to
1 August 2008
Council Will meet on Wednesday 13 August 2008 at 7.00 pm in The Wave - Maryport
Membership:
Councillor Allan Caine (Chairman)
Councillor John Ardron Councillor John (Binky) Armstrong Councillor Carole Armstrong Councillor Bill Bacon Councillor Peter Bales Councillor Alan Barry Councillor Louise Bell Councillor Barbara Cannon Councillor John Colhoun Councillor John Crouch Councillor Michael Davidson Councillor Duncan Fairbairn Councillor Trevor Fee Councillor Ian Francis Councillor Miriam Gainford Councillor Jeffrey Gardner Councillor Chris Garrard Councillor Bob Hardon Councillor Nicholas Hardy Councillor John Heathcote Councillor Tim Heslop Councillor Vaughan Hodgson Councillor Carl Holding Councillor Joe Holliday Councillor Ivor Humes Councillor John Hunter Councillor Margaret Jackson Councillor William Jefferson Councillor Denstone Kemp Councillor Peter Kendall Councillor Angela Kendall Councillor Jim Lister Councillor Les Lytollis Councillor Jean MacLeod Councillor Anthony Markley Councillor Carni McCarron-Holmes Councillor Heather McIntosh Councillor Joe Milburn Councillor Stuart Moffat Councillor Jacqueline Mounsey Councillor Joe Mumberson Councillor Ron Munby Councillor Eric Nicholson Councillor Denis Robertson Councillor David Robinson Councillor Joe Sandwith Councillor George Scott Councillor Alan Smith Councillor Margaret Snaith Councillor Sam Standage Councillor Audrey Tinnion Councillor Alan Tyson Councillor David Wilson Councillor Martin Wood Councillor Janice Wood
Members of the public are welcome to attend the meeting. If you have any questions or queries simply contact Sheila Brown on 01900 702561.
Agenda
1. To approve as a correct record the minutes of the Council Meeting held on 25 June 2008 (Pages 1 - 8)
To sign as a correct record the minutes of Council held on the 25 June 2008.
2. Apologies for absence
3. Declaration of interests
Councillors/Staff to give notice of any personal or prejudicial interest and the nature of that interest relating to any item on the agenda in accordance with the adopted Code of Conduct.
4. Questions
To answer questions under Standing Orders No 15 and 17 either from Councillors or members of the public.
5. Notices of Motion
To receive Notices of Motion.
6. Mayor's Announcements (Pages 9 - 12)
To consider the Mayors engagements since the last meeting. (Wards Affected: None directly)
7. Executive Report (Pages 13 - 20)
8. Interim Arrangements and recruitment of Chief Executive (Pages 21 - 28)
9. Corporate Improvement Plan (Pages 29 - 100)
10. Calendar of Meetings (Pages 101 - 114)
11. Changes to the membership of the Audit Committee (Pages 115 - 118)
12. Carnegie Theatre Roof (Pages 119 - 122)
13. Reference from Executive (18/06/2008): 2007/08 end of year performance report (Pages 123 - 146)
14. Reference from Executive (18/06/2008): Cleansing Fees and Charges (Pages 147 - 152)
15. Reference from Executive (18/06/2008): Stray Dogs and Responsible Dog Ownership (Pages 153 - 160)
16. Reference from Executive (09/07/2008): Local Area Agreement for Cumbria 2008- 2011 (Pages 161 - 286)
17. Reference from Executive (09/07/2008): Maryport Developments Limited, Transfer of Shares (Pages 287 - 294)
18. Reference from Executive (09/07/2008): Allerdale Museum Service (Pages 295 - 312)
19. Reference from Executive (09/07/2008): Draft River Derwent Catchment Flood Management Plan : Consultation (Pages 313 - 328)
The Mayor will move:-
“That under Section 100 (A) (4) of the Local Government Act 1972, the public be excluded from the meeting for the following items of business on the grounds that they may involve the likely disclosure of exempt information as defined in paragraphs 4 and 7 of part 1 of Schedule 12 (a) of the Act.”
20. Reference from Executive (09/07/2008): Fellview (Pages 329 - 360)
21. Reference from Executive (09/07/2008): Revenues and Benefits Service Review (Pages 361 - 374)
Borough Solicitor
DATE OF NEXT MEETING Wednesday 24 September 2008 at 7.00 pm The Wave - Maryport
This page is intentionally left blank Agenda Item 1
At a meeting of the Council held in Civic Hall, Maryport on Wednesday 25 June 2008 at 7.00 pm
Members
A Caine (Chairman)
J Ardron J Lister C M Armstrong L G Lytollis B Bacon J MacLeod P Bales C C McCarron-Holmes A L Barry H McIntosh B Cannon J H Milburn J I Colhoun S Moffat J Crouch J M Mounsey M Davidson R Munby D S Fairbairn E Nicholson M Gainford D Robertson J Gardner D Robinson C Garrard J Sandwith T Heslop G Scott C Holding A Smith J Holliday M A Snaith I A Humes S Standage J Hunter A Tinnion C M Jackson A Tyson W H Jefferson M G Wood D J T Kemp J Wood
Apologies for absence were received from Councillors J Armstrong, L Bell, T M Fee, I W Francis, R G Hardon, N Hardy, J Heathcote, V Hodgson, P G Kendall, A H Kendall, A J Markley, J Mumberson and D Wilson
Staff Present
S Beattie, G Bishop, P Bramley, D Cattanach, H Dyke, N Fardon, D Martin, H Murphy and J Owen
71 Welcome
The Mayor welcomed Councillor Alan Tyson to his first Council meeting.
72 To approve as a correct record the minutes of the Council Meeting held on 29 April 2008 and 21 May 2008
The minutes of the meetings held on 29 April 2008 and 21 May 2008 were signed as a correct record.
73 Declaration of interests
Page 1 5. Notices of Motion. Councillor Joe Sandwith; Personal; due to the fact that his sister-in-law works at Allerdale House.
7. Portfolio Holder Updates. Councillor Audrey Tinnion; Personal; due to her membership of Aspatria Town Council.
13. Carnegie Theatre Roof. Councillor Michael Davidson; Personal; due to his membership of Workington Town Council.
15. Reference from Executive (05/03/2008): The Evolution Centre - Highfield Sports Ground, Cockermouth. Councillor Alan Smith; Personal; due to his membership of Cockermouth Town Council.
15. Reference from Executive (05/03/2008): The Evolution Centre - Highfield Sports Ground, Cockermouth. Councillor Alan Tyson; Personal; due to his membership of Cockermouth Town Council.
15. Reference from Executive (05/03/2008): The Evolution Centre - Highfield Sports Ground, Cockermouth. Councillor Margaret Jackson; Personal; due to her membership of Cockermouth Town Council.
15. Reference from Executive (05/03/2008): The Evolution Centre - Highfield Sports Ground, Cockermouth. Councillor Sam Standage; Personal; due to his membership of Cockermouth Town Council.
74 Questions
Councillor Bales asked the following question –
“You will recall that I have asked several times over the last year for information about the amount of money the Council has spent on Consultants. During the last year I have had several replies, all of them different.
Can I ask the Leader to clarify which of the replies I have had was the correct one? If none of them were correct can he advise me now the correct amount spent on consultants? Can he provide me with a breakdown of consultant costs by project?”
The Leader responded as follows:–
I am aware that incomplete information was forwarded to you inadvertently, following your question at Council on 12 December 2007. Your question at the 12 December Council concerning the expenditure the Council had incurred on consultancy costs in the year, which consultancies were employed & the nature of the consultancy work, was answered by myself at the Council meeting on 5
Page 2 March. The information provided at that stage referred to the period up until 13 December.
I can advise you that the total cost of consultants employed in 2007/8 was £852,000. I will ensure that a list of consultancy costs by project, showing how this total is made up, is forwarded to you.
As a matter of interest, the total cost of consultants employed in 2006/7 was £1,443,000.
Councillor Bales asked the following question –
“I asked at the last meeting how much it had cost to send the Deputy Leader to America. I have still not got an answer.
In the interests of transparency and accountability to the public we represent can I ask you again the following:
How much did it cost to send the Deputy Leader to America? Who paid the bill? What was the actual purpose of this visit given that the Deputy Leader will not be involved in making decisions about companies providing business to the Nuclear Industry?”
The Deputy Leader responded as follows:-
I can confirm that the Nuclear Decommissioning Authority covered all costs for the visits to the preferred bidder operator’s sites in America as already answered at full Council on 5 March 2008.
As regards the other part of the question, I refer you again to my Portfolio Holders report in the full Council agenda on 5 March 2008 which addressed these issues.
Councillor Smith asked the following question –
“With the headline in the Cockermouth edition of the Times & Star, with one of my constituents receiving a parking fine, and my subsequent comments at the Cockermouth Town Council on Wednesday evening.
There has been a lot of misinformation given out regarding Market Place by the Cockermouth Partnership and the County Council, that trend is now progressing to Allerdale, and direct action by the portfolio holder is I believe essential to bring sanity to this issue''
The Leader responded as follows:-
It is incorrect that Allerdale Borough Council is passing on mis-information regarding Market Place to anyone. I do agree however, that there is a certain amount of criticism there regarding the confusing signage. Allerdale’s Parking Services have met with the County Highway’s Engineer, who has agreed to look again at the signage, and we trust that he will make the necessary changes.
Page 3 75 Notices of Motion
The following notice of motion was received from Councillor Ardron:-
‘This Council is concerned at the perceived level of staff dissatisfaction at some aspects of the job evaluation scheme.
The limited information members have of the scheme seems to indicate that some occupations, such as planners and others are to have their salaries reduced at a time when the Council are already finding these positions very difficult to fill. Labour market forces are being completely ignored in these instances.
Job evaluation inevitably means employee wages will be affected however a minority of employees are to suffer very significant cuts in their salary indeed; to such an extent that in a time of rising costs it will impose a steep decline on their standards of living. The scheme intends to impose these severe cuts in wages over a two year period, this is nowhere near enough time for these employees to adjust to circumstances such as these.
Management and Union negotiators should look again at these aspects of the job evaluation scheme before the Union goes to a final ballot.‘
The motion was seconded by Councillor Smith.
Councillor Ardron explained that the motion was not asking for the Job Evaluation process to be scrapped, and made no criticism of the officers and union officials who had worked on it, but was asking that consideration be given to the recruitment and retention problems that the Council encounters, and the effect the process was having on staff morale and asked Councillors to support the motion.
Councillor Smith stated that the Council had excellent staff, and they should be recognised.
Councillor Milburn stated that the Job Evaluation process should be fair to staff, and added that as well as being fair to staff it had to be fair to the public in that the scheme had to be affordable to the Council. He also stated that North West Employers had examined the Councils Job Evaluation process and they felt that it was robust and in line with best practice.
Councillor Garrard stated that it was inevitable that difficult decisions would have to be made during the process, but the timing of the motion was inappropriate as the appeals process was underway, and any delays would not be helpful to staff.
Councillor Cannon stated that the concern felt amongst Councillors with regard to staff morale should be recognised, and, at the end of the process it should be looked at again before the union ballot, to ensure that the Council was satisfied that there was no injustice in the system.
A vote was taken 19 in favour of the motion, and 20 against.
Page 4
76 Mayor's Announcements
The Mayor made reference to the engagements attended by the Mayor and Deputy Mayor since the last meeting.
77 Portfolio Holder Updates
Those present considered a report which gave details of the key activities of the Executive since the last meeting.
Executive Members were questioned regarding the content of the report.
Particular reference was made to the delay in the repair to Causewayhead Cemetery Bridge, and the delay to the Moorclose and Westfield Improvement Scheme.
Agreed – That the contents of the report be noted.
78 Corporate Improvement Plan 2008 - 2011
The Chief Executive submitted a report which sought members approval to consider the final draft of the Corporate Improvement Plan at full Council on 13 August 2008.
Members noted that the refreshed full plan document was moving towards it’s final draft stage, and that it had been developed to ensure there were clear linkages with the Sustainable Communities Strategy and the Local Area Agreement (LAA). It was noted that the LAA had not yet been finalised, and therefore it was proposed to consider the Corporate Improvement Plan at the meeting on 13 August 2008 to ensure that the full linkages across the two documents were achieved.
Resolved – That the final draft of the Corporate Improvement Plan be considered at Full Council on 13 August 2008.
79 Overview and Scrutiny Annual Report
The Scrutiny Co-ordinator submitted a report which sought to advise members on the work of the Overview and Scrutiny Committees during 2007/08.
Members noted that the committees had covered a variety of topics throughout the year, including looking at Adult Social Care, Post Office Closures and Staff Recruitment. The Scrutiny Chairs thanked the Executive, officers and colleagues for their support.
Resolved – That the report be noted.
80 Amendment to the Constitution
This item was withdrawn.
Page 5 81 Revenue and Benefits Service Review
The Director of Customer Services submitted a report which sought the approval of the implementation of an action plan arising from a recent review of the Revenues and Benefits Services.
Members were advised that the objective of the review was to identify areas of synergy between the services and examine how duplication of effort could be eliminated to achieve service efficiencies and improve performance.
Members requested that the item be deferred until the next meeting, as the portfolio holder was not present at the meeting, and the action plan had not been submitted with the report.
Resolved – That the item be deferred until the next meeting.
82 West Cumbria Strategic Partnership
The Partnerships Officer submitted a report which sought to update members on the activities of the West Cumbria Strategic Partnership (WCSP).
Resolved – That:
(a) The update summary for members be acknowledged (b) It be agreed to receive further such updates in the future.
83 Carnegie Theatre Roof
This item was withdrawn.
84 Reference from Executive (05/03/2008): West Cumbria Strategic Partnership : Amended Memorandum of Roles and Responsibilities and Accountable Body Agreement
This item was withdrawn.
Resolved -
“That under Section 100 (A) (4) of the Local Government Act 1972, the public be excluded from the meeting for the following items of business on the grounds that they may involve the likely disclosure of exempt information as defined in paragraph 3 of part 1 of Schedule 12 (a) of the Act.”
85 Reference from Executive (05/03/2008): The Evolution Centre - Highfield Sports Ground, Cockermouth
This report was considered at the Executive Committee held on 5 March 2008.
Resolved – That the total ground rent due on the two buildings at Highfield Sports Ground, Cockermouth for the financial year 2008/09 be waived as a contribution towards urgent roof repairs which need to be undertaken to the
Page 6 Youth Club building, with the cost being met from a reduction in the Corporate Repairs budget.
86 Presentation
The Mayor presented Margaret Craig, manager of the Civic Hall, with a bouquet of flowers to thank her for her service to the Council.
The meeting closed at 8.40 pm
Page 7 This page is intentionally left blank
Page 8 Agenda Item 6
The Mayor, Councillor Allan Caine, Engagements since the last Council Meeting on 25th June 2008
Sunday 22nd June 2008 @ 3.00pm Millom Town Council Civic Service, St George’s Church, Millom
Thursday 26th June 2008 @ 10.00am Presentation of the First Colours to 1st, 2nd and 4th Battalions The Duke of Lancaster’s Regiment, Fulwood
Friday 27th June 2008 @ 7.30pm Final Musical Concert, Maryport Civic Hall
Sunday 29th June 2008 @ 1.30pm The High Sheriff of Cumbria’s Summer Party, Theatre by the Lake, Keswick
Wednesday 9th July 2008 @ 10.45am Child Safety and Environment Exhibition 2008, Solway House, Workington
Wednesday 9th July 2008 @ 7.00pm Sellafield Ltd Stakeholder’s Dinner, The Trout Hotel, Cockermouth
Friday 11th July 2008 @ 6.00pm Mayor of Allerdale’s presentation to Sailing for the Disabled volunteers, Mayor’s Parlour, Allerdale House, Workington
Saturday 12th July 2008 @ 12noon Maryport Carnival Parade, Fleming Square, Maryport
Wednesday 16th July 2008 @ 2.00pm Westfield Primary School’s Festival of Achievement, St Mary’s Church, Mossbay, Workington
Thursday 17th July 2008 @ 10.00am Age Concern- 30 Years in Cumbria Celebration, The Carnegie Theatre, Workington
Saturday 19th July 2008 @ 2.00pm Civic Trust Meet and Greet and Garden Party, Helena Thompson Museum, Workington
Sunday 20th July 2008 @ 3.00pm Chairman of Eden’s Jazz and Hog Roast Charity Event, Great Salkeld, Penrith
Wednesday 23rd July 2008 @ 7.00pm Travelling Heritage ‘Steel Steaming’ Exhibition Open Evening, Helena Thompson Museum, Workington
Friday 25th July 2008 @ 7.00pm Maryport Blues Festival opening evening, Netherhall Rugby Ground, Maryport
Page 9
Sunday 27th July 2008 @ 3.00pm Mayor of Allerdale’s Annual Civic Service, St Mary’s Church, Harrington
Wednesday 30th July 2008 @ 6.30pm Mind in West Cumbria AGM, Workington Fire Station Community Room
Saturday 2nd August 2008 @ 4.00pm Lake District Summer Music Exhibition Preview, University of Cumbria, Ambleside
Thursday 7th August 2008 @ 7.30pm Installation of the Revd Peter Benson as Priest-in- Charge at St Columba’s Church, Broughton Moor
Saturday 9th August 2008 @ 2.00pm Mayor of Copeland’s ‘Tea Time Swing Time’ charity event, the White Mare Hotel, Beckermet
Page 10 The Deputy Mayor, Councillor John (BInky) Armstrong, Engagements since the last Council Meeting on 25th June 2008
Sunday 22nd June 2008 @ 1.15pm Workington RL V Hunslet RL Rugby match sponsored by Sellafield Ltd, Derwent Park, Workington
Saturday 5th July 2008 @ 10.30am Cumbria Youth Games, The Sands Centre, Carlisle
Friday 11th July 2008 @ 6.00pm Mayor of Allerdale’s presentation to Sailing for the Disabled volunteers, Mayor’s Parlour, Allerdale House, Workington
Tuesday 15th July 2008 @ 7.00pm Happy Hours Day Nursery Graduation and Awards evening, Happy Hours Nursery, Seaton
Saturday 19th July 2008 @ 12.45pm Broughton Children’s Carnival, Broughton British Legion, Main Street, Broughton
Sunday 20th July 2008 @ 9.15am Wigton Town Council’s Annual Civic Service, St Mary’s Parish Church, High Street, Wigton
Sunday 27th July 2008 @ 9.15am Aspatria Town Council Annual Civic Service, Church of St Kentigerns, Aspatria
Sunday 27th July 2008 @ 2.45pm Mayor of Allerdale’s Annual Civic Service, St Mary’s Church, Harrington
Page 11 This page is intentionally left blank
Page 12 Agenda Item 7
Allerdale Borough Council
Full Council 13 August 2008
Portfolio Holder Updates
Purpose of Report The purpose of the report is to update Full Council on the activities of the Executive, and Portfolio Members during the previous cycle.
Recommendation That members note the content of the report.
Environmental Implications None
Community Safety Implications None
Financial Implications None
Human Rights Implications None
Employment Implications None
Health & Safety & Risk Management None Implications
Wards Affected As indicated in the main body of the report.
The Contribution this Decision would Portfolio Holder activity is in line with the CIP make to the Council’s Key Aims priorities.
Is this a Key Decision No
Portfolio Holder Cllr Joe Milburn, Leader
Lead Member of Staff Corporate Management Team – as indicated
(A detailed list of implications is appended to the report)
1.0 Introduction
1.1 The purpose of the report is to provide Full Council with an update and overview of the activities of the Executive and individual portfolio members during the previous cycle since the last Full Council Meeting on 25 June 2008.
