Meetings, Agendas, and Minutes

Public Document Pack

SOUTH LAKELAND DISTRICT COUNCIL South Lakeland House Kendal, Cumbria LA9 4UQ www.southlakeland.gov.uk

You are requested to attend a meeting of the Cabinet on Wednesday, 26 June 2013, at 10.00 am in the District Council Chamber, South Lakeland House, Kendal

Membership

Councillors

Giles Archibald Town Centres and Small Business Portfolio Holder Jonathan Brook Strategic Growth Portfolio Holder David Evans Finance Portfolio Holder Sue Sanderson Environment and People Portfolio Holder Peter Thornton Leader of the Council and Promoting South Lakeland Portfolio Holder Graham Vincent Health and Wellbeing Portfolio Holder Janet Willis Deputy Leader of the Council and Innovation and Improvement Portfolio Holder

Monday, 17 June 2013

Debbie Storr, Director of Policy and Resources (Monitoring Officer)

For all enquiries, please contact:- Committee Administrator: Inge Booth Telephone: 01539 793190 e-mail: [email protected] AGENDA Page Nos. PART I

Standing Items/Monitoring Reports

1 APOLOGIES To receive apologies for absence, if any. 2 CABINET EXECUTIVE DECISIONS 1 - 16 To authorise the Chairman to sign, as a correct record, the Executive Decisions made by Cabinet on 29 May 2013 (copy attached). 3 DELEGATED EXECUTIVE DECISIONS 17 - 20 To receive the Delegated Executive Decisions made by Portfolio Holders or Officers on 6 June 2013 (copy attached). 4 DECLARATIONS OF INTEREST To receive declarations by Members of interests in respect of items on this Agenda. Members are reminded that, in accordance with the revised Code of Conduct, they are required to declare any disclosable pecuniary interests or other registrable interests which have not already been declared in the Council’s Register of Interests. (It is a criminal offence not to declare a disclosable pecuniary interest either in the Register or at the meeting.) Members may, however, also decide, in the interests of clarity and transparency, to declare at this point in the meeting, any such disclosable pecuniary interests which they have already declared in the Register, as well as any other registrable or other interests. If a Member requires advice on any item involving a possible declaration of interest which could affect his/her ability to speak and/or vote, he/she is advised to contact the Monitoring Officer at least 24 hours in advance of the meeting. 5 LOCAL GOVERNMENT ACT 1972 - EXCLUDED ITEMS To consider whether the item in Part II of the Agenda should be considered in the presence of the press and public. 6 PUBLIC PARTICIPATION Any member of the public who wishes to ask a question, make representations or present a deputation or petition at this meeting should apply to do so before the commencement of the meeting. Information on how to make the application can be obtained by viewing the Council’s Website www.southlakeland.gov.uk or by contacting the Democratic and Electoral Services Manager on 01539 793186. (1) Questions and Representations To receive any questions or representations which have been received from members of the public. (2) Deputations and Petitions To receive any deputations or petitions which have been received from members of the public. 7 PROGRESS REPORT 21 - 24 To note progress in relation to outstanding Executive Decisions as at 17 June 2013. 8 NOTICES OF INTENTION TO TAKE KEY DECISIONS/EXECUTIVE 25 - 34 DECISIONS IN PRIVATE To note the contents of the Notices published on 14 June 2013 (copies attached). Key Decisions

9 HOMELESSNESS STRATEGY 2013 - 2018 (KD13/2013) 35 - 110 To seek approval for the South Lakeland District Council and Eden District Homelessness Strategy 2013 – 2018. 10 SALE OF LAND AT NORTH EAST SANDYLANDS, KENDAL 111 - 124 (KD14/2013) To seek approval to the terms and conditions for the sale of land permitting affordable housing development for local people at North East Sandylands, Kendal.

Please also see Part II Appendices 3, 4 and 5. General Executive Matters

11 MEMBER LOCALITY BUDGETS SCHEME 125 - 134 To consider a scheme for the approval of funding applications for the use of the proposed individual Member Locality Budgets. 12 PERFORMANCE AND RISK MANAGEMENT UPDATE 135 - 158 To consider the revised Performance Management Framework and Risk Process. 13 TRA NSFORMATION CHALLENGE AWARD BID - ELECTORAL 159 - 164 SERVICES To seek Cabinet’s endorsement to submit a joint bid for Transformation Challenge Award funding in respect of Electoral Services. Matters referred to Cabinet by Overview and Scrutiny Committees

14 OVERVIEW AND SCRUTINY COMMITTEE NOMINATIONS TO CUMBRIA HEALTH AND WELLBEING SCRUTINY COMMITTEE To approve the nominations made by the Overview and Scrutiny Committee on 6 June 2013 of Councillors Vivienne Rees (representative) and John Clough (substitute) to the Cumbria Health and Wellbeing Scrutiny Committee for 2013/14. PART II

Private Section (exempt reasons under Schedule 12A of the Local Government Act 1972, as amended by the Local Government (Access to Information) (Variation) Order 2006, specified by way of paragraph number)

Key Decisions

15 SALE OF LAND AT NORTH EAST SANDYLANDS, KENDAL 165 - 182 (KD14/2013) - APPENDICES 3, 4 AND 5

- Paragraph 3 - Information relating to the financial or business affairs of any particular person (including the authority holding that information)

Appendices 1, 2 and 3 to Part I report.

Please also see Part I report. 1 Item No.2 29.05.2013 Cabinet Executive Decisions

EXECUTIVE DECISION NOTICE

CABINET

A record of the decisions made at the meeting of the Cabinet held on Wednesday, 29 May 2013, at 10.00 am.

Present

Councillors

Peter Thornton (Leader of the Council and Promoting South Lakeland Portfolio Holder) (Chairman)

Giles Archibald Town Centres and Small Business Portfolio Holder David Evans Finance Portfolio Holder Sue Sanderson Environment and People Portfolio Holder Graham Vincent Health and Wellbeing Portfolio Holder Janet Willis Deputy Leader of the Council and Innovation and Improvement Portfolio Holder

An apology for absence was received from Councillor Jonathan Brook.

Also in attendance at the meeting were Shadow Executive Members Roger Bingham, Andrew Gardiner, John Holmes, Janette Jenkinson and David Williams.

Shadow Executive Members Ben Berry and Tom Harvey had tendered their apologies for absence.

Officers

Inge Booth Senior Democratic Services Officer Lawrence Conway Chief Executive Nicola Hartley Solicitor (part) Michael Keane Assistant Director Strategic Planning Shelagh McGregor Assistant Director Resources (Section 151 Officer) Nick Pearson Street Scene Manager (part) Simon Reynolds Communications and Customer Services Manager Debbie Storr Director of Policy and Resources (Monitoring Officer) David Sykes Director of People and Places

CEX/1 CABINET EXECUTIVE DECISIONS

RESOLVED – That the Chairman be authorised to sign, as a correct record, the Executive Decisions made by Cabinet on 10 April 2013.

Page 1 2 29.05.2013 Cabinet Executive Decisions

CEX/2 DELEGATED EXECUTIVE DECISIONS

RESOLVED – That the Delegated Executive Decisions made by Portfolio Holders or Officers on 28 March, 25 April and 9 May 2013 be received.

CEX/3 DECLARATIONS OF INTEREST

RESOLVED – That it be noted that no declarations of interest were made.

CEX/4 LOCAL GOVERNMENT ACT 1972 - EXCLUDED ITEMS

RESOLVED – That it be noted that there are no excluded items on the Agenda.

CEX/5 PUBLIC PARTICIPATION

RESOLVED – That it be noted that no questions, representations, deputations or petitions have been received from members of the public.

CEX/6 CABINET PORTFOLIOS AND SCHEME OF DELEGATION

Further to announcements made by the Leader at the Annual meeting of the Council on 22 May 2013, Members were provided with an updated copy of the document outlining the Allocation of Portfolios to Cabinet Members and the Scheme of Delegation for the discharge of the Executive functions of the Council.

The Shadow Executive Leader, Councillor David Williams, was invited to announce the allocation of portfolios to the Shadow Executive, which were as follows:-

• Shadow Leader and Promoting South Lakeland Portfolio – Councillor David Williams • Shadow Deputy Leader and Innovation and Improvement Portfolio – Councillor Tom Harvey • Environment and People Portfolio – Councillor Janette Jenkinson • Finance Portfolio – Councillor Ben Berry • Health and Wellbeing Portfolio – Councillor Roger Bingham • Strategic Growth Portfolio – Councillor John Holmes • Town Centres and Small Business Portfolio – Councillor Andrew Gardiner

RESOLVED – That the allocation of Portfolios to Cabinet Members by the Leader, as appended to these Minutes, be noted and the respective Cabinet Job Descriptions be signed by each Cabinet Member.

Page 2 3 29.05.2013 Cabinet Executive Decisions

CEX/7 APPOINTMENTS TO/REPRESENTATION ON OUTSIDE BODIES 2013/14

Cabinet was asked to give consideration to the appointments of representatives to serve on outside bodies for the year 2013/14.

RESOLVED – That the following appointment of representatives to serve on outside bodies for 2013/14 be made:-

(1) Community Safety Partnership – Councillor Graham Vincent;

(2) County Council Local Committee for South Lakeland – Councillor Graham Vincent and Councillor Peter Thornton;

(3) Cumbria Leadership Group – Councillor Peter Thornton;

(4) Cumbria Partnership Forum – Councillor Peter Thornton;

(5) Furness Enterprise Supervisory Board – Councillor Jonathan Brook;

(6) Lancaster Canal Northern Reaches Restoration Group (Executive) – Councillor Peter Thornton;

(7) Lancaster Canal Northern Reaches Restoration Group (Steering Group) – Councillor Roger Bingham, Councillor Brian Cooper, Councillor Shelia Eccles, Councillor David Evans, Councillor Clare Feeney-Johnson, Councillor Brenda Grey, Councillor Andy Shine and Councillor Graham Vincent;

(8) Local Government Association Rural Commission – Councillor Stan Collins;

(9) One South Lakeland – Councillor Peter Thornton;

(10) Safer Cumbria – Councillor Graham Vincent; and

(11) South Lakeland Leisure Board – Councillor Nick Cotton and Councillor Philip Dixon.

Reasons for Decision

To assist in the delivery of the Council Plan through partnership working.

Alternative Options Considered and Rejected

Not to appoint representatives to Outside Bodies – this would affect the Council’s ability to influence partners on important strategic issues.

Page 3 4 29.05.2013 Cabinet Executive Decisions

CEX/8 PROGRESS REPORT

Consideration was given to a progress report in relation to outstanding Executive Decisions as at 17 May 2013.

A query was raised with regard to DEX17 (Repairs to Wall at Fountain Brow, Kendal) and the time being taken to rectify the health and safety hazard. Members were advised that negotiations were currently taking place with neighbours with regard to access and levelling and that the work was shortly due to be carried out.

RESOLVED – That the Executive Decisions Progress Report, as at 17 May 2013, be noted.

CEX/9 HEALTH, SAFETY AND WELLBEING COMMITTEE

Councillor Janet Willis presented the minutes of the meeting of the Health, Safety and Wellbeing Committee held on 3 April 2013.

Attention was drawn to the need for use of plain English within the minutes. In addition, concern was raised with regard to the amount of accidents recently recorded at South Lakeland House alone. Members were advised that health and safety checks were carried out to identify any issues and that staff were being encouraged to highlight problem areas. In response to a query raised with regard to the transfer of bus shelters to local parish councils, Members were advised that time was taken to ensure that the relevant communities understood the responsibilities and possible consequences thereof and it was confirmed that those transferred were then removed from the District Council’s asset list. It was suggested that owners of such assets should be encouraged to provide notification on the structures stating who to contact in the event of any incident.

RESOLVED – That the minutes of the meeting of the Health, Safety and Wellbeing Committee held on 3 April 2013 be received.

CEX/10 NOTICES OF INTENTION TO TAKE KEY DECISIONS/EXECUTIVE DECISIONS IN PRIVATE

RESOLVED – That the contents of the Notices published on 10 May 2013 be noted.

CEX/11 INTRODUCTION OF DOG CONTROL ORDERS (KD7/2012)

Summary

Further to EX/217 (2011/12) and CEX/106 (2012/13), and given that the responses raised substantively different issues to those raised in the Clean Streets Consultation, Cabinet was asked to consider a summary of the results of the statutory consultation for the introduction of Dog Control Orders and the implementation thereof.

Page 4 5 29.05.2013 Cabinet Executive Decisions

In presenting the report, Councillor Sue Sanderson drew attention to changes which had been made to the orders as a result of information received from members of the public, for example, the area of Sandylands which it had been proposed to be covered by a Dog Exclusion Order had now been amended and the Dogs on Leads Order re-drafted to restrict those areas where dogs must be on a lead and make the demarcation of such areas easier to understand.

The need to ensure that members of the public were able to understand the Orders and for the provision of clear signage was raised, and it was confirmed that this was being organised. In response to a query raised, Members were advised that appropriate publicity was planned. With regard to enforcement of the Orders, the Council employed four Enforcement Officers, and a partnership was to be developed with Police Community Support Officers and Police Officers.

Decision

RESOLVED – That

(1) the statutory consultation responses on the Dog Control Orders be noted; and

(2) approval be given to the making of the Dog Control Orders, as set out in Appendix 1 to the report.

Reasons for Decision

The decision will contribute towards the Council Plan 2013-2017 objectives of:-

• Environment – Enhancing our Environment.

• Culture and Wellbeing – Improving our Communities’ Health and Wellbeing.

The introduction of Dog Control Orders will permit greater control over dog fouling issues on sports and play areas, cemeteries and specified classes of highway which, in general terms, are not open country or on the high fells. This will ensure that children and other users of these areas are further protected from irresponsible owners who allow their dogs to foul these areas and do not effectively remove the faeces.

Alternative Options Considered and Rejected

To continue to use existing Dog Fouling Byelaws. This will not allow the additional powers sought to regulate the activities of dogs. There will be increased risks of the areas proposed to be regulated by these proposed orders being fouled or those using them being inconvenienced.

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CEX/12 COMMUNICATIONS STRATEGY AND MEDIA RELATIONS POLICY

Summary

Councillor Peter Thornton presented a report which provided a Communications Strategy and Media Relations Policy that would inform all Council communication over the next three years. Effective communication was key to running a successful local authority and also played a big part in improving reputation.

The Communications and Customer Services Manager informed Members that the Communications Strategy supported the strategic aims of the Council and that its objective was to communicate with the local community, partners, Members and employees in a way which supported the Council’s vision to make South Lakeland the best place to live, work and explore.

Decision

RESOLVED – That the Communications Strategy and Media Relations Policy, as attached at Appendices 1 and 2 to the minutes, be approved and launched with immediate effect.

Reasons for Decision

The Communications Strategy will support all aspects of the Council Plan.

The Communications Strategy outlines deliverable targets and improvements within external and internal communications. By carrying out the Strategy, the reputation of the Council should be improved, staff will feel more engaged with the Council and the brand image of the Council will be greatly improved. Better use of social media and improving the Website will also help the Council reach new groups of people and offer greater opportunities for engagement and conversations with the public.

Alternative Options Considered and Rejected

To continue with a defined strategy is unlikely to lead to improvements in communications, the Council’s reputation or the strengthening of the Council’s image and brand. Staff may also become less interested and educated in the work of the Council.

CEX/13 WINDERMERE STEAMBOAT MUSEUM - REQUEST FOR CAPITAL GRANT ASSISTANCE

Summary

Councillor Graham Vincent informed Cabinet about a request from the Lakeland Arts Trust for the Council to provide a capital grant of £200,000 towards the redevelopment of the Windermere Steamboat Museum. Funding would match funds from the Heritage Lottery Fund and the Regional Growth Fund and other

Page 6 7 29.05.2013 Cabinet Executive Decisions sources. The project was valued at approximately £13.37 million and would deliver a world class visitor attraction on the shores of Windermere which celebrated and conserved the area’s steamboat building heritage and skills. By contributing funding, the Council would be supporting a major scheme with benefits to the District’s economy, culture and heritage.

Councillor Vincent stressed that the Windermere Steamboat Museum would be a new world-class destination and would also offer an exciting range of activities for local communities through learning and community outreach programmes.

The need to monitor progress in relation to the Council’s investment was raised.

Decision

RESOLVED – That

(1) Cabinet supports the provision of a capital grant to Lakeland Arts Trust of £200,000 towards the redevelopment of the Windermere Steamboat Museum; and

(2) Council be recommended to amend the Capital Programme 2013-18 to include the expenditure to be payable during the 2014/15 financial year.

Reasons for Decision

The body of the report describes how the project contributes to the achievement of the Council’s priorities. Providing financial support to the Lakeland Arts Trust will help to “promote and support the arts across the cultural landscape” and “enhance the reputation of South Lakeland as a renowned centre for events and culture”. It will also “encourage investment in South Lakeland”, help in “working in partnership with the Lake District National Park on their low carbon business agenda”, and “work with partners to continue to improve and enhance facilities for lake users on Windermere”.

The provision of a capital grant towards the redevelopment of the Windermere Steamboat Museum will help enable a £13.37 million investment to proceed. The project will deliver a world class museum, contributing significantly to the area’s world class visitor destination. There will be economic, cultural and environmental benefits. The facility will provide value for the District’s residents and visitors. The Council’s contribution will demonstrate to other funders, the commitment of the local area to the project and the benefits it will deliver.

Alternative Options Considered and Rejected

The alternative options include:-

The Council not contributing a capital grant. This option would not add value and help delivery of the scheme and would not enable the Council to be associated with the project.

Page 7 8 29.05.2013 Cabinet Executive Decisions

The Council could provide a lesser or greater amount of grant than that requested.

The Council could increase the discount on the encroachment rent further. As this is a relatively small payment and would make little difference to the ongoing sustainability of the Museum, it would not benefit the Museum as would a capital grant.

The meeting ended at 11.10 am

Page 8 APPENDIX

4 RESPONSIBILITY FOR CABINET FUNCTIONS

The Cabinet will be responsible for all the functions and duties of the District Council which are specified in legislation, and which are not specifically reserved to the Council or any Committee elsewhere in this constitution. The individual members of the Cabinet will have the following personal portfolios, as allocated by the Leader, and will exercise the powers and duties of the Cabinet within those areas, subject to the detailed rules on Access to Information Procedures (Part 4(2)) of this Constitution. Any changes to the personal portfolios will be determined by the Leader. These will take effect from the date that the Proper Officer receives notification of such changes in writing. The Leader will also report any changes to the next appropriate meeting of Full Council.

A Delegation to individual members of the Cabinet

The functions of the Cabinet detailed below shall be the responsibility of the individual members of the Cabinet who hold the portfolios listed below. The individual members shall give guidance to officers regarding decisions to be made under section 5 of the delegation scheme.

Each of the Portfolios indicated will take primary responsibility in their individual areas and work with other Cabinet members, officers and partners to ensure that cross cutting themes are being communicated effectively in all policies and projects and across all services.

Promoting South Lakeland Portfolio – Leader

The development and review of the Council’s 5 Year Strategy and Council Plan. The promotion and marketing of SLDC including working with partners and stakeholders in the public, private and voluntary sector, at national, regional and sub-regional level. To act as an ambassador and advocate for the Communities of South Lakeland.

Nominated representative on the Cumbria Local Enterprise Partnership/Health and Wellbeing Board as appropriate.

Policies, Plans and Strategies:

• 5 Year Strategy • Council Plan • Communications Strategy • Community Strategy

Key Areas:

• Press, Public Relations and Communications • Local and Cumbria Wide Strategic Partnerships • Localism • Relationships with Government Departments, and other relevant authorities at a sub-regional, regional and national level. • Rural Affairs

Innovation and Improvement Portfolio – and Deputy Leader

The Council Plan objectives in relation to quality of service and high performance culture.

To support the Leader of the Council and to deputise in his/her absence.

Policies, Plans and Strategies:

• Performance Management • IT/Information/E Government Strategy • Carbon/greenhouse gas reduction

Page 9

Key Areas:

• Innovation and Savings programme • Performance Management • IT Services • Carbon Reduction and Community Energy

Environment and People Portfolio

The organisation of the Authority relating to the Council’s central services including Member Services and Employee relations, council plan targets relating to Investors in People and improving on overall customer satisfaction rating.

Working with key partners with regard to Welfare Reforms and the following services: Revenues and Benefits, Homelessness, Licensing,

To take the lead on Waste Management/Recycling and relevant Council Plan targets under the environment objectives.

Policies, Plans and Strategies:

• Emergency Plan • Member Training and Development Plan • Workforce Plan • Customer Charter and Contact Strategy • Waste Management Strategy • Licensing and Statement of Gambling Policies

Key Areas:

• Emergency Planning • Customer Services • Corporate Health and Safety • Legal and HR Services • Member Services and Committee Admin • Member Training and Development • Waste Management and Recycling • Benefits Administration • Council Tax Collection • NNDR Collection • Licensing and Gambling • Homelessness

Health and Well Being Portfolio

The relationship of the Council with its citizens; civic participation and the Council plan objectives around leisure, health and wellbeing and working with communities.

Working with key partners with regards to public health and community safety.

Policies, Plans and Strategies:

• Equality Scheme • Health and Wellbeing Strategy • Community Safety Strategy • Asset Management Strategy

Page 10 Key Areas:

• Arts and Culture • Community Development • Grants • Asset Management • Crime and Disorder Reduction • Young People/ projects • Public Health • Leisure and Recreation

Town Centres and Small Business Portfolio

Working in partnership to ensure thriving and prosperous town centres throughout the District.

Providing public realm infrastructure to promote the local economy.

Policies, Plans and Strategies:

• Business Development • Market Town Initiatives

Key Areas:

• Town Centre Planning, Heritage and Events • Car Parks and Transportation • Visitor Economy • Public realm (e.g. parks and open spaces, streetscene) • Planning and Building Control • Markets

Strategic Growth Portfolio

Strategies relating to development control and the Local Plan and Council Plan objective of promoting the economic well-being of the area.

Working in partnership to improve the standard, availability and affordability of housing in the District to meet local needs, championing these issues at national, regional and sub-regional level.

Working in partnership to ensure a thriving and prosperous District within the context of the wider sub- region, through effective economic development, regeneration and transport strategies.

Policies, Plans and Strategies:

• Spatial Planning/Local Plan • Housing Strategy • Economic Development Strategy

Key Areas

• Strategic Housing and delivery • Economic Inward Investment • Business Support and Sector Development

Page 11 Finance Portfolio

The development of strategic policy to ensure that the Council has put in place proper arrangements to secure economy, efficiency and effectiveness in its use of resources, i.e. Value for Money.

To ensure that the Council has proper arrangements in place for securing financial resilience.

To ensure the Council has robust systems and processes to manage effectively financial risks and opportunities, and to secure a stable financial position that enables it to continue operating for the foreseeable future. To ensure the organisation is prioritising its resources within tighter budgets, including achieving cost reductions and improving efficiency and productivity

Policies, Plans and Strategies:

• Procurement Strategy • Treasury Management Strategy • Medium Term Financial Strategy • Fees and Charges Strategy • Capital Strategy • Budget Framework

Key Areas:

• Budget Monitoring • Value for Money • Strategic Finance • Payments • Procurement • Insurance and Risk Management • Sundry Debtors.

Page 12 5 DELEGATION TO OFFICERS FROM THE LEADER

The delegation of executive powers to Officers is determined by the Leader and any changes will only take effect from the day the Proper Officer receives notification of any changes in writing.

A To the Chief Executive and all Directors

1.1 There is delegated to the Chief Executive and to the Directors (“the Officers”) all the powers and duties of the Council necessary for the discharge of the Council’s Cabinet functions carried out within the Officer’s Directorate or area of responsibility.

1.2 To the Director of Policy and Resources (Monitoring Officer)

The conduct of all legal and quasi-legal proceedings entered into by the Council in respect of executive functions, including the appointment of Counsel and professional witnesses as appropriate.

In consultation with the relevant Director to prosecute in respect of any breach of legislation for which the Council, or an officer of the Council is the responsible enforcement authority and it is in the interest of the Council and in the public interest to do so.

In consultation with the relevant Director, to issue civil proceedings in any appropriate Court or Tribunal for the recovery of a financial payment, possession or repossession of property, or to seek any other appropriate remedy.

To respond to all proceedings of a legal or quasi-legal nature issued against the Council with power, in consultation with the Assistant Director Resources, to settle claims up to a maximum of £10,000 where there is a legal liability on the Council.

The preparation and completion of all documents required to give effect to decisions of the Cabinet, its committees or officers acting under delegated authority.

To serve any notices pursuant to statute or required under contract not otherwise delegated to the Chief Executive or a Director and to take appropriate enforcement action in the event of default by persons served with such notice.

To approve applications for anti-social behaviour orders either by the Police or by the Council. (This delegation is also with the Chief Executive).

2 There is not delegated to the Officers:-

• Any matter reserved by law or by the Constitution to the Council or to a Committee or Sub-Committee of the Council; or • Any matter which in law may not be delegated to an Officer

3 The Officers may only exercise delegated powers in accordance with:-

• The Policy Framework approved by the Council. • The Budget approved by the Council. • The various Procedure Rules set out in Part 4 of the Constitution. • Any statutory restrictions, statutory guidance or statutory Code of Practice; and • Any professional standards or operational policies of the Council

4 In exercising delegated powers, the Officers shall act only within the revenue and capital budgets as approved by the Council, subject to any variation thereof that is permitted by the Financial Procedure Rules.

