Council’s Key Aims environment by incorporating high quality design in group repair schemes
Is this a Key Decision No
Portfolio Holder Councillor Margaret Jackson
Lead Member of Staff Roland Burns, Team Leader, Housing Services. 01900 702655 [email protected]
(A detailed listed of implications is appended to the report)
Page 179
1.0 Introduction
1.1 Since 2003 Group Repair Scheme contracts have been procured under a partnering arrangement with three contractors, an architect and a quantity surveyor.
1.2 The arrangement was for a five year period and it must now be decided how Group Repair Schemes are to be procured in the future.
2.0 Content
2.1 Group Repair Schemes are the main-stay of the Council’s activities in Workington’s Derwentside and Maryport Town Centre Renewal Areas. They comprise undertaking major external refurbishment works to groups of dwellings. Dependent on the number and size of houses in the schemes the value of the individual contracts can be in the region of £300 to £500,000.00.
2.2 One of the main reasons for adopting a partnering arrangement was to maintain a sense of continuity and momentum from one scheme to the next and thus reduce the overall timescale of the projects.
2.3 In reality, the complexity, size and value of the schemes we have undertaken in recent years has risen to such an extent that one of the main reasons affecting the timescales is the discussions and negotiations with the individual property owners who, rightly, need to seriously consider the implications of taking part in the scheme. The time taken for homeowners to make their decision is outside the control of the contractor/architect/QS but as the success of the scheme depends on high uptake among all the participants it is, we feel, an important aspect.
2.4 As the costs of the schemes are rising we feel it is also more important than ever to be able to demonstrate to the homeowners good value for money and a clear way of doing this is by competitive tendering on each of the contracts. Whilst this may seem to be moving away from the sense of continuity referred to above, we believe we could maintain that continuity by retaining a partnering arrangement for architect and quantity surveying services. This would mean that the professional support would continue from scheme to scheme, enabling experience and expertise to be built up by these professionals.
2.5 In addition to using competitive tendering to achieve value for money, the process could also be used to ensure that the required quality of work was being achieved i.e. a contractor’s past performance and standards would be used in the evaluation of tenders for future schemes.
2.6 In the further interest of achieving value for money, we would wish to establish a schedule of rates which could additionally be used to evaluate the reasonableness of tenders received.
Page 180
3.0 Conclusion
3.1 The Renewal Area process, and in particular group repair schemes, have a well established role in engendering confidence in an area and also acting as a catalyst to private investment.
3.2 Undertaking larger, more complicated and expensive schemes recently has clarified the need to be able to demonstrate value for money.
3.3 Our recommendation to continue a partnering arrangement for architect and quantity surveying services would give continuity from scheme to scheme and allow for efficiency in the provision of these professional support services. Our further recommendation to re-introduce competitive tendering for each individual scheme and the introduction of a schedule of rates would enable us to demonstrate value for money.
3.4 To provide continuity but keep a degree of control in the partnering arrangement for architect and quantity surveying services, we would recommend that this be for a period of four years but build into the contract a review at the half-way stage.
Officer Name: Roland Burns Officer Title: Team Leader, Housing Services
file ref date
Page 181 Report Implications
Please delete where applicable.
Community Safety N Sport N Financial N Leisure N Legal N Tourism N Social Inclusion N E-Government N Human Rights N North West Regional N Youth Issues N European N Ethnic Minority Issues N National N Older People Issues N Partnership Y Disability Issues N Heritage/Culture N Employment (external to the Council) Y Planning Policy N Employment (internal) N Enforcement N Environmental/sustainability Y Transport N Environmental/visual Y Asset Management N Health N Health & Safety N
Is this a statutory recommendation? N
Is this a key decision? N
Has a risk assessment been undertaken? N
Wards affected: St Michael’s and Netherhall
Background papers ………………………………………………………………………………
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