Page 13 2.0 Content
The activities of the Executive and Portfolio Holders is as follows:
2.1 Deputy Leader & Regeneration Portfolio Holder: Cllr Margaret Jackson
Leisure Centres on the Up
The number of people using Cockermouth Leisure Centre continues to increase following the recent £1 million improvement of the facility. Usage for June 2008 was 22 per cent higher than the previous year.
Workington Leisure Centre recorded a 20 per cent increase while Keswick Leisure Pool had 9 per cent fewer visitors. Overall the total usage of the three council-owned leisure facilities for the year to date is seven per cent higher than in 2007.
Free Swimming for All
The government has earmarked £140m towards providing free swimming for all at the country’s 1,600 public pools by the 2012 Olympics, part of a legacy plan for the Games aimed at getting two million more adults involved in sport.
The funds will be available to local authorities starting in 2009 for two years, with £80m provided to waive admission fees, and £60m for pool upkeep. Pool entrance fees will initially be scrapped for the country’s 10 million over-60’s, but councils will be encouraged to extend the offer to under-16s. Local authorities that already provide some free form of swimming will be encouraged to extend their initiatives beyond the age groups already served. It is hoped that entrance fees will be waived at all public pools by 2012.
The fund will also support initiatives including free lessons for adults who cannot swim, and the introduction of swimming co-ordinators to maximise and sustain uptake. Details of how the plan will be delivered are to be finalised this summer. Schemes to encourage walking and cycling are also present in the government’s legacy action plan for the Games.
Derwent Valley
An independent public opinion survey is taking place regarding the two proposed options for the Derwent Valley regeneration scheme. Option one proposes a leisure centre and upgrading to existing football and rugby ground facilities. Option two proposes a combined leisure centre and community sports complex.
Both proposals were developed after consultation with various groups and the results of the survey may develop the proposals further and shape new opportunities. Any proposals taken forward will be subject to planning permission.
Page 14 Specialists in public opinion surveys, SMSR Ltd, are undertaking the survey on the Council’s behalf. Approximately 2,500 households across Allerdale have been selected through a stratified random sample and sent information re the two proposals. The households will be contacted by SMSR to take part in telephone interviews, and will be given the opportunity to provide their views on the two options.
Focus groups with the local football, rugby and speedway clubs will also take place, as will focus groups with Moorclose Sports Centre users and residents.
A full report with the findings of the public opinion survey will be presented to the Derwent Valley Task Group in September. The report will also contained detailed information regarding other elements of the 2 proposed options.
PBO Update
The Nuclear Decommissioning Authority NDA has announced that Nuclear Management Partners Ltd, consisting of Washington International Holdings Ltd., AMEC and AREVA NC is the Preferred Bidder in the competition to secure a Parent Body Organisation (PBO) for the Sellafield Site Licence Company (SLC). The NDA will now enter into a period of contract finalisation with Nuclear Management Partners Ltd prior to a decision on the award of the contract in October 2008. The selection of nuclear Management Partners Ltd follows an extensive competition process in accordance with EU procurement rules culminating in the detailed evaluation of final bids from four bidders. The PBO contract will offer business to the value of initially around £1.3 billion per annum with associated fee of approximately £50 million per annum, subject to the level of improved SLC performance and efficiency achieved.
The contract is awarded initially for a period of five years with the potential of further extension periods, subject to performance, to a total of 17 years.
The Sellafield site licence company manages & operates, on behalf of the NDA, the reprocessing and waste storage facilities at Sellafield, the former nuclear power stations Calder Hall and Windscale (all in West Cumbria), and the Capenhurst nuclear site and an Engineering Design Centre at Risley in Cheshire.
Britains Energy Coast
A masterplan to invest £2bn and create 16,000 energy jobs in west Cumbria have been unveiled. The Business Secretary and Barrow and Furness MP, John Hutton, revealed the proposals on Wednesday 23 July.
The aim is to turn the area into an "energy coast" and boost its economy with a new reactor at Sellafield as well as a national nuclear laboratory.
The Britain’s Energy Coast™ Masterplan sets out how this will be achieved and outlines how the area’s expertise in the nuclear sector can be used as a springboard for the regeneration of the area – which will diversify the local economy; significantly improve the prospects of local communities; and raise the sub region’s profile as a superb place to live, work and visit.
Page 15
The Masterplan is an exciting package of projects that will establish West Cumbria as Britain’s Energy Coast’™ - a centre of excellence for nuclear and other energy technologies, complemented with high quality local services.
The regeneration will also include more money for schools and academies and an acute hospital in West Cumbria.
It is also expected that more cash will be spent on improving transport links and attracting tourists, including a new hotel in Whitehaven.
2.2 Corporate Services, Democratic Services & Human Resources Portfolio: Cllr Chris Garrard
Portfolio holders report Democratic Services July/Aug 2008.
Towards the end of July I attended 'The Elected Members Development' 1/2 day session in Penrith run by ACE in conjunction with NWE.
Items covered were 'Potential for Accredited Development for Members in Cumbria', a most interesting and enlightening talk and I know that Cllr B Cannon has recently taken advantage of this facility and I intend discussing it with her to gain some personal and first hand knowledge. Further to that I will discuss the potential for member development with our training officer, Gayle Roach.
The second item on the agenda was 'Modern Councillor: the e-learning program'. There is some good content here, provided free by ACE/NWE and we as councillors are not taking advantage of it. The Member Development Working Group (MDWG) will have to reappraise this whole item again in the near future and see if we can devise a more interesting and attention-grabbing introduction to this easily followed and time efficient way of developing our council skills at home and in our own time.
On behalf of The Council I also attended, in conjunction with a member for Copeland, The NWEO, AGM & Conference in Wigan. It proved to be an interesting experience in that the speakers were very good and their subjects interesting and relevant and so gave me a bit to think about regarding HR and Member Development. Various committee positions were on offer but as all meetings are in Manchester I was aware of the cost both in money and time with possibly not a lot of return for ABC.
It did make our geographical remoteness more obvious; not always a bad thing I think.
Chris Garrard, Portfolio Holder for Democratic Services.
HR Portfolio Report.
As the 'Appeals Process' nears completion I do not wish to pre-empt the the various outcomes at this juncture until the whole picture is put before us. It appears that the panel are having a further look at one department and that has
Page 16 slowed proceeding down a little. However that is a small price to pay so long as they can reach an equitable outcome for all involved.
I was interested to hear the views of various councils when I attended the North West Employers AGM in July and it is obvious that the whole JE process has proved unpleasant & unpopular in all areas.
2.3 Environment Portfolio Holder: Cllr Sam Standage
Recycling
First collections of purple bags containing recyclable materials started this week from properties in Keswick. Preparations for collections from properties in Cockermouth are set to commence from 14 July 2008.
As purple bag collections are established, smaller recycling banks for glass, cans and plastic bottles in those areas are correspondingly used less. We plan to relocate banks from these less used areas to communities which do not benefit from kerbside collections. Ward councillors and residents will be consulted as proposals develop.
Enforcement
Allerdale Borough Council’s Environmental Wardens supported the National Poop Scoop campaign week (25 June 2008) run by the Dogs Trust. Free poop scoop bags were handed to dog owners in a bid to tackle the problem of dog fouling on our streets and open spaces and a programme of enforcement will commence in areas which are seen as a particular problem.
The team has also undertaken a programme of enforcement in town centres to tackle littering in conjunction with the anniversary of the smoking ban.
Managing Radio Active Waste Safely Consultation
The government white paper ‘Managing Radioactive Waste Safely’ was launched by DEFRA on 12 June 2008 to invite communities wanting to find out more about hosting an underground disposal facility for radioactive waste to open no- commitment discussions with the Government. Allerdale Borough Council has welcomed this publication in a press release on 13 June 2008 saying we will assist the government to explore options for development in the nuclear industry but, at this stage, expressing no interest in participating in the process. Copeland Borough Council has already expressed a formal interest.
We will continue working to identify a partnership approach with Copeland BC and Cumbria County Council and will endeavour to initiate the widest possible consultation on the issue before deciding whether to express an interest. There is no fixed timescale but the Council will need to decide a position in the next 6 months or so.
Page 17 The Nuclear Issues Task Group will discuss the White Paper on 30 July 2008 but the final decision on whether Allerdale expresses an interest to participate in the process will be a matter for full Council.
2.4 Customer Services Portfolio Holder: Cllr David Wilson
Changes to permitted development rights for householders
Changes to permitted development rights will be announced by the government in October 2008 following the recent consultation on the White Paper, to which Allerdale Borough Council responded. The objectives of the proposal were to make the regime clearer and to provide extra freedom for permitted development so long as it had little or no impact beyond the host property. As a consequence, minor planning applications would be removed from the system.
Revenues / Benefits shared services exploration
A workshop between staff from Allerdale, Carlisle and Copeland councils was held recently as part of a project to explore the potential for creating a single Revenues and Benefits service to serve the three councils and to determine if there was a business case for the creation of a shared service. Since September 2007, Carlisle has been contracted to provide management, technical and back office support to Copeland. The project will investigate the potential to increase capacity and capabilities, reduce ongoing revenue cost, improve performance to customers and build on existing ICT shared service plans between Carlisle and Allerdale.
Bridge repair at Causeway Head
The contractor has been commissioned to carry out the work but awaits a licence from the Environment Agency before work can begin. At end July 2008, the start date is yet to be determined.
Child safety events
The annual safety events for school children organised by Building Control staff were well received with 425 children from 10 Allerdale schools participating. Feedback from participants and the event’s sponsors, Health and Safety Executive and a significant number of the largest local construction companies, was excellent. Media coverage was disappointing by comparison with coverage for previous campaigns, in spite of the children’s obvious appreciation of the having the dangers presented by a building control surveyor and recent contender from Sky TV’s Gladiators show. The introduction of a session on waste and recycling was also highly rated by schools and is to be featured in future events.
Government Connect as sole route for DWP communications
Routine elements of housing benefit administration, the checking of information with the Department for Work and Pensions (DWP) and the monthly exchange of data between the two services are supported by a restricted internet link to the
Page 18 DWP’s computer and a secure data encryption package financed by the DWP. The DWP has announced that their preferred method of connection and secure data exchange in future, will be Government Connect Infrastructure (GCSx). The GCSx will replace the internet access to the ‘Customer Information System’ and the current encryption solution with a new secure communications channel with effect from April 2009. The project is government funded and provides free consultancy on the ‘Code of Connection’ process and GCSx implementation but will incur some local costs.
Direct debit payments of council tax
Council tax staff continue to promote the benefits of making council tax payments by direct debit in telephone contact and by post, inserting direct debit forms with reminders and final notices. For the Council, this is a cheaper and more efficient method of accepting payments and at the end of July 2008, 64% of council tax and 58% of NNDR account holders had signed up compared with 52% and 50% respectively at end June 2008.
file ref date
Page 19 Report Implications
Please delete where applicable.
Community Safety Y/N Sport Y/N Financial Y/N Leisure Y/N Legal Y/N Tourism Y/N Social Inclusion Y/N E-Government Y/N Human Rights Y/N North West Regional Y/N Youth Issues Y/N European Y/N Ethnic Minority Issues Y/N National Y/N Older People Issues Y/N Partnership Y/N Disability Issues Y/N Heritage/Culture Y/N Employment (external to the Council) Y/N Planning Policy Y/N Employment (internal) Y/N Enforcement Y/N Environmental/sustainability Y/N Transport Y/N Environmental/visual Y/N Asset Management Y/N Health Y/N Health & Safety Y/N
Is this a statutory recommendation? Y/N
Is this a key decision? Y/N
If this is a key decision, has it been approved by CMT Y/N
Has a risk assessment been undertaken? Y/N
Wards affected …………………………………………………………………………………..
Background papers ………………………………………………………………………………
Page 20 Agenda Item 8
Allerdale Borough Council
Council – 13 August 2008
Interim Arrangements and Recruitment of Chief Executive
The Subject of the Decision To propose interim arrangements for the post of Head of Paid Service/ Chief Executive.
The Reason for the Decision Following the departure of the current Chief Executive, arrangements need to be put in place for an interim Chief Executive.
Recommendation Executive recommend to Full Council:
(a) A collaboration agreement is agreed between Allerdale Borough Council and Carlisle City Council for an Interim Chief Executive/Head of Paid Service for the period 1 September 2008 to 28 February 2009. (b) That the interim Chief Executive/Head of Paid service under the above collaboration agreement is the Returning Officer for Allerdale Borough Council.
Environmental Implications None
Community Safety Implications None
Financial/Resource Implications The interim costs will be covered from the existing Chief Executive salary budget.
Human Rights Implications None
Employment Implications None
Health & Safety & Risk Management None Implications
Wards Affected All
The Contribution this Decision would The Chief Executive is responsible for acting as make to the Council’s Key Aims policy adviser to the Council and overseeing the implementation of the Council’s strategy, the Corporate Improvement Plan.
Is this a Key Decision Yes
Page 21
Portfolio Holder Leader of the Council
Lead Member of Staff Gillian Bishop, Chief Executive 01900 702522 [email protected]
(A detailed listed of implications is appended to the report)
1.0 Introduction
1.1 The current Chief Executive has tendered her resignation and will leave on 31 August, 2008. This report outlines the process, preferred option and recommendation for the interim arrangements until a decision has been reached regarding the appointment of a permanent Chief Executive.
1.2 The Constitution states that the appointment of a Chief Executive and the Returning Officer must be confirmed by Full Council.
2.0 Interim Arrangements – Process and Preferred Option
2.1 Since the current Chief Executive, Gillian Bishop, announced that she would be leaving the Council at the end of August 2008 ,to take up a new position of Chief Executive with the Regional Improvement and Efficiency Partnership, the Executive has been giving due consideration to the recruitment process for a new Chief Executive.
2.2 The Executive members agreed that permanent recruitment to this post could commence with immediate effect, however due to the summer months, they felt that this would not be an appropriate time to attract and engage maximum exposure to the vacancy.
2.3 As a result, they agreed that a more realistic option is to consider the permanent recruitment arrangements after the summer months and therefore, an interim position for a period of around six months is required.
2.4 The Executive has carefully considered the options available for this interim position. These include: • an existing director taking up the interim position, • an external interim chief executive being appointed, • shared duties of the chief executive’s role amongst the three existing directors, and • securing collaborative working arrangements with a Cumbrian local authority
Page 22 2.5 The advantages and disadvantages of all of the options were considered based on principles of value for money, performance and delivery. The option of an existing director taking up the interim position was discounted to ensure a level playing field is available to all directors when the way forward for the permanent Chief Executive position is agreed.
2.6 Based on these considerations, the preferred option of the Executive is to secure collaborative working arrangements with a Cumbria local authority.
2.7 Initial discussions with Carlisle City Council have taken place. Carlisle City Council at their Executive on the 28 July 2008 agreed for their Chief Executive to provide an interim role as Chief Executive/Head of Paid Service to Allerdale for the period 01 September 2008 until 28 February 2009. It is this collaborative agreement with Carlisle City Council which is the Executive’s preferred option.
2.7 This collaboration activity is currently underway in other parts of the Country including:
• Staffordshire Moorlands DC and High Peak BC • Hambleton and Richmondshire • Adur DC and Worthing BC • Essex CC and Brentwood BC • South Oxfordshire DC and Vale of White Horse DC
During this interim period, IDeA and SOLACE would be able to provide support and guidance. This could include support to leading Members of both Councils and the two Senior Management teams to understand how these arrangements work and how they can strengthen the partnership work between Allerdale and Carlisle.
2.8 There are a number of advantages and opportunities for establishing this collaborative agreement for the interim role, these include:
• It would help to build upon the positive work that is already taking place in the ICT Shared Services development between the two Councils. • It would help both Councils to learn and share good practice and consider future joint work, based on existing mutual respect and trust, which has grown further during the ICT developments. • It would enable the two senior management teams to work closely together on regional and sub regional agendas, particularly in relation to the “Cumbria Improvement and Efficiency” agenda. • It gives a very positive signal across the sub region of collaborative work and supports the government’s own agenda of joint working and the need to enhance the co-operation within two-tier authorities.
Page 23 • There would be potential cost savings: for Allerdale Borough Council – the charges for the Chief Executive of Carlisle City Council would be less than that of appointing a temporary candidate externally; for both the borough and city councils – the Chief Executive could represent the two authorities during the interim period at relevant conferences and meetings, thereby reducing costs. • It would offer Allerdale Borough Council the immediate support of a Chief Executive who has a clear understanding, experience and knowledge of the Cumbria district and regional agenda. • It would bring personal and career development opportunities for the senior management teams of both councils. • It would enable members across both councils to work together on joint agendas.
2.9 The risks that will need to be effectively managed during this interim period include:
Members and staff of both Councils, may be concerned that this arrangement is part of a permanent solution. The Executive are clear that this is an interim solution for a six month period. Carlisle Members could be concerned at the reduced capacity of the CEO on a day to day basis, which will make her less visible and accessible at the Civic Centre. This has been considered by Carlisle and they have agreed to this collaboration. There is a requirement to ensure that clear, consistent and timely communications are maintained to keep staff, members and the communities fully informed of progress on this matter.
2.10 Considering all of the advantages and risks as outlined above, the Executive feel that collaboration with Carlisle City Council is a mutually beneficial way forward, as it maximises shared learning between the authorities and builds on existing working relationships.
2.11 As previously identified, this arrangement is for an interim period of six months. In relation to the permanent appointment of a Chief Executive due consideration will be made to this by the Executive from September to identify and secure permanent arrangements as a matter of priority.
3.0 Implications
3.1 Financial Implications: There will be a cost to Allerdale Borough Council for the provision of an interim Chief Executive/Head of Paid Service by Carlisle City Council. The advice from Solace and IDeA is that it should be based on the Chief Executive Officers daily rate, which for Carlisle is between £650 and £700 (including on costs). It is intended that the hours will be split 50/50 and so the total cost will be in the region of £42,000 exclusive of minimal expenses.
Page 24 3.2 In comparison, for an external candidate on a 3 day week, average £750 per day, the cost would average £58,500. For an internal candidate the cost would be a salary differential of approximately £15,000 for the six month period, however, this is excluding any additional capacity which would be required to cover the Director’s duties.
3.3 Legal Implications: Full Council need to be satisfied that appropriate powers exist to enable the authority to enter into the interim support arrangements with Carlisle City Council as set out in the report.
3.4 Section 1 of the Local Authorities (Goods and Services) Act 1970 enables an authority to enter into an agreement with another public body (which includes another local authority) for the supply of goods and services. Particularly relevant to these proposals, it allows an authority to provide administrative, professional or technical services to another public body which should encompass the interim professional support described in this report.
3.5 The relevant section also states that any such arrangements which might be entered into may contain such terms as to payment or otherwise as the parties consider appropriate, which allows for appropriate financial arrangements to be agreed between the parties in respect of the services agreed to be provided.
3.6 There are therefore powers which are sufficient to enable the authority to enter into the arrangements set out in this report if it determines that it is in its interests to do so.
3.7 It is also necessary for the post to be designated as Head of Paid Service and to enable this; the Chief Executive of Carlisle must be offered at least notional employment by Allerdale in order to comply with s4 Local Government and Housing Act 1989. This is usually achieved by an appointment letter and a notional payment being agreed.