Page 13 5 There is delegated to each Assistant Director authority to exercise any power delegated to his/her Director under this Part that relates to his/her area of responsibility. In addition each of the Officers may further delegate any function, which is delegated to that Officer under this Part, to other Officers. Every such sub-delegation shall be in writing, setting out the terms and conditions upon which that function is to be performed, and accountability for the performance of that sub-delegated function. The Officer making such sub-delegation shall copy the sub- delegation to the Monitoring Officer.

6 There are two types of decisions which may be taken by the Officers:-

• Executive Decisions; and • Administrative Decisions

7 Executive Decisions

Consultation

7.1 Before taking an Executive Decision, the Officer shall prepare a report setting out:-

• The identity of the Officer proposing to take the decision under delegated authority. • The issue to be decided. • Any restriction upon the publication of the report as if the decision was a decision falling to be made by a Committee or Sub-Committee of the Council in accordance with Sections 100 and 100A to 100K of the Local Government Act 1972. • Any facts upon which any decision must be based. • Any legislative requirements. • Any relevant Council policy. • Any relevant national or regional guidance. • The alternative options available to the Officer. • Any staffing and financial implications resulting from the options. • Any legal implications. • Any consultations undertaken and the views of the consultees. • Any implications for any other area of the Councils activities. • The portfolio area within which the issue falls; and • The Officers proposed decision and the reasons supporting that proposal.

7.2 The Officer shall send a copy of the report to:-

• The relevant Cabinet Member whose Portfolio includes the issue to be decided, or, if that person is unavailable through illness, holiday or some other reason, or has a prejudicial interest in the issue, to the Leader of the Council, or such other Cabinet Member as he/she may nominate; and • The Chief Executive, and all other Directors.

Objection

7.3 The Cabinet Member or any of the other consultees may object to the report within five working days of receiving the same, by notifying the Officer of the objection and requesting the matter be referred to the Cabinet for determination.

7.4 If the Cabinet Member or consultee does not object to the decision, he/she shall return the report to the Officer duly signed within five working days of receiving the same.

Determination

7.5 Where no objection has been received, the Officer may proceed to make his/her final decision as outlined in the report.

Page 14 7.6 Where an objector has requested that the report be referred to the Cabinet, the Officer shall no longer have the power to take the final decision thereon. The report shall be included on the agenda for the next convenient meeting of the Cabinet and the Officer’s proposed decision shall form the recommendation to the Cabinet.

Urgent Decisions

7.7 Where an Officer is of the opinion that an Executive Decision for which he/she is responsible should be made urgently in order to prevent or reduce the risk of damage to persons or property, or to the interests of the Council, and that the urgency of the decision is such that it is not practicable to complete the Executive Decision-making process set out above, the Officer shall use his/her best endeavours, as far as the urgency of the matter permits, to carry out the consultation exercise set out in paragraph 7.2, but have the full power to take that Executive Decision notwithstanding that the full procedure has not been followed.

7.8 As soon as practicable after taking a decision under paragraph 7.7, the Officer shall complete a report complying with Paragraph 7.1 and include the reasons for the urgency and the final decision that has been taken, and that report shall be circulated to the Cabinet Member and other consultees and shall be included on the agenda for the next convenient meeting of the Cabinet.

Recording of Executive Decisions

7.9 Upon making an Executive Decision, the Officer shall provide the Monitoring Officer with a written statement of the decision on the day that it is made.

7.10 Each Executive Decision shall be published, as far as practicable, on the next working day after it is made. The report on which the decision was made, subject to any requirement for confidentiality, shall also be published and made available for public inspection during normal office hours. The public shall have the right to copy, or be provided with a copy, of any part of that report upon payment of a reasonable copying and administrative charge in accordance with the Council’s currently policy on such matters.

Call-In Mechanism

7.11 Any Executive Decision made by an Officer under this Part 7 may be called-in in accordance with the provisions of Paragraph 15 of the Overview and Scrutiny Procedure Rules.

Accountability

7.12 Officers are accountable to the Council for any Executive Decision that they make and may be required, together with the relevant Cabinet Member, to report to, and attend and answer questions from, an Overview and Scrutiny Committee in respect of any such decision.

8. Administrative Decisions

8.1 Administrative Decisions are those decisions taken by Officers as part of the day-to-day management of their Directorate and the functions for which their Directorate is responsible.

8.2 Officers do not have to prepare or publish a formal written report in respect of an Administrative Decision, but are responsible for ensuring that consultation, where appropriate, is undertaken with relevant officers, and where the decision involves staffing, with the Head of Human Resources.

Page 15 8.3 There is no requirement to maintain a record of Administrative Decisions for the purpose of the Council or public access, or to report Administrative Decisions to a Committee or Sub- Committee, but Officers are responsible for retaining a record of Administrative Decisions which they take and the reasons for such decisions sufficient for audit and evidential purposes (for Judicial Review, Employment Tribunal, Ombudsman, District Audit, or other proceedings or investigation) and for ensuring that all those who need to know are promptly informed of the decision.

8.4 Officers are accountable to the Council for any Administrative Decision that they make and may be required to report to, and attend and answer questions from, an Overview and Scrutiny Committee in respect of any such decision.

B To the Director of Public Health

To take action in accordance with the powers contained in: (i) Section 1, National Assistance (Amendment) Act 1951, (ii) Section 47 National Assistance Act 1948 (removal to suitable premises of persons in need of care and attention) as he/she considers appropriate and to appoint suitable qualified medical practitioners to act on his/her behalf.

C Regulation of Investigatory Powers Act 2000

The following Officers are empowered to authorise the use of covert surveillance in accordance with the provisions of the Act and the Council’s Surveillance Policy:-

The Chief Executive, the Director of People and Places and all Assistant Directors.

D To the Assistant Director Resources, Revenues and Benefits Manager, Local Taxation Manager (Shared Service), Senior Local Taxation Officer, and Senior Recovery Officer

To issue complaints and represent the Council in Council Tax and Non-Domestic Rates Recovery proceedings in the Magistrates Court.

Page 16 Item No.3 1 06.06.2013 Delegated Executive Decisions

DELEGATED EXECUTIVE DECISIONS

A record of delegated decisions made by individual Portfolio holders or officers week ending Friday, 7 June 2013.

The reports (unless exempt under Section 100(B)(2) of the Local Government Act 1972, on the grounds that they involve the likely disclosure of exempt information as defined in Part 1 of Schedule 12 A of the Act as amended by the Local Government (Access to Information) (Variation) Order 2006 by virtue of the Paragraphs indicated and, in all the circumstances of the case, it is considered that the public interest in maintaining the exemption outweighs the public interest in disclosing it) are available for inspection from the Democratic and Electoral Services Manager, South Lakeland House, Kendal.

DEX/1 SALE OF LAND AT CANAL HEAD ALLOTMENTS, KENDAL (ASSISTANT DIRECTOR (STRATEGIC PLANNING))

Summary

Consideration was given to approval, in principle, of the sale of land at Canal Head Allotments, Kendal. It was proposed to sell the land, by direct negotiation, to the adjoining residents.

Decision

(1) The land be declared as surplus to requirements.

(2) The land be sold to those adjoining residents able to access it, at a price to be approved by the Assistant Director (Strategic Planning).

Reasons for Decision

The decision will enable safer parking for residents and remove cars from the already-limited parking on the front street. It will also improve the appearance of the local area.

Alternative Options Considered and Rejected

To not sell the land. This would simply maintain the status quo with an asset retained for no serious purpose, although still let to Kendal Town Council within the allotments.

Page 17 2 06.06.2013 Delegated Executive Decisions

DEX/2 AWARD OF LEGIONELLA CONTRACT 2013-2017 (ASSISTANT DIRECTOR (STRATEGIC PLANNING))

Summary

Consideration was given to tenders received in relation to the Legionella Contract 2013-2017. This was in order to fulfil the requirements of ACop L8 and to enable the Council to successfully manage the risks associated with legionella.

Note – Details of the highest scoring tender, along with the tender cost and quality assessment scores, were provided in Appendix 1 in Part ll of the Agenda which was excluded from inspection by members of the public in accordance with Section 100 (B) of the Local Government Act 1972, as amended by the Local Government (Access to Information) (Variation) Order 2006, and , in all the circumstances of the case, it was considered that the public interest in maintaining the exception outweighed the public interest in disclosing it. Copies of the document were excluded, as it contained information as described in Schedule 12A of the Act as follows:-

- Information relating to the financial or business affairs of any particular person (including the authority holding that information). (Paragraph 3)

Decision

The Legionella Contract 2013-2017 be awarded to the supplier identified in Part II Appendix 1 to the report, as the most suitable contractor for the work.

Reasons for Decision

To assist in the delivery of the Council Plan – Workforce – ensure we are equipped to provide the best, most cost-effective services.

Alternative Options Considered and Rejected

There is no alternative option, as the legionella testing and monitoring is required under ACoP L8 produced by the Health and Safety Executive.

DEX/3 PROCUREMENT OF THE PRINTING AND DISTRIBUTION OF SOUTH LAKELAND NEWS AND THE SELLING OF ADVERTISING SPLACE (DIRECTOR OF POLICY AND RESOURCES)

Summary

Consideration was given to tenders received in relation to the contract for the procurement of the next six editions of South Lakeland News.

Page 18 3 06.06.2013 Delegated Executive Decisions

- Information relating to the financial or business affairs of any particular person (including the authority holding that information). (Paragraph 3)

Decision

(1) The contract for the printing and distribution of the next six editions of South Lakeland News be awarded to the supplier identified in Part II Appendix 1 to the report, as the Company most able to meet the requirements.

(2) The contract for advertising of the next six editions of South Lakeland News be awarded to the supplier identified in Part II Appendix 1 to the report, as the Company most able to meet the requirements.

Reasons for Decision

To assist in the delivery of the Council Plan – A sustainable Council – delivering services that are value for money.

Alternative Options Considered and Rejected

The contract could be re-advertised, however, it is considered that the tender was advertised widely and the tenders received met the requirements of the Contract Specification Document.

The option of taking no action is not proposed, as there is currently no contract in place to produce South Lakeland News in the future.

Page 19 This page is intentionally left blank

Page 20 26 June 2013 EXECUTIVE DECISIONS - PROGRESS REPORT (as at 17 June 2013)

Executive Decision Report Title Action Required or Date Officer Progress or Outcome of Cabinet Decision Ref. Date Completed Completion Report Due

EX/341 16.4.10 Council Owned Land and Dispose on open market, Debbie Storr Bat Survey and Flood Jul-13 Property - Stock Ghyll subject to agreeing [Matthew Neal] Assessment Reports have Cottage and adjacent appropriate terms and been obtained by NPS Closed Toilets, Stock conditions. and submitted to the Ghyll Lane, Ambleside LDNPA to revive the (KD10/015/C&WB existing planning consent. Marketing of site to follow. Exploratory discussion taking place with Lakes Parish Council regarding potential future role with

Page 21 the site.

EX/055 15.7.11 New Road Common Land Implement decisions David Sykes Preparation for Jul-13 [Michael Keane] deregistration being progressed. Site investigation works completed. Further Item No.7 information on Canal Head development proposals being sought. 26 June 2013 EXECUTIVE DECISIONS - PROGRESS REPORT (as at 17 June 2013)

Executive Decision Report Title Action Required or Date Officer Progress or Outcome of Cabinet Decision Ref. Date Completed Completion Report Due

CEX/31 25.7.12 Leisure Services Review Implement decisions to David Sykes Detailed implementation Aug-13 (KD12/018/C&WB) enable delivery planning underway. arrangements to be in Report on outcome of place by April 2014. procurement process to be considered by Cabinet

DEX/17 8.11.12 Repairs to Wall at Contract to be awarded by David Sykes NPS placing the tender Jun-13 Fountain Brow, Kendal Cabinet following receipt [Michael Keane] invitation on the Chest . of tenders Tender invitation delayed whilst design solution

Page 22 finalised. Negotiations for access and levelling may be required with adjacent landowners 26 June 2013 EXECUTIVE DECISIONS - PROGRESS REPORT (as at 17 June 2013)

Executive Decision Report Title Action Required or Date Officer Progress or Outcome of Cabinet Decision Ref. Date Completed Completion Report Due

CEX/139 13.2.13 Review of the Implement decisions; Shelagh McGregor 12 months notice served Sep-13 Discretionary Rate Relief undertake consultation on all current recipients in Policy Guidelines exercise from July to March 2013 that existing September 2013; O&S to awards will terminate on consider draft Policy 31st March 2014. Next Guidelines and make stage is to put forward comment by 30 recommendations for any September 2013; new policy changes for Policy Guidelines to be consideration by Cabinet agreed by Cabinet by 30 prior to public November 2013; formal consultation.

Page 23 notice to be served by 31.3.13 on all current recipients re termination of previously-granted relief with effect from 31.3.14.

CEX/153 20.3.13 Council Tax Premium - Policy guidelines to be Shelagh McGregor First part complete - Full Sep-13 Policy Guidelines for reviewed in 2013/14 in Council agreed policy for Determining Local conjunction with general local exceptions to Council Exceptions review of discounts Tax Premium in March 2013. A review will be undertaken and reported 18/09 Cabinet in the light of the experience of the process during the year. 26 June 2013 EXECUTIVE DECISIONS - PROGRESS REPORT (as at 17 June 2013)

Executive Decision Report Title Action Required or Date Officer Progress or Outcome of Cabinet Decision Ref. Date Completed Completion Report Due

CEX/13 29.5.13 Windermere Steamboat Refer to Council David Sykes To Council 25 July 2013 N/a Museum - Request for Capital Grant Assistance Page 24 SOUTH LAKELAND DISTRICT COUNCIL The Local Authorities (Executive Arrangements) (Meetings and Access to Information) (England) Regulations 2012 NOTICE OF INTENTION OF KEY DECISIONS TO BE TAKEN Notice is hereby given, in accordance with Regulations 5 and 9 of the above Regulations, that the following Key Decisions are to be considered by the Authority. The definition of a Key Decision is defined in Article 13.03 of the Council’s Constitution as being - A key decision means an executive decision which, in relation to an executive function, has a significant effect on communities in two or more Wards of the Council (or one Ward in respect of two-Member Wards) and/or is likely to result in the Authority incurring expenditure or making savings above £60,000. Where the Decision Maker is shown as being Cabinet, please note membership, as follows:- • Leader and Promoting South Lakeland Portfolio Holder – Councillor Peter Thornton

Page 25 • Deputy Leader and Innovation and Improvement Portfolio Holder– Councillor Janet Willis • Environment and People Portfolio Holder – Councillor Sue Sanderson • Finance Portfolio Holder – Councillor David Evans • Health and Wellbeing Portfolio Holder – Councillor Graham Vincent • Strategic Growth Portfolio Holder – Councillor Jonathan Brook • Town Centres and Small Business Portfolio Holder – Councillor Giles Archibald

Item No.8

Key Decision Matter to be Decision to Decision Date/ Documents Lead Officer Deadline for Ref No / Date decided be taken in Maker period in being Contact representations added private? which submitted to Information in respect of Y/N (if Yes, decision decision reasons why please quote will be maker in decision to be the relevant made relation to the taken in private category of matter (i.e. * Schedule background 112A of the documents) local Government Act 1972) ) Page 26 KD13/2013 South No Cabinet 26 June South Julie Jackson N/A Lakeland 2013 Lakeland (26/06/2013) Senior Housing District Council District Council Strategy Officer and Eden and Eden District Council District Council Homelessness Homelessness Strategy Strategy

South Lakeland District Council and Eden District Council Homelessness Review 2012 KD14/2013 Sale of land at Yes Cabinet 26 June Cabinet report Tony Whittaker, 29 May 13 North East 2013 7/3/07 (26/06/2013) Information Housing Strategy http://sldc- Sandylands, relating to the & Delivery Kendal modgov:9070/D financial or ata/Cabinet/200 Manager. business 70307/Agenda/0 affairs of any 7-02- particular 07%20Cabinet person %20Item%2010 (including the %20Second%20 authority Homes%20Fun holding that d.pdf information) (Paragraph 3) Page 27

KD15/2013 Demolition of Yes Cabinet 24 July Cabinet Report Caroline Leigh, 10 July 2013 2013 – 19/09/2012 (24/07/2013) Berners Pool – Information Economic Grange –over- Development & relating to the Sands financial or Asset Manager – business affairs of any c.leigh@southlakel particular and.gov.uk person (including the authority Tony Whittaker, holding that Housing & information) Strategy Delivery (Paragraph 3) Manager – t.whittakers@south lakeland.gov.uk

th KD16/2013 To consider No Cabinet 28 South Daniel Russell N/A August (28/08/2013) the role of the Lakeland Principal Housing 2013 Council in the Private Renewal Officer national Green Housing Stock Deal and ECO Condition d.russell@southlak Schemes and Survey eland.gov.uk approve http://www.sou funding for the thlakeland.gov. Council’s uk/housing/ho Draught using-strategy- Page 28 Busters -policy.aspx Scheme. Local Authorities and the Green Deal, Department of Energy and Climate Change https://www.go v.uk/local- authorities- and-the-green- deal

SLDC Private Sector Housing Strategy Action Plan http://www.sou thlakeland.gov. uk/documentBr owser/Housing /02%20Housin g%20Strategie s%20&%20Pol icies/01%20SL DC%20Housin Page 29 g%20Strategy %20Action%2 0Plan%20201 1-15.pdf Cumbria Housing Strategy http://www.sou thlakeland.gov. uk/documentBr owser/Housing /02%20Housin g%20Strategie s%20&%20Pol icies/08%20Cu mbria%20Hou sing%20Strate gy%202011%2 0- %202015.pdf Joint Older Persons’ Housing Strategy http://www.sou thlakeland.gov. uk/documentBr owser/Housing /02%20Housin

Page 30 g%20Strategie s%20&%20Pol icies/02%20Joi nt%20Older%2 0Persons'%20 Housing_Strat egy%202012- 17.pdf Cumbria Joint Health and Wellbeing Strategy http://councilpo rtal.cumbria.go v.uk/document s/s100000939 7/Master%20Fi nal%20Draft% 20HWB%20Str ategy%2016th %20Oct%2020 12.pdf

Subject to any prohibition or restriction on their disclosure, the documents submitted to the decision maker as listed above can be viewed at the offices of South Lakeland District Council in South Lakeland House, Kendal, and on the Council’s Website. Please be aware, that other documents other than those listed may subsequently be submitted to the decision maker. If you wish to request details of those documents (if any) as they become available, please contact the appropriate Lead Officer as indicated above.

* Where it is indicated that a decision on the item may be taken in private and you wish to make representations in respect of the

Page 31 reasons why this decision will be taken in private please contact Democratic Services, South Lakeland District Council, South Lakeland House, Lowther Street, Kendal, Cumbria LA9 4UQ or email [email protected] by the date shown.

Debbie Storr

Director of Policy and Resources (Monitoring Officer)

Date 14 June 2013 This page is intentionally left blank

Page 32 SOUTH LAKELAND DISTRICT COUNCIL

The Local Authorities (Executive Arrangements) (Meetings and Access to Information) (England) Regulations 2012

NOTICE OF INTENTION TO TAKE EXECUTIVE DECISION(S) IN PRIVATE

Notice is hereby given in accordance with Regulation 5 of the above Regulations that the following matters are likely to be considered in private -

Date of Decision Matter to be decided Reasons why the matter is be Deadline for proposed Maker/ decided in private representations in respect decision Meeting of reasons why decision to be taken in private

Page 33 None currently

Should you wish to make representations in respect of the reasons why this decision will be taken in private please contact Democratic Services, South Lakeland District Council, South Lakeland House, Lowther Street, Kendal, Cumbria LA9 4UQ or email [email protected] by the date shown.

Debbie Storr

Director of Policy and Resources (Monitoring Officer)

Date 14 June 2013 This page is intentionally left blank

Page 34 Item No.9 PART I

South Lakeland District Council CABINET Meeting Date: 26 June 2013 Report Author: Julie Jackson, Senior Housing Strategy Officer Portfolio: Cllr Sue Sanderson, Environment & People Portfolio Holder Report from: David Sykes, Director People and Places David Sykes, Director People and Places Wards affected: All Key Decision: KD13/2013 (26.6.2013) Key Decision KD13/2013 (26.6.2013) Notice: HOMELESSNESS STRATEGY 2013 - 2018 1.0 PURPOSE OF REPORT 1.1 This report is presented to seek approval for the South Lakeland District Council and Eden District Homelessness Strategy 2013 - 2018. The Strategy will assist in the prevention of homelessness, the reduction of youth homelessness, the increased provision of settled housing and the provision of support where needed. 2.0 RECOMMENDATIONS It is recommended that Cabinet:- (1) Approve the South Lakeland District Council and Eden District Council Homelessness Strategy 2013 – 2018 3.0 BACKGROUND 3.1 South Lakeland District Council and Eden District Council have been working in partnership to develop a Homelessness Strategy for the period 2013 - 2018. As a first step a Review of homelessness was undertaken in 2012 that was steered by a sub- group of the South Lakes and Eden Strategic Homelessness Group chaired by the Portfolio Holder. A Workshop was held in February 2013 with all relevant stakeholders to discuss the findings from the Review and agree actions that could be taken forward into the Homelessness Strategy 2013 – 2018. 3.2 It can be seen from the Review that South Lakeland District has seen a rise in the number of people presenting as homeless from 162 in 2010 – 2011 to 356 in 2011 – 12. Therefore, the draft Strategy puts increased emphasis on early prevention work so that this figure is reduced. 3.3 The draft Strategy takes into account good practice and Government Guidance to assist the Council in achieving the ‘Gold Standard’ in the delivery of homelessness services. The ‘Gold Standard’ is still under development by the Government but is based on the

Page 35 Government’s Strategy for Homelessness ‘Making Every Contact Count’ 2012 10 Challenges to local government. 4.0 RESEARCH AND CONSULTATION 4.1 The development of the South Lakeland District Council and Eden District Council draft Homelessness Strategy 2013 – 2018 has been a collaborative process. A Review of homelessness was carried out in 2012 in South Lakeland and Eden conducted by a sub- group of the South Lakeland and Eden Strategic Homelessness Group that was established in 2012. As part of this process a pilot multi-agency monitoring exercise was undertaken involving statutory and voluntary sector agencies and consultation was held with service users. The results of this work were fed through to the wider Strategic Homelessness Group. 4.2 The Strategic Homelessness Group agreed that the Homelessness Strategy 2013 – 2018 priorities should focus on reducing youth homelessness, preventing homelessness, securing more settled accommodation and providing support where needed. Following on from this a Workshop was held in February 2013 to bring together any relevant stakeholders who have an interest in homelessness to agree joint actions that could be taken forward over the period of the new Strategy. These have been represented in the Action Plan contained within the Homelessness Strategy Appendix 2. Internal consultation with relevant officers in the Housing Strategy and Delivery Team and Housing Options Team has been held. 4.3 Formal consultation has been held from 22 April 2013 to 20 May 2013 and the draft Homelessness Strategy was placed for comments on the Consultation HUB and distributed to stakeholders for further comments and input. The results of the consultation are at Appendix 6. The draft Homelessness Strategy was considered at the Housing Advisory Group and the Strategic Homelessness Group on 14 May 2013. 5.0 PROPOSAL 5.1 The South Lakeland District and Eden District Homelessness Strategy 2013 – 2018 contains actions that will address youth homelessness, homelessness prevention, the provision of suitable accommodation for homeless households and support where this is required. 5.2 It should be noted that the Action Plan is relatively short-term from 2013 – 2015 to ensure that the Strategy remains responsive to the on-going reforms and policy changes. Many of the actions will only be achieved by close partnership working with statutory and voluntary sector agencies who deal with homeless people on a day to day basis. Therefore, it is proposed that the Action Plan be monitored by the South Lakeland and Eden Strategic Homelessness Group. It is important that Adult Social Care and Children’s Services are represented on this Group as to date attendance has been patchy. However, there is commitment now from Children’s Services to ensure representation to tackle issues around 16 and 17 year olds and strategic homelessness. Further work needs to be done to improve representation by Adult Social Care. As can be seen some of these agencies, including Children’s Services, will be taking a lead in taking certain actions forward. 6.0 ALTERNATIVE OPTIONS 6.1 The Council could decide not to approve the draft South Lakeland District and Eden District Council Homelessness Strategy 2013 – 2018. However, this is not recommended as the Council has a statutory duty to publish the Strategy and stakeholders who have an interest in homelessness have all been involved in the development of the Strategy. Therefore, this would not promote good partnership working.