3.8 On a further legal matter, as it is the responsibility of Full Council to appoint the Returning Officer, it is proposed that the collaboration agreement providing Interim Chief Executive/Head of Service will also cover the Returning Officer duty.
4.0 Conclusion
4.1 The Executive’s preferred option is for a collaboration agreement between Allerdale Borough Council and Carlisle City Council for interim Chief Executive/Head of Paid Service for the period 1 September 2008 to 28 February 2009. This arrangement will allow the Council’s strategic focus and direction to proceed in a cost effective manner in line with the ethos of collaboration, shared services and efficiencies for a six month period until a decision has been reached on the appointment of a permanent Chief Executive.
Page 25 4.2 Once Full Council has agreed their position on the interim arrangements, this will be communicated fully to all staff, members and the media.
Joe Milburn /Gillian Bishop Leader/Chief Executive
Page 26
Report Implications
Please delete where applicable.
Community Safety N Sport N Financial Y Leisure N Legal Y Tourism N Social Inclusion N E-Government N Human Rights N North West Regional N Youth Issues N European N Ethnic Minority Issues N National N Older People Issues N Partnership Y Disability Issues N Heritage/Culture N Employment (external to the Council) Y Planning Policy N Employment (internal) Y Enforcement N Environmental/sustainability N Transport N Environmental/visual N Asset Management N Health N Health & Safety N
Is this a statutory recommendation? Y
Is this a key decision? Y
Has a risk assessment been undertaken? Y
Wards affected ……………………………………All……………………………………..
Background papers ………………………………None……………………………………
Page 27 This page is intentionally left blank
Page 28 Agenda Item 9
ALLERDALE BOROUGH COUNCIL
FULL COUNCIL – 13 AUGUST 2008
Corporate Improvement Plan 2008-2011
The Subject of the Decision The approval of the refreshed Corporate Improvement Plan 2008-2011
The Reason for the Decision The purpose of the report is to seek member’s approval of the refreshed Corporate Improvement Plan (CIP) 2008-2011.
Recommendation This report has the following recommendations:
1. That members approve the content of the refreshed CIP. 2. That members agree to receive quarterly monitoring reports on the performance against targets of the CIP.
Environmental Implications Focus of the Environmental activity through the Environment Strategic Priority.
Community Safety Implications Focus of the Community Safety activity through the Healthy & Safe Strategic Priority
Financial/Resource Implications Focus of the Financial planning activity as this will align with the Corporate Improvement Plan.
Human Rights Implications None direct.
Employment Implications Focus of the employment and HR activity through the Economy and Service Access & Delivery Strategic Priorities and alignment of capacity and resources to meet the targets and outcomes.
Health & Safety & Risk Management None direct. Implications
Wards Affected All
The Contribution this Decision would The Corporate Improvement Plan is the make to the Council’s Key Aims framework for the Council’s Key Aims.
Is this a Key Decision Yes
Page 1 of 5
Page 29 Portfolio Holder Councillor Joe Milburn
Lead Member of Staff Gillian Bishop, Chief Executive, [email protected] Tel 01900 702552
(A detailed listed of implications is appended to the report)
1.0 Introduction & Context
1.1 The first Corporate Improvement Plan (CIP) 2006-2011 was agreed by Council on the 08 March 2006 with the second CIP 2007- 2012 being agreed on 08 March 2007. From the outset it was agreed and understood that the CIP would be an evolving document which would be refreshed on an annual basis.
1.2 Since the introduction of the CIP there have been a number of developments which impact upon the direction, focus and timescale of the document. When the original document was being developed, the West Cumbria Sustainable Community Strategy was not in place, and the Cumbria Sustainable Community Strategy was in its infancy. Furthermore, the Local Government White Paper and related issues such as Local Area Agreements (LAA), Comprehensive Area Assessments (CAA) were only introduced in October 2006. To this end, the current contextual picture is that:
• The West Cumbria Sustainable Communities Strategy 2007-2027 ‘Future Generation’ has been agreed; • The LAA has been refreshed for the period of 2008-2011 and has been signed off by Government on the 30 June 2008; • The CAA will come in place in April 2009; • Local Government will have a three year funding term from 2008; • ‘The Alliance’ political administration became the ruling party in May 2007 for a four year term;
2.0 . Role, Purpose and Focus of the Corporate Improvement Plan (CIP)
2.1 This is the third year that the CIP has been the corporate strategic document adopted to guide the strategic direction and focus of the organisation. The CIP needs to be continually developed within this new and emerging context. The role of the CIP within this context is to:
• Outline the Council’s role and responsibilities in delivering the West Cumbria Sustainable Communities Strategy (WC SCS) and the Local Area Agreement (LAA). • Confirm the Council’s vision, and priorities for the area, and identify how they will be resourced and delivered; • Give the lead for service planning activities and budget setting decisions; • Guide the interface with partners and the community.
Page 2 of 5
Page 30 2.2 Following consultation, feedback and member consideration, the developments of the CIP during this years refresh have included:
• Change timeframe of CIP approval from April to June 2008; • Change the timeline of the CIP to align to the LAA – therefore the CIP will run on a 3 year programme until 2011; • Emphasise the linkages between the CIP and the WC SCS and the LAA by the refocus of the CIP themes & priorities to link to newly created WC SCS and emerging refreshed LAA. This required the refocus of the existing CIP framework; • Clear strategic focus for the CIP with no operational content. This would be contained in the Directorate and Group Plans; • Ensure the CIP is outcome focused linked to LAA/National Indicator set with an outline of related actions; • Retain the locality focus with emphasis on local need and local priorities.
2.3 As a result of these developments the CIP has been refreshed and structured around a new framework as outlined below:
Definition of Excellence around the retained Vision: Allerdale a great place to live, work & visit
Introduction of Business principles to support the vision. These business principles will outline the way in which Allerdale undertakes its business activity. The key business principles are to be as follows:
• Customer Driven – Putting the needs of individual customers at the heart of what we do
• Excellent Services – Ensuring the delivery of accessible, high quality services that provide good value for money
• Local Focus – Making a positive difference to the quality of life in localities across Allerdale
• Partnership Delivery – Recognising the role and contribution of partnership working and shared services in delivering capacity, expertise and economies of scale.
These business principles will be measured by using outcome measures.
Refreshed Core Values: Members and officers have refreshed the Corporate Values, as outline in the document. The values will also be measured by using outcome related measures.
Introduction of new Strategic Priorities: Greater clarity and simplicity has been given to our Strategic Priorities. Using a clear socio-economic evidence base, to maximise the linkages with the WC SCS and the LAA and to respond to feedback, the following six strategic priorities have been agreed as the new focus for the CIP: Page 3 of 5
Page 31
• Housing: To create a balanced housing market, addressing the supply of affordable rented accommodation, and reducing homelessness. • Environment: To create a high quality local environmental quality by ensuring the delivery of efficient and responsive services. • Economy: To regenerate the area to create sustainable economic growth by supporting economic activity and tackling worklessness. • Service access and delivery: To engage better with customers and provide high quality, accessible and efficient services which meet their needs. • Inclusive communities: To understand and respond to the diverse needs of the communities who live in, work in and visit Allerdale. • Healthy and safe: To improve the health, well being and safety of all of our citizens.
4.0 Next Steps
4.1 As previously stated the refreshed Full Plan Document is in a final draft stage. This document has been developed as a result of the consideration by Joint Overview & Scrutiny, Executive, Staff Groups, CMT and Heads of Service and wider elected members. All of the comments and observations received from these activities have been considered in the production of this final draft Plan.
4.2 Following the consideration of the Plan at Full Council the CIP will be published and launched at the beginning of September 2008.
4.3 As with this year’s activity, following on from the launch the monitoring and reporting arrangements will commence as currently in place.
GILLIAN BISHOP CHIEF EXECUTIVE
Page 4 of 5
Page 32
Report Implications
Please delete where applicable.
Community Safety Y Sport Y Financial Y Leisure Y Legal Y Tourism Y Social Inclusion Y E-Government N Human Rights N North West Regional N Youth Issues Y European N Ethnic Minority Issues Y National Y Older People Issues Y Partnership Y Disability Issues Y Heritage/Culture Y Employment (external to the Council) Y Planning Policy N Employment (internal) N Enforcement N Environmental/sustainability Y Transport Y Environmental/visual Y Asset Management Y Health Y Health & Safety N
Is this a statutory recommendation? N
Is this a key decision? N
Has a risk assessment been undertaken? Y
Wards affected …………………All………………………………………………………………..
Background papers ………Allerdale Borough Council Corporate Improvement Plan 2008-2011………………………………………………………………
Page 5 of 5
Page 33 This page is intentionally left blank
Page 34
Allerdale Borough Council Corporate Improvement Plan 2008-11
Our places, our communities
“Allerdale a great place to live work and visit”
Version number 15
Page 35
Contents
Foreword
About Allerdale
Our priorities
Our strategic approach
The plan
Housing
Environment
Economy
Service access and delivery
Inclusive communities
Healthy and safe
Our approach in Allerdale
Summary
Glossary
Appendices Appendix 1: Getting involved Appendix 2: Our money Appendix 3: Our people Appendix 4: Our localities
18/07/2008 2
Page 36 Foreword
Welcome to Allerdale Borough Council’s Corporate Improvement Plan for 2008-2011.
Allerdale Borough Council provides a wide range of services for local people. We work in partnership with communities, other public sector organisations and business to help make Allerdale “a great place to live, work and visit”.
It is especially important that we work with local communities so that people can help shape the services they use and influence future plans for Allerdale and West Cumbria.
As a Council we represent and promote Allerdale and its communities. Being clear about what we are doing and where we are going helps to ensure that local needs and opportunities are connected into and influence the wider county, regional and national picture.
Last year we adopted the new sustainable communities strategy for 2007-2027, titled ‘Future Generation’ which will be delivered by the West Cumbria Strategic Partnership, our Local Strategic Partnership (LSP). In addition, the Local Area Agreement for Cumbria was also agreed last year and has been refreshed this year to cover the period 2008-2011.
We, at Allerdale Borough Council, wanted to make sure that our work focused on delivering those parts of the Sustainable Community Strategy and Local Area Agreement that will impact upon our communities and localities. We recognise our leadership role working with partners to co-ordinate actions on priorities and therefore we have reviewed our Corporate Improvement Plan to include this.
This is Allerdale Borough Council’s third Corporate Improvement Plan, which sets out clearly what we want to achieve, ourselves and with our partners, to improve the well-being and quality of life of our communities over the next three years.
This three-year Corporate Improvement Plan seeks to ensure that Allerdale Borough Council is: • Playing a clear role in the success and development of West Cumbria and Cumbria • Meeting our vision of making Allerdale “a great place to live work and visit” • Leading the way to improve the quality of life for our people and our communities • Developing and delivering efficient services, based on customer need and local priorities • Delivering value for money for our local communities • Becoming an excellent organisation.
We will regularly communicate with our partners and the people of Allerdale about our plans and how we are delivering them. We will report on what we have done and why, so we can be held to account.
We will continue to listen to partners and our communities to ensure that we make ongoing improvements and deliver our services to the highest standards, surpassing expectations.
Cllr Joe Milburn Gillian Bishop Leader Chief Executive
18/07/2008 3
Page 37 About Allerdale
The borough of Allerdale is located in the north west of Cumbria and covers an area of 1,258 square kilometres. With a population of 94,3001 Allerdale is a relatively sparsely populated borough, with a population density of 75 people per square kilometre compared with the North West average of 480.
Allerdale is a borough of contrasts with three distinct components: the urban triangle of Cockermouth, Maryport and Workington; the dispersed hill farms, forests, fells and lakes of the Lake District National Park; and the rural and fertile Solway Coast Area of Outstanding Natural Beauty stretching to the north towards Carlisle.
The west coast has a rich industrial history, the decline of which has left economic and social problems particularly in the main towns of Workington and Maryport. To the east of the borough are the market towns of Cockermouth and Keswick, which enjoy stunning scenery. Keswick, located in the Lake District National Park, is an important tourist destination, but both towns and the surrounding rural villages face problems of affordable housing. The north of Allerdale is a predominantly rural area with small villages and three principal market towns: Wigton, Aspatria, and Silloth. The Solway Coast is a designated Area of Outstanding Natural Beauty; tourism and agriculture have an important role in this area.
Allerdale’s population shows a decreasing trend over the past 20 years. It is now estimated at 94,300, but projections show that the population is set to grow to 95,800 by 2016 and to 97,200 by 20262, largely as a result of immigration. About 22% of the current population are of retirement age, which is just above the national (19%) and regional (20%) figures and is an increasing trend compared to the rest of the country. The populations of Allerdale’s main towns are compared in graph 1. Allerdale does not currently have a diverse population in either ethnicity or religion, with 99.4% of the population classed as white, 85.2% of people classing themselves as Christian and a further 9% claiming no religion3.
The three principal areas of employment in Allerdale are: • Public sector (public administration, education and health) • Distribution and hospitality (distribution, hotels and restaurants) • Manufacturing.
In addition, tourism is of growing importance to the area with over 2.5 million visitors spending £197 million in 20064. Transport is a significant issue for the borough with more than half the population living in sparse rural areas. These areas are not well served by road or rail links and bus services are limited in coverage and frequency. This affects the accessibility of further education, services, jobs and leisure activities, particularly for the young and elderly.
Across the borough there is a significant range of deprivation. The most deprived ward is in the
1 Office of National statistics (ONS) mid 2006 estimate 2 ONS population projections 3 Census 2001 data 4 Cumbria STEAM summary 2006 18/07/2008 4
Page 38 worst 2% of the country and the least deprived in the top 5%5.
Overall Allerdale’s economic activity rate of 80.5% is higher that the regional average of 76.7%6, but this figure masks serious areas of deprivation. The most disadvantaged area in the borough has 7.4% of people who are unable to obtain employment due to poor skill levels. The national average is 5.4%. The unemployment rates and local wage levels reflect this7. Almost twice as many people are unemployed in the deprived wards compared to the borough as a whole. Unemployment figures shown in graph 2.
Average house prices vary greatly across Allerdale as shown in graph 3, giving rise to issues with the affordability of housing.
Over the next few Allerdale town population estimates 2006 years it is expected 35000 that the number of 30000 people aged between 25000 18 and 29 years and
20000 over 55 years will increase 15000
10000
5000
0 Aspatria Cockermouth Kesw ick Maryport Silloth Wigton Workington
Terraced Average house prices 2006/07 Semi-detached Unemployment Claimant Count (January 2008) Detached 500,000 3.0% 450,000 400,000 2.5% Aspatria 350,000 Cockermouth 300,000 2.0% Keswick 250,000 1.5% Maryport 200,000 Silloth 1.0% 150,000 Wigton 100,000 0.5% Workington 50,000
0 0.0% Aspatria Cockermouth Kesw ick Maryport Silloth Wigton Workington
5 Department of Communities and Local Government: Indices of Multiple Deprivation 2007 6 Office of national statistics (ONS) annual population survey (percentage are for those of working age (16-59/64)) 7 Average of 229 people unemployed in deprived wards; 130 across borough. Average wages are £310 per week in deprived wards; £440 for Allerdale as a whole 18/07/2008 5
Page 39 Silloth Our localities • The mean income is £20,653; there are no main manufacturing companies • Wigton There are issues with • The mean income is accessing facilities and Aspatria £22,661 which is below the services and the affordability of • The mean income is £20,234, UK average buying property. Over the next the lowest in the borough • There are issues with the five years Silloth will need 30 • There are issues with affordability of buying open market properties and accessing facilities and property. Over the next five sufficient land for 91 affordable services and the affordability of years Wigton will need 18 homes, including a high buying and renting property. open market properties and proportion of social rented Over the next five years sufficient land for 36 properties Aspatria will need 40 open • affordable homes There is relatively high market properties and sufficient • There is relatively high satisfaction with recycling land for 29 affordable homes satisfaction with recycling facilities • There is relatively high facilities and low satisfaction with recycling satisfaction with parks and facilities and average levels of open spaces satisfaction with parks and open spaces Maryport • The mean income is Keswick £20,300; tourism has an • The mean income is £24,222; increasingly important role the majority of employment is in • There are issues with the the hospitality and retail sectors affordability of buying • There are issues with the cost property. Over the next five of public transport, perceived years Maryport will need 35 high crime rates and the open market properties and affordability of buying and sufficient land for 28 renting property. Over the next affordable homes all of five years Keswick will need which should be social sufficient land for 183 rented properties affordable homes including a • There is relatively high high proportion of social rented satisfaction with recycling properties facilities and low • There is relatively low satisfaction with parks and satisfaction with recycling open spaces facilities and high satisfaction
Workington Cockermouth • The mean income is £22,300; the town has • The mean income is £25,332, the highest in the become more service based borough • Workington has the most affordable housing • There are issues with accessing facilities and services in Allerdale. Over the next 5 years and the affordability of buying and renting property. Workington will need 100 open market Over the next five years Cockermouth will need 79 properties and sufficient land for 29 open market properties and sufficient land for 301 affordable homes, including a proportion of social rented properties. Projects are in place to meet social rented properties the need for affordable homes • There is relatively low satisfaction with • There is relatively low satisfaction with recycling recycling facilities and low satisfaction with facilities and high satisfaction with parks and open parks and open spaces spaces
18/07/2008 6
Page 40 Our priorities
Our aim is to deliver local priorities to the people of Allerdale using a combination of services; some which we are obliged to deliver by law and others which we choose to provide in order to deliver our priorities. Our priorities are designed around the customer and are based on feedback from people living locally on issues that affect them.
To fulfil Allerdale Borough Council’s lead partner role in addressing local priorities and communities’ aspirations, while recognising its role in advancing the Local Area Agreement and the sustainable community strategy, the Council has set the following strategic priorities in support of its vision: Allerdale – a great place to live, work and visit. It is recognised that although each of the priorities are listed as individual areas, there is significant inter-relationship and inter-dependencies across all of them. As a result, there will be outcomes and actions within the priority sections that will have a wider impact across the thematic priorities.
Strategic priorities
• Housing: To improve the quality of housing; create a balanced housing market, addressing the supply of affordable and social rented accommodation; and reduce homelessness. Environment: To create a high quality local environmental quality by ensuring the delivery of efficient and responsive services. • Economy: To regenerate the area to create sustainable economic growth by supporting economic activity and tackling worklessness. • Service access and delivery: To engage better with customers and provide high quality, accessible and efficient services which meet their needs. • Inclusive communities: To understand and respond to the diverse needs of the communities who live in, work in and visit Allerdale. • Healthy and safe: To improve the health, well being and safety of all of our citizens.
The strategic priorities are based on clear evidence and link to the sustainable communities strategy and the Local Area Agreement.
Role and responsibilities Driving forward this agenda are the elected members who make up the Executive Committee, each with identified responsibilities:
Councillor Joe Milburn: Leader, Strategic Policy and Partnership, Transport, Car Parking and Communications and marketing Councillor Margaret Jackson: Deputy Leader, Regeneration, Leisure and Culture and Housing Councillor Mike Davidson: IT, Audit, Legal and Corporate Improvement Councillor Chris Garrard: Human Resources, Democratic Services Councillor Stuart Moffat: Finance, Asset Management Councillor George Scott: Frontline Services Councillor Sam Standage: Environment Councillor David Wilson: Access to Services.