South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 Page 36 1 7.0 NEXT STEPS 7.1 The draft South Lakeland District Council and Eden District Council Homelessness Strategy was considered by Overview and Scrutiny Committee on 6 June 2013. Comments from Overview and Scrutiny Committee and responses are attached at Appendix 5. The Strategy is due to be considered at Eden District Council’s Full Council meeting on 13 June 2013. Provided that this is agreed then work will commence on the implementation of the Action Plan, which will be monitored on a six monthly basis by the South Lakeland and Eden Strategic Homelessness Group. Overall responsibility for monitoring the Strategy will rest with the Senior Housing Strategy Officer (SLDC) and Housing Officer Strategy (EDC). There will formal monitoring of all the Housing Strategy Action Plans including the Homelessness Strategy on an annual basis. Responsibility for this will rest with the Housing Strategy and Delivery Team Manager. 8.0 IMPLICATIONS 8.1 Financial and Resources 8.1.1 This report does not have any financial implications that will not be met from within existing resources. There is a net expenditure base budget of £246k in 2013/14 to support the Council’s statutory obligations with regard to Homelessness. This is partially reflected in the Homelessness funding element of the overall RSG award, which was £67k for 2013/14. 8.2 Human Resources 8.2.1 Not applicable. 8.3 Legal 8.3.1 The Homelessness Act 2002 places a statutory duty on local authorities to carry out a review of homelessness and publish a homelessness strategy that is updated every five years. The draft South Lakeland District Council and Eden District Council Homelessness Strategy 2013 – 2018 meets this statutory duty. 8.4 Social, Economic and Environmental Impact 8.4.1 Has a sustainability impact assessment been carried out? Yes 8.4.2 This proposal is considered to have a positive impact on sustainability. 9.0 RISK ASSESSMENT Risk Consequence Controls required That the Strategy is not The Council would be in Approve the draft South published in time. breach of the Lakeland District Council Homelessness Act 2002 and Eden District Council Homelessness Strategy 2013 – 2018. That Lead Agencies do The action would not be Monitoring of the Action not progress the actions implemented Plan delivery by the that they have agreed to South Lakes and Eden take forward Strategic Homelessness Group to ensure delivery 10.0 EQUALITY AND DIVERSITY 10.1 An Equality Impact Assessment has been completed and is attached at Appendix 4.

South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 Page 37 2 11.0 LINKS TO THE COUNCIL PLAN AND PERFORMANCE INDICATORS 11.1 The proposal will help to meet the Council Plan objectives for Housing, by providing the ‘homes our community needs’, and ensuring that the target of 20 homeless households or less in temporary accommodation is met. 12.0 CONCLUSION AND EXPECTED OUTCOMES 12.1 By agreeing the draft Homelessness Strategy the Council’s ability to meet the priorities of reducing youth homelessness, homelessness prevention, increasing the supply of settled accommodation and providing support where needed will be strengthened. The Strategy will assist the Council in meeting ‘the Gold Standard’ for homelessness that the Government is developing. 12.2 Partnership working is at the heart of this Strategy and many of the actions will only be achievable by working in partnership. Therefore, the Strategic Homelessness Group will play an increasingly crucial role in ensuring that the actions are delivered. APPENDICES ATTACHED TO THIS REPORT Appendix No. 1 Draft South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 2 Key Review Findings 3 Multi-Agency Monitoring pilot results 4 Equality Impact Assessment 5 Feedback from Overview and Scrutiny Committee 6 June 2013 6 Consultation HUB Responses CONTACT OFFICERS Julie Jackson, Senior Housing Strategy Officer, 01539 717439, [email protected] BACKGROUND DOCUMENTS AVAILABLE South Lakeland District and Eden District Homelessness Review 2012 – 13 Homelessness Review Stats Final TRACKING Assistant Portfolio Solicitor to the SMT Scrutiny Director Holder Council Committee 1.5.13 16.4.13 1.5.13 16.5.13 6.6.13 Executive Committee Council Section 151 Monitoring (Cabinet) Officer Officer 1.5.13 1.5.13 Human Resource Services Manager 1.5.13

South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 Page 38 3 APPENDIX 1 – DRAFT SOUTH LAKELAND DISTRICT COUNCIL AND EDEN DISTRICT COUNCIL HOMELESSNESS STRATEGY 2013 - 2018 PURPOSE OF APPENDIX 1 The purpose of this Appendix is to set out the draft South Lakeland District Council and Eden District Council Homelessness Strategy 2013 – 2018.

South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 Page 39 4

South Lakeland District Council and Eden District Council Homelessness

Strategy 2013 - 2018

South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 Page 40 5 Contents Summary incorporating key findings from the Homelessness Review ...... 7 Our Vision ...... 9 Section 1 – Background and Aims of the Strategy ...... 9 1.0 Introduction ...... 9 1.1 South Lakeland District Council ...... 9 1.2 Eden District Council ...... 10 1.3 Development of the South Lakeland and Eden District Homelessness Strategy ...... 10 1.4 National, Regional and Local Context ...... 10 1.5 Cumbria Housing Strategy ...... 13 1.6 Health and Wellbeing Strategy ...... 13 1.8 What we would like to achieve ...... 14 Section 2 - Vision into Action ...... 16 2.1 Partnership working ...... 16 2.2 Achieving our priorities ...... 16 Section 3 - Monitoring and Review ...... 22 Homelessness Strategy – Action Plan 2013 – 2015 ...... 23 Appendices

South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 Page 41 6 Summary incorporating key findings from the Homelessness Review

1.1 South Lakeland District Council and Eden District Council have been working together in the development of what is now the third Homelessness Strategy for both Districts. This Strategy builds on the strengths of the previous Strategies moving towards enhanced partnership working that will deliver joint priorities, more preventative activities and a focus on addressing causes as opposed to symptoms of homelessness through joint working. Such an approach will assist the Council in attaining the Government’s “Gold Standard’ set out in its report ‘Making Every Contact Count: A Joint Approach to Preventing Homelessness” “Local Authority Challenges”.

1.2 The Strategy development process has been a partnership process with the South Lakes and Eden Strategic Homelessness Group, a multi-agency steering group established in 2012 that has shaped the priorities and key actions that will be delivered during the course of the life of this Strategy. Therefore, the vision and priorities represent the collective view of the statutory and voluntary agencies of what this Strategy needs to achieve within its lifespan. Many actions contained within the Action Plan will only be achievable through this joint working to fulfil our vision to :-

Prevent homelessness, support homeless households into sustainable housing solutions and work in partnership with other agencies to ensure that no one has to spend a second night out.

1.3 A comprehensive review of homelessness was conducted in 2012 to ascertain the nature and extent of homelessness in South Lakeland and Eden. The Review then looked at factors that could influence future levels of homelessness in the two Districts before making recommendations for the Homelessness Strategy. As part of the Review process a Multi-Agency Monitoring (MAM) Pilot exercise was completed over a two month period from 1 October 2012 to 30 November 2012. Consultation was held with service users who were in temporary accommodation, those to whom the Council did not owe a homeless duty but had received advice and assistance, those households who received an offer of accommodation and those households who were deemed to have become homeless intentionally. A Homelessness Strategy Workshop was held on 25 February 2013 bringing together a range of voluntary and statutory agencies to consider priorities for the Strategy. These priorities have been used in the formulation of the Strategy and Action Plan.

1.4 Achievements from the 2008 – 2013 Homelessness Strategies

For South Lakeland these include:-

• Development of South Lakes Rural Foyer by Impact Housing Association in Kendal providing 14 units of accommodation for vulnerable young people • A shift in emphasis towards homelessness prevention with the development of the Housing Options service to provide quality advice and assistance. The number of homelessness preventions has increased from 59 in 2008/09 to 122 in 2011/12 • Accommodation developed for physical disability and learning disability at Lound Place, Kendal with further development taking place at Kirkland in Kendal • Reduction in the use of bed and breakfast from 73 households in 2009/10 to 17 households in 2011/12 with further reductions being made in 2012/13. • 316 affordable homes enabled throughout the District since 2008/09 • Development of a pilot private sector access scheme enabling up to 20 private rented properties to be used for homeless households South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 Page 42 7 • Improvement work to Town View Fields Hostel

For Eden these include:-

• Eden’s existing Foyer has been expanded and received an accreditation as the best in the country. Adjacent to this a Children’s Centre is now up and running • Over 200 new affordable homes developed since 2008/09 • Provision of high quality housing options and homelessness services with over 90% of homelessness applications received between 2008-12 resulting in homelessness being prevented. • Significant reduction in the use of bed and breakfast, and the use of temporary accommodation has decreased from 22 to 2 units • Refurbishment of a 2 bedroom ground floor flat adapting it for physical disability for wheelchair users who require temporary accommodation in Penrith • Development of 10 adapted units in Penrith managed by Leonard Cheshire

1.5 The Homelessness Review – Key Findings

A comprehensive Homelessness Review has been completed that has informed the development of this Strategy. Key findings together with the recommendations that have been followed through into this Strategy are shown in Appendix 2. During the Review process a Multi-Agency Monitoring pilot was conducted with agencies from the voluntary and statutory sector to determine the true nature of homelessness across Eden and South Lakeland and to eliminate double counting. The Multi-Agency Monitoring report is at Appendix 3. An Equality Impact Assessment is set out at Appendix 4.

South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 Page 43 8 Our Vision

Working together with customers and partners the two local authorities have developed a vision for this Homelessness Strategy that will see the two authorities working to

Prevent homelessness, support homeless households into sustainable housing solutions and work in partnership with other agencies to ensure that no one has to spend a second night out.

This document sets out how the vision, priorities and actions contained in this strategy have been developed, how we have got on delivering the actions set out in our previous strategy and finally it sets out a clear action plan which contains specific proposals about actions we will take to deliver our new vision. Section 1 – Background and Aims of the Strategy 1.0 Introduction

South Lakeland District Council and Eden District Council have been working together in the development of what is now the third Homelessness Strategy for both Districts. The Strategy development process has been a partnership process with the South Lakes and Eden Strategic Homelessness Group, a multi-agency steering group that has shaped the priorities and key actions that will be delivered during the course of the life of this Strategy.

This Strategy builds on the strengths of the previous Strategies moving towards enhanced partnership working that will deliver joint priorities, more preventative activities and a focus on addressing causes as opposed to symptoms of homelessness through joint working. Such an approach will assist the Council in attaining the Government’s “Gold Standard’ set out in its report ‘Making Every Contact Count: A Joint Approach to Preventing Homelessness” “Local Authority Challenges”. 1.1 South Lakeland District Council

South Lakeland District covers a 600 square mile area with large parts of the District falling within two national parks, the Lake District and Yorkshire Dales National Park. The District is predominantly rural and the housing market is dominated by issues of affordability, something the Council recognises in the five year Strategy and Corporate Plan. The latest Strategic Housing Market Assessment evidenced the need for 640 affordable homes per year over the next five years (SLDC: SHMA 2011). The District has high levels of self employment with the predominant industries being tourism/catering and agricultural. Of the 103,700 population a significant proportion are older people. By 2035 the number aged 75 - 84 is expected to increase by 32% and those aged 85 and over by 63%. Conversely the number of younger people is set to decline.

Corporate Commitment to preventing and tackling homelessness - the South Lakeland District Council Plan 2013 – 2017 sets out the Council’s priority to deliver a joined up 24 hour Housing Options Service and in so doing to reduce homelessness. The Council has also committed to ensure that no one spends a second night out.

South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 Page 44 9 1.2 Eden District Council Eden District is the second largest district in England and the second most sparsely populated district in England and Wales. With a population of 52,000 it has a density of just 0.23 people per hectare compared to a Cumbria average of 0.7 and 3.4 people for England as a whole. The economy is based mainly on service industries, tourism, agriculture and distribution. Sharing many similarities with South Lakeland, parts of Eden District fall within the Lake District National Park. .Similarly to South Lakeland the demographic profile is shifting towards the older age ranges By 2035 the number aged 75 – 84 is projected to increase by 43% and those over 85 by 67% and again the District will see a decline in younger age groups.

Corporate Commitment – The Council’s Corporate Plan 2011-15 sets out housing as one of its four corporate priorities and meeting current and future housing needs as one of its key strategic actions.

South Lakeland District Council and Eden District Council have both committed to adopt ‘no second night out’ ensuring that no one new to sleeping rough should spend a second night out. The South Lakes and Eden Strategic Homelessness Group is Chaired by the South Lakeland District Council Portfolio Holder with responsibility for homelessness.

1.3 Development of the South Lakeland and Eden District Homelessness Strategy

The 2013 – 2018 South Lakeland and Eden District Homelessness Strategy has been developed in accordance with Government guidance set out in the Code of Practice 2007, Homelessness Strategies – A Good Practice Handbook and other relevant good practice guidance issued by the Department of Communities and Local Government and Specialist Advisers. In 2012 a multi- agency Strategic Homelessness Group was established to oversee the development and subsequent implementation of this Strategy. Therefore, the priorities and aims represent the collective view of the statutory and voluntary agencies of what this Strategy needs to achieve within its lifespan. Many actions contained within the Action Plan will only be achievable through this joint working.

A comprehensive review of homelessness was conducted in 2012 to ascertain the nature and extent of homelessness in South Lakeland and Eden. The Review then looked at factors that could influence future levels of homelessness in the two Districts before making recommendations for the Homelessness Strategy. As part of the Review process a Multi-Agency Monitoring (MAM) Pilot exercise was completed over a two month period from 1 October 2012 to 30 November 2012. The Strategic Homelessness Group felt that the MAM Pilot would help to ascertain the true nature of homelessness by eliminating double counting (where a single household could approach more than one agency for assistance thereby distorting the overall figures). In total five statutory and voluntary agencies took part in the exercise, the results of which are shown in detail within the Review (Appendix 3). Consultation was held with service users who were in temporary accommodation, those to whom the Council did not owe a homeless duty but had received advice and assistance, those households who received an offer of accommodation and those households who were deemed to have become homeless intentionally. A Homelessness Strategy Workshop was held on 25 February 2013 bringing together a range of voluntary and statutory agencies to consider priorities for the Strategy. These priorities have been used in the formulation of the Strategy and Action Plan.

1.4 National, Regional and Local Context

South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 Page 45 10 Nationally, homelessness is rising and this is reflected at a local level with the number of homeless applications increasing, particularly in South Lakeland, in 2011/12. Although the impact of Welfare Reforms have yet to be fully felt these are seen as a significant threat to the potential increase in homelessness in the future. Private landlords may see tenants on benefits as too risky and may be more risk averse to letting their homes to such tenants. Additionally, the introduction of fixed-term tenancies and higher ‘affordable’ rents across social landlords could increase the mobility of social housing tenants through the ending of fixed-term tenancies and due to rents being at a level that many regard as unaffordable, particularly when coupled with welfare reforms. This in turn could lead to an increase in homeless applications. Further changes being proposed in the Welfare Benefits Uprating Bill would impose a 1% cap on benefit increases, the cumulative affect, along with other benefit changes, resulting in more households struggling to pay their rent.

The Government’s Housing Strategy ‘Laying the Foundations’ sets out the Governments key priorities for Housing over the administration. The key priority areas being:-

• Increasing supply: more homes, stable growth • Social and affordable housing reform • A thriving private rented sector • Strategy for empty homes • Quality of housing experience and support • Quality, sustainability and design

The role of the private rented sector is probably one of the most significant priority areas to the Homelessness Strategy, particularly as the sector can now be used, as of November 2012, through the Localism Act 2011 to discharge the homelessness duty. The 2011 Census shows that the size of the private rented sector now exceeds the size of the social rented sector in the North West growing from 8% of total housing stock in 2000 to 15% in 2011.

1.4.1 Making Every Contact Count

Prevention work has and will continue to be a priority for the Government and this is reflected in the South Lakeland District and Eden District Homelessness Strategy. Making Every Contact Count recognises the multi-agency role necessary to prevent homelessness and sets out the Government’s commitments to:-

• Tackle troubled childhoods and adolescence – through interventions to turn around the lives of the most troubled families • Improve health – improving outcomes for homeless people with dual drugs/alcohol and mental health needs • Reduce involvement in crime • Improve skills; employment; and financial advice • Pioneer social funding for homelessness – through a world class Social Impact Bond for rough sleepers and support to other local commissioners to turn social investment into reality

“Making Every Contact Count” sets out the Governments 10 local challenges to local authorities which are addressed in this Strategy and Action Plan, namely:-

10 Local Challenges How we address this Adopt a corporate commitment to prevent The Corporate Plan sets out the homelessness which has buy in across all local commitment and the Strategic South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 Page 46 11 authority services Homelessness Group is chaired by the portfolio holder with responsibility for homelessness. Actively work in partnership with voluntary sector and These partners have been actively other local partners to address support, education, involved in the development of this employment and training needs Strategy and attend the Strategic Homelessness Group The Action Plan will take forward specific actions Offer a Housing Options prevention service, including Via the Action Plan written advice to all clients Adopt a No Second Night Out model or an effective Both Councils have committed to local alternative this Have housing pathways agreed or in development A number of protocols exist (16-17 with each key partner and client group that includes year olds, Offenders, Severe appropriate accommodation and support Weather as detailed on the Action Plan page 23) with pathways shown

that need to monitored and reviewed via Action Plan Develop a suitable private rented sector offer for all A Social Lettings Agency has been client groups, including advice and support to both developed in South Lakeland and is clients and landlords to be developed in Eden Further actions around advice and support in the Action Plan Actively engage in preventing mortgage The Mortgage Rescue Scheme repossessions including through the Mortgage receives referrals as appropriate Rescue Scheme and prevention work takes place Have a homelessness strategy which sets out a Via Action Plan proactive approach to preventing homelessness and Commitment to review annually set is reviewed annually so that it is responsive to out under Section 4 emerging needs Not place any young person aged 16 or 17 in bed and This has been achieved and will be breakfast accommodation monitored Not place any families in bed and breakfast This has been achieved and will be accommodation unless in an emergency and then for monitored no longer than 6 weeks

1.4.2 “Vision to end rough sleeping: no second night out nationwide”

The Government’s strategy “Vision to end rough sleeping: no second night out nationwide” includes a commitment that no one sleeping rough for the first time should remain sleeping rough for a second night. The Strategy has a particular focus on single people and people living in insecure accommodation. The implementation of ‘no second night out’ would see reporting lines where members of the public can report any suspected rough sleepers who would then be brought inside as soon as possible and helped off the streets. A small amount of money has been allocated to Cumbria to achieve the vision and this is enabling a ‘no second night out’ policy to be developed for Cumbria. Additionally, money from this is being used to help improve access into the private rented sector.

South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 Page 47 12 The context of increased interventions for households who are disadvantaged or vulnerable is set against reduced public spending, and the removal of the ring fence for supporting people and homelessness prevention grant. In theory Councils could elect to spend this money on other priorities and not the vulnerable people the money is earmarked for.

1.5 Cumbria Housing Strategy

Cumbria Housing Strategy was published in 2011. The Homelessness Strategy (Eden and South Lakeland joint document) is consistent with and supports the three Key Themes of Cumbria Housing Strategy, namely:- Key Theme 1: Housing Growth, Affordability and Community Sustainability

We want housing which supports a growing economy and sustainable communities and where the need for affordable and market housing to support economic opportunities identified by the Local Enterprise Partnership (LEP), are delivered. We want to see the housing needed to develop the rural economy, delivered. We want to maximise funding opportunities around growth and use collective procurement to achieve cost effective delivery of new public sector housing. We want the development of new housing to be underpinned by improvements to the physical infrastructure and to support improvements to health and well-being.

Key Theme 2: Vulnerable People, Supporting Independence

We want vulnerable people to be empowered to live independently with the ability to purchase the care/support needed to maintain their tenancy and fully engage in their local community, either through access to personal budgets, direct payments and/or Supporting People provision regardless of gender, ethnicity, disability, age, sexuality, or faith. We want vulnerable people to have access to extra care housing (as and when appropriate); to energy saving and disability adaptations grants (i.e. through an effective and efficient Disability Facilities Grant programme); to banking and credit; and to paid employment or a supported employment programme moving people towards the world of work. We want vulnerable people to be empowered to maximise their life chances as young adults by having access to accommodation that supports their employment, education and training living in and contributing to safer and stronger communities. . Key Theme 3: Housing Market Renewal: Using Stock More Effectively

We want to continue support for housing market renewal including an increase in the choice and quality of housing stock and the regeneration of our oldest and poorest housing. We want to maximise the potential of the existing (private and public sector) housing stock so that significant progress is made in adapting homes to meet special needs, bringing empty and under-occupied homes into beneficial use, eliminating sub-standard housing, improving energy efficiency and matching the stock to the needs of tenants through an expanded choice based letting scheme. We want tenancy strategies in place that seek to ensure that social housing assists in meeting current and future housing need, maintains stable communities and that best uses stock to eliminate overcrowding and under occupancy. We want mechanisms established to ensure that second homes/holiday homes do not form more than 20% of the local housing market (Cumbria Rural Housing Trust: An Effective Way to Sustain our Rural Communities Part 1: The Effects of Affordable Housing in Rural Communities 1.6 Health and Wellbeing Strategy

The draft Health and Wellbeing Strategy produced by the shadow Health and Wellbeing Board contains a link under the Mental Health and Wellbeing section to reduce the impact of the

South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 Page 48 13 recession and an outcome of this would be a reduction in homelessness. There are clear links between poor quality housing and health and wellbeing. Cumbria Intelligence Observatory has released a new report outlining the correlation between poor housing and ill health. In particular those that are homeless are likely to experience negative physical and mental health outcomes. The average life expectancy of a homeless person is just 47 years (Homelessness A Silent Killer: Shelter 2011). Poor physical and mental health can lead to the events that cause homelessness and homeless people often find it more difficult to access health services and maintain any sort of healthy lifestyle. Rough sleepers are more at risk of alcohol and drug misuse, together with violent attacks. They are 35 times more likely to commit suicide than the general population and more prone to respiratory diseases (Still Dying for a Home: Crisis 2006). The extent of rough sleeping is not fully known. However, the Review has indicated that there are rough sleepers in South Lakeland who come into contact with statutory and voluntary services. The Crisis commissioned research report on The Hidden Truth about Homelessness highlights the health issues experienced by single homeless people (Centre for Regional Economic and Social Research/Crisis: 2011).

1.7 Key Strategic Links

Key strategic links for the Homelessness Strategy are shown below

Cumbria Housing Strategy Overarching Strategy focussing on:- •making best use of housing •supplying housing to meet the iderntified needs •protecting vulnerable people

Eden District and South Allocation Policy Lakeland District Tenancy (Cumbria Choice) Strategy Supports priorities to make best use of housing, prevent homelessness and protect vulnerable people

Homelessness Strategy Sets priorities to prevent homelessness and provide more settled accommodation and support options

1.7.1 Consistency with the Tenancy Strategy and Allocations Policy

The Homelessness Strategy was developed in the context of the Tenancy Strategy and Allocation Policy. A key priority of the Tenancy Strategy is to ‘assist vulnerable households and reduce the risk of homelessness’. Similarly the Allocation Policy aims to “reduce the use of temporary accommodation for homeless applicants and to assist with prevention by making customers aware of their potential housing choices and the alternative options available to them eg. private sector, low cost home ownership”. 1.8 What we would like to achieve Following on from the results of the Homelessness Review and consultation, the priorities over the next five years are:- South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 Page 49 14 1) Reducing youth homelessness – target the young so that they do not become the homeless of the future - ensuring that young people are educated at an early age about the realities of finding a home and homelessness 2) Homelessness prevention – prevention needs to be in place at a much earlier stage to ensure its effectiveness. 3) Increasing the supply of settled accommodation - meeting affordable homes targets and securing improved access into the private rented sector – given the supply and demand dynamic in South Lakeland and Eden, using the private rented sector will give opportunities to house homeless households more quickly and provide an option for non-priority homeless people 4) Ensuring the right support is provided – thereby reducing repeat homelessness for those with complex needs, ensuring non-priority homeless receive support in finding accommodation and adopting a ‘no second night out’ standard for rough sleepers

The above priorities are represented graphically below:-

Breaking the cycle of homelessness

Timely advice especially young people

Support Earlier where Preventions needed

Reduce use Increase of temporary Supply of accom. housing

South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 Page 50 15 Section 2 - Vision into Action 2.1 Partnership working

Partnership working is at the heart of this Strategy as effective solutions that prevent and tackle homelessness can only be achieved through this. There are many links with other agendas such as health and social care as already mentioned and people who experience homelessness or are at risk of homelessness are more likely to use other statutory and non-statutory services. The priorities for the Strategy are set out in Section 1 under 1.9 “What we would like to achieve”. At the heart of these priorities is the vision for the Strategy:- • To prevent homelessness • To support homeless households into sustainable housing solutions • To work in partnership with other agencies to ensure no one has to spend a second night out 2.2 Achieving our priorities

2.2.1 Priority 1 - Reducing youth homelessness – target the young so that they do not become the homeless of the future

Theme 1 – Education

Disadvantaged and vulnerable young people can be more at risk of becoming the homeless of the future. Studies into homelessness and rough sleeping highlight Key Issues:- factors that place some young people more at risk than others, for example, bullying, substance misuse, and • Eviction from the parental home family background. Young people of school age need to homelessness is one of the be made aware of the reality of finding a home and being main causes of homelessness homeless, together with education on substance misuse in South Lakeland and Eden. • and life skills. Targeting schools and colleges will help to Sofa surfing – the Review and Multi-Agency Monitoring show ensure that young people receive the help and advice a significant number of sofa they need to make informed choices about their future. surfers among the under 25s • The Protocol for 16/17 year olds needs to be strengthened Theme 2 – 16/17 year olds and ‘Looked After’ to ensure young people are not Children passed between Children’s Services and Housing Options teams 16/17 year olds – can be particularly vulnerable and need a joined up approach with Children’s Services. The existing Protocol for 16/17 year olds was reviewed in 2012 and further work to improve options for young people and statutory responsibilities is being strengthened. Children’s Services have recruited a post to take this work forward. A suitable pathway needs to take account the short-term accommodation needs and long term support needs of young people. This has to be a partnership approach and may require appropriate housing to be sourced for this purpose either through provision that is already available or through new provision. In any event, no young 16/17 year old should be placed in bed and breakfast accommodation and no family with children should be placed in bed and breakfast unless there is no other option and then for no longer than six weeks.

South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 Page 51 16

Theme 3 – support Young people under the age of 25 becoming homeless as a result of relationship breakdown with parents and/or other relatives is one of the main reasons for homelessness. As such there needs to be options that will help a young person to stay in their home so they can make a planned move into independent accommodation where this is appropriate such as mediation. Once in independent accommodation further support is sometimes required to ensure that the tenancy does not fail. For example, links need to be made to floating support and assistance with budgeting and life skills. Sometimes there may be issues with the whole family that need some intensive support – family intervention projects have received a lot of attention recently and can be one way of preventing homelessness among one or all members of the family.

Key Partners – Children’s Services, Education, Housing Options Team, DAAT, Inspira, Youth Offending, Registered Providers, Police

How will we know we have been successful? The number of young people becoming homeless reduces and the number of young people engaging in substance misuse, anti social and criminal behaviour reduces.

2.2.2 Priority 2 – Homelessness Prevention

Key Issues:- As the Review shows, prevention activity has increased • The number of cases where significantly since 2008/09 and there is more work that homelessness has been can be done in this area at an even earlier stage, i.e. prevented has increased over before a household is threatened with homelessness the past four years. However, with 28 days. The Councils’ Housing Options approach there needs to be intervention has successfully created opportunities to intervene on at an earlier stage as many issues such as tenancy advice, debt advice and homeless people are contacting mediation, home visits to resolve issues with family and when they are already friends, signposting to floating support and provision of homeless. • deposits/rent in advance. To strengthen this prevention Welfare Reform presents the work we now need to work on the following themed most fundamental challenge to all agencies involved in tackling areas:- and preventing homelessness. Theme 1 – Earlier Preventions There needs to be co- ordination between partners to Early warning systems - work with private and social stem the likely rise in landlords to ensure that early warning systems are set homelessness that could occur. up and work in practice so that households who are • Each Homelessness Strategy starting to struggle with their tenancy are supported. has recognised that certain This needs to link closely with floating support provision households need intensive that is available. As can be seen in the Review the loss support and there needs to be of an assured short-hold tenancy in the private sector is effective signposting and one of the main reasons for homelessness in South development of intervention projects. Lakeland and Eden. However, at present data is not collected on why all these tenancies are coming to an end and there is an opportunity to gain a better understanding of this taking into any account data protection issues. A survey of private landlords conducted in 2012 revealed that landlords are willing to get involved in such a scheme. Advice and information – in prominent places that are widely used such as Council offices, doctors’ surgeries, supermarkets, libraries etc. This could include:- South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 Page 52 17

• Information for landlords and tenants, i.e. where to go for help and support. • Information and signposting to credit unions, money management courses, furniture schemes. • Advice, information and/or signposting to other specialist support, e.g. substance misuse, mental health/learning difficulties, behaviour etc • There needs to be closer links to health services, for example Doctors may come across people that would benefit from housing options advice or referral to the Central Access Point

Theme 2 – Welfare Reform Welfare Reform – with so many radical changes taking place within the welfare system on-going monitoring needs to be set up to gauge the effects on homelessness. It is difficult to foresee how people will respond to such changes with some that will simply make up any shortfall in the rent, some falling into arrears and others looking to move to cheaper accommodation. Landlords and Housing Options officers need to give advice to affected tenants and seek solutions that will work for individual households, for example, mutual exchange, bidding to downsize through Cumbria Choice that now has increased priority for those people affected. The use of Discretionary Housing Benefit needs to be targeted at those at risk of becoming homeless. Support – making use of floating support at an earlier stage to stop the repeat homelessness cycle. Using intensive support for households in families in tenancies who display challenging behaviour and are known to several agencies such as Police, Housing Associations, Education

Key Partners – Housing Options Teams, Supporting People, Floating Support Providers, Housing Benefit team, private sector landlords, Registered Providers, Adult Social Care, Children’s Services

How will we know we have been successful? The number of preventions will increase and the number of households presenting as homeless will reduce.

etc, for example, family intervention projects as mentioned under youth homelessness. Key Issues:- • The lack of affordable housing options compared to the 2.2.3 Priority 3 – Increasing the supply of settled identified need. accommodation • More effective use can be made of the private rented sector which now exceeds the Cumbria Housing Strategy and South Lakeland District social rented sector to meet the Council’s Housing Action Plan sets targets for the needs of homeless households. number of new build affordable housing schemes. • Work to increase the number of Therefore, the Homelessness Strategy focusses on empty homes brought back into improving access into the private rented. This was a use will assist in securing more priority in the previous Homelessness Strategy and supply and where grants are remains so during the course of this Strategy. Securing used conditions can ensure that offers of private sector accommodation will help to move households most in need can be accommodated first. priority homeless households out of temporary • accommodation more quickly. At present statutory Welfare reform may make sharing schemes more homeless households can wait in excess of six months attractive to existing tenants for a social rented offer with all the uncertainty this can thereby helping to satisfy need entail. Not only can the private rented sector support the for single people. priority homeless but it can be used for non-priority homeless cases who could be at greater risk of rough

South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 Page 53 18 sleeping.

Theme 1 – the private rented sector Social Lettings Agency (Private Sector Access Scheme) – a small pilot scheme was developed in South Lakeland in 2012 and approval has been granted for the scheme to be expanded providing up to 20 properties. Eden District Council is looking into options for such a scheme to be developed in Eden. Such schemes can not only provide solutions to non-priority homeless people who generally only receive advice and assistance, but also can help to invest into other services that can assist people who are homeless or threatened with homelessness. Feedback from landlords has been positive and generally speaking landlords are looking for tenants who will stay long term and vice versa for tenants. South Lakeland District Council has now adopted a policy to discharge the homelessness duty into the private rented sector using a 12 month assured short-hold tenancy. The private rented sector access scheme could provide a vehicle to source private rented tenancies that could then be converted to a private rented sector offer to end the homelessness duty. This could assist in reducing the amount of time households spend in temporary accommodation whilst awaiting an offer of a social rented tenancy. This can sometimes be as much as six months bringing a lot of uncertainty to the family concerned.

Bond and Rent in Advance – a number of homeless households have been assisted into the private rented sector through the Deposit Guarantee Scheme (DIGS) as well as the use of homeless prevention funding to provide the rent in advance/bond. This needs to be monitored along with the expansion of the private sector access scheme so that it can be targeted effectively, particularly in relation to non-priority homeless people who are most likely single and more at risk of rough sleeping.

Empty Homes and renovation grants - Eden District Council and South Lakeland District Council has adopted a policy that will no longer give Council Tax discounts to owners of long term empty homes, thus providing an incentive for them to be brought back into use. Where such properties need any renovations there could be a link with renovation grants and the property subsequently being used to let to a household in need either independently or through the Social Lettings Agency in South Lakeland. Eden District Council is currently considering this option.

Support for Landlords and Tenants – such as pre-tenancy training, tenant matching service, training for Landlords and housing related support for tenants such as floating support.

Theme 2 – Options for single people, including rough sleepers and those affected by welfare reform

Sharing schemes – Eden District operates a home share scheme that matches a young person with an older person who may be under occupying. This has now been expanded across Cumbria and other options could be explored for under 35s who may be affected by benefit cuts such as using larger properties on a shared basis.

Existing tenants – affected by welfare reform changes, particularly under occupancy, can consider mutual exchanges, transfer, taking in a lodger, applying for discretionary housing payments, or if they can, paying the difference between rent and housing benefit. Registered Providers anticipate increased arrears as people struggle to meet the rent payments which could in turn increase the number of cases put forward for possession action and ultimately increase homelessness.

South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 Page 54 19 Single Homeless and Rough Sleepers - No Second Night Out – South Lakeland District Council and Eden District Council are signed up to ‘no second night out’ for rough sleepers that seeks to ensure that no new rough sleepers end up sleeping out for a second night out. A Countywide Project has been established as part of this to look at options that address single homelessness, one of which is the development of the social lettings agency. It is single homeless households who often fall within the ‘non priority’ category when approaching the Council as homeless. South Lakeland District Council already places non-priority homeless people in the Hostel by using a discretionary power where there are sufficient vacancies to prevent rough sleeping. Links to support available through other agencies such as Manna House, health and social care need to be strengthened. The Council needs to develop its reconnection policies (that is to assist a homeless person to return to their home town, where appropriate, to access support and accommodation that may still be available to them) as the evidence from the Review shows that nearly half of the rough sleepers identified were from outside of Cumbria.

Key Partners –Housing Options Team, Private sector landlords, Lettings Agencies,

How will we know we have been successful? The number of private sector homes available to statutory and non-statutory homeless households increases through the private sector access scheme and effective use is made of DIGS. Under 35s can find tailored options that will be affordable. Existing social housing tenants do not become homeless.

2.2.5 Priority 4 - ensuring the right support is available to those that need it Key Issues:-

• Floating support has not Floating support – referrals into the floating support always been fully utilised. service are utilised in order to prevent homelessness, for • Households with complex complex needs and non-priority homeless including needs have tended to find rough sleepers difficulty in securing and maintaining any accommodation. It is these households that tend to fall Complex needs – there are issues with such into the ‘repeat homelessness’ households accessing accommodation due to previous cycle. problems maintaining a tenancy. Supporting People • Non-priority homeless cases funded Local Area Co-ordinators no longer manage a are most at risk of rough caseload of such cases due to the change of role in sleeping as they are not owed managing the Central Access Point. Links to other a duty to rehouse. agencies need to be stronger such as education, health and social care to ensure a joined approach. Integration with family intervention projects to provide multi-faceted support to prevent homelessness and wider social consequences.

Non priority homeless – single people or couples who are homeless or threatened with homelessness within 28 days are not owed a duty to rehouse unless they have a particular vulnerability (old age, mental health issues, disability). Unfortunately, though it is these people that are at risk of rough sleeping. Strategies to increase preventions at an earlier stage and secure access to suitable accommodation will be developed, particularly in the private rented sector. Housing advice figures show a number of cases where a single person has sought advice and then subsequently presented a couple of months later and identified that they were rough sleeping. There needs to be suitable links with floating support and other statutory services.

South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 Page 55 20 Key Partners –Housing Options Team, Supporting People, Education, Health, Adult Social Care, Children’s Services

How will we know we have been successful? The number of households with complex needs sustaining tenancies increases, take up of floating support is fully utilised, repeat homelessness is minimised.

South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 Page 56 21 Section 3 - Monitoring and Review

3.1 The Homelessness Strategy and Action Plan will be monitored on a six-monthly basis by the South Lakes and Eden Strategic Homelessness Group in order to track the effects of the on- going reforms and the delivery of the Action Plan. The responsibility for reporting progress will rest with the Senior Housing Strategy Officer (SLDC) and Housing Officer Strategy (EDC). There will formal monitoring of all the Housing Strategy Action Plans including the Homelessness Strategy on an annual basis. Responsibility for this will rest with the Housing Strategy and Delivery Manager (SLDC). It is important that services delivered to homeless people and those threatened with homelessness are improved upon and regular gap analysis takes place to identify gaps in provision that can be addressed by subsequent reviews of the appropriate strategies by the local authority and partner agencies.

3.2 Annual Review

An annual review of the Homelessness Strategy and Delivery Plan will take into consideration the following:-

• What actions have been completed and what actions are still to do? • Are the actions still current, relevant and achievable? • Resource implications and ownership of the tasks • Registered Provider monitoring of the Tenancy Strategy recommendations and any impact on homelessness • Monitoring of the effects of Welfare Reform and subsequent impact on homelessness and advice services • Forthcoming legislation and potential impact on the Homelessness Strategy and Delivery Plan

South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 Page 57 22 Homelessness Strategy – Action Plan 2013 – 2015

PRIORITY 1 - Reducing youth homelessness – target the young so that they do not become the homeless of the future Action Milestone Outcomes Lead Officer Key Partners By When Resource Implications Increase • Using best practice from Reduced levels of 16-17 Co- Children’s April 2015 Internal staff educational work elsewhere develop an education youth Ordinator (CS) Services resources on housing and homelessness plan to target young people in PSHO (SLDC) Education homelessness in schools (Year 9-10) and further Increased schools and HO (EHA) Inspira education colleges. Deliver on a awareness of the colleges cyclical basis reality Manna House of homelessness Housing Options (ie that it will not =

Page 58 your own flat) Investigate and if • Investigate the best options for Reduced youth PSHO (SLDC) Housing Options April 2014 Internal staff appropriate homelessness team resources mediation service providers SHO (EDC) implement options Reduced Children’s Homelessness around mediation homelessness in Services prevention fund light of welfare Inspira reform Input into the • Work with Protocol Drafting Prevent and PSHO (SLDC) Children’s December Internal staff development and alleviate Services 2014 resources Group to develop and agree the SHO (EDC) implementation of homelessness Protocol Housing Options the 16 and 17 year • Work with the Protocol Drafting RO (EDC)

old joint protocol Group to ensure that any district SHSO (SLDC) specific information on the protocol is appropriate and deliverable • Implement the revised protocol December and. Input into the Review 2015 process

Assess the need • Undertake a needs assessment Evidence of need 16-17 Co- Children’s Timetable Internal staff for emergency, to determine the need provided that will Ordinator (CS) Services to be resources temporary and • enable targeted determined Work with RPs, Children’s RO (EDC) Housing Options Children’s supported provision to meet by CHEG Services, the private rented Services accommodation the identified need SHSO (SLDC) RPs sector to meet the identified need funding for 16-17 year olds exploring relevant options such and reduce youth Private landlords and looked after as Night Stop, supported homelessness Homelessness young people lodgings, supported housing etc. Prevention fund increasing • Ensure that no 16-17 year olds provision to meet are placed in bed and breakfast the identified need and monitor on quarterly basis exploring relevant options Ensure that no • Evaluate the need for additional Meet Government • HOS (EDC) Housing Options Ongoing Internal staff families are placed targets resources temporary units in Eden in light of Private landlord in bed and increased bed and breakfast Reduce breakfast except in • Ensure that no more than 20 uncertainty for Page 59 an emergency and • households in South Lakeland families securing a PSHO (SLDC) then for no longer stay in temporary accommodation settled housing than 6 weeks and at any one time solution monitor on a quarterly basis Consider options • Gather all relevant information Reduce levels of SHSO (SLDC) Housing Options December Homelessness to update (EDC) youth 2013 prevention from agencies for guide HOS (EDC) Inspira and produce • Consider options such as homelessness funding (SLDC) a leaving Children’s developing an app and use of CS funding home guide social media Services Colleges PRIORITY 2 – Homelessness Prevention Action Milestone s Outcomes Lead Officer Key Partners By When Resource Implications Establish an early • Map private landlords by Housing Prevent PSHO (SLDC) Housing Options December Internal staff warning system homelessness 2014 resources Market Area including number HOS (EDC) Registered with the private who will accept tenants on Providers rented sector and benefits Registered • Sign up of RPs and Private Private Landlords South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 Providers to target Landlords (Private support and • Set up monitoring on a quarterly Landlords’ advice to those at basis reporting to SLESH Forum) risk of eviction. • Monitor the reasons for the loss of an assured short-hold tenancy Provide a high • Develop service standards, Prevent PSHO (SLDC) Housing Options September Internal staff quality housing homelessness team 2014 resources standard letter templates and HOS (EDC) options service leaflets as appropriate providing written • Develop a Good Practice Manual advice to all for staff (EDC) clients who access • Monitor customer feedback on a the Housing six-monthly basis agreeing Options Team targets to improve customer satisfaction • Ensure the service is accessible to people who have a physical Page 60 disability, learning difficulty, whose main language is not English and who live in rural areas – consider an outreach service • Monitor all client contacts • Ensure that offers of accommodation to end the homelessness duty take into account existing schools, colleges, places of work in line with existing legislation and the Council’s Policy to Discharge the Homelessness Duty into the Private Rented Sector. Link with the • Ensure representation on the Prevent PHSO (SLDC) Housing Options Ongoing Internal staff Welfare Reform homelessness due Team resources Welfare Reform Task Group HO (EHA) Task Group to • to welfare reform Undertake actions that arise from Welfare Reform deliver a co- SHSO (SLDC) the Task Group Provide co- Group ordinated • Set up monitoring to determine ordinated SHO (EDC) response to CHEG/CHOG the on-going affects of the response households reforms on homelessness South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 affected by welfare • Consider options for pre-tenancy HSM (Eden) reform training • Monitor use of Registered Provider downsizing schemes and assess how many households are unable to downsize due to lack of suitable stock in appropriate locations and become at risk of homelessness as a result. • Meet on six-monthly basis with Revenues and Benefits to review vulnerable cases and ensure private landlords are aware of vulnerability criteria Monitor Monitor on a six-monthly basis Prevent Benefits Manager Housing Options Ongoing Internal staff discretionary reporting to SLESH Group homelessness (EDC/SLDC) team resources housing payments Page 61 PSHO (SLDC) Revenues and Revenues and to prevent Benefits Benefits homelessness in HOS (EDC) light of welfare HSM (Eden) reform Adopt no second • Conduct twice yearly rough Accurate records PSHO (SLDC) Housing Options December Internal staff night standards in kept on rough team 2014 resources sleeping count using thermal HOS (EDC) South Lakeland sleeping and imaging technology (SLDC) Third Sector and Eden and • Determine the need for on-going homelessness to Inspira improve Multi-Agency Monitoring and determine local SHSO (SLDC) intelligence on implement as necessary response Adult Social Care levels of rough • Develop a reconnection Policy for SHO (EDC) Children’s sleeping and rough sleepers options to support Services SHSO (SLDC) rough sleepers Supporting into settled SHO (EDC) People accommodation Ensure the • Monitor use of the protocols via Improved • PSHO (SLDC) Housing Options Ongoing Internal staff effective partnership resources Strategic Homelessness Group HOS/HSM Children’s implementation working (annual) (EDC) Services and monitoring of • Ensure sign up for the • PSHO (SLDC) South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 the various Community Covenant for the Improved Probation protocols in place, Armed Forces (SLDC) outcomes for Adult Social Care i.e. 16/17 year olds, • Develop a Hospital Discharge vulnerable people severe weather, Protocol and Mental Health • PSHO (SLDC) offenders and Protocol HOS/HSM develop new ones (EDC) as appropriate Continue to use • Monitor use of mortgage rescue Prevent PSHO (SLDC) Housing Options Ongoing Mortgage mortgage rescue homelessness rescue funding on a six-monthly basis HOS (EDC) packages as • Develop a procedure for appropriate households facing mortgage April 2014 repossession action Signpost to • Work with Impact and other Prevent PSHO (SLDC) Housing Options June 2014 Internal staff furniture schemes homelessness resources providers to expand the furniture HOS (EDC) Impact HA and food banks for scheme service users who • Ensure Housing Options staff are Third Sector Page 62 need this aware of referral mechanisms for Community provision to food banks and assist in the Support Team prevent development of food banks in homelessness in areas not currently provided for light of changes to crisis payments PRIORITY 3 – Increasing the supply of settled accommodation

Action Milestone Outcomes Lead Officer Key Partners By When Resource Implications Meet the • Milestones included in the Improve options HSDM (SLDC) SLDC 2015 Internal staffing affordable homes for housing for resources Housing Strategy Action Plan HSM (EDC) Registered targets to provide • those in need Ensure that new developments Providers Homes and 1500 affordable AHO (EDC) have an increased number of Communities homes from 2006 - smaller properties (1 and 2 funding 2021 bedrooms) for young people and New Homes Bring long-term those needing to downsize • Bonus empty homes back Develop incentives to bring empty into use homes back into use • Target homes empty for just over South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 six months as an incentive to be EHO (EDC) brought back into use. AHO (SLDC) EHO (EDC) EHO (SLDC) Expand the Social • Expand within current resources Improve options • PSHO (SLDC) Housing Options March 2014 Internal staff Lettings Agency for all homeless resources the number of properties by end Private Landlords securing March 2014 in South Lakeland households No Second additional private (SLDC) Night Out rented properties • Expand the scope of the scheme funding for co- to alleviate to facilitate move on and link to • PSHO (SLDC) ordinator £20k homelessness, floating support (SLDC) per District prevent rough • Consider development of a Social sleeping and to Lettings Scheme into Eden (EDC) discharge the • Review the use of DIGs in light of • HSM (EDC) homelessness the Social Lettings Agency duty (SLDC) Page 63 • Link use of Affordable Housing • PSHO (SLDC) Renovation Grant to the social lettings agency where appropriate (SLDC) • PSHO (SLDC)

Enable new open Encourage take up of Government Improved options HSDM (SLDC) Housing Options March 2015 Internal staff market rented incentives among Registered for all households resources HSM (EDC) Registered properties Providers Providers HCA funding Promote a Promote Accreditation scheme Improve quality of EHO (EDC) Housing Options December Internal staff Landlord and including training for Landlords and private sector 2014 resources Private Landlords Tenant Tenants and on-going support and housing Forum Accreditation training (EDC) (SLDC) Scheme (EDC) (SLDC)

South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 Through the Set up monitoring system and report Ensure SHSO (SLDC) Registered Ongoing Internal staff Tenancy Strategy on six-monthly basis to SLESH affordability of Providers resources RO (EDC) monitor the rate of Group registered provider conversion from tenancies social rents to affordable rents, and the level of newbuild affordable rented homes PRIORITY 4 - ensuring the right support is available to those that need it

Action Milestone Outcomes Lead Officer Key Partners By When Resource Implications Promote the • On-going briefings with relevant Reduce and Cumbria County Housing Options On-going Internal staff Page 64 Central Access prevent Council SPM resources statutory and non-statutory Supporting Point to agencies homelessness agencies SHO (EDC) People thereby increasing • Produce a leaflet on supported referrals for housing and floating support PHSO (SLDC) Registered Providers floating support provision and circulate to all the relevant agencies Private Landlords • Signpost clients to training and/or employment opportunities Children’s • Ensure that tenants who have Services received a Notice of Intention to Adult Social Care Seek Possession are given the opportunity to be referred for Education support as necessary by Inspira Registered Providers Increase Publicise the scheme and seek to Take up from older SHSO supported Cumbria Choice December Internal staff awareness and increase support with the bidding people, BME by Board 2014 resources take up of Cumbria process (e.g. through Age UK, groups and Cumbria Choice Age UK Choice, AWAZ, Disability Cumbria, Health, vulnerable people Co-Ordinator once particularly for Care Managers) increases Supporting in post BME groups, People vulnerable people Housing Options

South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 and older people Registered Providers Develop an • Through the Health & Wellbeing Ensure housing is SHSO (SLDC) Housing Strategy September Internal staff effective link with recognised as a 2014 resources locality groups to ensure housing SHO (EDC) Health the Health and significant factor in is adequately represented Prevention Wellbeing Board health and HSM (EDC) Adult Social Care funding wellbeing December 2013

Review service • Establish baseline of services Accurate position Cumbria County Supporting September Internal staff delivery for available on supported Council SPM People 2014 resources supported housing • housing needs Develop and implement a model Supporting People Housing Options and in agreement established to project future needs forward Officers’ Group with the Adult Social Care Future needs Supporting People

Page 65 identified Children’s Officers’ Group Services establish and determine needs. Registered Providers Third Sector Consider the • Seek agreement via Chief Accurate position SHSO (SLDC) Supporting December Internal staff development of a on service users People 2013 resources Executive’s Group SHO (EDC) complex needs • with complex Explore the need for a family Housing Options NSNO funding case panel intervention project and needs HSM (EDC) Third Sector April 2014 Family undertake work to commission a Options that Intervention project address the needs Registered Project funding Providers and reduce the Homelessness number of service DAAT users with December Prevention complex needs Adult Social Care 2014 funding Children’s Services Inspira

South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 Undertake actions Homelessness Provision of District Housing Supporting 2015 Internal staff associated with support to Teams, People resources Develop an approach to sharing best the Cumbria vulnerable people practice. Explore options for web- Debt Advice, Housing Options Housing Strategy increases based portal through the Cumbria Revenues and Adult Social Care Benefits Housing Project website. Registered Teams, Customer Take the learning form the Mortgage Providers Rescue Scheme regarding positive Services, working to develop non-grant funded Registered Providers. support mechanism to avoid repossessions. R & I Group. Domestic Violence (DV) Review position for DV services post new commissioning regime. Monitor outcomes and explore replication of Page 66 best practice across all Districts. Look at improving measures to prevent loss of existing home through measures such as Sanctuaries, for example.

Abbreviations: CAP – Central Access Point – Cumbria County Council run the Central Access Point taking in referrals from statutory and voluntary agencies for housing related support, i.e. floating support and supported accommodation DAAT – Drug and Alcohol Action Team DIGS – Deposit Guarantee Scheme EHA – Eden Housing Association EHO – Environmental Housing Officer (EDC) HO – Homelessness Officer (EHA) HOS – Housing Officer Strategy (EDC) HSDM – Housing Strategy and Delivery Manager (SLDC) HSM – Housing Services Manager (EDC) South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 MAM – Multi-Agency Monitoring PHRO – Principal Housing Renewal Officer (SLDC) PHSO – Principal Housing Solutions Officer (SLDC) P1E – a Government return submitted on a quarterly basis detailing homeless applications RIA – Rent in Advance RO – Research Officer (EDC) SHO – Supported Housing Officer (EDC) SHSO – Senior Housing Strategy Officer (SLDC) SLESH – South Lakes and Eden Strategic Homelessness Group SLH – South Lakes Housing SPM – Supporting People Manager Page 67

South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 APPENDIX 2 – HOMELESSNESS REVIEW FINDINGS 2012 PURPOSE OF APPENDIX 1 The purpose of this Appendix is to set out the Homelessness Review Findings 2012.