The senior management team that supports the Executive in their delivery are:
18/07/2008 7
Page 41 Gillian Bishop: Chief Executive Harry Dyke: Director of Customer Services Nick Fardon: Director of Strategic Resources David Martin: Director of Partnerships and Community Paul Bramley: Head of Finance Hazel Cushin: Head of Corporate Services Philippa Hardy: Head of Human Resources Charles Holmes: Head of Regeneration Ian Payne: Head of Environment Sharon Thompson: Head of Customer Services.
The Local Government White Paper, Strong and Prosperous Communities, reinforces the Council’s ‘place making’ role, bringing with it a responsibility to coordinate and focus the activities of partners that impact on communities and quality of life in the area. This takes place locally through the West Cumbria Strategic Partnership.
A joined-up approach can result in lasting positive impacts on communities and their quality of life, ensuring that agencies avoid duplication, address priorities and channel resources effectively.
18/07/2008 8
Page 42 Our strategic approach
Following guidance from the Local Government White Paper, Strong and Prosperous Communities, the Council has worked hard with partners to establish a common vision for the area that recognises Allerdale’s distinctive character and expresses what the borough should be like in the future.
Future Generation is a strategy for sustainable communities in West Cumbria from 2007 to 2027, expressing the shared vision and key strategic priorities for West Cumbria. Managed through West Cumbria Strategic Partnership and adopted by all the local authorities, it expresses the shared vision and key strategic priorities for West Cumbria:
• Advantage through knowledge: developing and retaining ‘knowledge-based’ businesses in the area such as those involved in developing new technologies and alternative energy sources; promoting this through further and higher education provision.
• Managing transition: managing the decline of traditional industries in the area, particularly nuclear decommissioning and looking for alternative sources of employment and investment.
• Lifestyle choice: tackling climate change; committing to protect our environment and biodiversity and promoting this as a ‘lifestyle choice’.
• Coastal renaissance: ensuring that there is mixed use and high quality development, which conserves our heritage and, in particular, improves housing quality and the built environment in the coastal towns, where this renaissance is most needed.
• Making better connections: improving transport and communication, including broadband and other digital connections; promoting use of walking and cycling to reflect the lifestyle choice; rejuvenating our ports.
• Communities that work: empowering people to take greater control over their lives through education and other opportunities; supporting culture and leisure opportunities; valuing local people’s role in running local facilities; welcoming new people to the area; making West Cumbria a safe place.
• Networks and leadership: strong, well-informed, effective and visionary leadership; having leaders who listen to the community and maximise public engagement; developing West Cumbria Strategic Partnership to develop joint working.
• Quality public services: responsive and flexible public services; access to services for all; monitoring and improving service delivery
• Respect for rights and responsibilities: ensuring that no one is disadvantaged by where they live or who they are; respect for the rights and responsibilities of individuals,
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Page 43 communities and of other areas outside of West Cumbria; ensuring that what we do does not damage future generations’ opportunities; considering the impact of our policies on all areas e.g. rural and urban.
Future Generation fits into the Cumbria Community Strategy, which expresses the vision and objectives for the whole county and will be launched in summer 2008. The complementary Local Area Agreement (LAA) for Cumbria sets out the “deal” between central government and local authorities (and their partners) to deliver national priorities locally. The LAA also acts as a 3-year action plan for how public services will move towards the vision as set out in the Community Strategy.
Cumbria’s Community Strategy and LAA outline how Cumbrian partners will realise the following shared priorities:
• Safe, strong and inclusive communities • Health throughout life • A sustainable and prosperous economy • Vibrant connections between people and places • World-class environmental quality.
Allerdale Borough Council has helped to shape these documents, which detail shared objectives to which partner organisations have signed up. This provides a framework for collaboration amongst agencies to achieve outcomes that benefit local communities.
The Council is also establishing the Local Development Framework, an expression of planning policies that inform spatial planning to ensure that these objectives can be met.
The linkages between our priorities and those of West Cumbria (as expressed in Future Generation) and Cumbria (Cumbria Community Strategy and the LAA) can be demonstrated as follows:
Key documents Thematic Linkages across Priorities
Allerdale Borough Housing Environment Economy Access to Inclusive Healthy Council’s services communities and safe Corporate Improvement Plan (Six strategic priorities) West Cumbria Coastal Lifestyle Advantage Making better Communities that work sustainable renaissa choice through connections Respect for rights and communities nce knowledge, Quality public responsibilities strategy* Managing services and (8 Themes) transition networks Cumbria World class A sustainable Effective Safe, strong Health and Community environmental quality and connections and inclusive well-being Strategy (draft v.6 prosperous between communities throughout 11.04.08) and LAA economy people and life (draft as at places 02.05.08)
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* The theme from the West Cumbria sustainable communities strategy of, ‘leadership’ is linked through Allerdale Borough Council’s business principles and core values (pages 24-25).
Clear read-through from the Corporate Improvement Plan upwards, to the LAA and sustainable communities strategy, and downwards, to the Council’s group and individual work plans, ensures Allerdale Borough Council focuses its action and resources on local priorities.
Broad Sustainable Strategic Communities
Strategy
Local Area Agreement
Partner organisations’ Allerdale Borough strategies and plans Council’s Corporate Operational Specific Improvement Group plans Plan
Individual work plans
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Page 45 The plan
This is the third year that the Corporate Improvement Plan has been the corporate strategic document adopted to guide the strategic direction and focus of the Council.
This Corporate Improvement Plan has been developed to respond to and maximise the opportunities of the new and emerging context within Cumbria, the North West and Nationally.
The role of the Corporate Improvement Plan within this context is to:
• Outline the Council’s role and responsibilities in delivering the West Cumbria Sustainable Communities Strategy (WC SCS) and the Local Area Agreement (LAA).
• Confirm the Council’s vision, and priorities for the area, and identify how they will be resourced and delivered
• Give the lead for service planning activities and resource setting decisions
• Guide and support the interface with partners and the community.
The Council’s vision of making Allerdale a great place to live work and visit will only be achieved if activities that are delivered make a real difference to people’s quality of life. This section details what Allerdale Borough Council will deliver by 2011, the difference this will make and how achievements will be measured for all the strategic priorities.
This Corporate Improvement Plan focuses on outcomes so that residents will be clear about how it will feel to live in Allerdale in 2011 when Allerdale Borough Council becomes an excellent authority. Details of the actions and the projects undertaken to achieve excellence can be found in the Council’s group plans.
The focus on 2011 is to ensure the Council meets its excellence targets, however the improvement and development journey will continue beyond this date to ensure excellent standards are maintained.
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Page 46 Housing
Our strategic priority is to improve the quality of housing; create a balanced housing market, addressing the supply of affordable and social rented accommodation; and reduce homelessness.
Where we are now: • Average house prices in Allerdale vary from approximately £119,000 in West Allerdale to £284,900 in the Lake District National Park. • The Town and Parish Housing Market Assessments and the Strategic Housing Market Assessments have identified that there is a need for 945 affordable homes by 2013 – this is a 2 year rolling programme and subject to change. • In 2006/07 25% of homes were built on previously developed land against a target of 60%. • Homelessness has become an increasingly serious problem in 2007/08 134 people were permanently re-housed by the Council which is an 11% increase from 2006/07 • Work continues to address the issue of derelict properties with 29 properties being brought back into use since April 2006 • We are implementing Housing Market Renewal projects and working towards the Decent Homes Standard • Improved quality of life for older people and disabled people in Allerdale is also evident. We are supporting this through effective delivery of a range of grant and assistance schemes such as Disabled Facilities grants
Outcomes Indicator/ Measure Baseline position 2010/11 2007/08 unless target otherwise stated Quality of LPI Percentage of private sector 70% 50%. housing vulnerable households living in non- improved and decent standards maintained LPI Number of homes made decent 0 1500 LPI Number of derelict properties 131 derelict 40 brought back into use or properties on list demolished NI 187 Tackling fuel poverty – Baseline to be + 5% on people receiving income based established 31st baseline benefits living in homes with a low March 2009 energy efficiency rating
LPI Average length of waiting time 23weeks 21 for major adaptations supplied via disabled facilities grants A balanced NI 154 Net additional homes 195 801 housing market provided provided
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Page 47 NI 155 Number of affordable homes 38 250 delivered gross NI 159 Supply of ready to develop 104% 104% housing sites Homelessness LPI Percentage of households in 61 To be reduced temporary accommodation for more agreed when than 6 weeks the temporary accommodat ion strategy is agreed NI 156 Number of households living 35 2 in temporary accommodation (snapshot at Q4 07/08)
Key projects and activities • Revise the Homelessness Strategy and produce a Temporary Accommodation Strategy • Improve the quality of the homelessness service provided • Produce Parish Housing Market Assessments for all seven localities and develop Strategic Housing Market Assessments • Using Planning regulations, such as Section 106 of the Town and Country Planning Act, to bring benefits for the community including providing affordable housing • Implement renewal programmes in Workington and Maryport
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Page 48 Environment
Our strategic priority is to create a high quality local environment by ensuring the delivery of efficient and responsive services.
Where we are now:
Recycling and composting rates have improved across Allerdale and the amount of household waste collected has been reduced. Figures released in December 2007 put Allerdale Borough Council in the top ten of 354 councils in the country for reductions in household waste per head since 2005-6. However, the high numbers of visitors to the borough each year means that the total amount of waste collected per head is still high, placing the Council in the bottom 25% of district councils. 82%8 of residents are satisfied with the household waste collection service, which is above the national average. 64%1 of residents are satisfied with waste recycling services and facilities placing the Council in the bottom 25% of district councils. The Council introduced mixed doorstep recycling facilities in 2007 (for glass bottles, jars, cans and plastic bottles) in selected areas. There are plans to extend the scheme to improve the facilities offered to residents. Although 68%1 of residents are satisfied with street cleanliness, this is below the national average9. The speed and effectiveness of dealing with fly tipping and abandoned vehicles has improved. The proportion of public land with litter and rubbish reduced over the past two years, but the improvement was not as much as the Council expected in 2007. 72%1 of residents are satisfied with parks and open spaces placing the Council below the national average2.
Outcomes Indicator/ Measure Baseline 2010/11 position target 2007/08 unless otherwise stated Improved rates NI 192 Household waste recycled and composted 36.16% 48.38% of waste minimisation NI 191 Residual household waste per household 620 kgs 510 kgs and recycling leading to a reduction in NI 193 Percentage of municipal waste land filled waste sent to 67.00% 56.30% landfill
8 Best Value User Satisfaction Survey 2006/07
9 The national average refers to the average (mean) value for all district councils in England
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Page 49 High standards NI 195 Improved street and environmental Litter 10% 5% of street scene cleanliness (levels of litter, detritus, graffiti, and fly Detritus 7% 6% services posting) Graffiti 3% 1% ensured and Fly 0% 0% the visual impact posting of litter and NI 196 Improved street and environmental 1 1 (very graffiti reduced cleanliness – fly tipping (very effective) effective)
The quality of LPI Satisfaction with parks and open spaces 72% 78% open spaces (2006/07) improved NI 197 Improved local biodiversity – active 50% 100% management of local sites Green Flag status achieved for Vulcan Park and No Green Flag Green flag Derwentwater Foreshore status status achieved Allerdale NI 185 Local authority measurement of carbon baseline year on Borough dioxide emissions position to be year Council’s established decrease contribution to 2008/09 limiting climate NI 186 Per capita reduction in CO2 emissions in 14.1 tonnes 11.4% change local authority area (2005) maximised
Key projects and activities • Roll out improved doorstep recycling facilities across the borough • Develop multi-agency street scene teams in Neighbourhood Management areas • Work towards Green Flag status for parks • Develop of regular customer feedback systems to monitor satisfaction with waste collection, street cleansing and environmental services • Implement Allerdale Borough Council’s climate change action plan • Develop Workplace Travel Plans for council offices
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Page 50 Economy
Our strategic priority is to regenerate the area to create sustainable economic growth by supporting economic activity and tackling worklessness.
Where we are now:
The economic activity rate is 80.5%, compared to the regional rate of 76.7% and the national rate of 78.5%10. Unemployment in Workington is 2.5% and in Maryport is 2.9%. Keswick is 0.5% compared to the regional 2.5% and national 2.1%11. Median weekly wages in Allerdale are £429.60, compared to £432.70 for the North West, and £459 for Great Britain12. In May 2007 there were 8,540 total benefit claimants in Allerdale with 4,660 of these on Incapacity Benefit and 1,120 on Job Seekers Allowance13. Allerdale’s economy continues to diversify with a reduction in traditional manufacturing industries and an increase in services-based and energy-related business. Industrial land supply currently totals 106.77 hectares with 2.55 hectares under construction, 6.9 hectares with planning permission and 92.38 hectares allocated. There are 542.55 hectares of brownfield land within Allerdale, including the now redundant Corus site (25.14 hectares) and the Broughton Moor/Derwent Forest site (402.6 hectares)14. There were 205 VAT registrations in Allerdale in 200615. The Council continues with its partnership working arrangements to implement the West Coast Masterplan. Work continues with our regeneration partnerships within our rural localities
10 Source: Office of National Statistics (ONS) annual population survey, July 2006 to June 2007 (percentage is for those of working age (16-59/64)) 11 Source: ONS unemployment claimant count, December 2007 12 Source: ONS annual survey of hours and earnings - residence analysis 13 Source: Department of Work and Pensions benefit claimants – working age client group 14 Source: National Land Use Database 15 Source: Department of Trade and Industry small business service vat registrations by industry 18/07/2008 17
Page 51 Outcomes Indicator/ Measure Baseline 2010/11 position target 2007/08 unless otherwise stated Reduce NI 151 Overall employment rate 83.4% 85% worklessness in NW – 76.5% most deprived GB - 78.5% areas (Oct 06 – Sep 07) NI 152 Working age people on out of work benefits 12.3% -1.6% NW – 14.8% GB 12% (May 2007) NI 153 Working age people claiming out of work Mossbay 47% -5% benefits in the worst performing neighbourhoods Ewanrigg 33% St. Michaels 33% Moorclose 30% NI 166 Average earnings of employees in the area £384.3 £410 NW – 434.2 GB - £458.6 (2007) NI 173 People falling out of work and on to 1.7% 1.0% incapacity benefits New and existing NI 171 VAT registered businesses 21.7 VAT 22.7% businesses registered encouraged to business per grow 10,000 residents NI 172 VAT registered businesses in the area Baseline to be + 1% showing growth established by 1 April 2009 Land brought LPI Total amount on brownfield land 556 ha To be back into use for establishe employment LPI Amount of land available for employment 55ha d in line with the LDF LPI Floor space developed 4,700sqm 9,200sqm
NI 170 Previously developed land that has been Baseline to be vacant or derelict for more than five years established Autumn 2008
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Page 52 Key projects and activities • Developing and managing sustainable regeneration partnerships, programmes and projects within all key localities • Work with West Cumbria LSP Partners to reduce worklessness in Allerdale with targeted support towards the worst performing neighbourhoods • Implement transformational activity to secure sustainable economic growth of West Cumbria and increase in Gross Value Added based on energy and environmental technologies. • Maximising European funding streams to increase economic opportunities for all our urban and rural communities • Complete the Port of Workington investment plan • Encourage the creation of new businesses through delivery of the Enterprise development project
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Page 53 Service access and delivery
Our strategic priority is to engage better with customers and provide high quality, accessible and efficient services which meet their needs.
Where we are now:
81% of residents are satisfied with the area as a place to live16. Feedback from the Audit Commission states that access to services has improved through the opening of the new contact centre facilities and improved electronic transaction capacity. We have commenced implementation of the customer services implementation plan The Council has been recognised nationally for its good communications internally and externally. Use of information technology, such as online forms, customer relationship management system and electronic document systems, has increased the efficiency and quality of services. The Council currently has five customer service centres, one telephone contact centre and a transactional website. The Council has adopted a shared service strategy to look at common back office support and a shared approach to service provision. The Council has signed up to supporting town and parish councils by way of a charter. Keswick has obtained quality parish status The Council has worked with partners to improve services, for example racial and hate crime reporting with Cumbria Constabulary and providing a front line service in Workington for the Credit Union. The Council has established geographical leads to improve responsiveness to locality needs
Outcomes Indicator/ Measure Baseline 2010/11 position target 2007/08 unless otherwise stated Improved LPI Customers dealt with at first point of contact 51% 80% Customer experience NI 14 Record, monitor and reduce avoidable Awaiting To be contact confirmation confirmed from DCLG LPI Number of one stop shops in the borough 5 7 Improved NI 179 Value for money – efficiency gains £207,02717 £1,446,801 18
16 Best Value User Satisfaction Survey 2006-7 17 Cashable efficiency gains made in 2007/08 18 Cashable efficiencies accumulative to 2010/11based on 3.2%. 3.1% and 3.0% of our baseline budget for 2007/08 18/07/2008 20
Page 54 value for LPI Value for money score 2 4 money Improved NI 5 Overall / general satisfaction with local area 81% (2006/07) 84% levels of satisfaction with Allerdale LPI Overall satisfaction with the way the Council 48% (2006/07) 65% as a place to runs things live Key projects and activities • Start transformation programme in 2008 to cover customer engagement, insight and the redesign of services • Explore opportunities for further shared working with the public and private sector by 2011 to increase efficiency and effectiveness • Deliver enhanced two tier customer services (telephony, face to face and website) with Cumbria County Council by 2010) • Achieve the Council wide customer services charter by 2010 • Carry out neighbourhood management arrangements in more localities • Implement communications projects including the LGA Reputations Campaign
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Page 55 Inclusive communities
Our strategic priority is to understand and respond to the diverse needs of the communities who live in, work in and visit Allerdale.
Where we are now:
Allerdale’s population 94,300 (Mid 2006 ONS estimates) 99.4% of population is white and 85.2% is Christian (Census 2001) Allerdale’s population projections show that the population is set to grow to 95, 800 by 2016 largely as a result of immigration. In Allerdale 69.8% of people live in rural areas (Census 2001) Over the past 5 years Allerdale has seen significantly increased numbers of migrant workers, predominantly working in the Maryport and Keswick areas. In 2007 there were 265 worker registrations for non-British workers and of these the single largest group were Polish. There were 42 reported incidents of hate crime (including homophobic and racist/religious motivated) in Allerdale in 2007/08. 43 in 2006/07 We have achieved Equality and Diversity Standard Level 2 We have participated in engagement programmes with young people through national initiatives such as 11 Million Take-over Day and Local Democracy Week. We have developed a Gypsy and Traveller Strategy to ensure effective planning to deliver services appropriate to the needs of the gypsy and traveller and settled communities of Allerdale. We have signed up to the Cumbria wide Community Engagement Strategy through the Cumbria Strategic Partnership We have an arts development programme to promote accessibility and creativity in all forms of the arts to improve people’s quality of life.
Outcomes Indicator/ Measure Baseline 2010/11 position target 2007/08 unless otherwise stated Community NI 4 percentage of people who feel they can 26% (2006/07) 45% empowerment influence decisions in their locality strengthened NI 3 civic participation in local area Baselines to be + 5% on NI 6 Participation in regular volunteering set by 08/09 baseline Place survey NI 7 Environment for thriving Third Sector 22% 28% Cumbria target Respect and NI 1 percentage of people who believe people 84% (2006/07) 87% community from different backgrounds get on well together in cohesion their local area improved NI 23 perceptions that people don’t treat each 43% (2006/07) 30% other with respect LPI Achievement of the Equality standard 2 4
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Page 56 NI 5 Overall general satisfaction with local area 81% (2006/07) 85%
Participation LPI Attendances at Allerdale leisure facilities 425,131 451152 in cultural activities LPI Attendances at Allerdale entertainment 97,740 101,000 increased venues LPI Provision of leisure passes 11-19yrs 382 900 Key projects and activities • Carry out effective programme of consultation and engagement in developing the Local Development Framework • Achieve Equality Standard Level 4 • Young people’s engagement programmes including 11 million take over day to increase democratic involvement • Implement the Gypsy and traveller strategy • Develop and implement a Public Participation Strategy • Continue to support the Cumbria Community Foundation • Pathways to Art project to promote the arts in rural areas and to young people
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Page 57 Healthy and safe
Our strategic priority is to improve the health, well being and safety of all of our citizens.