Page 68 Appendix 2 - Review Findings

The current nature of homelessness

Issues Key Findings Recommendations for the Homelessness Strategy Current levels of • In South Lakeland the number of people presenting as • Increase the level of prevention work in both Districts to homelessness homeless to the Housing Options Team has more than reverse the trend of higher homelessness presentations. doubled in the last 12 months from 162 cases in 2010 – This work needs to target those people threatened with 2011 to 356 cases in 2011 – 2012 and there has been homelessness at a much earlier stage, i.e. in the cases of a corresponding rise in the number of cases where landlord repossessions before cases go to court so that homelessness has been prevented of 39% However, the right support can be put into place this is not the case in Eden where presentations have • Support money advice work including budgeting and decreased with a corresponding drop in preventions. money management courses, credit union development, • Inconsistency in application of 16/17 year old protocol life/tenancy skills • Young people being told to leave by parents or other • Education – ensuring that young people receive advice relatives is the most common cause of homeless and information about the true costs of setting up home

Page 69 presentations other than loss of an assured short-hold and reality of finding a home tenancy. • Work with Children’s Services to ensure the 16/17 year old protocol is operating effectively • Provide a written plan of advice and action to anyone who approaches the Council with a housing/homeless issue considering all available options such as access to alternative accommodation (including the private sector), staying in existing accommodation, low cost housing solutions and referral to supported accommodation via the Central Access Point

Rough sleeping • Data gathered during the Multi-Agency monitoring • Adopt ‘no second night out’ in South Lakeland and Eden showed 15 people who had slept rough in October and • Monitor levels of rough sleeping including conducting 6 who had slept rough in November.A proportion of regular rough sleeping count these (7 in October and 2 in November) were from • Develop reconnection services for rough sleepers from outside Cumbria and in some cases outside the North outside of the Districts/Cumbria where they need to be West. relocated to existing housing and/or support. Temporary • The use of bed and breakfast has halved in South • Reduce the use of temporary accommodation Accommodation Lakeland, and remained fairly consistent in Eden • Evaluate the need for additional temporary though length of stay in bed and breakfast in Eden has accommodation in light of use of bed and breakfast more than doubled. Length of stay in the hostel in • Considering use of the Hostel in South Lakeland to South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 South Lakeland has remained fairly consistent at support the ‘no second night out’ standard and for non- average of 83.5 days over the four year period from priority homeless under S193 2008 - 2012. Eden has reduced the amount of temporary accommodation to 2 units maintaining a focus on homeless prevention. Causes of • The main causes are parents/other relations unwilling • Set up on-going monitoring to ascertain the reasons for homelessness to accommodate (young people) relationship the main causes of homelessness to be reported to the breakdown (violent/non-violent), and the loss of an Strategic Homelessness Group, particularly in relation to assured short-hold tenancy in the private rented sector. the loss of an assured short-hold tenancy. • Working with partners to develop new private rented homes with longer-term tenancies. Discharge from • P1E records show very little statutory homeless cases • Determine the need for further protocols for the above in hospital, prison, that have been discharged from any of these line with Government recommendations armed forces institutions. However, housing advice records in South • Develop and implement the protocols required Lakeland show that there are cases of homeless people being discharged from hospital and in particular

Page 70 from prison who do not appear to have been owed a statutory homeless duty. Location of • A significant number of homeless people originate from • Consider the need for outreach services to rural localities homelessness rural areas with the majority being from the main towns of Penrith, Kendal and Ulverston. Support Needs • In South Lakeland amongst homeless acceptances • Support – ensure that there is sufficient take up of floating there is a high proportion of people with physical and support that is currently available and support through mental health issues and a fairly high number of older other agencies such as Cumbria County Council Family people. This data correlates with that of Manna House Intervention project, Education, Probation, Health etc that shows a high number of their clients having mental linking across the agencies to offer a seamless service health and/or substance misuse issues. This does not • Link with Health, DAAT and Adult Social Care in appear to be the case in Eden, however, the number of ascertaining the support requirements of individuals with people vulnerable due to domestic violence is higher physical and/or mental health/learning difficulties and than South Lakeland. Floating support capacity is not substance misuse and improve signposting to services being fully utilised and needs to be to ensure continued needed funding. Supported accommodation has been tendered and in some cases new support providers are in place. In South Lakeland no supported accommodation schemes have had to close, however, in Eden one scheme, Pategill House closed in 2012. Mortgage and • There is a worrying trend of increasing landlord • Evaluate the use of and effectiveness of the Court Desk Landlord Possession possession claims and possession claims where orders service

South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 Claims are made. This is not the case for mortgage • Set up early warning systems for Registered Providers possessions. and private landlords

Future levels of homelessness

Issues Key Findings Recommendations Constraints on • In-migration affects the number of properties that would • Set up monitoring of second homes, holiday homes and housing supply have been available to households already in the empty homes, together with the impact of the revitalised locality. However, it also affects the number of older Right to Buy people that will reside within the Districts and this could • Work with existing targets to bring empty homes back into in turn affect the number of older homeless households use linking grants to rehousing of homeless households. over time. • Expanding the social lettings scheme • Second homes, holiday homes and long-term empty • Ensure that Age UK is aware of services available to homes put a further pressure on any available supply of older people

Page 71 homes to buy and rent privately. This is far worse in rural localities than the urban areas. However, the reverse is true of empty properties. • The Right to Buy has had a massive impact on the amount of low cost social rented properties available with a loss of 580 social rented homes in South Lakeland from 2000 and 229 from 1997 in Eden. The growing number of Right to Buy enquiries and applications since the Government increased the maximum discount available reveals that many more social rented homes are likely to be lost. Increases in housing • The number of new build market and affordable • Targets for the delivery of affordable housing are supply housing completions decreased over the period, contained within Cumbria Housing Strategy and South however, the last year has seen a rise in the number of Lakeland District Council Housing Strategy Action Plan completions and there are a number of affordable and will be monitored on a regular basis. The Land housing schemes in the pipeline in both Districts. Most Allocations process will assist in the delivery of a new build affordable homes will be for affordable rent significant increase in affordable homes. under the Government’s affordable homes programme. • Monitoring of conversions to affordable rent and new build of affordable rent properties Economic • The drop in lower quartile earnings of 20% in South • Development and signposting of housing advice services Environment Lakeland, being the highest drop in income that provide money management, debt advice, tenancy

South Lakeland District and Eden District Homelessness Strategy 2013 - 2018 • Levels of unemployment have risen though are still management/life skills below Regional and National levels • The recession has affected the number of homes being built for market and affordable sale and rent as mentioned above. Developers have not been bringing many sites forward for market and affordable homes probably due to slow house sales in the housing market, the restrictions placed on borrowing such as larger deposits and the decreases in market value. Welfare Reform • This presents one of the biggest challenges to the • Develop actions that mitigate the risk of increased possible rise in homelessness that could be homelessness through welfare reform, i.e. for single experienced. Whilst figures are available showing the homeless under 35s, households affected by under numbers of people that may be affected it is impossible occupancy and benefit cap for example, money/debt to predict how all these people may react to the loss of advice and management course, monitoring mutual benefits and this could have the following affect:- exchanges/downsizing schemes as per the Tenancy • Movement of low income tenants from more expensive Strategy, early warning systems with Registered rental market areas to cheaper ones Providers and private landlords as above, development of Page 72 • Increased hardship, shown by greater demand for debt the social lettings agency in South Lakeland and Eden. and counselling services and rising rent arrears • Work in partnership with Registered Providers to support • Greater demand on homelessness and housing options tenants in schemes such as job clubs and training that services and more homelessness due to the ‘loss of an will improve employment prospects assured short-hold tenancy in the private rented sector’ • Greater levels of overcrowding; increased demand for smaller properties • Increased applications to the Housing Register; increased applications for Discretionary Housing Payments • Greater reluctance by landlords to let to benefit claimants • Households struggling to access private rented accommodation Housing Need • Significant backlog of housing need shown through the • Links to increased supply and subsequent Strategic Housing Market Assessments and the recommendations number of people registered on the Housing Register via Cumbria Choice.

South Lakeland District and Eden District Homelessness Strategy 2013 - 2018

APPENDIX 3 – MULTI-AGENCY MONITORING PILOT RESULTS PURPOSE OF APPENDIX 1 The purpose of this Appendix is to set out the South Lakeland and Eden Multi-Agency Monitoring Pilot results.

Page 73 Appendix 3

South Lakeland and Eden Multi-Agency Monitoring Pilot Results

1. Introduction

In carrying out a Review of homelessness in South Lakeland and Eden it was agreed by the Strategic Homelessness Group to carry out a short pilot Multi-Agency Monitoring (MAM) exercise over a two month period from October 2012 to November 2012.

The main aim of the pilot was to get a clearer picture of homelessness in both districts and avoid the issue of double counting where a household may present to more than one agency. The agencies taking part in the pilot were:-

• South Lakeland District Council – Housing Options Service • Eden Housing Association – Housing Options Service • Manna House who also completed the data entry • Inspira • Cumbria County Council – Children’s Services • Cumbria County Council – Supporting People Central Access Point

A total of 137 forms were completed during the two month period. In October there were 7 households that presented to two Agencies who each completed a form. Therefore, a total of 130 households presented as homeless or threatened with homelessness during the pilot. Out of the 7 households that came to two agencies, one person had been in hospital and had subsequently declared that they were sleeping rough, one person had been referred by hospital after stating they were sleeping rough and had been subsequently placed in bed and breakfast, One household had been referred to the CAP but had subsequently not showed up for an appointment. One household had been referred to Housing Options and then referred onto the CAP. In November there were no households presenting to more than one Agency.

2. Demographics

This section of the report shows the gender, age, ethnicity, household type and locality of the households.

2.1 Household Type and Gender

The data shows that the highest number of presentations to Agencies is for single men (36.4% in November and 46.5% in October) for both months. The next highest category is lone parent women (19.7% in November and 9.9% in October).

In November 22 out of the 66 cases (33%) were households with dependent children and in October this was 16 out of 71 cases (23%).

39 Page 74

November October

Household Type Frequency Percent Household Frequency Percent Type

Blank 2 3.0 Blank 6 8.5

Couple 5 7.6 Couple 5 7.0

Couple with children 7 10.6 Couple with 7 9.9 children

Lone parent man 2 3.0 Lone parent man 2 2.8

Lone parent woman 13 19.7 Lone parent 7 9.9 woman

Man 24 36.4 Man 33 46.5

Woman 10 15.2 Woman 11 15.5

Woman (pregnant) 3 4.5 Total 71 100.0

Total 66 100.0

2.2 Age There were very few 16-17 year olds recorded during the exercise though a longer term monitoring exercise would be able to look at trends more closely on this. Young people were most likely to experience homelessness (31.8% under 24s in November and 29.6% under 24s in October). There were also very few older people coming to agencies for advice. Whether this is because they are not aware of services available and how to access them is not certain and again some longer term monitoring would be helpful in this regard. An appropriate action in the Homelessness Strategy Action Plan would help to ensure that people know where to go for advice and services.

October Age of Main Frequency Percent contact

Blank 4 5.6

16-17 1 1.4

18-24 20 28.2

25-35 17 23.9

36-39 9 12.7

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40-59 18 25.4 November Age Group 60-74 2 2.8 Frequency Percent Total 71 100.0 Blank 2 3.0

16-17 3 4.5

18-24 18 27.3

25-35 15 22.7

36-39 7 10.6

40-59 19 28.8

60-74 2 3.0 Total 66 100.0 2.3 Ethnicity

The majority of households describe themselves as White British – 92.4% in November and 88.7% in October. However, there were a small proportion of households describing themselves as White Other/Other Ethnic Group and Black/British Black Caribbean and Asian/British Asian: Indian which totalled 5 in November (7.5%) and 6 in October (8.4%). Without on-going monitoring it is difficult to ascertain any trends in this aspect in terms of the accessibility of services. November October Ethnic Origin Frequency Percent Ethnic Origin Frequency Percent

Asian/British Asian:Indian 1 1.5 Blank 2 2.8

Other Ethnic Group 2 3.0 Black/British Black 2 2.8 Carribbean

White:British 61 92.4 Other Ethnic 1 1.4 Group

White:Other 2 3.0 White:British 63 88.7

Total 66 100.0 White:Other 3 4.2

Total 71 100.0

2.4 Disability

A significant proportion of households have some form of disability, with the majority having either a physical disability or mental health issues. The fact that these households are accessing the agencies is positive though longer term monitoring would be helpful to identify any trends.

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November October

Disability Disability Frequency Percent Frequency Percent Blank 3 4.5 Blank 5 7.0

Combination 1 1.5 Combination 4 5.6

Learning 1 1.5 Learning 1 1.4 difficulties difficulties

Mental health 9 13.6 Mental health 15 21.1 issues issues

No disability 33 50.0 No disability 40 56.3

Physical 11 16.7 Physical disability 3 4.2 disability Unknown 3 4.2

Unknown 8 12.1 Total 71 100.0

Total 66 100.0

2.5 Area of Origin

The largest concentration of people presenting are people from Kendal (37.9% and Penrith (25.8%) which is not really surprising, being the main centres of population in South Lakeland and Eden. However, it is interesting that a number of households presenting are from outside of South Lakes and Eden and outside of Cumbria altogether (12% in November and 15.4% in October). Some evidence exists through Cumbria Choice that a number of people stating that they are sleeping rough have not been actively bidding for properties which perhaps indicates that they are no longer in this situation.

November October Area of Origin Frequency Percent Area of Origin Frequency Percent

Blank 1 1.5 Blank 3 4.2

Appleby 1 1.5 Ambleside 2 2.8

Bedford and 1 1.5 Bowness 1 1.4 Kendal

Brough 1 1.5 Burton in 1 1.4 Kendal

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Dumfries 1 1.5 Coniston 1 1.4

Endmoor 1 1.5 Cumbria 3 4.2

Flookburgh 1 1.5 Dunstable 1 1.4 Glenridding 1 1.5 Elterwater 1 1.4

Grange 1 1.5 Grange 1 1.4

Kendal 25 37.9 Ipswich 1 1.4

Manchester 1 1.5 Kendal 34 47.9

Morecambe 2 3.0 Leyland and 1 1.4 Chorley Penrith 17 25.8 Leighton 1 1.4 Buzzard

Poland 1 1.5 Manchester 1 1.4

Skelsmergh 1 1.5 Morecambe 1 1.4

South Lakes 2 3.0 Newcastle 1 1.4

Stockport 1 1.5 Scotland and 1 1.4 South Lakes

Ulverston 4 6.1 Skelsmergh 1 1.4

Wales 1 1.5 South Lakes 6 8.4

Windermere 2 3.0 Stockport 3 4.2

Total 66 100.0 Ulverston 5 7

Windermere 1 1.4

Total 71 100.0

2.6 Source of Income

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More households presented in November in some form of employment than in October. However, in the majority of cases households were receiving some form of welfare benefits (49.9% in November and 69.9% in October). A significant proportion were receiving either disability living allowance (DLA) or Incapacity benefit (16.6% in November and 34.9%).

November October

Source of Income Frequency Percent Source of Income Frequency Percent Blank 3 1.0 Blank 3 4.5 DLA 37 12.5 DLA 8 12.1 Full-time work 25 8.5 Full-time work 10 15.2 Incapacity benefit 66 22.4 Incapacity benefit 3 4.5 Income support 35 11.9 Income support 6 9.1 Job Seekers 68 23.1 Job Seekers 16 24.2 Allowance Allowance None 1 .3 None 2 3.0 Other 18 6.1 Other 3 4.5 Self-employed 3 1.0 Part-time work 8 12.1 Unknown 39 13.2 Self-employed 3 4.5 Total 295 100.0 Unknown 4 6.1

Total 66 100.0 (n.b. multiple choice question)

3.0 Analysis of Housing Issues presenting

3.1 Referred by

In the majority of cases people are self-referring to the participating agency (57.6% in November and 45.1% in October). In other cases there have been a number of referral routes from the hospital, local councillor, housing association, housing options team, Manna House and Probation.

Referred By Frequency Percent

44 Page 79 November Blank 6 9.1 October

Advice agency 1 1.5 Referred By Frequency Percent Housing association 15 22.7 Blank 5 7.0

Other 3 4.5 Connexions 1 1.4 Probation 1 1.5 Councillor 2 2.8 Self/friend/relative 38 57.6 Hospital 2 2.8 Social Services 2 3.0 Housing association 4 5.6 Total 66 100.0 LA Housing Dept 13 18.3

Manna House 4 5.6

Other 3 4.2

Probation 4 5.6

Self/friend/relative 32 45.1 Social Services 1 1.4

Total 71 100.0

3.2 Slept Last Night

In the majority of cases households have slept either with friends/parents or relatives the previous night or in a tenancy, whether private or housing association. There is a significant number that have stated that they have slept rough, which is at odds with rough sleeper counts showing negligible levels of rough sleeping. Out of the rough sleepers in October, 7 were from outside of Cumbria and in November 2 were from outside of Cumbria.

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November October

Slept Last night Slept Last night Frequency Percent Frequency Percent

Blank 1 1.5 Blank 2 2.8

B&B 2 3.0 B&B 2 2.8

Friends 17 25.8 Friends 8 11.3

Housing association 7 10.6 Hospital 1 1.4

Owner occupier 2 3.0 Hostel 5 7.0

Housing association 6 8.5 Parents 4 6.1 Prison/Young 1 1.5 Owner occupier 2 2.8 Offenders Parents 13 18.3 Private tenancy 15 22.7 Private tenancy 15 21.1

Relatives 8 12.1 Relatives 1 1.4

Slept rough 6 9.1 Slept rough 15 21.1 Tied accommodation 3 4.5 Squatting 1 1.4 Total 66 100.0 Total 71 100.0

3.3 Main Housing Problem

A significant number of people are coming to the end of a tenancy or facing eviction. A high proportion of households are turning up to agencies and are already homeless (19.7% in November and 26.8% in October). This leads to the question as to why people had not come for help sooner so that the homelessness could have been prevented?

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November October Housing Problem Frequency Percent Housing Problem Frequency Percent

Blank 6 9.1 Blank 6 8.5

End of tenancy 6 9.1 Care in community 2 2.8

Eviction 10 15.2 End of tenancy 7 9.9

Harassment 3 4.5 Eviction 9 12.7

Homeless on day of 13 19.7 Homeless on day 19 26.8 application of application

Leaving institution 1 1.5 Illegal eviction 1 1.4

Other (please specify) 9 13.6 Needs deposit/RIA 1 1.4

Requires advice 13 19.7 Other (please 7 9.9 specify)

Seeks accommodation 3 4.5 Requires advice 10 14.1

Unknown 1 1.5 Roofless/slept 6 8.5 rough

Wants transfer 1 1.5 Seeks 2 2.8 accommodation

Total 66 100.0 Unknown 1 1.4

Total 71 100.0

3.4 Contributory Causes

The most common contributory cause to a household’s homelessness issue is relationship breakdown either violent or non-violent and this consistent with statutory P1E returns. Health and mental health issues also present as the next common contributory cause. There are quite a few cases, particularly among the rough sleepers where there are alcohol, drug and mental health issues with more cases in October than November.

47 Page 82

November October Contributory Cause Contributory Cause Frequency Percent Frequency Percent

Abuse 1 1.1 Abuse 1 .8

Alcohol problems 6 6.7 Alcohol problems 12 9.5

Challenging/difficult to 1 1.1 Challenging/difficult to place 4 3.2

Death in family 2 2.2 Death in family 3 2.4

Domestic violence 6 6.7 Domestic violence 4 3.2

Drug abuse 2 2.2 Drug abuse 7 5.6

Family breakdown 15 16.9 Family breakdown 12 9.5

Family leave area 1 1.1 Family violence 1 .8

Family violence 3 3.4 Household friction 5 4.0

Gambling problems 1 1.1 Housing benefit 1 .8

Household friction 1 1.1 Landlord/tenant other 6 4.8

Landlord/tenant other 7 7.9 Loss of job 8 6.3

Loss of job 4 4.5 Medical/health 8 6.3

Medical/health 8 9.0 Mental health probs 13 10.3

Mental health probs 9 10.1 Needs life skills/support 6 4.8

Move for work 1 1.1 None 7 5.6

None 3 3.4 Offending 4 3.2

Other financial 2 2.2 Other financial 2 1.6

Overcrowding 1 1.1 Overcrowding 2 1.6

Owner selling 2 2.2 Parent alcohol/drug problem 1 .8

Pregnancy 1 1.1 Relationship breakdown 6 4.8

Relationship 6 6.7 Repossession 1 .8

Rent arrears/levels 1 1.1 Sexual harassment 1 .8

Repossession 2 2.2 Unknown 1 .8

Split household 1 1.1 Unsuitable accom 7 5.6

Unknown 1 1.1 Violence outside home 3 2.4

Violence outside 1 1.1 Total 126 100.0

Total 89 100.0

48 Page 83

3.5 Support Issue The need for support varied over the two month period. In November the main need for support was for emotional support (15.6%). However, in October, the main need for support was for life skills (20.3%) and mental health issues (18.3%). There were more households needing support for alcohol and drug issues in October as well (18.6%). In November the majority of people needed no support at all (39%) compared with October (10.2%). Longer term monitoring would be useful to see trends since the two months differ. November October Support Issues Frequency Percent Support Issues Frequency Percent Blank Advocacy 5 6.5 2 .7

Alcohol problems 5 6.5 Money/debt 16 5.4 advice

Counselling 2 2.6 Advocacy 10 3.4

Drug problems 4 5.2 Alcohol 41 13.9 problems

Emotional support 12 15.6 Counselling 2 .7

Learning difficulties 2 2.6 Drug problems 14 4.7

Life skills – practical 2 2.6 Emotional 35 11.9 support

Mental health 7 9.1 Furnishing 2 .7 problems

Money/debt advice 6 7.8 Learning 6 2.0 difficulties

No support required 30 39.0 Life skills – 60 20.3 practical

Risk of re-offending 2 2.6 Life skills – 10 3.4 social

Total 77 100.0 Mental health 54 18.3 problems

No support 30 10.2 required

Risk of re- 13 4.4 offending

Total 295 100.0

49 Page 84

4.0 Outcome and Support Provided 4.1 Outcome In the majority of cases advice is given (68% in November and 45.3% in October). There are a significant number of cases in October that for some reason were unable to receive help. A small number were accommodated. The nature of the Multi-Agency Monitoring is such that at first contact it is more likely that advice would be given. November October Outcome Frequency Percent Outcome Frequency Percent

Accommodated 5 6.7 Accommodated 3 4.7

Advice Given 51 68.0 Advice Given 29 45.3

Challenged LA decision 1 1.3 Challenged LA 2 3.1 decision

Homeless Application 3 4.0 Client found own 2 3.1 Declined accommodation

Income raised 1 1.3 HA housing 1 1.6

Interview/coming back 4 5.3 Homeless 3 4.7 Application Declined

LA temp accommodation 1 1.3 Homeless at 2 3.1 home

Refuge/safe house 1 1.3 Hostel full gave 1 1.6 advice

Returned to family home 1 1.3 Interview/coming 1 1.6 back

Returned to HA tenancy 1 1.3 LA temp 1 1.6 accommodation

Returned to private 1 1.3 No show for 4 6.3 tenancy appointment

Staying with friends 4 5.3 Returned to 2 3.1 private tenancy

Staying with relatives 1 1.3 Staying with 2 3.1 relatives

Total 75 100.0 Unable to 11 17.2 provide help

50 Page 85 Nb multiple choice Total 64 100.0 4.2 Support provided Many of the households received emotional support (29.3% in November and 10.1% in October) and/or floating support (8.5% in November and 23.2% in October). Quite a number of households did not require additional support (11% in November and 23.2% in October). There were more referrals to the Central Access Point (CAP) in October (13%) than in November (6.1%). It is interesting that despite the high proportion of households with mental health issues, there were few referrals to Adult Social Care (1.2% in November and none in October).

November October Support Provided Support Provided Frequency Percent Frequency Percent

Advocacy 4 4.9 Advocacy 4 5.8

Emotional Support 24 29.3 Emotional Support 7 10.1

Floating support 7 8.5 Floating support 16 23.2

None 9 11.0 None 16 23.2

Pre-tenancy support 1 1.2 Private sector housing 3 4.3

Put on waiting list 16 19.5 Put on waiting list 6 8.7

Refer for mediation 1 1.2 Refer to health 2 2.9 authority

Refer to Adult Social Care 1 1.2 Refer to Housing 1 1.4 association

Refer to Children’s Services 1 1.2 Refer to Housing 5 7.2 Options

Refer to Housing assoc 2 2.4 Referred to CAP 9 13.0

Refer to Hsg Options 3 3.7 Total 69 100.0

Refer to solicitor 1 1.2

Refer to welfare 6 7.3 rights/benefits

Referred to CAP 5 6.1

Referred to DIGS 1 1.2

Total 82 100.0 (nb multiple choice)

51 Page 86

5.0 Conclusions and Recommendations for the Homelessness Strategy

The MAM exercise has shown that there is not a great deal of issues with double counting though this was more prevalent in October where 7 households approached more than one agency. There are some issues relating to age that there very few 16/17 year olds (4 during the period) presenting to any of the agencies concerned and the one that presented as rough sleeping in November did not have any Children’s Services involvement. There are very few older people accessing services which either means they are less likely to be threatened with homelessness or homeless or that they may be unaware that the services exist. The majority of people are White British though there are a few from other ethnic groups. There seems to be a disproportionate number of households with a physical disability and/or mental health issue, some of which have substance misuse issues as well. This corresponds to data from Manna House and P1E returns that shows quite a high incidence of people with mental health and physical disabilities. There is a disproportionate level of lone parents who are women having homeless issues and a high level of single men.

There are issues of people from outside of Cumbria coming to South Lakeland and in some cases rough sleeping. Out of all the rough sleepers in October, 7 cases were from outside of Cumbria. Whilst in some cases there may be genuine reasons why this should be the case, there needs to be thought given to reconnection policies where they do not exist at present.

This short exercise givens some valuable insight across more than one agency as to the type of households that are experiencing homelessness or are threatened with homelessness and the support that is currently being provided. However, to have more meaningful trend based data it would be useful to establish MAM in the longer-term.

5.1 Recommendations

• Establish the MAM in the longer term - adapt form and consider CAP for lead agency and across Cumbria • Develop a Reconnection Policy • Work with Age UK to ensure that older people are aware of where to access services • Work with Children’s Services to strengthen the 16/17 year old protocol • Work with Health and Adult Social Care to ensure that those with mental health issues and substance misuse are accessing appropriate services • Homelessness prevention – ensuring that people are aware of where to go for help at an earlier stage – work with Manna House, CAB, private landlords and registered providers etc – publicity leaflets in public places for people and on web-site • Advice services and life skills training for single men and lone parents

52 Page 87 APPENDIX 4 – EQUALITY IMPACT ASSESSMENT PURPOSE OF APPENDIX 1 The purpose of this Appendix is to set out the Equality Impact Assessment undertaken on the draft South Lakeland District Council and Eden District Council Homelessness Strategy 2013 – 2018.

53 Page 88

EIA Title:

Homelessness Strategy 2013 - 2018

1.0 The public sector equality duty (2011) covers the following eight protected characteristics :

Age, disability, race, religion or belief, sex, sexual orientation, gender reassignment, pregnancy and maternity. The duty also covers marriage and civil partnership, but only relating to the elimination of unlawful discrimination (see below, 2.0).

1.1 SLDC includes “rurality” as an additional category in its equality impact assessments.

2.0 The General Equality Duty. SLDC, in the exercise of its functions, should: a. Eliminate unlawful discrimination, harassment and victimisation and other conduct prohibited by the Act. b. Advance equality of opportunity between people who share a protected characteristic and those who do not. c. Foster good relations between people who share a protected characteristic and those who do not.

54 Page 89 Step 1

Summarise the subject and expected outcomes of this EIA. The Homelessness Act 2002 places a duty on local authorities to carry out a review of homelessness and to formulate a homelessness strategy that is informed by the review findings.

South Lakeland District Council and Eden District Council has carried out a Review of homelessness in partnership with a multi-agency Strategic Homelessness Group and drafted a Homelessness Strategy setting out how the priorities of reducing youth homelessness, preventing homelessness, increasing the supply of settled accommodation and ensuring the right support is available to those that need it, will be met

Who are your main stakeholders and list any engagement undertaken (include surveys, feedback forms, complaints, statistics etc). Voluntary and Statutory Sector agencies such as Cumbria County Council, Inspira, Manna House, SLDC Housing Options Team, SLDC Housing Renewal Team, Shelter, Registered Providers who have an interest in homelessness and service users.

Consultation took place with voluntary and statutory agencies in order to carry out a Review of Homelessness, conduct a pilot multi-agency monitoring exercise. Consultation was held with service users through a survey. A workshop was held on 25 February 2013 to consider the priorities and actions that need to be carried forward into the Homelessness Strategy Action Plan.

Step 2

Equality Action Plan

In providing this service will there Mitigating actions (to Lead Officer Complete be any negative impacts on the avoid negative & Y/N following people? impact): When 1. Age (young and old) 2. Black and Minority Ethnic 3. Disabled 4. Faith/Belief 5. Sexual Orientation 6. Gender 7. Gender reassignment 8. Pregnancy and

55 Page 90 maternity 9. Marriage and Civil Partnership 10. People in rural areas

(See glossary below for definitions)

Age – young people – where they are Each case to be assessed Housing placed in the private rented sector and referred to the Central Options may find it difficult to manage the Access Point for Manager appropriate support. tenancy if they are vulnerable. (SLDC/Eden Children’s Services to be Housing involved with all 16 and 17 Association) year old homeless cases. People in rural areas – may find Housing Options Manager Housing difficulty in accessing housing options to consider outreach Options services in Kendal and Ulverston and services in rural areas to Manager Penrith. meet any identified need. (SLDC/Eden Housing

Association)

People in rural areas – (SLDC) due to Housing Options staff will Housing the Council discharging the carry out an affordability Options homelessness duty into the private check to determine that Manager rented sector – private rents tend to ingoing tenants will be able (SLDC) be more expensive than social rents, to afford the rent and avoid future homelessness. particularly in the rural areas outside of Kendal and Ulverston. People in rural areas – social rents Housing Options staff will Housing may be more expensive in the future carry out an affordability Options in rural areas due to affordable rents check to determine that Manager and welfare reform. ingoing tenants will be able (SLDC/Eden to afford the rent and avoid Housing future homelessness. Association)c BME – English not first language – Ensuring plain Housing households need to receive adequate English/easy read guides Options guidance to explain housing options are available to those Manager services. people that need them and (SLDC/Eden that translation services Housing are available. Association) Gender – an offer of accommodation The Housing Options Housing too near a perpetrator of domestic Team will ensure that any Options violence offer of accommodation to Manager end the homelessness (SLDC/Eden duty is suitable and that Housing domestic violence victims Association) are offered additional support as required, such as floating support

56 Page 91 BME – an offer of accommodation too The Housing Options Housing near a perpetrator of race Team will ensure that any Options crime/harassment offer of accommodation to Manager end the homelessness (SLDC/Eden duty is suitable and offer Housing additional support required, Association) such as floating support All categories – monitoring to take The Council will monitor Senior place on an annual basis to review the the implementation of the Housing Homelessness Strategy Action Plan Homelessness Strategy Strategy on its affect on equality and repeat Action Plan to ensure that Officer (SLDC) any negative impacts are homelessness HOS (EDC) minimised and to ensure that repeat homelessness does not occur. BME, Sexual orientation and Gender The Housing Options Housing – there is a risk that a reconnection Team will ensure that each Options policy may result in victims of case is assessed Manager domestic violence and/or hate crime appropriately and where (SLDC/Eden moving back to a place that would put there is a risk involved in Housing reconnecting a household Association) them at higher risk of harm. back to their home town, this will not be pursued. Sexual orientation – risks arise where The Housing Options Housing young lesbians, gay men, bisexual Team will ensure that each Options and transgender people are rehoused case is assessed and Manager to close to a perpetrator of hate crime. appropriate (SLDC/Eden Additionally, they may be at risk in accommodation is Housing) allocated away from the hostel situations if their sexual perpetrator. Housing orientation is known. Lesbians, gay Options and Hostel staff to men, bisexual and transgender people receive equality training to may be less willing to disclose their ensure that the needs of sexuality to housing options staff in lesbians, gay men, cases where they are fearful for the bisexual and transgender safety. people are taken into account. BME – temporary accommodation The Housing Options Housing such as hostels may not be aware of Team to receive equality Options cultural and religious needs training so that cultural and Manager religious awareness is (SLDC/Eden maintained. Housing) Step 3

57 Page 92 Examples of good equality practice you have put in place (For example, all venues used are accessible for people with mobility, hearing and sight impairments) The Homelessness Strategy sets out priorities that will increase the supply of settled accommodation, reduce youth homelessness, prevent homelessness from occurring and ensure that appropriate support is available. The Homelessness Strategy sets out commitments that will meet the Government’s ‘Gold Standard’ set out in their report ‘Making Every Contact Count’ and contains safeguards to protect vulnerable people. The Action Plan will be monitored on a regular basis by a multi-agency Strategic Homelessness Group and any equality impacts will be reported to the Group.

The Council has an agreement in place to consult with: Cumbria Disability Network, OutREACH Cumbria, AWAZ (Black and Minority Ethnic organisation), Age UK and ACT (Action with Communities in Cumbria). To consult, contact the Policy Officer for equalities.

Date: 10 April 2013

EIA Author(s): Julie Jackson, Senior Housing Strategy Officer Assistant Director: Michael Keane, Assistant Director Social Enterprise Document version number: 1

Date for Review: July 2014

EIA forwarded to Policy Officer Y

Glossary Age: This refers to a person having a particular age (for example, 32 year-olds) or being within an age group (for example, 18-30 year-olds).

Civil partnership: Legal recognition of a same-sex couple’s relationship. Civil partners must be treated the same as married couples on a range of legal matters.

Disability: A person has a disability if s/he has a physical or mental impairment which has a substantial and long- term adverse effect on their ability to carry out normal day-to-day activities. Includes: Physical/sensory disability: Mental Health: Learning disability.

Gender reassignment: This is the process of transitioning from one sex to another, considered a personal process rather than a medical one and it does not require someone to undergo medical treatment in order to be protected.

Maternity: The period after giving birth. It is linked to maternity leave in the employment context. In the non-work context, protection against maternity discrimination is for 26 weeks after giving birth, including as a result of breastfeeding.

58 Page 93 Race: It refers to a group of people defined by their colour, nationality (including citizenship), ethnic or national origins. Includes, Asian, Black and White minority ethnic groups inc. Eastern Europeans, Irish people and Gypsy Travellers.

Religion or belief: “Religion” means any religion, including a reference to a lack of religion. “Belief” includes religious and philosophical beliefs including lack of belief (for example, Atheism). The category includes, Christianity, Islam, Judaism, Hinduism, Buddhism, and non religious beliefs such as Humanism.

Rurality: South Lakeland is defined as ‘Rural-80’ – this means we have at least 80 percent of our population in rural settlements and larger market towns.

Sexual orientation: This is whether a person's sexual attraction is towards their own sex, the opposite sex or to both sexes.

59 Page 94 APPENDIX 5 – FEEDBACK FROM OVERVIEW AND SCRUTINY COMMITTEE 6 JUNE 2013 PURPOSE OF APPENDIX 1 The purpose of this Appendix is to set out the feedback received from Overview and Scrutiny Committee on the draft South Lakeland District Council and Eden District Council Homelessness Strategy 2013 – 2018.

60 Page 95 Appendix 5 - Feedback from Overview and Scrutiny Committee 6 June 2013 The table below shows the feedback received from Overview and Scrutiny Committee on 6 June 2013 and the subsequent action taken. Feedback Action Taken/Response Will there be sufficient resource to The Actions contained in the Action Plan implement the actions set out in the Action are deliverable within existing resources. Plan Numbering needs to be fixed on the Numbering sorted Contents Page Page 33 of the report – name the Named protocols Page 38 of the report – refer to data Reference to data protection added protection DIGS – explain what this is and one of the Inserted ‘Deposit Guarantee Scheme’. versions shows a lower case ‘i’. Action Plan Page 44 of the report – Changed change ‘implement’ to ‘implementation’ on the third task Action Plan – Page 46 of the report under Milestone added to ensure that this is ‘Provide a high quality housing options taking into account in line with the existing service providing written advice to all legislation and the Council’s Policy to clients who access the Housing Options Discharge the Homelessness Duty into the Team’ – can we ensure that offers of Private Rented Sector. accommodation to homeless households take into account existing schools, colleges and places of work Action Plan – Page 48 of the report under After discussion with the Housing Strategy the milestone to ‘ensure that new and Delivery Team Manager it was felt developments have an increased number that a target would be inappropriate as of smaller properties (1 and 2 bedrooms) each development must take a number of for young people and those needing to factors into account such as the housing downsize’ – this is not happening on the need, and nature of the land etc. ground – should there be a target Page 52 – can all the acronyms be Amended accordingly included and put into alphabetical order Page 63 – Multi-Agency Monitoring – Amended accordingly amend spelling of Skelsmergh Monitoring – could a report come back to Report to be produced for Overview and Overview and Scrutiny showing progress Scrutiny Committee meeting early 2014 – after six months to be agreed with the Chair.

61 Page 96 APPENDIX 6 – CONSULTATION HUB RESPONSES PURPOSE OF APPENDIX 1 The purpose of this Appendix is to set out the responses to the consultation HUB on the draft South Lakeland District Council and Eden District Council Homelessness Strategy 2013 – 2018.

62 Page 97 Appendix 6 – Consultation Hub Responses

Joint Homelessness Strategy – South Lakeland and Eden District Council: Full Report

Overview

From 23/04/2013 to 20/05/2013 South Lakeland District Council ran a consultation entitled ‘Joint Homelessness Strategy – South Lakeland DC and Eden DC. The report covers the online element of the consultation process. The report details the comments that have been made in response to the consultation and response to the comments.

Introduction

Question 1: What is your e-mail address?

There are 12 responses to this part of the question.

Question 2: What is your organization?

There are 10 responses to this part of the question.

Background and Aims of the Strategy

Question 3: Do you think the background and aims of the Strategy are clear?

Option Total Percent Yes 10 71.43% No 2 14.29% Not 2 14.29% Answered

Comments

Comments as written by respondent Response – and any action taken It is a very long document with a lot of The document has had input from a range 'council speak'. The 'forward' (foreword) on of partners in the voluntary and statutory pages 2 and 3 seems to contain the sector represented on the Strategic essential information, but could be laid out Homelessness Group who were happy with in a better format to make it easier to read the format. The summary sets out how the and understand. strategy has developed and achievements

63 Page 98 from the previous Strategy. No further action required. Yes and no - the policy is generally very As per above and the Strategy is to be wordy but is understandable to primarily used by the statutory and professionals in the field of work. However voluntary agencies involved in delivering i do not beleive that members of the public the actions. No further action required. would have the patience to read it. If for the public this could be much shorter and written in plain English. as I am unable to access both the draft Documents sent and the summare, I am unable to comment The emphasis on tackling causes, prevention and support, especially the interagency approach, are welcome.

Question 4: Do you support the key priorities set out in 1.8?

Option Total Percent Yes 12 85.71% No 0 0% Not 2 14.29% Answered

Comments

Comments as written by respondents Response and any action taken Although the first priority of reducing youth Not sure this is the case – no further action homelessness is contradicted by page 30 required which suggests a clearer definition of youth is required as the main problem is in the 18-35 age group, as well as the 40-59 group.

Yes - however multiagency working Agree should be refered to for reducing drug and Taken account of through the Action Plan alcohol abuse. This is because drug and Actions on setting up a complex needs alcahol abuse may be the cause of many panel that would involve all the relevant of the reasons for homelessness - agencies. Further engagement from Adult including domestic violence and mental Social Care is required to take this forward. health issues. The police have drug and alcohol related strategies as this is the cause of most crime (and family relationship breakdown). Working with the

64 Page 99 police may prevent homelessness?

Key priority is to use existing housing by Agree this is something that should be bringing it back into use or encouraging done and there is an action around the private sector to become social bringing empty homes back into use. landlords, rather than waiting for newbuild. Also, it is key to have key workers working Agree with the homeless, so that they are guided Taken account of in the Action Plan regards into all aspects of improving their living to promoting support services available conditions - housing, mental health, through Supporting People. Further counselling, education, work, mediation, engagement from Adult Social Care is healthy eating/living, addiction help (eg 12 required on certain aspects of this. step fellowships) etc. Without these services, the focus on housing is likely to be undermined.

Question 5: Do you agree with the actions set out in the Action Plan to reduce youth homelessness?

Option Total Percent Yes 12 85.71% No 0 0% Not 2 14.29% Answered

No comments

Question 6: Is there anything else we should do to reduce youth homelessness? Option Total Percent Yes 6 42.86% No 2 14.29% Don’t know 4 28.57% Not 2 14.29% Answered

Comments Comments as written by respondents Response and any action taken

There could be utilization of spare rooms, Agree – the Home Share Scheme has

65 Page 100 as has been used in southern councils now expanded into South Lakeland and is There needs to be more understanding referred to in the draft Strategy. that not all YP, not just care leavers, have Reference to Home Share in the Strategy family/friends that can provide practical, financial support. There needs to be more Action Plan takes into account need for provision of low rent housing in SLDC, not support through Supporting People, for just 'affordable' housing for sale example floating support and encouraging more referrals. Affordable housing target included in the Action Plan I think this is an area where PCSO's can Agree be trained to be especially alert and can Taken account of through the Action Plan be equipped with relevant information to Actions on setting up a complex needs help any homeless people that they panel that would involve all the relevant encounter. It also has to be recognised agencies. Mediation is used as a matter of that many homeless people have course by Housing Options staff. Further associated problems related to mental engagement from Adult Social Care is health and close liaison with the local required to take this forward. mental health trust is essential. Where there is associated low level crime, local magistrates will have a problem solving court that enables them to keep an eye on individuals in the short to medium term. Also, family resolution or counselling will help where there is relationship breakdown. I think that there will be great difficulites in Agree reducing youth homelessness as long as The Action Plan contains the affordable those who are unemployed are unable to housing target access enough housing benefit to pay their rent. Indeed, those in employment are unlikely to be able to afford the average rent, due to low wages. It is a great difficulty. Also, it is key to have key workers working Agree with the homeless, so that they are guided Taken account of in the Action Plan into all aspects of improving their living regards to promoting support services conditions - housing, mental health, available through Supporting People. counselling, education, work, mediation, healthy eating/living, addiction help (eg 12 step fellowships) etc. Without these services, the focus on housing is likely to be undermined.

However I would say the document is No action required clearly trying to address the problems. We need to build more affordable homes Addressed through the Action Plan that remain available over the decades solely for "young" local people. This will require a purchasing and selling strategy, perhaps with interim financial support, to

66 Page 101 maintain a suitable marketplace. support alcohol and drug reduction work Addressed through the Action Plan – task by cooperating with other agencies - eg to develop a Complex Needs Panel. police? information shared could lead to Further engagement from Adult Social the prevention of substances being Care is required to take this forward. brought into the area from outside Cumbria. Addiction is a key issue. Having been The Complex Needs Panel would take into through 12 step fellowships myself, I know account the provision of this when looking how effective these are - they are at individual cases. Further engagement effectively selfhelp groups, free, with free from Adult Social Care is required to take guidance/mentoring, to help people this forward. abstain from addictive substances and also improve their psychological approach to life A proportion of homelessness is economic No further action through the and so the adoption and promotion of the homelessness strategy through this will be living wage strategy with local employers passed to Economic Development should be considered along with policies designed to promote useful training and meaningful permanent jobs for young people. Build affordable homes with local Affordable homes targets included within residency conditions. the Action Plan

Question 7: Do you agree with the actions set out within the Action Plan of the Homelessness Strategy to prevent homelessness?

Option Total Percent Yes 12 85.71% No 0 0% Don’t know 0 0% Not 2 14.29% Answered

Comments Comments as written by respondents Response and any action taken

As I am unable to know what the Documents sent proposed actions are, due to not being able to access the relevant documents on my computer, I cannot say whether I agree.

67 Page 102 I think it is good that the Council are No further action via the Homelessness looking at the issue, but, as the majority of Strategy people finding themselves homeless are those who have been in the private sector (and possibly unable to afford the rents) I think the Council should be lobbying the Government to put in place fare rents for all by Act of Parliament. Unfortunately, this Government is likely to No further action via the Homelessness increase even social housing rents as it is Strategy intent on completely marketising the whole of the housing sector rents. All a bit long-winded - it would be much The documents were available for better to ask a specific question, rather download. No further action required. than expect respondees to remember the whole document!

Question 8: Is there anything else you think we should be doing to help prevent homelessness?

Option Total Percent Yes 7 50.0% No 2 14.29% Don’t know 3 21.43% Not 2 14.29% Answered

Comments Comments as written by respondents Response and any action taken

There is always risk that those using Contacted to refer to Housing Options private renatl market will find their position Team becomes unsustainable or finds that landlord raises rent to steeply. In my case, landlord has simply disappeared due to bankruptcy and left me in position of becoming homeless. Without social housing stock, where do we go? My rent was low, and I can't afford to pay more, I've not got deposit back as my landlord has left no forwarding details and has many creditors and after two years of cancer I have no savings. Without social housing, where do we go

Perhaps. Is there a joint strategy or The Housing Strategy addresses this and

68 Page 103 agreed approach among local housing the Homelessness Strategy Action Plan organisations, social services and central contains the affordable housing target. government to build and ensure we retain all the houses the area needs? If so, how does it get funded? I saw on BBC TV this evening the problem in Great Langdale and there's a similar situation in Coniston where our young folks move out. How long will it take to ensure we have a permanent solution? That's what we need. Make the area much less financially No further action via the Homelessness attractive to second home owners - use Strategy at this time the money generated to help homeless people find work, rent or buy? Ensuring housing benefit goes straight to Vulnerable tenants will still be able to have the landlord rather than to the tenant, their rent paid direct to landlords but the where it can be diverted into other things detail of this is still being worked out by the such as drugs, drink, etc. It's also critical Government. to give help and try to sort out usurious The Homelessness Strategy Action Plan loan situations, where people with little will be kept under review to see if any money are borrowing at usurious rates, further actions need to be included which increase their debt and ensure they regarding the issue of debt advice and can never be financially stable, and vulnerability criteria. therefore are at risk of homelessness in the future. Increase council tax on second-homes & This has already happened. Unable to holiday lets and prevent 'flipping' to avoid comment on B&Bs though they should the higher rate. Bring all B&Bs into the already be on business rates business rate tax arrangements.

Question 9: Do you agree with the actions set out in the Homelessness Strategy Action Plan to increase the supply of settled accommodation?

Option Total Percent Yes 11 78.57% No 0 0% Don’t know 1 7.143% Not 2 14.29% Answered

Comments

Comments as written by respondents Response and any action taken

I think the actions are right. I think there Action Plan contains an action to bring are problems that authorities can find

69 Page 104 difficult to address as individuals make empty homes back into use. choices that increase the problems. For example making a decision to rent a property as a holiday-let or buy second homes in the district. This restricts the availablity of housing stock. There are also numerous empty properties that are difficult to bring into use if the owners do not wish to take that route. not sure but agree that affordable housing Agree – affordable housing target provision for local people will remain included. Needs are identified via Housing essential. The provision must meet the Needs Surveys. identified need. Focus should be on bringing unused or Action included within the Action Plan derelict properties back into use.

Question 10: Are there any other actions you think that we should be doing to increase the supply of settled accommodation?

Option Total Percent Yes 2 14.29% No 5 35.71% Don’t know 4 28.57% Not 3 21.43% Answered

Comments

Comments as written by respondents Response and any action taken

As a second home owner, who spends Action Plan contains an action to bring about half my time in Cumbria, I feel it is empty homes back into use. morally wrong to penalise people who, like Agree a multi-agency approach is required me, contribute significantly to the and the emphasis throughout the Strategy community and local economy. However, supports this social housing schemes are to be encouraged and local developers can be given incentives to renovate some of the many empty buildings within the area. Also, homelessness and joblessness go hand in hand, do, once again, a multi- agency approach is necessary. You could make it difficult for well off No further action required in the people to buy homes that they use for Homelessness Strategy Action Plan second homes - that would increase the supply. I agree that the Council is going some way to doing this by charging these people 100% council tax. Check that

70 Page 105 such people are not trying to get out of paying the full tax by claiming that there is only one person staying there. Not within the powers of the local No further action required in the authorities or housing providers. Homelessness Strategy Action Plan As this is a priority for local people we Agree and this is addressed through the should use new and creative opportunities Housing Strategy. No further action to fund the provision of affordable homes. required in the Homelessness Strategy Pehaps a rethink on how the Council Action Plan spends it's money?

Question 11: Do you agree with the actions set out in the Homelessness Strategy Action Plan to ensure that the right support is provided where needed?

Option Total Percent Yes 11 78.57% No 0 0% Don’t know 1 7.143% Not 2 14.29% Answered

Comments

Comments as written by respondents Response and any action taken

I dont know what these actions are - but I Documents sent do hope that there is not an action in there that blames people (on benefits and earning low wages) for not being able to budget and therefore pay their rent - when they are so hard up that it is extremely difficult to do. I have no special expertise in housing Action included to develop a Hospital matters but was a consultant psychiatrist Discharge Protocol and to form an locally for 18 years until I retired 17 effective link with the Health and months ago. It was clear to me that for Wellbeing Board. Further engagement most of this time it was easier to rehouse from Adult Social Care is required to take homeless mentally ill patients from the this forward. Barrow Borough Council area than it was similar patients from South Lakes. Though severely mentally ill patients who are homeless were relatively rare it was the case that they often spent much more time in hospital than was necessary if only because I took the view that it was not reasonable to discharge them to no permanent accomodation. (Obviously the extra stress would increase the risk of

71 Page 106 relapse and re-hospitalisation). However, many inner-city psychiatrists would not take this view and it may be that as pressures on beds increase and as staff change, different attitudes and practices may prevail in South Lakes (and in Eden). From the strategy document it is not clear how and with whom you are consulting about mental health and I would urge you to forge links not just with the relevant staff in Adult Social Care but also with mental health staff in Cumbria Partnership NHS Foundation Trust, particularly in respect of discharge protocols.

Not within the powers of the local No action required. authorities or housing providers. As this is a priority for local people we Agree and this is addressed through the should use new and creative opportunities Housing Strategy. No further action to fund the provision of affordable homes. required in the Homelessness Strategy Pehaps a rethink on how the Council Action Plan spends it's money?

Question 12: Are there any other actions we should be doing to ensure that people receive the right support to help them stay in their accommodation and/or prevent homelessness?