Where we are now:
37% of households in Allerdale have one or more persons with a limiting long-term illness19. In more disadvantaged areas only 57% of people claim to be in good health compared to 80% in Allerdale as a whole20 Three wards are in the 10% most deprived wards in Cumbria in terms of health, exhibiting high rates of heart disease and cancer2. Life expectancy in the Moss Bay area of Workington is currently the lowest in Cumbria Vehicle Crime has reduced from 7.1 crimes per 1000 population in 2006/07 to 6.1crimes per 1000 population in 2007/08. Domestic burglaries have reduced from 4.4 per 1000 households on 2006/7 to 4.2 in 2007/8 which represents an all time low and is well below the average for similar areas. There has been a slight increase in violent crime from 15.2 per 1000 population in 2006/7 to 15.4 in 2007/8 and Allerdale has slightly above average levels of criminal damage (24.0 incidents per 1000 population in 2007/08). Allerdale Borough Council’s Play Strategy has recently been put in place
Outcomes Indicator/ Measure Baseline 2010/11 position target 2007/08 unless otherwise stated Improved health LPI Percentage of the population in 45.00% 51.75% opportunities in Neighbourhood Management areas who are disadvantaged involved in sporting/recreational activities3. wards LPI Percentage of population in Neighbourhood 23.00% 19.55% Management areas who smoke3 Reduced levels of LPI Incidents of violent crime per 1000 15.4 15.2 crime and fear of population tbc crime LPI Incidents of criminal damage per 1000 24.0 20.0 population NI 17 Perceptions of antisocial behaviour baseline to be established 2008/09 Place survey
19 Census 2001 20 Index of Multiple Deprivation 2007 3 Neighbourhood Management areas quality of life survey
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Page 58 NI 20 Assault with injury per 1000 population 7.7 6.5
NI 32 Repeat incidents of domestic violence baseline to be established 2008/09 NI 41 Perceptions of drunk or rowdy behaviour 26% 22% as a problem (2006/07) Improved health LPI Provision of leisure passes 11-19yrs 382 900 and well being of young people through participation in sport and recreation activities
Key projects and activities • Achieve greater partnership collaboration between public service agencies to meet the needs of deprived communities through links with the Local Area Agreement and West Cumbria Strategic Partnership • Work with partners to deliver actions in the Community Safety Strategy action plan • Improve CCTV monitoring arrangements by 2008-9 • Raise awareness of civil protection arrangements through county-wide partnership on emergency planning • Develop programmes to encourage participation in sport and recreation in the most disadvantaged neighbourhoods and amongst young people
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Page 59 Our approach in Allerdale
To underpin our Vision of making Allerdale a great place to live, work and visit, councillors and officers have defined excellence as:
• Focussing on our priorities • Delivering on our priorities • Surpassing expectations.
Business principles: The Council has established four essential principles which support its vision and assist in delivering services against the strategic priorities:
• Customer driven: Putting the needs of individual customers at the heart of what the Council does • Excellent services: Ensuring the delivery of accessible, high quality services that provide good value for money • Local focus: Making a positive difference to the quality of life in communities across Allerdale • Partnership delivery: Providing leadership for the area, recognising the role and contribution of partnership working and shared services in delivering capacity, expertise and economies of scale.
Core values: The Council’s staff developed a set of core values which guide how the Council deals with its customers, staff and partners and ensure fairness, integrity and accountability in all that the Council does: Value each other Achieve things together Listen to each other Understand and respect each other Ensure equality in all we do Succeed in making our vision and values a reality.
Performance management
The Corporate Improvement Plan translates the priorities of the community and government into real objectives and targets that can be delivered by the Council and its partners to have positive outcomes within Allerdale.
The detail of how the strategic priorities and their related outcomes will be delivered can be found in the directorate plans and the operational group plans of the Council departments. These actions when completed effectively will result in measurable progress being made against the strategic priorities.
To ensure progress and to provide assurance to councillors, members of the public and staff, the Corporate Improvement Plan is monitored through a performance management system. This involves:
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Page 60 • Quarterly progress and position reports to the Council’s Overview and Scrutiny Committees, the Executive and full Council to highlight actions which are ‘on course’, ‘off course’ or ‘pending action’ • Quarterly reports to the Council’s management team • Publication on the Council’s website for all to read. • With partners we will continue to review which measures we focus on locally. We will maintain an overview of all national indicators, particularly those in the Cumbria LAA. Regular monitoring will highlight any changes in circumstances or performance and we will remain open to reprioritising what we measure accordingly.
The Council recognises the importance of reliable information to support it performance management arrangements. Accurate, high quality, timely and comprehensive information is vital to support good decision making and improved services and the council has a policy in place to ensure the quality of its data.
The Council will monitor its effectiveness in delivering against the business principles to achieve Excellence by 2011 by measuring the following outcomes:
• Levels of satisfaction with Allerdale as a place: Aim to be in the top 10% nationally • External assessment of our Use of Resources: Aiming for a Level three on Use of Resources and Level 4 on Value for Money • External assessment of our Direction of Travel: Securing continuous improvement • Performance against Quality of life indicators in line with Strategic Priorities: Aim to be in the top 10% nationally.
The Council publishes an annual report which gives an overview of our activities and performance for the previous year.
Resource management: The Council has a limited amount of resource which it uses to deliver the strategic priorities. These are a combination of human resources, financial resources and capital resources. The Council has a series of strategies and plans in place such as the Medium Term Financial Strategy, the Asset Management Plan and the Workforce Plan to ensure that it continues to effectively manage and develop the resources to maximise their potential to deliver against the agreed priorities.
Risk management: The Council has a comprehensive policy covering the management of risks. Financial management involves assessing risks and making contingency plans. Sensitivity analysis is undertaken by highlighting key risks and controls put in place to manage them. The controls are managed and monitored in line with the performance management system.
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Page 61 Summary
This, the third, Allerdale Borough Council Corporate Improvement Plan has been refreshed to address local priorities, working with communities so that people can help shape the services they use, while recognising the need to influence future plans for Allerdale and West Cumbria.
The Local Government White Paper, Strong and Prosperous Communities, reinforces the Council’s ‘place making’ role, bringing with it a responsibility to coordinate and focus the activities of partners that impact on communities and quality of life in the area. This takes place locally through the West Cumbria Strategic Partnership. A joined-up approach can result in lasting positive impacts on communities and their quality of life, ensuring that agencies avoid duplication, address priorities and channel resources effectively.
Therefore to advance the objectives of the Local Area Agreement and the Strategic Partnership’s sustainable community strategy, Future Generation, the Council has set six strategic priorities in support of its vision of making Allerdale a great place to live, work and visit. They are
• Housing: Housing: To improve the quality of housing; create a balanced housing market, addressing the supply of affordable and social rented accommodation; and reduce homelessness. • Environment: To create a high quality local environment by ensuring the delivery of efficient and responsive services. • Economy: To regenerate the area to create sustainable economic growth by supporting economic activity and tackling worklessness. • Service access and delivery: To engage better with customers and provide high quality, accessible and efficient services which meet their needs. • Inclusive communities: To understand and respond to the diverse needs of the communities who live in, work in and visit Allerdale. • Healthy and safe: To improve the health, well being and safety of all of our citizens.
The Council has established four essential business principles which support its vision and assist in delivering services against the strategic priorities:
• Customer driven: Putting the needs of individual customers at the heart of what we do • Excellent services: Ensuring the delivery of accessible, high quality services that provide good value for money • Local focus: Making a positive difference to the quality of life in communities across Allerdale • Partnership delivery: Recognising the role and contribution of partnership working and shared services in delivering capacity, expertise and economies of scale.
To ensure progress is made against these priorities and principles, the Corporate Improvement Plan is monitored through a performance management system.
The Council would like to thank everyone who supported and engaged in the development of the Corporate Improvement Plan.
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Page 62
If you would like further information about the Corporate Improvement Plan, please contact the Corporate Improvement Team on 01900 702730, email [email protected] or visit www.allerdale.gov.uk
Glossary
Access to Leisure Card A discount scheme to enable those on benefits to access leisure facilities owned by Allerdale Borough Council.
Affordable housing Low cost housing for sale or rent, often from a housing association, to meet the needs of local people who cannot afford accommodation through the open or low cost market, or subsidised housing.
Area of Outstanding Natural Beauty (AONB) Along with National Parks, AONB's are designated under the National Parks and Access to the Countryside Act 1949. Their purpose is the conservation and enhancement of natural beauty, landscape, natural and historic heritage.
Assistance schemes This provides financial assistance (on a means tested basis) to households which may struggle to meet the costs of home improvements.
Balanced housing market One in which the majority of people have or are able to obtain a home that they can afford and which fulfils the basic criteria of being a decent place in which to live. To measure a housing market to see if it is balanced it is necessary to consider a number of factors: the cost of housing, available incomes of the majority, the accessibility of rented housing, the prevalence of homelessness and the proportion of homes which are empty for long periods of time.
Back office support The people and systems that support front line services and enable front line staff to do their work to do their work, such as the IT support team
Best Value Performance Indicators (BVPIs) A statutory set of 90 indicators developed by government to measure the performance of local authorities. The data is collected and audited annually by the Audit Commission.
Capital expenditure Money spent on purchasing or improving a property and enhancing its value over a longer period of time.
Crime and Disorder Partnership The 1998 Crime and Disorder Act established partnerships between the police, local authorities, probation service, health authorities, the voluntary sector, and local residents and businesses to reduce crime and disorder in their area.
Decent Homes Standards These are a range of recognised benchmarks set by government designed to ascertain the standard and quality of living accommodation.
Direction of Travel An annual assessment of the progress a council is making towards achieving improvement in the services it delivers to the public.
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Page 63 Efficiency target Following Sir Peter Gershon’s review of public sector efficiency, the Government has set targets to “release resources to fund the front line services that meet the public's highest priorities by improving the efficiency of service delivery”. Efficiencies can be “cashable” (where there is a direct financial saving or benefit, with money released that can be spent elsewhere or recycled within a service to deliver better results) or “non-cashable” (where gains do not necessarily lead to lower costs, but which can lead to improved performance for the resources used).
Energy efficiency and Standard Assessment Procedure Ratings These relate to the energy efficiency capacity of a property and underpin both Decent Homes and HHSRS.
Equality Standard A standard designed to make sure that all local authorities consider disability, gender and race equality at all levels of council policy, procedure, services and practice.
Front line services Council services that deal directly with the public.
Grant facilities These relate specifically to disabled facilities grants which are intended to provide appropriate adaptations for disabled people wishing to remain at home.
Golden thread The link that runs from strategic priorities to the work of objectives of individuals.
Gross Value Added (GVA) An indicator of economic prosperity. It measures the contribution to the economy of each individual producer, industry or sector.
House of Multiple Occupancy These are homes occupied by more than one household with shared facilities such as bathroom, kitchens etc. Some of these may need to have a mandatory license in place
Housing Health and Safety Rating System (HHSRS) These are a set of measures that determine the standard of safety in homes and applies to elements such as the structure and services of the property.
Housing Market Assessments A housing market assessment is a central piece of research and analysis that informs both housing and planning policy at a range of different levels.
Housing Market Renewal This is an ongoing scheme that aims to provide more balanced housing markets and improve the tenure mix where there is an identified need to do so.
Investors in People A quality standard that recognises the contribution made to the success of the organisation through its people and helps the Council to improve performance. ‘Profile’ is an in-depth assessment and rates performance beyond the baseline standard.
Local Area Agreement (LAA) Local Area Agreements set out the priorities for a local area agreed between central government and a local area (the local authority and Local Strategic Partnership) and other key partners at the local level. LAAs simplify some central funding, help join up public services more effectively and allow greater flexibility for local solutions to local circumstances. Through these means, LAAs aim to devolve decision making, move away from a ‘Government knows best' philosophy and reduce bureaucracy. 18/07/2008 30
Page 64 Local Development Framework A folder of documents, which includes all the local development documents of the planning authority, such as the Council or Lake District national Park. It will be used to guide planning decisions.
Local Strategic Partnership A way of working that brings together, at a local level, the different parts of the public sector as well as the private, business, community and voluntary sectors so that different initiatives and services support each other and work together. The Partnership is responsible for developing and driving the implementation of community strategies and Local Area Agreements (LAAs). The Local Strategic Partnership that covers the Allerdale and Copeland areas is the West Cumbria Strategic Partnership.
National Indicator (NI) A way of providing comparative information on the performance of councils throughout the country.
Neighbourhood Management A way for communities to become more involved in developing their own solutions to local problems. It provides a focus for making services more 'joined up'.
One stop shop A one stop shop is a council building, where all council business can be dealt with in one place. Customer service advisers are specially trained in the wide range of services on offer and will, wherever possible, try to resolve queries on the spot.
Outcomes A performance measure that reflects the impact or benefit of a policy, program or process.
Quality of life A descriptive term that refers to people’s emotional, social and physical well being, and their ability to function in the ordinary tasks of living.
Revenue expenditure Spending on the day to day running of services.
Shared service strategy Where two or more organisations come together to deliver and share the costs of a service, to reduce duplication and ensure resource are used to best effect.
Spatial planning A wider, more inclusive approach to considering the best use of land than traditional ‘land-use’ planning. Land-use planning has an approach that focuses on the regulation and control of land whereas spatial planning provides greater scope for the Council and other organisations to promote and manage change in the area.
Two tier Where there is more than one local authority in an area, for instance where there is a district council and a county council.
Use of Resources A way of assessing how well the Council manages and uses its resources. While this mainly focuses on financial resources, it also covers procurement, asset management and staffing.
Value for Money A measurement of quality that compares the resources used to buy goods or services with the benefit obtained from those goods or services. The councils are scored on a scale of 1 to 4 on how well they achieve value for money, where 1 is poor and 4 is good.
West Coast Masterplan A report that identifies transformational projects and initiatives to underpin the economic, social and environmental well-being of West Cumbria.
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Worklessness People of working age who are not in formal employment but who are looking for a job (the unemployed), together with people of working aged who are neither formal employed nor looking for formal employment (the economically inactive).
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Page 66 Appendix 1 Getting involved
Allerdale Borough Council’s Community Engagement Strategy recognises that effective community engagement is a process whereby users of public services can influence and improve their delivery according to the community’s priorities. It is important to the Council to know communities’ views as it helps to shape services to meet local needs and aspirations and it ensures that the community understands and supports the Council’s priorities.
So… how do you get involved? The Council recognises that a variety of consultation and community engagement techniques are needed to ensure that communities are given as much opportunity to participate as possible. The following techniques are currently used:
• Neighbourhood forums • Questionnaires • Community Voice residents panel • Focus groups • Public meetings • Through councillors • On-line surveys and polls • Telephone surveys • Statutory consultation for example on planning and licensing issues.
What we achieved last year: • Developed our Neighbourhood Forum Protocol to ensure representatives for Allerdale Borough Council attend neighbourhood forums and address local issues • Developed Community Engagement Framework • Provided training for officers and councillors • Produced the Parish Charter in partnership with Cumbria Association of Local Councils and Cumbria County Council. To date 24 parish councils have signed up to it.
And here are some of the ways you had your say! • Open spaces audit – residents’ opinions about how to make our open spaces better • Play strategy – residents’ opinions about play areas and organised play schemes • General satisfaction survey for the Council • Focus groups to help evaluate corporate documents • Public meetings to identify priorities • Satisfaction with new recycling schemes • Harris Park skate park consultation • Housing needs survey.
Next steps The Council recognises the need to build on and develop more engagement techniques and tools to ensure that harder to reach groups and individuals have the opportunity to participate. This will be achieved this by working with partners; the Council has signed up to a Cumbria- wide community engagement strategy.
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Page 67 For more information please contact the Corporate Improvement Team on 01900 702730 or email [email protected]. Details of consultation can be seen at www.allerdale.gov.uk/consultation
Our decision-making arrangements
The Council is made up of 56 councillors elected every four years. All councillors meet together as the full Council at least eight times per year to set the Council’s overall policies and to set the budget.
The Executive, made up of eight councillors, is at the heart of the day-to-day decision-making process. The Executive leads the community planning process and searches for best value, takes decisions on resources and priorities, together with other stakeholders and partners in the local community, to deliver and implement the budget and policies set by Council.
The Executive can also appoint task groups with clear and concise terms of reference and a realistic time limit to complete any task given.
Two scrutiny committees currently look at the quality of council services and other issues affecting the lives of people in Allerdale. They listen to the concerns of local people and check how the Council, and other organisations, are performing and, where necessary, seek improvement.
The Development Panel, Licensing Committee and Audit Committee also meet on a regular basis.
Allerdale Borough Council welcomes participation by its residents in its work and residents have a number of rights in their dealings with the Council:
• Obtain a copy of the constitution which sets out how decisions are taken and who can make what decisions
• Attend meetings of the Council and its committees except where, for example, personal or confidential information is being discussed. Details of all meetings can be found on the Council’s website at www.allerdale.gov.uk/councilmeetings
• Inspect minutes, decisions, agendas, reports and background papers
• Any resident who is on the electoral register and is eligible to vote may present a petition if it relates to something which affects the functions, inhabitants, or area
• Ask a question of the Leader of the Council or a specific Executive member on any matter on which the Council has powers
• Offer suggestions to and contribute to investigations by Scrutiny
• Find out, from the Executive’s forward plan, what major decisions are to be discussed by the Executive 18/07/2008 34
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• Speak at Development Panel and Licensing Committee and outline objections.
Details can be obtained by telephoning 01900 702550 or visiting www.allerdale.gov.uk
Information regarding becoming a parish councillor is available from www.calc.org.uk and information about becoming a candidate in other types of election is available from www.electoralcommission.org.uk
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Page 69 Appendix 2 Our money
Allerdale Borough Council’s finances are split into revenue and capital expenditure. Revenue expenditure covers the annual running costs of the Council’s services throughout the year, while capital expenditure represents investment in longer-term projects. The diagrams show how the Council is providing for services during the current financial year, divided between the main service areas.
The Council has, in recent years, followed a strategy of maintaining support for its core services, while at the same time supporting development of new services. In order to ensure that the Council uses its resources in the best possible way for the people of Allerdale, there is a need to balance the new requirements against the demand for existing services.
The Council receives funding from the Government through the Revenue Support Grant and National Non-Domestic Rates (NNDR, otherwise known a business rates). The Government’s strategy is to reduce increases in these grants. This strategy, together with the Government’s assumption that that Council will be making efficiency savings and the changes in the way that the Government calculates the grants, means that the amount of money the Council has received from Government has been limited.
The Council continues to use its reserves and balances for areas of development and, in view of the level of financial resources it has available, needs to consider the level and standard of services which it can support. The challenge for the Council will be the realignment of services to reflect its corporate priorities in order to support spending in the medium term.