Option Total Percent Yes 4 28.57% No 4 28.57% Don’t know 3 21.43% Not 3 21.43% Answered

Comments

Comments as written by respondents Response and any action taken

Ensure the Government knows that there No further action required through the is a growing problem by sending this Homelessness Strategy Action Plan information to them and lobbying them to look again at their policies. Lobby the Government to send monies to help people who are in crisis. Securing more funding to increase No further action required through the efficacy, if that is possible Homelessness Strategy Action Plan

Helping them with budgetting and "life Action to ensure that increased referrals

72 Page 107 skills", eg how to budget for energy are made to floating support and consumption; how not to use loan sharks, supported housing. The Action Plan will be how to use selfhelp groups and other reviewed regularly and further actions will agencies eg AA or NA, if they suffer from be added as needed. addiction problems. Review support for people with severe The action to set up a Complex Needs mental health problems in conjunction Panel would help with this. Further with Adult Social Care and Cumbria engagement from Adult Social Care is Partnership NHS Foundation Trust. A required to take this forward. small number of such people will have chequered histories regarding tenancy and will be extremely difficult to rehouse should they become homeless.

General

Question 13: Do you have any further comments you would like to make?

Option Total Percent Yes 3 21.43% No 10 71.43% Not 1 7.143% Answered

Comments

Comments as written by respondents Response and any action taken

I live in a caravan, and with the Referred to Housing Options Team disappearance of my landlord I face homelessness. Landlords who require a reference will not take on a person who has lived in a caravan for over thirteen years and does not have a reference Only to restate the importance of a No further action required through the holistic, cross-agency approach. Homelessness Strategy Action Plan Can you send me the draft and summary Documents sent by post? If it is too big can you think of a simpler way to send it to me - maybe by email in another format. You need also to have provision for There are a number of safe houses across abused spouses, so that they can have a South Lakeland. Sanctuary schemes shelter to escape to if the relationship provide additional security in the partner’s turns abusive - rather than wait for own home. The need for any further alte rnative accommodation to be found. provision will be kept under review. Applies to both men and women.

73 Page 108

Question 14: Would you like to take part in future consultations carried out by SLDC?

Option Total Percent Yes 11 78.57% No 2 14.29 Not 1 7.143% Answered

Question 15: What is your name?

There are 12 responses to this part of the question.

Question 16: Email Address

There are 12 responses to this part of the question.

Question 17: Would you like to be kept informed on the results of this consultation and advised when the Homelessness Strategy is approved?

Option Total Percent Yes 11 78.57% No 1 7.143% Not 2 14.29% Answered

Question 18: Ethnic Origin – Do you consider yourself to be:

Option Total Percent White – 12 85.71% British Undeclared 1 7.143% Not 1 7.143% Answered

Question 19: Do you consider yourself to have:

Option Total Percent A disability 1 7.143% A long term 2 14.29% limiting condition

74 Page 109 that affects health Undeclared 1 7.143% Not 11 78.57% answered

Question 20: Gender

Option Total Percent Male 10 71.43% Female 3 21.43% Not 1 7.143% Answered

Question 21: Sexual Orientation – do you identify as:

Option Total Percent Heterosexual 10 71.43% Undeclared 2 14.29% Not 2 14.29% Answered

Question 22: Religion/Belief – Are you:

Option Total Percent Christian 6 42.86% Jewish 1 7.143% Non - 2 14.29% Religious Other 1 7.143% Undeclared 2 14.29% Not 2 14.29% Answered

75 Page 110 Item No.10

PART I

South Lakeland District Council CABINET Meeting Date: 26 June 2013 Report Author: Tony Whittaker, Housing Strategy & Delivery Manager Portfolio: Councillor Jonathan Brook, Strategic Growth Report from: Corporate Director (People and Places) Wards affected: Far Cross Key Decision: KD14/2013

Sale of Land at North East Sandylands, Kendal 1.0 PURPOSE OF REPORT 1.1 This report is presented to seek approval to the terms and conditions for the sale of a ransom strip permitting affordable housing development for local people at North East Sandylands, Kendal. 2.0 RECOMMENDATIONS It is recommended that:- (1) the terms and conditions for sale as set out in the Report be approved; and (2) any further details arising be delegated to the Assistant Director (Strategic Planning) 3.0 BACKGROUND 3.1 Planning consent for the development of 94 houses on land at Birds Park Farm, in North East Sandylands, Kendal on land shown on the plan at Appendix 1 has been granted subject to a S106 Agreement. Russell Armer Ltd has an option to purchase the land and proposes to develop it and convey 47 units (50%) to Impact Housing Association Ltd (IHA) to provide affordable rented and shared equity houses for local people. The other 50% will be sold on the open market without restrictions. 3.2 The Council owns the strip of land shown edged red (the ransom strip) on plan A at Appendix 1. This strip was held back from the sale of the Rydal Road site and the Whinfell Drive site (both sold to IHA) to retain control of the development to the north and east on the Birds Park Farm land. The Council also reserved to itself access and servicing rights for development over the Rydal Road site.

Page 111 3.3 It is now proposed to transfer the reserved access and servicing rights from Rydal Road and to sell a small part of the ransom strip (hatched red on plan at Appendix 1) to Russell Armer Ltd on provisionally agreed terms (Appendix 3 – this is a part II item) and also to transfer the majority of the remaining ransom strip to IHL for a nominal sum to offset the maintenance liability. 3.4 The principle of the release of the ransom was approved as part of the overall terms set out in the Cabinet decision Ex/330 dated 7 March 2007 for the release of the Rydal Road site but difficulties experienced by Russell Armer Ltd relating to development finance and site drainage has delayed the development of the Birds Park Farm land until now. 3.5 The proposed Heads of Terms for the release of the ransom to Russell Armer Ltd are attached at Appendix 3. The main consideration for the release will be the grant of nomination rights to the Council in respect of the 47 affordable units with affordability restrictions both initially and permanently on those units and with a clawback arrangement in favour of the Council to prevent any profit been made from the affordable units in the future. 3.6 Because the land will be developed in Phases (see Plan D at Appendix 2) there will be a transfer to the Council of relevant strips of land coloured purple as each Phase is released. These purple strips will be resold to the developer as each phase is opened up. 3.7 Completion of Phase 4 will eventually lead to the Council owning the blue strips and green parcels on the north and east boundaries of the development site as shown on the Plan A at Appendix 1 to ensure that the Council retains control over any future development of the fields beyond the currently-approved development site. 3.8 Relevant parts of the blue strips will then be let back by the Council to Russell Armer to include within the gardens of the houses. Russell Armer will then sublet those strips to IHA or the purchasers of the market houses to ensure that the blue ransom strips can be used as part of the gardens of the new houses until further development to the north and east is approved. In this way the blue strips will be protected against loss through adverse possession and will not have to be maintained at Council expense. 4.0 RESEARCH AND CONSULTATION 4.1 The 2011 South Lakeland Strategic Housing Market Assessment identified a need for 194 new affordable homes per year for the next 5 years. 4.2 No objections to the proposal have been received. 4.3 Any comments received from the Local Ward Member will be made available. 5.0 PROPOSAL 5.1 To sell the land on the terms and conditions summarised in Appendix 3. 6.0 ALTERNATIVE OPTIONS 6.1 To not sell the land in which case the affordable housing development cannot proceed. This is not recommended.

Page 112 6.2 To sell the land without the additional affordable housing (15%). This would result in a capital receipt for the Council but would result in the loss of 14 affordable homes. As Russell Armer has an agreement in place with Impact to purchase all the affordable homes this could jeopardise the entire scheme which has been many years in the planning. This is not recommended. 7.0 NEXT STEPS 7.1 If approved NPS Group will instruct Legal Services to complete the documentation. 7.2 The site will be developed in accordance with the agreed terms. 8.0 IMPLICATIONS 8.1 Financial and Resources 8.1.1 The transfer of the ransom strip on the terms outlined in the report means that the Council will forego a capital receipt in return for benefits in kind (an additional 15% affordable housing in perpetuity; i.e. 14 more affordable homes than required under planning policy). There has been no comparable ransom strip sales within the District but based on the conventional market value of a ransom strip subject to standard planning restrictions (Stokes v. Cambridge Corporation (1961) 13 P & CR 77) the deal provides good value. 8.1.2 There are no revenue consequences arising from the disposal of this small strip. 8.1.3 Further financial details of a confidential nature are shown at Appendix 4 (part II item). 8.2 Human Resources 8.2.1 Not applicable 8.3 Legal 8.3.1 See Appendix 4 (part II item). 8.4 Social, Economic and Environmental Impact 8.4.1 A sustainability impact assessment has not been carried out. That assessment would have been dealt with as part of the developer’s planning application. 8.4.2 This proposal is considered to have a neutral impact on sustainability. 9.0 RISK ASSESSMENT Risk Consequence Controls required Development of Opposition to disposal Existing – justification of affordable housing and adverse publicity the existing housing generally provokes need opposition from within Additional – pre-emptive the immediate locality (as press release stressing evidenced through past the benefits. planning applications) Criticism that the Council Legal challenge Justification of the is not maximising the exemptions provided by financial return from its existing legislation. asset disposals

Page 113 10.0 EQUALITY AND DIVERSITY 10.1 The affordable homes will be allocated in accordance with equality and diversity principles which ensures no discrimination. 11.0 LINKS TO THE CORPORATE PLAN AND PERFORMANCE INDICATORS 11.1 Linked directly to the Council’s corporate priority to ‘Provide the homes our community needs’. 11.2 The new homes will contribute to the target to provide 1500 affordable homes in the period 2006 to 2021. 12.0 CONCLUSION AND EXPECTED OUTCOMES 12.1 It is proposed to sell the land on the terms and conditions set out in the report to enable the development of 94 new homes including 47 affordable homes. It is important to stress that without selling the ransom strip the housing scheme could not proceed, hence the 47 affordable homes would not be delivered. This would significantly impact upon the Council’s affordable housing targets. APPENDICES ATTACHED TO THIS REPORT Appendix No. 1 Plan to show the completed development site with the relevant ransom exchanges 2 Plan to show the phasing of the development with the internal ransom strips 3 Part II - Heads of Terms for sale to Russell Armer and IHA 4 Part II - Legal and Financial consequences for the Council 5 Part II – Schedule of Prices

Note – In accordance with Section 100B(2) of the Local Government Act 1972, copies of Appendices 3, 4 and 5 are excluded from inspection by members of the public as the report contains information as described in Schedule 12A of the Act, as amended by the Local Government (Access to Information) (Variation) Order 2006, as follows:- - Information relating to the financial or business affairs of any particular person (including the authority holding that information). (Paragraph 3) CONTACT OFFICERS Tony Whittaker, Housing Strategy & Delivery Manager tel. 01539 793370 [email protected] David Pogson, Property Services Manager, NPS Group tel: 01539 797437 [email protected] BACKGROUND DOCUMENTS AVAILABLE Cabinet report 7/3/13 http://sldc-modgov:9070/Data/Cabinet/20070307/Agenda/07-02- 07%20Cabinet%20Item%2010%20Second%20Homes%20Fund.pdf

Page 114 TRACKING Assistant Portfolio Solicitor to the CMT Scrutiny Director Holder Council Committee 29/4/13 29/4/13 29/4/13 30/5/13 N/A Executive Committee Council Section 151 Monitoring (Cabinet) Officer Officer 26/6/13 N/A N/A 29/4/13 29/4/13 Human Resource Services Manager N/A

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Page 116 Sale of Land at North East Sandylands, Kendal – APPENDIX 1 PURPOSE OF APPENDIX 1 Plan A to show the completed development site with the relevant ransom exchanges (red to be sold by the Council and green+ blue to be acquired by the Council)

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Page 120 Sale of Land at North East Sandylands, Kendal – APPENDIX 2 PURPOSE OF APPENDIX 1 Plan D to show the phasing of the development with the internal ransom strips (purple lengths to be acquired and re-sold by the Council as each phase is developed).

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Page 124 Item No.11

PART I

South Lakeland District Council CABINET Meeting Date: 26 June 2013 Report Author: John Dyer (Principal Policy Advisor) Portfolio: Councillor Graham Vincent (Health and Well-being) Report from: Director of Policy and Performance Wards affected: All Key Decision: Not applicable Key Decision Not applicable Notice: MEMBER LOCALITY BUDGETS SCHEME 1.0 PURPOSE OF REPORT 1.1 This report is presented to consider a scheme for the approval of funding applications for the use of the proposed individual Member Locality Budgets of £1,000. 2.0 RECOMMENDATIONS It is recommended that Cabinet :- (1) Approve the Member Locality Budgets Scheme and associated Approval Form (at Appendices 1 and 2 to the Report); and (2) Agree that the funding applications are authorised by the Director of Policy and Performance, in consultation with the Health and Well- being Portfolio Holder, as an administrative decision under the Council’s Constitution, with details of funding allocations approved being included in the quarterly financial monitoring reports.

3.0 BACKGROUND 3.1 Within the 2013/14 budget approved by Council on 28 February provision was made for each Member of the Council to have access to £1,000 from the New Homes Bonus Fund. 3.2 The £1,000 can be used for community projects identified by individual Members in their Wards.

Page 125 4.0 RESEARCH AND CONSULTATION 4.1 Research has looked at other locality schemes, in particular the County Scheme, in considering this Scheme. 5.0 PROPOSAL 5.1 Whilst decisions on what projects are put forward for funding rest with the individual Member, a simple approval process and a set of approval criteria has been drafted to provide a broad framework for the fair and effective use of the funding. 5.2 The proposed Scheme is set out in a Guidance for Councillors document (see Appendix 1 to this report) which provides some advice on what the funds could be used for. A short list of criteria is also included to ensure probity, value for money and accountability. The document also outlines a simple process which involves the local Member liaising with the nominated officer who will assist as appropriate in the process (see Appendix 2). 6.0 ALTERNATIVE OPTIONS 6.1 The funding could be allocated without a Scheme but this is not recommended and would not ensure fairness, value for money and accountability. See Risks below. 7.0 NEXT STEPS 7.1 The scheme will come into operation and the approved Guidance and Form will be circulated to all Members together with details of the nominated officer as the contact for support. 7.2 Payments made will be monitored through the quarterly monitoring reports. 8.0 IMPLICATIONS 8.1 Financial and Resources 8.1.1 The New Homes Bonus payable is based on the net increase in properties on the Council Tax list between 1 October and 30 September, band by band, based on the average national Council Tax. The grant is payable for 6 years. South Lakeland District Council’s entitlement has increased significantly for 2013/14 due to the inclusion of new properties in Kendal: 8.1.2 Of the £328,256 receivable by 31/3/14, there has been no expenditure to date. The New Homes Bonus reserve will be split between Affordable Housing and Locally Important Projects (LIPs) based on the agreed split of 60:40. Reports will be presented to Cabinet in July on the Outturn for 2012/13 and the Medium Term Financial Plan at which time it will be considered whether the funding for the Member Locality Budgets will be found from LIPs or by top slicing before the 60:40 split is applied. 8.1.3 There is a resource implication in administrating the Scheme. With a minimum individual grants of £100 there is potential for a considerable number of grants to be processed. Members will be required to complete the form and obtain the necessary information to do so. This will help to ensure an approximate cost of £25 per transaction.

Page 126 8.2 Human Resources 8.2.1 With regard to paragraph 8.1.3 above there are resource implications in administering and supporting the scheme. These will be monitored over the year to ensure that there is appropriate capacity for this. 8.3 Legal 8.3.1 No comments 8.4 Social, Economic and Environmental Impact 8.4.1 Has a sustainability impact assessment been carried out? No, but the scheme suggests that consideration of projects includes sustainability in the proposals. 9.0 RISK ASSESSMENT Risk Consequence Controls required The allocation of the The Council is perceived The Member Locality funds of £1,000 is not to use public finance Budgets Scheme fair, value for money or inappropriately addresses the issues accountable and ensures an appropriate audit trail

10.0 EQUALITY AND DIVERSITY 10.1 An equality and diversity impact assessment has not been carried out. The Scheme Guidance suggests issues of fairness should be taken into account in approving projects for funding . 11.0 LINKS TO THE COUNCIL PLAN AND PERFORMANCE INDICATORS 11.1 The proposals are linked to the objectives of the Council Plan through the “More Local” theme. 12.0 CONCLUSION AND EXPECTED OUTCOMES 12.1 The proposed Scheme will provide a framework for Members in allocating the available funding to help communities achieve priorities for the area. APPENDICES ATTACHED TO THIS REPORT Appendix No. 1 Locality Budgets Scheme - Guidance for Members 2 Locality Budgets Scheme - Approval Form CONTACT OFFICERS John Dyer, Principal Policy Advisor, [email protected] BACKGROUND DOCUMENTS AVAILABLE None

Page 127 TRACKING Assistant Portfolio Solicitor to the SMT Scrutiny Director Holder Council Committee 9 May 2013 9 May 2013 15 May 2013 Executive Committee Council Section 151 Monitoring (Cabinet) Officer Officer 26 June 2013 9 May 2013 9 May 2013 Human Resource Services Manager 9 May 2013

Page 128 MEMBER LOCALITY BUDGETS SCHEME APPENDIX1 PURPOSE OF APPENDIX The purpose of this Appendix is to provide details of the Scheme supporting the Member Locality Budgets

SOUTH LAKELAND DISTRICT COUNCIL

LOCALITY BUDGETS: GUIDANCE FOR COUNCILLORS

The Member locality budget scheme provides £1,000 per councillor for 2013-14.

What the money can be used for?

Funding can be used for new or existing projects or activities carried out by parish/town councils or community groups working in South Lakeland that support the delivery of local priorities.

While it would be usual for a councillor to support a project in his or her ward area, it is possible for more than one councillor to “club together” to support a project that crosses ward boundaries, or for a district councillor to work together with other funding providers. Projects covering the whole district are not considered suitable for this funding.

Where possible, payments from Member locality budgets should be used as a catalyst for attracting contributions from others towards more ambitious projects or activities. Projects should have the support of the local community. Projects that are included in a community or parish plan are particularly suitable for funding from the scheme.

Members should satisfy themselves that the project or activity being funded would improve the community or environment and enhance the quality of life for local residents. They should also be clear that it will not undermine sustainable development in the area.

The funding is for “community groups” or “not for profit” businesses. The activities of the community group will be primarily for the benefit of the community. Where a Member wishes to give support to a school or similar body, the payment should be made to the fundraising body associated with the school, for example the parent-teacher association or other community group.

Criteria

The scheme is governed by a set of criteria to ensure that the funding has the greatest impact on the quality of life for residents in South Lakeland and ensures probity, value for money and accountability.

Page 129 An assessment of which of the following criteria have been met is included in the approval form for funding:-

1. The payment must be at least £100 2. The funding must go to a parish/town or community group, not an individual, business 3. The granting of the funding is a one-off and does not imply an on-going commitment by the council or have a revenue implication for the council 4. The project or activity promotes communities working together and does not unfairly discriminate against people from different backgrounds 5. The funding can be used by the community group during the 12 months following receipt 6. As far as the Member is aware, making the payment to the community group would not result in fraudulent or illegal activity

How the scheme works

• Members will have access to £1,000 during 2013/14 for the purposes of Community projects or activities which they may wish to support

• It is the Member’s responsibility to consider the criteria for funding and any supporting information which may be required to enable the support

• Consideration of community groups’ funding needs against the principles and criteria in paragraphs 2-6 above

• Where projects meet the principles and criteria, a formal assessment will be required involving the member and the nominated officer using the Approval Form, proposing the funding of a project or activity.

• In the event that the nominated officer does not feel that the funding should be allocated to the project or activity, the application should be passed to the Director of Policy and Performance (or other authorised Officer) for further consideration, in conjunction with the ward member and the Leader of the Council.

• If there are any issues regarding a disclosable pecuniary interest the Member involved should contact the Monitoring Officer for advice

• The nominated officer will check approval forms, with any supporting information, and confirm that sufficient funds are available. This can be done at any time throughout the year

Page 130 • If everything is in order, the Director of Policy and Performance authorises the payment and informs the ward member, inviting them to let the community group know that the funding will be forthcoming.

Further details

Members may check the funds available in their locality budget by contacting the Assistant Director Resources through the nominated officer.

In election periods no announcement or payments can be made, starting from the date of the notice of election until the election itself. During this period, the nominated officer will hold onto any applications for announcement and payment after the election.

Members should have regard to the Council’s Constitution for good practice on funding and procurement.

Page 131 MEMBER LOCALITY BUDGETS SCHEME APPENDIX 2 PURPOSE OF APPENDIX The purpose of this Appendix is to show the Approval Form to be used in the Member Locality Budgets Scheme

South Lakeland District Council

MEMBERS LOCALITY BUDGETS: APPROVAL FORM

Financial Year 2013- 2014

Funding can only be made available for projects or activities that meet the essential criteria set out in the Guidance for Councillors. This form should be completed and returned to the nominated officer

Councillor’s name

Email address

Ward

Name of group to be supported

Contact name

Address

email address

Contact phone number

Bank Details:-

Bank: Sort Code: Account Name: Account Number:

Page 132

What is the project you wish to support?

What outcomes will the funding achieve and how does it link with the Council Plan?

Amount to be paid to the group from your locality budget (minimum £100)

What will the funding be spent on, and in what approximate timescale? (The funding must be spent by 31 March in the current financial year)

Do you have a disclosable pecuniary interest in this organisation? (If yes, please seek advice from the Monitoring Officer)

COUNCILLOR RECOMMENDATION

Signed Date

OFFICER AUTHORISATION (to be completed by the nominated officer)

Are you satisfied the project or activity meets the funding criteria? Yes / No

Are there any issues to bring to the attention of the decision maker? Yes / No

Are there sufficient funds in the Member allocation to cover the project? Yes/No

Signed Date

DIRECTOR AUTHORISATION (to be completed by the Director of Policy and Performance In accordance with the resolution of Cabinet (.) the proposal has been approved, in consultation with the Health & well-being Portfolio Holder Signed Date

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Page 134 Item No.12

PART I

South Lakeland District Council Cabinet

Meeting Date: 26 th June 2013 Report Author: Paul Mountford – Principal Performance and Intelligence Officer Portfolio: Cllr Janet Willis – Innovation and Improvement Portfolio Report from: Simon McVey – Assistant Director Policy and Performance Wards affected: Not applicable Key Decision: Not applicable Key Decision Not applicable Notice: Performance and Risk Management update 1.0 PURPOSE OF REPORT 1.1 This report presents the updates to the Performance Management Framework and the Risk Process. 2.0 RECOMMENDATIONS It is recommended that Cabinet approves the updated Performance Management Framework and Risk Management Process. 3.0 BACKGROUND The Council has existing Risk and Performance Management Frameworks. Revisions to the Council Plan in February 2013 highlighted a new target on high performance culture and this has been taken into consideration as part of the Annual Review of these documents. 3.1 Risk Process: This document, which describes how the Council manages its risks, was subject to a significant review during 2011 and requires only minor changes. 3.2 Performance Management Framework: The framework describes how the Council monitors its performance. The framework has been updated to reflect performance monitoring structures and schedules.

Page 135 3.3 It is intended that these documents will help support the Council in developing and embedding a high performance culture to further enhance the quality of services for the people of South Lakeland. 4.0 RESEARCH AND CONSULTATION 4.1 For the review of the Performance Management Framework key staff were involved including Member Services for monitoring structure changes and Human Resources for workforce development. 4.2 Best practice from other authorities and private sector organisation guidance has also informed the review. 5.0 PROPOSAL 5.1 That the updated Risk Management Process and Performance Management Framework are approved, published and implemented. 6.0 ALTERNATIVE OPTIONS 6.1 The consequences of not approving updates to policies are to weaken corporate governance arrangements. 7.0 NEXT STEPS 7.1 If the updates gain approval they will be published on the intranet and website, implemented and monitored. They will be reviewed again in March 2014 as part of their annual refresh. A Performance Management Guide will be distributed to Members and managers and the new arrangements will commence with immediate effect. 7.2 A short one page guide will be provided to staff and members to cover key actions and dates for performance management. 8.0 IMPLICATIONS 8.1 Financial and Resources 8.1.1 No financial implications are associated with the updated policies. 8.2 Human Resources 8.2.1 Links to workforce development will also support the achievement of Silver level for Investors in People. 8.3 Legal 8.3.1 The Solicitor to the Council has been consulted and is content with the proposals set out in this report. 8.4 Social, Economic and Environmental Impact 8.4.1 Has a sustainability impact assessment been carried out? No. This proposal is considered to have a positive impact on sustainability as good policies support good performance.