Capital budget £000 Housing renewals 2,376 Corporate property 110 Capital grants 950 Total 3,436
The revenue budget takes into account the annual cost of financing the capital budget
Revenue budget £000 Corporate Services and Human Resources 2,691 Environment 6,015 Finance and Asset Management 1,609 Front Line Services 1,674 Legal Services, IT and Audit 1,586 Regeneration 2,919 Strategic Policy and Partnerships and Parking 519 Total 17,013
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Page 70 Risk and sensitivity
Everything the Council does carries an element of risk. The Council divides risks into two main types:
Strategic risks: these relate to the whole of the Council’s activity and affect the fundamental nature of Council business.
Operational risks: These relate more to day-to-day business, such as the failure of an IT system or a major snowfall preventing access to services.
Allerdale Borough Council has a robust risk management framework against which all activities are assessed. The method used is that recommended by the professional body, the Association of Local Authority Risk Managers. This process identifies the likelihood of the risk happening and its impact. Efforts can then be focused on minimising or avoiding the risk.
As an additional safeguard the Council has a risk management group which constantly reviews the risk registers and risk management procedures.
The table sets out the key financial risks that have been identified, together with the controls in place to help manage them:
Impact Likeli- Risk Risk hood rating Control Expenditure and Medium Medium Medium Regular monitoring of financial income budgets and capital budgets and early prove to be unrealistic warnings of potential issues. Close working with budget holders to review forecasts. Savings offered for reallocation. Budget proposals do High Low Medium Effective budget knowledge and not meet LAA criteria management Changes to High Low Low Comprehensive Spending government grant Review - build into budget distribution planning methodology Interest rates lower High Low Low Treasury consultants, specialist than anticipated advisors, look at debt rescheduling and investment balances Potential impact of Medium Low Low Knowledge of markets and other outside effective budget management economic influences Budgets do not meet Low Low Low Consultation and feedback from public expectations stakeholders Knock on effects of Medium Medium Medium Regular monitoring of budgets to adverse budget identify trends impacts
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Page 71 Reductions in High Low Medium Ensure schemes are only external grant funding supported with confirmed other impacting directly on support. Other funding secured the Council before commitment and effective budget management Efficiencies not Medium Low Low Regular monitoring of budgets. achieved Local or national Low Low Low Council tax set at appropriate political pressure on level council tax levels Significant High Low Low The Council’s management unforeseen team look at reallocating circumstances underspend on a monthly basis. Build into medium term financial plan Insufficient funding to High High High Budget at level of government meet demand for new grant, monitor closely and national employ effective lobbying concessionary travel scheme Budget balanced by High Low Low Set prudent level of balances inappropriate level of balances
Sensitivity
The identified risks have the potential to impact significantly on the Council's financial management; small changes could have a large effect on the Council’s budget. Areas which are particularly sensitive are set out in the table:
1% 3% change change (+/-) (+/-) £ £ £ Change in Revenue Support Grant (RSG) Grant from RSG 1,286,000 Grant from redistributed National Non- 9,241,000 Domestic Rates 10,527,000 105,270 315,810
Change in council tax Current band D council tax (Allerdale £136.17 Borough Council share) Council tax base 31,779 43,301 129,902
Changes in payroll costs General pay award 10,000,000 100,000 300,000 Increase to employers superannuation rate 10,000,000 100,000 300,000
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Changes in interest rates General investments 20,000,000 200,000 600,000
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Page 73 Appendix 3 Our people
Allerdale Borough Council recognises that its employees are at the heart of service delivery, making Allerdale a great place to live, work and visit. The Council’s staff is the most valued resource and consists of 424 employees at a cost of £9,475, 000 per year (Figures from 2008/09 financial year).
The work that the staff undertakes supports the Council’s strategic priorities. During appraisals, employees are given work objectives linked, by a ‘golden thread’, to the strategic priorities through service plans and group plans.
Over three quarters of our staff are involved in delivering customer-facing services. This includes our staff in the Customer Services and Partnerships and Community Directorates and is illustrated in the chart below.
Strategic Resources Customer 24% Services 36%
Partnerships & Community 40%
The Workforce Development Plan supports the delivery of the Corporate Improvement Plan. It provides a detailed analysis of the changes expected in the organisation over the next five years and the workforce needs to be structured to deliver tomorrow’s services. The Human Resources Strategy prioritises Human Resources activities to deliver services and make Allerdale Borough Council a great place to work and an employer of choice and to support the long-term delivery of the Workforce Development Plan.
The Council’s achievement of the national Investors in People standard demonstrates its commitment to investment in the training and development of employees and reflects the lifelong learning culture within the Council. Through ‘growing our own’ people, The Council ensures it has the right people in the right place with the right skills to deliver services and priorities.
Progress is measured through the annual staff survey and performance indicators:
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Page 74 Appendix 4 Our localities
This section provides an overview of the key issues and opportunities for each of our localities. Furthermore it identifies the key local priorities for each of the areas linked to local plans and partnership activities
Aspatria and the surrounding area
The name Aspatria means ‘the place of St Patrick’s ash tree’ and has Viking origins, the earliest version being ‘Asc Patric’, Irish-Norse for ‘Patrick’s Ash’. The town is perhaps best known for its church of St Kentigern, which contains a carved Viking hogback tombstone, 10th to 11th century carved stones and an early Saxon cross which is carved with knotwork. Settled more than 3,000 years ago, the town saw lots of traffic situated as it was along a Roman road. A large Saxon hall stood on Richmond Hill. Agriculture plays a significant role in the life of the town and it housed the country’s first agricultural college developed in 1874. Aspatria has a strong industrial background, with six coal mines dating from 1700. Industry has a strong foothold today in the form of the Sealy UK bed factory and the Lake District Cheese Company.
Fact file Housing: There are issues with the affordability of homes for purchase and also the availability of affordable rented housing. The cost of an average terrace is £103,47221 Environment: Residents in the CA7 postcode area are reasonably satisfied with recycling facilities22 Employment: Unemployment is lower than the national, regional and borough average23 Regeneration: The North Allerdale Development Trust supports a range of economic projects, such as the Aspatria Community Initiative, including Aspatria Childcare Centre and the Aspatria and District Resource Centre Income: High mean income, low median income suggesting large gap between affluent and less wealthy, with a small pool of high income areas24. Very high proportion of jobs which are male and full time Education: In 2007 Beacon Hill School had one of the lowest amount of pupils (24%) attaining five or more good GCSEs and equivalents including English and Maths** (need to state this on all) Also will have 2007 figures before it goes to print25 Accessibility: Residents have concerns at their ease of accessing services, concerning local provision and local transport arrangements Health: There are a relatively low number of people claiming Incapacity Benefit and Department of Works and Pensions benefits compared to the national, regional and borough average figures26
21 Source: Allerdale Borough Council Housing Market Action Plans 22 Source: Best Value User Satisfaction Survey 2006-7 23 Source: Claimant count annual average July 2006-June 2007 24 Source: CACI Pay check data (2006) 25 Source: Department for Children, Schools and Families 26 Source: Benefit claimants - working age clients for small areas, November 2006 (percentage 18/07/2008 41
Page 75 Crime: Aspatria has the second lowest crime rate in the borough. All offences lower than borough average27.
Population 28 The population of Aspatria and the surrounding area is 6,586 .
Satisfaction levels in Aspatria29 Lower satisfaction Higher satisfaction Accessibility to leisure facilities and other Doorstep collection of recycling cultural activities Difficulty accessing shopping centre or Local recycling facilities supermarket
Local priorities The people of Aspatria and the surrounding area, through demographically representative consultation, public meetings, the Housing Market Action Plan and town and parish plans, determined the following priorities: • Accessibility • Affordable housing • Skills and education.
What will the Council do to address these priorities? • Produce an Accessibility Plan with the County Council • Introduce a one stop shop in Aspatria • Produce the Parish Housing Market Assessment (HMA) for Aspatria • Support delivery of LAA targets in young people’s training, education and employment
What has Allerdale Borough Council achieved for Aspatria and the surrounding areas over the last year? • PARCS children’s activity sessions in St Mungo’s Park • Support for North Allerdale Development Trust
Useful websites and contact details
Allerdale Borough Council 01900 702702 www.allerdale.gov.uk
Ward councillors Aspatria Councillor Audrey Tinnion 016973 20977 [email protected] of working age population) 27 Source: Cumbria Constabulary 28 Source: Revised 2006 sub-national population estimates from the Office of National Statistics 29 Source: Best Value User Satisfaction Survey 2006/07 18/07/2008 42
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Councillor David Wilson 016973 31004 [email protected]
Solway Councillor Jim Lister 016973 20894 [email protected]
Wharrels Councillor Jacqueline Mounsey 016973 20460 [email protected]
Geographical lead officer Paul Bramley 01900 702579 [email protected]
Parish and town councils
Aspatria Town Council 01946 834274 Allhallows Parish Council 01900 702699 Blennerhasset and Torpenhow Parish Council 016973 71579 Bothel and Threapland Parish Council 016973 22398 Bromfield Parish Council 016973 61357 Hayton and Mealo Parish Council 016973 21331 Oughterside and Allerby Parish Council 016973 20501 Plumbland Parish Council 016973 22398 Westnewton Parish Council 016973 22623
Cumbria County Council 01228 606060 www.cumbria.gov.uk
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Page 77 Cockermouth and the surrounding area
Cockermouth is an attractive market town lying just outside the boundary of the Lake District National Park. Cockermouth grew up at the junction of the two most important rivers in the area, the Cocker and the Derwent. With a rich history running from Roman times, its famous sons include celebrated poet William Wordsworth, HMS Bounty mutineer. Fletcher Christian and John Dalton, one of the most brilliant scientists of his age and the originator of the atomic theory. The town received its market charter in 1221 and has retained its importance as a market town ever since.
Fact file Housing: There are issues with the affordability of homes for purchase and the availability of affordable rented housing. The cost of an average terraced house is £174,28930. There are also a higher number of single person households and pensioner households than nationally. Residents have a low satisfaction rate compared to the borough average with housing Environment: Residents have a low satisfaction rate compared to the borough average with recycling facilities31 Employment: Overall levels of employment are above the national average. There is a low rate of male employment and a high rate of part time employment compared to the national and borough average32 Regeneration: The Cockermouth Partnership supports a range of economic projects such as the regeneration of the market place and the business development support scheme Income: Household incomes are the highest in the borough33 Education: In 2007 Cockermouth School had the highest amount of pupils (71%) attaining five 34 or more good GCSEs inc English and Maths and equivalents Accessibility: Cockermouth is situated just off the A66. There are 36 local bus services and the nearest train station is eight miles away at Workington. Residents have concerns at their ease of accessing services by local transport Health: There are a low number of people claiming Incapacity Benefit and Department of Work and Pensions benefits compared to the national and borough average35. Cockermouth has a cottage hospital and accident and emergency services are available 12 miles away at the West Cumberland Hospital Crime: Cockermouth and the surrounding area has the lowest crime rate in the borough with all offences being below the borough average36.
Population The population of Cockermouth and the surrounding area is15,36937.
30 Source: Allerdale Borough Council Housing Action Market Plans 31 Source: Best Value User Satisfaction Survey 2006-7 32 Source: Claimant count annual average July 2006-June 2007 33 Source: CACI Pay check data (2006) 34 Source: Department for Children, Schools and Families 35 Source: Benefit claimants – working age clients for small areas, November 2006 (percentage of working age population) 36 Source: Cumbria Constabulary 37 Source: Revised 2006 sub-national population estimates from the Office of National Statistics 18/07/2008 44
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Satisfaction levels in Cockermouth38 Lower satisfaction Higher satisfaction Recycling facilities With the area as a place to live Housing With the way the Council runs things Ease of accessing hospitals and public Parks and open spaces transport Opportunities for participation in decision Sport and leisure facilities making
Local priorities The people of Cockermouth and the surrounding area, through demographically representative consultation, public meetings, the Housing Market Action Plan and town and parish plans, determined the following priorities: • Housing • Transport • Skills, training and retention • Recycling.
What will the Council do to address these priorities? • Our priority will be to increase the percentage of affordable homes and encourage the development of social rented housing • Ensure new housing developments have easy access to public transport • Improve standards across all our parks • Improve the levels of mixed kerbside recycling • Introduce a one stop shop in all market towns in partnership with other organisations • Continue to support the Cockermouth Partnership.
What has Allerdale Borough Council achieved for Cockermouth and the surrounding area over the last year? • Supported Cockermouth Partnership’s implementation of the Cockermouth Market Town Initiative and the Cockermouth Area Facelift scheme, through which over £1.4million has been invested in local businesses and public realm • Supported Cockermouth Partnership’s implementation of the Cockermouth area business development support scheme • Worked with the County Council to ensure that transport links between the main towns are prioritised. • Two affordable housing schemes, which has addressed the need for shared ownership properties. The priority will now be the supply of social rented units. • The leisure partnership between the Council and Carlisle Leisure Limited has invested £1million into new and improved facilities at Cockermouth Leisure Centre.
Useful websites and contact details
38 Source: Best Value User Satisfaction Survey 2006-7 18/07/2008 45
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Allerdale Borough Council 01900 702702 www.allerdale.gov.uk
Ward councillors: All Saints Councillor Alan Tyson 01900 824945 [email protected]
Councillor Alan Smith 01900 827061 [email protected]
Councillor Sam Standage 01900 822488 [email protected]
Broughton St Bridget’s Councillor John Ardron 01900 61806 [email protected]
Councillor Eric Nicholson 01900 827944 [email protected]
Cockermouth Christchurch Councillor Margaret Jackson 01900 821191 [email protected]
Councillor Les Lytollis 01900 822872 [email protected]
Crummock Councillor Joe Milburn 01900 85286 [email protected]
Dalton Councillor Chris Garrard 01900 822835 [email protected]
Geographical lead officer Hazel Cushin 01900 702551 [email protected]
Parish and town councils Bewaldeth and Snittlegarth 017687 76694 Blindbothel 01900 822906 Bothel and Threapland 016973 22398 18/07/2008 46
Page 80 Bridekirk 01900 825955 Brigham 01900 822906 Broughton 01900 827597 Buttermere 01946 862805 Cockermouth 01900 823608 Dean 01900 823942 Embleton, Setmurthy and Wythop 01900 827597 Greysouthen 01900 828032 Lorton 01900 85230 Loweswater 01946 862805 Papcastle 01946 832843
Cumbria County Council 01228 606060 www.cumbria.gov.uk
Cockermouth Partnership 01900 828403 www.cockermouth.org.uk
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Page 81 Keswick and the surrounding area
Keswick, situated within the Lake District National Park, is Allerdale’s premier tourist destination with a significant year-round visitor population which, at peak times, exceeds the resident population. The majority of employment opportunities are within the hospitality and retail sectors, which has a high proportion of outdoor clothing and equipment outlets. The attractive slate face of the town masks problems of affordable housing with local wages falling significantly behind average house prices.
Fact File Housing: Average house prices are the highest in the borough39. Second home ownership and affordable rented properties are a significant concern, along with local wage levels and costs of housing Environment: Residents are very satisfied with Keswick as a place to live. Satisfaction levels and user-numbers for parks, theatres and galleries are high. While satisfaction with refuse and litter collection is good, recycling is a concern40. Employment: Keswick has the highest employment rates in the borough but its high average earnings disguise a heavy reliance on part-time, low-paid jobs in the hospitality and retail trade. Rates for people claiming benefits are around half the national and local averages41. Regeneration: The Keswick Area Partnership supports a range of economic projects such as the Keswick town centre masterplan, Derwentwater foreshore project and Keswick BID. Retail rents are high Income: Median income at £24,222.42. This disguises the fact that some incomes in Keswick are very high but there are a greater number of low earners and are linked to the tourist industry, which is seasonal. Education: Keswick School performs well in local league tables but numbers of dependent children are low and are forecast to drop significantly. Currently 55% of its students are from outside the catchment area43 Accessibility: Served by the A66 and bus services but the nearest railway station is Penrith (18 miles away). Health: Nearest hospitals are in Whitehaven (28 miles) and Carlisle (21 miles) for accident and emergency services. The cottage hospital, while threatened with bed-closures, is now set to remain open. Two doctors’ surgeries and a dental practice serve the town. Crime: Crime rates are perceived as high but are below the borough average44.
Population The population of Keswick and the surrounding area is 6,87645.
Satisfaction levels in Keswick46
39 Source: Allerdale Borough Council Housing Market Action Plans 40 Source: Best Value User Satisfaction Survey 2006-7 41 Source: Claimant count annual average July 2006-June 2007 42 Source: CACI pay check data (2006) 43 Source: Department for Children, Schools and Families 44 Source: Cumbria Constabulary 45 Source: Revised 2006 sub-national population estimates from the Office of National Statistics 18/07/2008 48
Page 82 Lower satisfaction Higher satisfaction Recycling facilities Cleanliness of public land Housing Waste collection Opportunities for participation in decision Parks and open spaces making
Local priorities The people of Keswick and the surrounding area, through demographically representative consultation, public meetings, the Housing Market Action Plan and town and parish plans, determined the following priorities: • Need for affordable housing (related to wage levels) • More parking for residents • Dog fouling • More, or improved recycling facilities • Need for better retail shopping mix • Address inconvenient and expensive public transport • More activities for young people.
What will the Council do to address these priorities?
• Ensure housing developments have a percentage of affordable homes • Review the Council’s car parking strategy • Examine co-mingled recycling facilities • Be positive in dealing with dog fouling offences • Continue to support sports development in Keswick • Address transport problems through the County Council’s Community Travel Plan • Address retail shopping mix in planning terms.
What has Allerdale Borough Council achieved for Keswick and the surrounding area over the last year? • Purple bag trial - mixed recycling (cans / glass / plastic bottles) to be made permanent • Three bin roll out to 2,000 properties, swapped 240 litre bins for 120 litre bins plus dedicated bins for paper and garden waste • Keswick facelift scheme - grants to retail, B and Bs, guest houses and self-catering businesses to upgrade fronts of premises • New market stalls • PARCs activity sessions in Bassenthwaite, Borrowdale, Keswick and Threlkeld • Play partnership at Braithwaite School play area. • Secured Housing Corporation funding for redevelopment of obsolete stock.
46 Source: Best Value User Satisfaction Survey 2006-7 18/07/2008 49
Page 83 Useful websites and contact details
Allerdale Borough Council 01900 702702 www.allerdale.gov.uk
Ward councillors Keswick Councillor Denstone Kemp 017687 80828 [email protected]
Councillor Ron Mumby 01900 825355 [email protected]
Councillor David Robinson 017687 77682 [email protected]
Derwent Valley Councillor Tim Heslop 01900 823276 [email protected]
Geographical lead officer Harry Dyke 01900 702975 [email protected]
Parish and town councils
Above Derwent Parish Council 017687 72465 Borrowdale Parish Council 017687 73537 Keswick Town Council 017687 73607 St John’s, Castlerigg and Wythburn Parish Council 017687 73537
Cumbria County Council 01228 606060 www.cumbria.gov.uk
Keswick Area Partnership 017687 74144 www.keswick.org/area_partnership.asp
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Page 84 Maryport and the surrounding area
Maryport has diversified from the traditional economic base of coal, iron and steel, although a large proportion of people are still employed in manufacturing industries. Tourism is now playing an increasingly important role within the town following major improvements in the harbour area, the creation of a marina and development of tourism attractions, such as the Lake District Coast Aquarium and the Senhouse Roman Museum. The Maryport Bitter and Blues Festival is now established as one of the best in the UK, drawing visitors from near and far.