Page 136 9.0 RISK ASSESSMENT Risk Consequen ce Controls required Not to update the policies The consequences of not Policies are updated and updating policies are to approvals sought prior to weaken corporate implementation governance arrangements 10.0 EQUALITY AND DIVERSITY 10.1 An equality and diversity impact assessment has not been carried out. 11.0 LINKS TO THE COUNCIL PLAN AND PERFORMANCE INDICATORS 11.1 These policy updates are key organisational controls that support good performance with the Council Plan and help develop and embed a high performance culture. 12.0 CONCLUSION AND EXPECTED OUTCOMES 12.1 That the policies are approved and implemented, leading to a high performance culture against targets within the Council Plan. APPENDICES ATTACHED TO THIS REPORT Appendix No. 1 Risk Management Process 2 Performance Management Framework CONTACT OFFICERS Paul Mountford 01539 733333 BACKGROUND DOCUMENTS AVAILABLE None TRACKING Assistant Portfolio Solicitor to the SMT Scrutiny Director Holder Council Committee 24/05/13 06/06/13 30/05/13 30/05/13 n/a Executive Committee Council Section 151 Monitoring (Cabinet) Officer Officer 26/06/13 n/a n/a 06/06/13 06/06/13 Human Resource Services Manager 30/05/13

Page 137 Risk Process – APPENDIX 1

PURPOSE OF APPENDIX 1 The purpose of this Appendix is to make available the Risk Process

Page 138 Version June 2013

Page 139 Contents

Risk Management Process ...... 7 Roles and Responsibilities ...... 8 Risk Management – Five practical steps ...... 9 Risk Prioritisation Matrix ...... 10

Version Control

Version By Date Comments June Risk and 13/07/2011 Risk process simplified, shortened and Internal Performance Audit Recommendations included. 2011 Officer Cabinet approval. March Risk and 05/03/2012 Reviewed - no changes required Performance 2012 Officer June Principal 01/06/13 Reviewed – minor changes required Performance and 2013 Intelligence Officer

How we review this document

Policy and Partnerships will facilitate a periodic review in line with government guidance.

Page 140 Risk Management Process

Introduction This document outlines how South Lakeland District Council is taking on its responsibility to manage risks and opportunities using a structured and focused approach. This process will enable the Council to identify: 1. Partnership risks 2. Strategic risks 3. Operational risks 4. assess the risks for likelihood and impact 5. identify mitigating controls 6. allocate responsibility for both risks and controls. What is Risk? A risk is an event which has a negative or positive effect on the achievement of the Council’s objectives. What is Risk Management? Risk management is both the awareness of risks and the management processes that are directed towards effective reduction or mitigation of risks. Identifying and dealing with the principal risks facing an authority enables it to identify key actions it must take to deliver its objectives. Corporate processes and risk These corporate processes require the consideration of risk. • Corporate Planning Process • Project management • Financial Planning • Partnerships • Cabinet/Council reports • Business Continuity • Health and safety • Insurance Why do we need a Risk Management Process? Risk management will strengthen the ability of South Lakeland District Council to achieve its objectives and enhance the value of services provided, to make the area a place where people want to live and work, where they are able to enjoy a high quality of life. Risk management is also an essential part of the Chartered Institute of Public Finance and Accountancy/ framework on Corporate Governance that has been adopted by SLDC. Alongside Corporate Governance the Council is required to publish an annual assurance statement in respect of internal controls. This determines that the Council is responsible for ensuring that there is a sound system of internal control which facilitates the effective exercise of the Council’s functions and which includes arrangements for the management of risk.

Page 141 Roles and Responsibilities

The Innovation and Improvement Portfolio-holder and the Chief Executive jointly have overall responsibility for risk management throughout the Council.

Strategic Risks:

Senior Management Team is pivotal in the management of the Councils high level risks by identifying and reviewing existing risks and ensuring mitigation. These decisions will determine which risks are included on the Strategic Risk Register. Senior Management Team reviews the risks along with Council Plan performance on a quarterly basis.

The Principal Performance and Intelligence Officer is located within Policy and Partnerships and maintains the strategic risks and mitigating controls each quarter on behalf of the Senior Management Team. The officer also organises appropriate training for staff and Members and reviews the risk process. The officer prepares quarterly monitoring reports covering risks and performance with the Council Plan for:

1. Senior Management Team 2. Overview and Scrutiny Performance Sub Committee 3. Cabinet

Overview and Scrutiny Committee will monitor the mitigation of the Strategic Risks quarterly. This reporting ensures that all senior elected Members understand the Strategic Risks and their mitigating controls.

Operational Risks:

Directorates will identify, manage and monitor their operational risks. Assistant Directors will review their register of risks each year and list them on operational level plans. Assistant Directors and senior managers can escalate these risks to Senior Management Team if they feel that they are more of a strategic nature or that they need help with mitigation. In this way operational risks are identified and managed - and where necessary escalated for further control.

Links with Audit findings:

Internal audit is responsible for undertaking periodic assessment of the Council’s risk management processes as part of reviewing of corporate governance arrangements. Internal Audit will also as a result of their risk assessments in other areas of the Council’s operations highlight to Senior Management Team further risks for their consideration and possible inclusion on the Strategic Risk Register. These risks are then performance managed as part of the quarterly performance monitoring process

Page 142 Risk Management – Five practical steps

Managing risks involves adopting a systematic and robust process. The following risk management cycle describes the processes that should be followed.

Step 1 - Identifying the risks When identifying risks it is suggested that as a minimum the following categories of risk be used. They will act as a prompt and as a trigger for officers involved in the identification process. These categories are Financial, Environmental, Customer (including Equalities), Reputational and Legislative.

Risks can also be positive rather than just negative - in that there may be positive opportunities brought about by the impact of a risk. These opportunities should be identified so that they can be maximised if the risk occurs. A project can also be thought of as positive risk taking as it is something that will bring benefits - but there will be risks to manage along the way.

Risks can also be strategic or operational in nature and it is important that both types of risk are managed effectively. If risks identified at an operational level are considered to be strategic in nature they should be brought to the attention of Senior Management Team by Assistant Directors.

Step 2 - Analysing the risks It will help understanding of each risk if analysis of the vulnerabilities, triggers and consequences are completed. This better understanding will aid the next step in the process - prioritisation of risks. There may be Equalities considerations when completing this analysis work.

Step 3 - Risk Profiling and prioritisation A standard prioritisation matrix is used across the Council to plot the risks in terms of likelihood and impact. Once completed this risk profile clearly illustrates the risks which are priorities for management. The Council’s line of risk tolerance or appetite is set on the matrix. This line determines which risks cannot be tolerated and must be managed down, transferred or avoided.

Step 4 - Action Planning Most risks are capable of being managed – either by managing down the likelihood or impact or both. Action plans will also identify the resources required to deliver the improvements, key dates and deadlines and critical success factors. There may be Equalities issues when agreeing risk actions

Step 5 - Risk management monitoring and reporting framework Quarterly monitoring of the effective management of risks through Overview and Scrutiny including regular reporting on council plan performance.

Page 143

Risk Prioritisation Matrix

A very high

Priority risks which B require mitigating high controls and quarterly review

C significant

D low Low priority risks Likelihood Likelihood which require E annual review very low

F almost impossible

4 3 2 1 negligible marginal critical catastrophic (mostly (some (almost no success) success) success)

Impact

Page 144

Performance Management Framework – APPENDIX 2

PURPOSE OF APPENDIX 1 The purpose of this Appendix is to make available the Performance Management Framework

Page 145

[Type a quote from the document or the summary of an interesting point. You can position the text box anywhere in the document. Use the Drawing Tools tab to change the formatting of the pull quote text box.]

Version 2.0 June 2013

Page 146 Version Control

Version By Date Comments 0.06 Corporate Vision 18/08/11 Meet needs of Localism Bill.

1.0 Risk and 05/03/2012 Reviewed with changes to process Performance timescales Officer 2.0 Principal 01/06/13 Additional performance diagrams Performance and and explanatory text plus Senior Intelligence Officer Management Team and Portfolio Holder amendments

How we review this document

Policy and Partnerships will facilitate an annual review involving:

1. Member Services for performance reporting requirements 2. Human Resources for workforce and appraisal elements 3. Finance for budgeting timescales 4. Policy and Partnerships for localism and consultation

Page 147 Performance - Introduction

Performance management is about the delivery of the goals of an organisation and its community. It needs much more than just back office systems, processes, plans and indicators. Successful performance management needs leaders, managers and staff to see their purpose to continually improve what they do - and the services they provide to their communities.

Performance management must add value. In order to do this the processes employed must achieve the right balance between effort and results.

Performance management is central to the political process – performance information is reported regularly to Scrutiny and Cabinet Committees . The performance management framework recognises that improvement comes from people and process, and that the framework will not operate without staff awareness. It will be about positive endorsement, continuous improvement, innovation and creativity. In particular, the processes should emphasize the significance of performance management for enabling service improvement, and build links into other improvement processes - and into training and development.

Effective performance management is:

1. Being clear about the purpose of the Council 2. It has a strong emphasis on achieving outcomes 3. It has robust and effective planning systems which ensure the allocation of resources follow service demands 4. Delivery is monitored against clear targets and acted upon

Additionally our political and administrative leadership makes performance a priority, and the clear vision motivates, enthuses and empowers staff – an organisation that has a culture that is enabling and empowering.

Purpose and aim of the policy

Effective performance management at the Council will:

• Ensure our aims are prioritised and that resources are allocated effectively • Help improve services and outcomes for local people • Ensure efficiency and value for money

Page 148 Placing our Citizens at the heart of Self Regulation and Improvement

Self Regulation and Improvement 5 Step Cycle:

Citizen involvement: • Council Plan consultations • LAP priorities 1. Assess • Community/Parish priorities Community • Community Led Plans Needs with citizens

Our Citizens 5. Publish 2. Agree monitoring measures with results citizens based Listening on their needs

Transparency

4. Monitoring services 3. Provide against our Services citizens measures

SELF REGULATION:

Peer review

Benchmarking

Page 149 Key Roles

Local people can become involved by:

1. participating in council consultation exercises 2. utilising online information on the Council’s spending and performance information 3. participation in face-to-face and online opportunities to influence the council 4. participation in any council self-assessment/scrutiny activities 5. challenging elected councillors through local elections

Auditors will:

1. provide external challenge to the Council for high-risk areas and share concerns about poor performance to enable improvement 2. coordinate inspection plans to minimise the burden on individual councils.

South Lakeland District Council will:

1. Be responsible for its own performance • build a strong performance management culture across the council – supporting the achievement of priorities in the Council Plan. Performance results will be reported to councillors at Overview and Scrutiny Committee. The Committee may also request specific reports - or may ask for ‘drill down’ reports for further detail. • Undertake strategic and operational planning, including workforce plans, to deliver on priorities. • Undertake strong risk management at both operational and strategic levels • share and compare key performance data as appropriate • offer peer support to other authorities that want to improve and also learn from the process 2. Be accountable to local people and communities • engage local people in priority setting and make performance information publicly available in ways that local people can understand and use.

Page 150 Council Planning Structures

South Lakeland Priorities

Council Plan

• Council Priorities

Portfolio Holder Priority Plans

• ‘What we will do’ actions • projects

Service Plans • Business as usual measures* • projects

Individual Performance Appraisals

The priorities for South Lakeland are set at the highest level. These priorities are not only supported by the Council’s strategic and operational plans but also individual staff appraisals. Managing employee’s performance is a continuous process. It involves making sure that the performance of employees contributes to the goals of their teams and the business as a whole. Performance monitoring which includes risk management activity ensures that the key priorities are met. *Detailed information regarding costs, performance and benchmarking of services will be reported along with a value for money calculation. This will bring essential business information to decision makers – for more detail see the diagram below:

Costs Benefit s Value for money

Costs of individual Measures that show Cost per head of services performance population for each service

Benchmarking for comparing with other authorities

Page 151 Performance Reporting Process

Plan The Council will make decisions on the priorities, risks, activities, ownership, targets and measures necessary to meet the needs of South Lakeland. Do The council will implement its plans at strategic, operational and individual levels. Review Performance data will be collected and areas for concern identified. Areas that are not on track will be commented on by staff with ownership. Risks are reviewed and new ones identified. Mitigating actions are agreed to reduce new or existing risks - or bring planned activity back on track. Revise Plans will be adjusted for any emerging issues and actions will be agreed. Check overall plan of activity to ensure there is capacity to deliver actions. Share feedback with all relevant staff

Page 152 Roles and Responsibilities

Senior Management Team Takes the lead role in managing council performance – resulting in a high performance culture that supports the Council Plan. Takes a proactive approach to performance through corrective action - to bring activity back on track. Will ensure that Assistant Directors’ performance appraisals underpin performance with the Council Plan. Will review the Council Plan Performance Report every quarter.

Assistant Directors Will make time to discuss performance on a regular basis providing support and guidance and taking action where required. Will gather and give feedback regularly and consistently. Will ensure that service area plans underpin performance with the Council Plan. Will ensure that managers’ annual performance appraisals underpin performance with service area plans. Will hold 1-1’s with managers as required to manage performance with key activity – this may include projects as well as day to day work. Will monitor directorate performance at Departmental Management Team meetings on a monthly basis.

Managers Will make time to discuss performance on a regular basis providing support and guidance and taking action where required. Will gather and give feedback regularly and consistently. Will ensure that staff performance appraisals underpin performance with the Council Plan. Will hold 1-1’s with their staff as required to manage performance with key activity – this may include projects as well as day to day work.

Staff Will ensure that activity listed within individual performance reviews are implemented on schedule and will participate constructively in performance management discussions and continually look for areas of improvement.

Portfolio Holders Will monitor performance with Portfolio Holder Priority Plans via monthly meeting with Assistant Directors. Will monitor performance of the Council Plan.

Page 153 Data Quality

Every stage of the performance process relies on evidence and data to allow the organisation to make judgements on what South Lakeland and the Council’s needs are, what its customers’ needs are, what it has achieved, and how it compares. It is therefore vital that all this information is founded on high quality, reliable, and timely data.

Financial Management

Overview

Financial Management covers all financial accountabilities in relation to the running of the Council, including the policy framework and budget. All Members and Officers have a duty to abide by the highest standards of probity in dealing with financial issues. This is facilitated by ensuring everyone is clear about the standards to which they are working and the controls that are in place to ensure that these standards are met.

Financial performance monitoring

The Corporate Financial monitoring Report is presented to advise Members of the financial position of the Council each quarter. Explanations of variances are provided. The report is presented Overview and Scrutiny Performance Sub Committee. The report summarises the General Fund revenue and capital positions with monitoring updates for large and volatile costs and income, approved savings, Treasury Management, Revenue Collection and Sundry and Long term debtors. There are four appendices attached to the report: 1. Revenue Budget monitoring 2. Budget Savings monitoring 3. Capital Budget monitoring 4. Treasury Management review

Page 154 Performance Appraisals

It is important to ensure that all staff are aware of how the performance appraisal ‘fits’ with the Performance Management Framework. In terms of the hierarchy of strategic and business planning the performance appraisal process sits as follows:

Council Plan

Group/Service Plan

Performance Appraisal

The above plans are aspirational i.e. they are the statement of either new objectives or an intention to improve service/performance on existing objectives. Therefore individual performance appraisals will reflect this i.e. the performance objectives will be about implementing new services, improving existing services, reducing cost etc. They fundamentally represent change. However, the Performance Appraisal Scheme also includes 2 other factors, Personal Qualities and Development. Personal Qualities reflects the way in which employees conduct themselves and the manner in which business is undertaken. Adherence to these qualities will support the successful pursuit of objectives. Development acknowledges that for staff at all levels there will be gaps between current performance and target performance which cannot be addressed by additional resources or new technology but by enhancing the skills, knowledge and confidence of the postholder. Performance Appraisals are not the only corporately supported performance/communication mechanisms available.

Performance Appraisal

Team 1-1s Meetings

Page 155

Managers and staff need to be able to differentiate between the aims and content of the various meetings.

1-1s between managers and staff should be conducted on a regular basis and are an opportunity to:

• Manage tasks and prioritise work • Tackle day to day supervision and resource issues • Monitor and evaluate incoming and outgoing work

They can also be used to visit the performance objectives and individual development needs and, where appropriate, amend/update the performance review and developmental review sections of the performance appraisal documentation.

Managers should brief their teams once a month as a minimum and should be the opportunity to:

• Communicate corporate information • Discuss service issues • Raise awareness of topical issues facing the Council

The aim of the Performance Appraisal Policy is to ensure the performance appraisal process is embedded within organisational culture and practice rather than be a stand alone, once a year activity.

Page 156 Performance Management Annual Timetable

This timetable lists the key performance related activities throughout the year.

Quarter 1 Complete a review of and update the policies and strategies integral to the Performance Management Framework. April Report the Council’s ‘Quarter 4’ performance data to Overview and Scrutiny Committee Staff appraisal process is started. May Publish the Council’s ‘Quarter 4’ performance data which details progress with action towards priorities, progress towards targets, management of risks and capital and revenue figures. June The Council’s Annual financial accounts are completed. The Council’s Annual Governance Statement is produced. Quarter 2 Council approves performance framework related policies and strategies. Update the Council Plan and Community Strategy. The draft budget is prepared. July Report the Council’s ‘Quarter 1’ performance data to Overview and Scrutiny Committee Publish the Council’s Medium Term Financial Plan August Update operational plans and the Five Year Strategy. Consultation on the draft budget. Publish the Council’s ‘Quarter 1’ performance data. September Staff appraisal process is completed Quarter 3 Report the Council’s ‘Quarter 2’ performance data to Overview and Scrutiny Committee October November Publish the Council’s ‘Quarter 2’ performance data. December Budget options are aligned to priorities Quarter 4 Report the Council’s ‘Quarter 3’ performance data to Overview and Scrutiny Committee January February Publish the Community Strategy, the Five Year Strategy, the Council’s Council Plan, Council Budget and Capital Programme. Publish the Council’s ‘Quarter 3’ performance data. March Publish the Council’s operational plans including the workforce element.

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Page 158 Item No.13

PART I

South Lakeland District Council CABINET Meeting Date: 26 June 2013 Report Author: Debbie Storr Portfolio: Leader Report from: Director of Policy and Resources Wards affected: All Key Decision: Not applicable Key Decision N/A Notice: Transformation Challenge Award Bid: Electoral Services 1.0 PURPOSE OF REPORT 1.1 This report is presented to seek Cabinet’s endorsement to submit a joint bid for Transformation Challenge Award funding in respect of Electoral Services across Cumbria. 2.0 RECOMMENDATIONS It is recommended that Cabinet endorse the proposals to submit a bid on behalf of Cumbrian authorities for transformational challenge award funding for electoral services as detailed within the report. 3.0 BACKGROUND 3.1 Brandon Lewis MP, Parliamentary Under Secretary of State for Communities and Local Government, wrote to Council Leaders in England on 27 March 2013 to invite bids for a share of £9million Transformation Challenge Award funding. Challenge award funding is for individual or groups of local authorities who wish to pilot innovative ways of working to increase resilience, deliver efficiencies or provide value for money.

3.2 South Lakeland District Council has been approached informally by Manchester City Council to ascertain whether South Lakeland would consider being part of a joint bid on behalf of AGMA and Cumbrian Councils for Transformation Challenge Award funding to explore efficiencies and increase resilience within electoral services. This would enable similar arrangements to be piloted in a two tier area.

3.3 The administration of elections is a core local government function. Each local authority has an Electoral Registration Officer (ERO) and a Returning Officer

Page 159 (RO) responsible for delivery of registration and elections respectively supported by electoral/democratic services officers who administer local and national elections and referenda and registration on behalf of the ERO/RO. Resourcing of the electoral services function varies in accordance with local circumstances, and is determined by local factors such as the size of electorate. For elections with larger constituencies, such as police areas and European Regions, Returning Officers are required to comply with legal directions from a central Returning Officer with overall responsibility for the conduct of the poll, and for certifying and declaring the result. This model was most recently used for the Police and Crime Commissioner Elections in November 2012. There is no such sub-regional or regional model for electoral registration.

3.4 Over the past ten years, the administration of elections and referenda has changed significantly, with an increase in the number and combination of polls, which has placed greater demands on Returning Officers (ROs) and local authority staff and resources. Within the context of public sector reform and significant reductions in local authority resources, the sustainability and efficiency of the current delivery model – individual returning officers/electoral registration officers supported by dedicated staff - has been subject to discussion within central and local government and the wider electoral community. The introduction of Individual Electoral Registration in 2014 will also fundamentally alter the delivery of electoral registration functions and the statutory responsibilities of Electoral Registration Officers.

3.5 The capacity of local authorities to deliver complex combined polls with fewer resources is diminishing, and the current model vesting expertise into a small number of officers is not compatible with risk management and contingency practices which underpin the majority of other local authority functions. There is a lack of resilience within electoral administration concentrated within a small core team with detailed professional skills and knowledge. There is also considerable duplication, as each local authority team delivers the same back office and front line functions based on the same statutory timetable e.g. communications, legal notices, devising and delivering training. These different processes and specifications means that it is not possible to take full advantage of savings which could be realised by joint procurement arrangements.

4.0 RESEARCH AND CONSULTATION 4.1 The Director of Policy and Resources has been in discussions with Manchester City Council with regard to proposals for a joint bid. 4.2 The Joint Districts discussed the proposals at their meeting on 24 May, and agreed to the submission of a bid on behalf of the Cumbrian Authorities. They would also like to see as part of the objectives where we can look to influence changes in legislation to help facilitate making the process easier. 4.3 The County Council have also been consulted and agree to the proposals. 5.0 PROPOSAL 5.1 Returning Officers and Electoral Registration Officers are accountable locally and to the courts for the delivery of high quality electoral services. Although Returning Officers work within the same statutory framework, there is a certain amount of local custom and

Page 160 practice which restricts the extent to which authorities can make efficiencies. A more consistent delivery model for electoral services would present greater opportunities to increase resilience across all authorities, minimise duplication across core functions and facilitate the joint procurement of goods and services whilst retaining quality services.

5.2 A bid for Transformation Challenge Award funding for electoral services will focus on the development of a collaborative approach so that the delivery of local and national elections and registration are as consistent as possible across Cumbria. Funding would pay for a dedicated project team which would provide additional support to Returning Officers and elections staff to develop consistency of practice and to produce and codify the processes to be delivered locally within each authority.

5.3 The legislative framework and the personal responsibility of Electoral Registration Officers and Returning Officers means that it would not be possible to create a single electoral services team for Cumbria. Under the pilot model, responsibility for the delivery of elections will remain with each of the seven Returning Officers and their electoral staff. In developing a consistent model for change, however the more the delivery of elections can be made consistent the more benefits can be realised.

5.4 The clear objectives would be to work with the Cumbrian Authorities to promote consistency and best practice in electoral administration, improve resilience at a time of increasing complexity with regard to the delivery of elections and resource pressures and to explore the potential for savings. The pilot would also consider where it can influence changes to legislation to make the processes more efficient, and co-ordination of work on Individual Electoral Registration, sharing evolving practice and learning and to consider how implementation can be achieved in the most efficient manner.

5.5 The expected benefits of this pilot to participating local authorities are:

• Ensuring that the experience of voters and other stakeholders are more consistent across Cumbria; • Facilitating engagement and increased communication with the electorate in respect of registration and voter experience; • Increasing the resources and expertise available to Returning Officers and Electoral Services Teams across Cumbria; • Increasing resilience across Cumbria in an increasingly complex electoral environment at a time when local authorities have less resource; • Facilitating the joint procurement of goods and services by developing a common specification across the seven authorities; • Supporting joined up working in the implementation of Individual Electoral Registration; • Demonstrate how Cumbrian authorities work collaboratively and innovatively to achieve shared outcomes which will act as an exemplar for other local authorities. Further details regarding the anticipated outcomes of the pilot will be set out in the bid submission.

6.0 ALTERNATIVE OPTIONS 6.1 Not to support the bid but this is not recommended and is seen as an opportunity to enable a full review of electoral services, and enable collaborative working across Cumbria on these services to improve and make clearer the services for the benefit of all voters.

Page 161 7.0 NEXT STEPS 7.1 The deadline for submission of bids is 14 July 2013, with bid decisions to be made by DCLG in August.

7.2 Subject to approval, SLDC will continue to work with MCC and Cumbrian Authorities to prepare and submit a bid for £71K recurring for two years to pilot increased collaboration across Cumbria for the 2014 Local and European Parliamentary Elections, the 2015 Local and Parliamentary General Elections and Individual Electoral Registration and beyond.

8.0 IMPLICATIONS 8.1 Financial and Resources 8.1.1 The proposals seek £71K funding recurring for two years to enable a project to take forward the Cumbria pilot. There are no consequences for the Council’s revenue budget as the pilot will be funded by the Transformation Challenge Award if the bid is successful. 8.2 Human Resources 8.2.1 If successful the bid will support a Project Manager and Administrative support for the proposals. Officers are already planning for the 2014 elections and these will not be affected by the proposals. 8.3 Legal 8.3.1 Local Authorities have a legal duty to provide Returning Officers and Electoral Registration Officers with the requisite resources to enable them to discharge their legal functions. A pilot would increase the resources that available across Cumbria at no cost to participating authorities. 8.4 Social, Economic and Environmental Impact 8.4.1 Has a sustainability impact assessment been carried out? No – the report is to seek authority for a bid for funding. 8.4.2 This proposal is considered to have a neutral impact on sustainability. 9.0 RISK ASSESSMENT Risk Consequence Controls required

10.0 EQUALITY AND DIVERSITY 10.1 No implications at this stage. 11.0 LINKS TO THE COUNCIL PLAN AND PERFORMANCE INDICATORS 11.1 Not applicable – but the proposals support the democratic process and looks to make innovative changes and efficiencies in how electoral services evolve moving forward. 12.0 CONCLUSION AND EXPECTED OUTCOMES 12.1 That Members approve the submission of a bid for Transformational Challenge Award Funding for electoral services.

Page 162 APPENDICES ATTACHED TO THIS REPORT Appendix No. None

CONTACT OFFICERS [email protected] BACKGROUND DOCUMENTS AVAILABLE TRACKING Assistant Portfolio Solicitor to the SMT Scrutiny Director Holder Council Committee Y Y Y Y N Executive Committee Council Section 151 Monitoring (Cabinet) Officer Officer 26.6.13 N/A N/A Y Y Human Resource Services Manager Y

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