Fact file Housing: There are issues with the affordability of homes for purchase due to low wages. The cost of an average terrace is £103,37247. There are also lower numbers of pensioner households and a higher proportion of single person households with dependant children than nationally Environment: Residents have a low satisfaction rate compared to the borough average with parks and open spaces48 Employment: Maryport has the highest unemployment in the borough and levels are above regional and national levels49. Male unemployment is three times higher than female unemployment Regeneration: Maryport Neighbourhood Partnership aims to achieve both government targets and local community aspirations. There is a good fit between both the targets set by government and the aspirations described by local residents Income: Very low incomes:50 median £20,300 – which is similar to Aspatria and Silloth Education: In 2007 40 % of pupils at Netherhall School attain five or more good GCSEs and 51 equivalents Accessibility: Maryport is situated just off the A596. There are 19 local bus services and it has a train station central to the town Health: There are a significantly high number of people claiming Incapacity Benefit and Department of Work and Pensions benefits compared to the national and borough average52. Maryport has a cottage hospital. Accident and emergency services are available 15.5 miles away at the West Cumberland Hospital. There is one doctor’s surgery and two dental practices within the area Crime: Maryport has high rates of crime, above the borough average53.
Population 54 The population of Maryport and the surrounding area is 15,164 .
47 Source: Allerdale Borough Council Housing Market Action Plans 48 Source: Best Value User Satisfaction Survey 2006-7 49 Source Claimant count annual average July 2006-June 2007 50 Source CACI pay check data (2006) 51 Source: Department for Children, Schools and Families 52 Source: Benefit claimants – working age clients for small areas, November 2006 (percentage of working age population) 53 Source: Cumbria Constabulary 54 Source: Revised 2006 sub-national population estimates from the Office of National Statistics 18/07/2008 51
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Local priorities The people of Maryport and the surrounding area, through demographically representative consultation, public meetings, the Housing Market Action Plan and town and parish plans, determined the following priorities: • Health, focusing on Government targets to improve health and well being • Employment, focussing on tackling worklessness and improving tourism infrastructure • Crime, focussing on tackling anti-social behaviour, facilities for young people and tackling environmental crime
What will the Council do to address these priorities? • Support the Maryport Neighbourhood Partnership to better co-ordinate and improve service delivery in Maryport • Continuing housing renewal area schemes (until 2009/10) • Continue to improve the physical environment of Maryport through working with partners to develop key sites in Maryport • Support enterprise development in Maryport and improve access to jobs by local people
Satisfaction levels in Maryport55 Lower satisfaction Higher satisfaction People from different backgrounds getting With the way the Council runs things on Parks and open spaces Recycling The way the council is making Maryport a Opportunities for participation in decision better place to live. making
What has Allerdale Borough Council achieved for Maryport and the surrounding area over the last year? • Through the Maryport Neighbourhood Partnership, the Council has funded a number of successful community-based activities, which have led to the provision of much needed services. These include funding for: - Reducing anti-social behaviour - Smoking cessation support - A young people’s resource centre - Drop-in centre to support those with drug abuse problems - Enterprise development for young people - Fitness programmes for those on incapacity benefit - Development of green gym in Flimby. • Started and led on the construction of the visitor centre at the harbour, known as The Wave Centre.
55 Source: Best Value User Satisfaction Survey 2006-7 18/07/2008 52
Page 86 • Started delivery of the Townscape Heritage Initiative for Maryport, which aims to renovate old buildings, carryout public realm works and provide training for contractors in traditional building and conservation techniques. • Over 1 million pounds invested in Group Repair Schemes as part of the Housing Renewal Area scheme.
Useful websites and contact details
Allerdale Borough Council 01900 702702 www.allerdale.gov.uk
Ward councillors Ellen Councillor Louise Bell 01900 816902 [email protected]
Councillor John Colhoun 01900 813134 [email protected]
Flimby Councillor Peter Kendall 01900 814173 [email protected]
Maryport Ellenborough Councillor Janice Wood 01900 814417 [email protected]
Councillor Martin Wood 01900 814417 [email protected]
Maryport Ewanrigg Councillor Carl Holding 07834 815783 [email protected]
Councillor Carni McCarron-Holmes 01900 812834 [email protected]
Maryport Netherhall Councillor Jeffrey Gardner 07790 710701 [email protected]
Councillor Angela Kendall 01900 814173 [email protected]
Geographical lead officers Nick Fardon 18/07/2008 53
Page 87 01900 702528 [email protected]
Philippa Hardy 01900 702782 [email protected]
Parish and town councils
Dearham Parish Council 01900 812444 Maryport Town Council 01900 813205
Cumbria County Council 01228 606060 www.cumbria.gov.uk
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Page 88 Silloth and the surrounding area
Silloth is an attractive coastal resort on the shores of the Solway Firth that came to prominence as a tourist destination in Victorian times. Facing the hills of Southern Galloway and backed by the Lake District fells, its glorious sea views and sunsets have been recorded for posterity by Turner, the famous landscape artist. The town was developed as a railhead and port in the 1850s and still boasts wide elegant tree lined streets, spacious sea front green and a magnificent promenade. The port of Silloth is a key economic driver and is well placed for trade with Western Europe, Ireland and the Isle of Man. The Solway Coast is home to the Area of Outstanding Natural Beauty (AONB) team and to the Solway Coast Discovery Centre, which is helping to attract visitors back to the town once more.
Fact file Housing: Housing in Silloth is subject to affordability issues and problems accessing social housing, with average house prices of £158,000 for a terrace56 Environment: Residents in the CA7 postcode area are reasonably satisfied with recycling facilities57 Employment: Claimant count unemployment is low, although male unemployment is four times that of females58. There are more females in the labour market and there is a high proportion of part-time working Regeneration: North Allerdale Partnership is developing a bid to The Heritage Lottery Fund to improve public realm including Silloth Green. Income: Income levels are low compared to other areas of Allerdale59 Education: In 2007 the proportion of pupils attaining five or more good GCSEs and equivalents at the end of Key Stage 4 including English and maths at Solway Community Technology College was 22%60 Accessibility: Silloth is situated at the northern end of the Solway Firth, with the M6 accessed at Carlisle 25 miles away. The town has no train station, with the nearest station being at Aspatria 9 miles away. Bus services are infrequent Health: Silloth has an Incapacity Benefit claimant rate which is above national, regional and Allerdale rates61. Accident and emergency facilities for the town are provided 23 miles away at Carlisle. The town has one health practice and two dental practices Crime: The crime rate in Silloth is around the Allerdale average. Drug offences are particularly low62.
Population The population of Silloth and the surrounding area is 3,44263.
56 Source: Allerdale Borough Council Housing Market Action Plans 57 Source: Best Value User Satisfaction Survey 2006-7 58 Source: Claimant count annual average July 2006-June 2007 59 Source: CACI pay check data (2006) 60 Source: Department for Children, Schools and Families 61 Source: Benefit claimants – working age clients for small areas, November 2006 (percentage of working age population) 62 Source: Cumbria Constabulary 63 Source: Revised 2006 sub-national population estimates from the Office of National Statistics 18/07/2008 55
Page 89
Satisfaction levels in Silloth64 Lower satisfaction Higher satisfaction Accessibility to leisure facilities and other Doorstep collection of recycling cultural activities Difficulty accessing shopping centre or Local recycling facilities supermarket
Local priorities The people of Silloth and the surrounding area, through demographically representative consultation, public meetings, the Housing Market Action Plan and town and parish plans, determined the following priorities: • Development of small businesses and the tourism industry • Transport and accessing services • Affordable housing.
What will the Council do to address these priorities? • Work with housing providers to identify sites for affordable and social rented housing in the Silloth area • Work with North Allerdale Partnership to refresh the Silloth Discovery Centre and work towards a “one stop shop” for Council services • Contribute to and support improvements to the Green and promenade • Use funding from the Local Authority Business Growth Initiative to support enterprise and tourism development • Produce Parish Housing Market Assessment (HMA)
What has Allerdale Borough Council achieved for Silloth and the surrounding area over the last year?
In response to residents’ concerns about activities for teenagers: • There is a sports development officer working in Silloth on an outreach basis • The Rural Transport Scheme brings young people into Workington Sports and Leisure Centre • PARCS children’s activities scheme runs on the Green in Silloth.
The Council also responded to other local priorities: • Supported projects through the North Allerdale Partnership such as the Facelift scheme and environmental improvements • Gave more corporate emphasis to tourism development and supported the signage strategy and Discovery Centre projects.
64 Best Value User Satisfaction Survey 2006-7
18/07/2008 56
Page 90 Useful websites and contact details
Allerdale Borough Council 01900 702702 www.allerdale.gov.uk
Ward councillors Silloth Councillor William Jefferson 016973 32526 [email protected]
Councillor Margaret Snaith 016973 32423 [email protected]
Geographical lead officer Ian Payne 01900 702565 [email protected]
Parish and town councils Holme Low Parish Council 016973 31128 Silloth Town Council 016973 31128
Cumbria County Council 01228 606060 www.cumbria.gov.uk
18/07/2008 57
Page 91 Wigton and the surrounding area
Wigton is the bustling centre of the Solway Plain, situated between the Caldbeck fells and the Solway coast. The market town is an ancient settlement and evolved from a pre-medieval street plan. A Norman barony Wigton gained its market charter in 1262 and currently boasts a wide range of local independent shops that help give the town its distinctive character and has proved a desirable location for international business. The largest employer, Innovia Films, is part of an international company with a turnover of over £400 million. The Wigton centre is the focal point for films research and development. Wigton is also home to an ‘outstanding’ secondary school, Nelson Thomlinson School (Ofsted inspection, November 2006). Agriculture plays a large part in the town’s life and the outbreak of Foot and Mouth disease in 2001 hit the area very hard.
Fact file Housing: Growing affordability issues in the town with average house prices of £113,637 for a terrace65 Environment: Residents in the CA7 postcode area are reasonably satisfied with recycling facilities66 Employment: Claimant count which is below national, regional and Allerdale figures67. Part- time workers above national and Allerdale averages Regeneration: The Wigton Townscape Masterplan completed in 2006 identified a number of key drivers for the town: Convenient car parking; evening economy, leisure, food and drink offer; heritage and distinctiveness; service centre for its rural hinterland; strong community network; significant local employers; and local markets Income: Income levels are high for Allerdale68 Education: In 2007 proportion of pupils attaining five or more good GCSEs and equivalents at the end of Key Stage 4 including English and maths at Nelson Thomlinson was 51%69 Accessibility: Situated on the A596, access to the M6 at Carlisle (11 miles) or north of Penrith. Station on the Cumbrian coastal rail line. Key stop on the Stagecoach 300 and 301 services between Carlisle and West Cumbria. Health: Incapacity Benefit levels are much lower than national, regional and Allerdale figures70. Wigton has its own hospital and accident and emergency facilities are provided 11 miles away at Carlisle. The town has two dentist practices and one doctor’s practice, with two in the surrounding area Crime: No crime is above the borough average, with crimes against the person and for fraud and forgery being particularly low71.
65 Source: Allerdale Borough Council Housing Market Action Plans 66 Source: Best Value User Satisfaction Survey 2006-7 67 Source: Claimant count annual average July 2006-June 2007 68 Source CACI pay check data (2006) 69 Source: Department for Children, Schools and Families 70 Source: Benefit claimants – working age clients for small areas, November 2006 (percentage of working age population) 71 Source: Cumbria Constabulary 18/07/2008 58
Page 92
Population The population of Wigton and the surrounding area is 16,33472.
Satisfaction levels in Wigton73 Lower satisfaction Higher satisfaction Accessibility to leisure facilities and other Doorstep collection of Recycling cultural activities Difficulty accessing shopping centre or Local recycling facilities supermarket
Local priorities The people of Wigton and the surrounding area, through Neighbourhood Forums, public meetings, the Housing Market Action Plan and town and parish plans, determined the following priorities: • Affordable housing issues • Low use and satisfaction with leisure and cultural facilities • Transport, parking and accessing services.
What will the Council do to address these priorities? • Support the development of additional sports facilities in the town by contributing £50,000 to the Barton Laws playing field scheme • With partner, Carlisle Leisure Limited, run the annual Rural Transport Scheme to enable young people to access our Summer Activities camp • Improve the accessibility to services by completing the “one stop shop” proposal as part of the Market Hall scheme • Support the Wigton Partnership to implement the Wigton Townscape Masterplan which includes a range of public realm and local housing proposals • Produce Parish Housing Market Assessment
What has Allerdale Borough Council achieved for Wigton and the surrounding areas over the last year? • Supported North Allerdale Partnership to help deliver the Townscape Masterplan • Supported the refurbishment of the Wigton Community Centre • Financially supported businesses in the Wigton area through Rural Business Initiative grant opportunities and Facelift grants for commercial property in association with the North Allerdale Partnership. • Financially supported the Wigton swimming baths.
Useful websites and contact details
Allerdale Borough Council 01900 702702
72 Source: Revised 2006 sub-national population estimates from the Office of National Statistics 73 Best Value User Satisfaction Survey 2006-7
18/07/2008 59
Page 93 www.allerdale.gov.uk
Ward councillors Boltons Councillor Joe Mumberson 016973 71404 [email protected]
Holme Councillor Anthony Markley 016973 31998 [email protected]
Marsh Councillor Vaughan Hodgson 016973 51473 [email protected]
Wampool Councillor Stuart Moffat 016973 45323 [email protected]
Waver Councillor John Hunter 01900 825349 [email protected]
Warnell Councillor Duncan Fairbairn 016973 43160 [email protected]
Wigton Councillor Binky Armstrong 016973 43101 [email protected]
Councillor John Crouch 016973 42575 [email protected]
Councillor George Scott 016973 43812 [email protected]
Geographical lead officer David Martin 01900 702773 [email protected]
Parish and town councils Aikton Parish Council 016973 45665 Blennerhasset and Torpenhow Parish Council 016973 71579 Boltons Parish Council 016973 71657 Bothel and Threapland Parish Council 016973 22398 Bromfield Parish Council 016973 61357 18/07/2008 60
Page 94 Dundraw Parish Council 016973 43805 Gilcrux Parish Council 016973 20651 Thursby Parish Council 016973 22922 Waverton Parish Council 016973 43805 Westnewton Parish Council 016973 22623 Westward Parish Council 016973 45814 Wigton Town Council 016973 44106
Cumbria County Council 01228 606060 www.cumbria.gov.uk
18/07/2008 61
Page 95 Workington and the surrounding area Workington is the largest town in the borough with a proud history of steel making and coal mining. The town still retains a significant industrial base, though in recent times has diversified into a more service based economy. The redevelopment of the town centre has been the catalyst for the regeneration of the town. Workington has pockets of both affluence and deprivation. Workington was the place where Henry Bessemer developed his renowned steel making process, making large scale production possible and fuelling the industrial revolution.
Fact file Housing: The most affordable housing in the borough with average terraced house prices of £93,06274 Environment: Residents are least satisfied at the way the council has kept the area clean75 Employment: Job Seekers Allowance claims reduced significantly over the last decade, but still remains above national, regional and borough figures76. Male unemployment is far higher than female levels Regeneration: Workington Regeneration Single Regeneration Programme complete. Work on the town centre is now entering phase 2. West Lakes Renaissance has schemes planned under the West Allerdale Regeneration programme including improvements to the railway station. Further work is ongoing to improve sports facilities. South Workington Neighbourhood Management is working to address social deprivation in this area Income: Mean and median income in the town is significantly below Allerdale wide figures77 Education: In 2007 the percentage of pupils attaining five or more good GCSEs and equivalents at the end of Key Stage 4 including English and maths were: Southfield Technology College - 28%; Stainburn School and Science College - 48%; St Joseph’s Catholic High School - 51%78 Accessibility: Situated at the start of the A66, with the M6 accessed at Carlisle or Penrith approximately 35 miles away. The train station is on the Cumbrian coastal rail line, with access to the West Coast mainline at Carlisle. Bus services are of a reasonable standard and frequency Health: Workington generally suffers from poor health compared to the rest of Allerdale. Incapacity Benefit claims are the highest79. Workington Community Hospital opened in 2005 and accident and emergency facilities are provided in Whitehaven. The town has two dental centres and five doctor’s practices. Crime: Workington has the highest crime rate in Allerdale with a considerable number drug related80.
74 Source: Allerdale Borough Council Housing Market Action Plans 75 Source: Best Value User Satisfaction Survey 2006-7 76 Source: Claimant count annual average July 2006-June 2007 77 Source: CACI pay check data (2006) 78 Source: Department for Children, Schools and Families 79 Source: Benefit claimants – working age clients for small areas, November 2006 (percentage of working age population) 80 Source: Cumbria Constabulary 18/07/2008 62
Page 96 Population The population of Workington and the surrounding area is 30,51781. This is by far the largest town in the borough.
Satisfaction levels in Workington82 Lower satisfaction Higher satisfaction Overall satisfaction with Allerdale Borough Sports and leisure facilities Council corporate matters Refuse, litter and recycling Ease of accessing shopping facilities Parks Ease of accessing a doctor Cultural facilities and parks Ease of accessing cultural/recreational facilities
Local priorities The people of Workington and the surrounding areas, through demographically representative consultation, public meetings, the Housing Market Action Plan and town and parish plans, determined the following priorities. • Environment • Healthy and safe communities • Skills and education.
What will the Council do to address these priorities? • Bring about significant investment to regenerate Workington town centre and the surrounding areas • Improve the parks and open spaces • New sport and recreation facility • Work in partnership to bring about increased levels of educational attainment and higher level of skills. • Work in partnership to address high levels of health inequalities including delivery of Sports Development and Economic Regeneration Programmes and support delivery of high quality street scene services which are proven to have a positive impact on community health.
What has Allerdale Borough Council achieved for Workington and the surrounding area over the last year? • New town centre opened for business • Part funded and administered Workington Facelift scheme which improved the appearance of 13 commercial properties in the town • ‘Routes to Work’ scheme assisted 79 people into employment and 45 people into training • Established the Enterprise Development Workers initiative to assisted people into self employment
81 Source: Revised 2006 sub-national population estimates from the Office of National Statistics 82 Best Value User Satisfaction Survey 2006-7
18/07/2008 63
Page 97 • South Workington Neighbourhood Management – CCTV cameras at Moorclose shops • Introduced the ‘Purple Bag’ recycling scheme, which provides residents with the opportunity to recycle cans, glass and plastics along with paper, card and green waste from the kerbside. • Two completed group repair schemes to improve domestic and commercial properties in the town
Useful websites and contact details
Allerdale Borough Council 01900 702702 www.allerdale.gov.uk
Ward councillors Clifton Councillor Heather McIntosh 01900 68079 [email protected]
Workington Harrington Councillor Allan Caine 01946 831138 [email protected]
Councillor Ian Francis 01900 61036 [email protected]
Workington Moorclose Councillor Peter Bales 01900 605232 [email protected]
Councillor Nicholas Hardy 01900 65180 [email protected]
Councillor Denis Robertson 01900 870924 [email protected]
Workington Moss Bay Councillor Carole Armstrong 01946 834729 [email protected]
Councillor Bill Bacon 01946 830587 [email protected]
Councillor Barbara Cannon 01946 834702 [email protected]
18/07/2008 64
Page 98
Workington Stainburn Councillor Bob Hardon 01900 873600 [email protected]
Workington St John’s Councillor Michael Davidson 01900 602935 [email protected]
Councillor John Heathcote 01900 62066 [email protected]
Councillor Joe Holliday 01900 66319 [email protected]
Workington St Michael’s Councillor Alan Barry 01900 604289 [email protected]
Councillor Ivor Humes 01900 66272 [email protected]
Councillor Jean MacLeod 01900 606442 [email protected]
Geographical lead officers Charles Holmes 01900 702959 [email protected]
Sharon Thompson 01900 702547 [email protected]
Parish and town councils Great Clifton Parish Council 07764 581491 Little Clifton Parish Council 01900 827597 Seaton Parish Council 01900 605642 Workington Town Council 01900 702986
Cumbria County Council 01228 606060 www.cumbria.gov.uk
South Workington Neighbourhood Management 01900 63721
18/07/2008 65
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Page 100 Agenda Item 10
Allerdale Borough Council
Council – 13 August 2008
Calendar of Meetings 2009-2010
Purpose of Report To consider the calendar of meetings from January 2009 – May 2010
Recommendation That the report and Calendar of Meetings be agreed.
Environmental Implications None
Community Safety Implications None
Financial Implications Members allowances, mileage etc. for which there is budgetary provision.
Human Rights Implications None
Employment Implications None
Health & Safety Implications None
Wards Affected All Wards
The Contribution this Decision would make to the Council’s Key Aims None
Portfolio Holder Joe Milburn
Lead Member of Staff Sheila Brown
(A detailed listed of implications is appended to the report)
Page 101
Introduction
The attached Calendar of Meetings has been compiled to run from January 2009 to May 2010.
The normal times and venues for the meetings are listed below:-
Executive Derwent Room, Allerdale House 10.00am Development Panel The Oval Centre, Salterbeck 13.00am Council The Wave, Maryport 19.00pm Licensing The Wave, Maryport 14.30pm Corporate Scrutiny Derwent Room, Allerdale House 10.00am Community Scrutiny Derwent Room, Allerdale House 10.00am
These venues and times may be altered from time to time.
Meetings not shown on the calendar will be arranged as and when required.
Conclusion
Members are requested to consider and accept the report and calendar of meetings as presented.
Sheila Brown Democratic Services manager
Page 102
Report Implications
Please delete where applicable.
Community Safety N Sport N Financial Y Leisure N Legal N Tourism N Social Inclusion N E-Government N Human Rights Y North West Regional N Youth Issues N European N Ethnic Minority Issues N National N Older People Issues N Partnership N Disability Issues Y Heritage/Culture N Employment (external to the Council) Y Planning Policy N Employment (internal) N Enforcement N Environmental/sustainability N Transport N Environmental/visual N Asset Management N Health N Health & Safety N
Is this a statutory recommendation? N
Is this a key decision? N
Has a risk assessment been undertaken? N
Wards affected ……………………………All……………………………………………………
Background papers ………………………Calendar of Meetings…
Page 103
Page 104
CALENDAR OF MEETINGS,
1 JANUARY 2009 - 31 MAY 2010
JANUARY, 2009 Monday Tuesday Wednesday Thursday Friday 1 2
5 6 7 8 9 Page 105 12 13 14 15 16 10.00 am Executive 10.00 am Corporate Overview and Scrutiny Committee 19 20 21 22 23
26 27 28 29 30 2.00 pm Licensing Committee 10.00 am Community Overview 7.00 pm Council and Scrutiny Committee 2.30 pm Harrington Harbour and Dock Board
1
FEBRUARY, 2009 Monday Tuesday Wednesday Thursday Friday
2 3 4 5 6
9 10 11 12 13 1.00 pm Development Panel 9.30 am Audit Committee 10.00 am Corporate Overview and Scrutiny Committee 16 17 18 19 20 10.00 am Executive
Page 106 MARCH, 2009 Monday Tuesday Wednesday Thursday Friday
2 3 4 5 6 10.00 am Executive 9 10 11 12 13 1.00 pm Development Panel 7.00 pm Council 10.00 am Corporate Overview and Scrutiny Committee 16 17 18 19 20
23 24 25 26 27 2.00 pm Licensing Committee 10.00 am Community Overview and Scrutiny Committee 1 2 3 10.00 am Executive
2 APRIL, 2009 Monday Tuesday Wednesday Thursday Friday 1 2 3 10.00 am Executive 6 7 8 9 10
13 14 15 16 17 1.00 pm Development Panel 10.00 am Corporate Overview and Scrutiny Committee 20 21 22 23 24 7.00 pm Council 10.00 am Community Overview and Scrutiny Committee 27 28 29 30 2.00 pm Licensing Committee
MAY, 2009 Page 107 Monday Tuesday Wednesday Thursday Friday 1
4 5 6 7 8 10.00 am Executive 10.00 am Corporate Overview and Scrutiny Committee 11 12 13 14 15 1.00 pm Development Panel 9.30 am Audit Committee 18 19 20 21 22 10.00 am Community Overview and Scrutiny Committee 25 26 27 28 29 2.00 pm Licensing Committee
3 JUNE, 2009 Monday Tuesday Wednesday Thursday Friday 1 2 3 4 5 10.00 am Executive 10.00 am Corporate Overview 7.00 pm Council and Scrutiny Committee 8 9 10 11 12 1.00 pm Development Panel 15 16 17 18 19 10.00 am Community Overview and Scrutiny Committee 22 23 24 25 26 2.00 pm Licensing Committee 29 30 9.30 am Audit Committee
Page 108 JULY, 2009 Monday Tuesday Wednesday Thursday Friday 1 2 3 10.00 am Executive 6 7 8 9 10 10.00 am Corporate Overview and Scrutiny Committee 13 14 15 16 17 1.00 pm Development Panel 7.00 pm Council 20 21 22 23 24 10.00 am Community Overview and Scrutiny Committee 27 28 29 30 31 2.00 pm Licensing Committee
4 AUGUST, 2009 Monday Tuesday Wednesday Thursday Friday
3 4 5 6 7 10.00 am Executive 10.00 am Corporate Overview and Scrutiny Committee 10 11 12 13 14 1.00 pm Development Panel 9.30 am Audit Committee 17 18 19 20 21 10.00 am Community Overview and Scrutiny Committee 24 25 26 27 28 2.00 pm Licensing Committee 7.00 pm Council 1 2 3 4
Page 109 10.00 am Executive
SEPTEMBER, 2009 Monday Tuesday Wednesday Thursday Friday 1 2 3 4 10.00 am Executive 7 8 9 10 11 1.00 pm Development Panel 10.00 am Corporate Overview and Scrutiny Committee 14 15 16 17 18
21 22 23 24 25 9.30 am Audit Committee 10.00 am Community Overview and Scrutiny Committee 28 29 30 2.00 pm Licensing Committee
5 OCTOBER, 2009 Monday Tuesday Wednesday Thursday Friday 1 2
5 6 7 8 9 10.00 am Executive 10.00 am Corporate Overview 7.00 pm Council and Scrutiny Committee 12 13 14 15 16 1.00 pm Development Panel 19 20 21 22 23 10.00 am Community Overview and Scrutiny Committee 26 27 28 29 30 2.00 pm Licensing Committee
Page 110 NOVEMBER, 2009 Monday Tuesday Wednesday Thursday Friday
2 3 4 5 6 10.00 am Executive 10.00 am Corporate Overview and Scrutiny Committee 9 10 11 12 13 1.00 pm Development Panel 9.30 am Audit Committee 16 17 18 19 20 7.00 pm Council 10.00 am Community Overview and Scrutiny Committee 23 24 25 26 27 2.00 pm Licensing Committee 1 2 3 4 10.00 am Executive 10.00 am Corporate Overview and Scrutiny Committee
6 DECEMBER, 2009 Monday Tuesday Wednesday Thursday Friday 1 2 3 4 10.00 am Executive 10.00 am Corporate Overview and Scrutiny Committee 7 8 9 10 11 1.00 pm Development Panel 14 15 16 17 18 2.00 pm Licensing Committee 10.00 am Community Overview 7.00 pm Council and Scrutiny Committee 21 22 23 24 25
28 29 30 31
JANUARY, 2010 Page 111 Monday Tuesday Wednesday Thursday Friday 1
4 5 6 7 8
11 12 13 14 15 10.00 am Executive 10.00 am Corporate Overview and Scrutiny Committee 18 19 20 21 22
25 26 27 28 29 2.00 pm Licensing Committee 10.00 am Community Overview 7.00 pm Council and Scrutiny Committee
7 FEBRUARY, 2010 Monday Tuesday Wednesday Thursday Friday 1 2 3 4 5
8 9 10 11 12 1.00 pm Development Panel 10.00 am Executive 9.30 am Audit Committee 10.00 am Corporate Overview and Scrutiny Committee 15 16 17 18 19
22 23 24 25 26 2.00 pm Licensing Committee 10.00 am Community Overview and Scrutiny Committee
MARCH, 2010 MondayPage 112 Tuesday Wednesday Thursday Friday 1 2 3 4 5 10.00 am Executive 8 9 10 11 12 1.00 pm Development Panel 7.00 pm Council 10.00 am Corporate Overview and Scrutiny Committee 15 16 17 18 19
22 23 24 25 26 10.00 am Community Overview and Scrutiny Committee 29 30 31 2.00 pm Licensing Committee
8 APRIL, 2010 Monday Tuesday Wednesday Thursday Friday 1 2
5 6 7 8 9 10.00 am Executive 10.00 am Corporate Overview and Scrutiny Committee 12 13 14 15 16 1.00 pm Development Panel 19 20 21 22 23 7.00 pm Council 10.00 am Community Overview and Scrutiny Committee 26 27 28 29 30 2.00 pm Licensing Committee
MAY, 2010 Page 113 Monday Tuesday Wednesday Thursday Friday
3 4 5 6 7 10.00 am Executive 10 11 12 13 14 1.00 pm Development Panel 9.30 am Audit Committee 17 18 19 20 21
24 25 26 27 28
1 2 3 4
9 This page is intentionally left blank
Page 114 Agenda Item 11
Allerdale Borough Council
Council – 13 August 2008
Change of Membership – Audit Committee
The Subject of the Decision Change of Membership
The Reason for the Decision To approve a change to the membership of the Audit Committee following the resignation of Councillor E Nicholson.
Recommendation That Councillor A Tyson replaces Councillor E Nicholson.
Environmental Implications None
Community Safety Implications None
Financial/Resource Implications Mileage/subsistence allowance can be met from within existing budgets.
Human Rights Implications None
Employment Implications None
Health & Safety & Risk Management None Implications
Wards Affected All
The Contribution this Decision would Will aid implementation of the 2007-11 make to the Council’s Key Aims Councillor Development Programme. Modern, transparent decision making arrangements.
Is this a Key Decision No
Portfolio Holder Councillor George Scott
Lead Member of Staff (Sheila Brown, Head of Democratic Services, 01900 702561, [email protected])
(A detailed listed of implications is appended to the report)
Page 115
1.0 Introduction
1.1 Councillor E Nicholson has recently resigned from the Audit Committee resulting in a vacancy.
2.0 Recommendation
2.1 It is recommended that Councillor E Nicholson be replaced on the Audit Committee by Councillor A Tyson.
Paula McKenzie Democratic Services Assistant
Page 116
Report Implications
Please delete where applicable.
Community Safety N Sport N Financial N Leisure N Legal N Tourism N Social Inclusion N E-Government N Human Rights N North West Regional N Youth Issues N European N Ethnic Minority Issues N National N Older People Issues N Partnership Y Disability Issues N Heritage/Culture N Employment (external to the Council) N Planning Policy N Employment (internal) N Enforcement N Environmental/sustainability N Transport N Environmental/visual N Asset Management N Health N Health & Safety N
Is this a statutory recommendation? N
Is this a key decision? N
Has a risk assessment been undertaken? N
Wards affected ……All………………………………………………………
Background papers ……None……………………………………………….
Page 117 This page is intentionally left blank
Page 118 Agenda Item 12
Allerdale Borough Council
Council – 13th August 2008
Carnegie Theatre Roof Repair
The Subject of the Decision The recent repair to the Carnegie Theatre Roof.
The Reason for the Decision Expenditure above the previously agreed tender estimate for the repair to the Carnegie Theatre roof requires a supplementary budget estimate, and that amendments to the financial regulations in the Constitution, arising from a scrutiny call-in, be agreed.
Recommendation 1) That Council approves a supplementary budget estimate of £57, 122.25 in respect of the Carnegie Theatre Roof Repair. 2) That Council approves amendments to financial regulation E66 as detailed in the report at paragraph 3.2
Environmental Implications None directly of this report
Community Safety Implications None
Financial/Resource Implications An amendment to Financial Regulations to ensure that substantial variances on the guide price for tenders are reported to Members.
Human Rights Implications None
Employment Implications None
Health & Safety & Risk Management Implications
Wards Affected St Michaels
The Contribution this Decision would Changes to the Consitution demonstrate that make to the Council’s Key Aims corporate governance arrangements are kept under review.
Is this a Key Decision No
Page 119 Portfolio Holder Cllr Stuart Moffat
Lead Member of Staff Director of Strategic Resources
(A detailed listed of implications is appended to the report)
1.0 Introduction
1.1 At its meeting of 2nd April 2008, the Executive received a verbal report on the need for a supplementary budget estimate of £60,000 for the repair of the Carnegie Theatre Roof. Minute no 665 refers, in the course of a financial monitoring report.
1.2 At their meeting of Friday, 4th April the Scrutiny Committee subsequently agreed that they should call-in that recommendation on the grounds there had been insufficient information supplied to the Executive in respect of the expenditure for the additional £60,000, and the Call-in request was duly signed by Cllrs Hardy, Heslop and MacLeod.
1.3 The Corporate Scrutiny Committee subsequently reported back to the Executive on 7th May with a number of recommendations which were duly accepted. This report serves to comply with recommendations arising from that report.
2.0 Background to the Roof Repair
2.1 In its report to the Executive, Corporate Scrutiny noted its concern that Members had not previously been notified that the variance between the agreed guide price and the actual guide price for the roof repair had not previously been notified to Members, which gave rise to the recommendation that Members of Council receive an explanatory report. The following gives account of the circumstances:
2.2 The Carnegie Theatre Task Group agreed at its meeting of 2 March 2007 to recommend to Council a supplementary estimate ‘in the region of £200k’ if no alternative funding is identified, for repairs to the Carnegie Theatre, and that a consultant be appointed to progress the replacement of roof slates, repair of the theatre cupola and renewal of windows to the south elevation.
2.3 Council subsequently agreed the Task Group’s recommendation on 26 September 2007, the delay being explained by an acknowledged oversight on the part of Democratic Services.
2.4 There being no alternative source of funding available, five tenders were returned on 17th August 2007:
£257,122.25 £264,330.00 £289,970.95 £304,539.70 £326,755.74
Page 120 It was considered by the Asset Management Team that the lowest three of the tenders were close enough in price to indicate the reasonableness of the tenders received.
2.5 During analysis of the tenders, the Asset Management Team investigated credits for the existing slate. It noted the credit for the removed slate was £13,800 from the lowest tenderer and £21,000 from the next lowest tenderer. It was also noted, however, that the prices of the lowest tenderer and the competitor varied by a similar amount. .
2.6 Although not originally included in the tender specification, the Asset Management Team also made follow-up enquiries on the re-use of the existing slate. They were advised that this would make a saving of only £2,000 on the tender price and that there would have been a mismatch in the colour of the re-used and replacement slate. The bidder advised that the Council would be better replacing the slate, which would give it a longer life span.
2.7 Investigations had been made into the use of Vermont slate for the roof, offering a saving on the tender price of £80,000. However, as the Theatre is a listed building and in a conservation area, the replacement required to be like-for-like, this having been discussed with the conservation officer.
2.8 In reporting to the Executive, the Corporate Scrutiny Committee noted that the difference in the tender guide price and actual tender price had not been previously reported to Members. The Director of Strategic Resources had acknowledged that he had made an error of judgement as the original report had stated that the price would be ‘in the region of £200,000’ and he had considered that an additional £57,000 was close enough to the original guide price to allow the work to proceed before the weather substantially deteriorated, rather than having to go through the democratic process a second time, delaying the start of the work.
2.9 Reflected in the recommendations agreed by the Executive, was Member concern that the variance should have been reported to Members, and that this should be made more explicit to officers.
2.10 The Executive also agreed to ask internal audit to investigate the repair on the grounds of the cost and quality of the repair, and adherence to financial and statutory regulations, and that recommendations to them in future should be specific in terms of overall cost. A further recommendation to consider an environmental policy on the re- use of building materials was also accepted.
3.0 Recommendations to Council
3.2 That a supplementary budgetary estimate (2007-08) be approved of £57, 122.25 for expenditure above the orginal guide price for the repair of the Carnegie Theatre Roof.
3.2 That Financial regulation E66 be revised as follows (additions in bold and deletions in brackets):
“At the conclusion of every contract for a major procurement arrangement over £75,000, the Chief Officer responsible shall report within two months of the completion of the contract (delete: promptly), to the Executive on the outcome of the
Page 121 contract, including an overall opinion on the cost-effectiveness of the arrangement and explanation of any material variations to the original specification or price.
“An interim report shall be submitted at once if, at any time from the agreement to the guide price to the end of the contract (delete: during the performance of the contract), it appears that the total amount paid by the Council will exceed, or the total amount to be received by the Council will fall short of, the initial contract sum by more than 10% or £20,000 whichever is the lesser (delete: or £75,000 whichever is the lesser).”
Report Implications Please delete where applicable.
Community Safety Y/N Sport Y/N Financial Y Leisure Y/N Legal Y/N Tourism Y/N Social Inclusion Y/N E-Government Y/N Human Rights Y/N North West Regional Y/N Youth Issues Y/N European Y/N Ethnic Minority Issues Y/N National Y/N Older People Issues Y/N Partnership Y/N Disability Issues Y/N Heritage/Culture Y/N Employment (external to the Council) Y/N Planning Policy Y/N Employment (internal) Y/N Enforcement Y/N Environmental/sustainability Y/N Transport Y/N Environmental/visual Y/N Asset Management Y Health Y/N Health & Safety Y/N
Is this a statutory recommendation? N
Is this a key decision? N
Has a risk assessment been undertaken? N
Wards affected …………………………………………………………………………………..
Background papers …………Carnegie Theatre Report to the Executive 05/08………
Page 122 Agenda Item 13
Allerdale Borough Council
Council – 13 August 2008
Recommendations Referred to Council
2007/08 end of year performance report
The following recommendation has been referred to Council by the Executive Committee held on the 18 June 2008. It is for Council to consider its response.
Recommended - That Council be requested to agree that:
(a) The 2007/08 performance of the council be noted (b) The Best Value Performance Plan be agreed for publication.
S Brown Democratic Services Manager
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Page 124 Allerdale Borough Council
Executive – 18 June 2008
End of year performance report 2007/08
The Subject of the Decision The Council’s performance at the end of 2007/08 as measured by Best Value Performance Indicators (BVPIs) and Corporate Improvement Plan (CIP) actions.
The Reason for the Decision To advise members of the 2007/08 performance of the Council as measured by BVPIs and achievement of CIP actions, and to gain approval for the publication of the Best Value Performance Plan.
Recommendation That members acknowledge the 2007/08 performance of the Council and give approval for the publication of the Best Value Performance Plan.
Environmental Implications None directly
Community Safety Implications None directly
Financial/Resource Implications None directly
Human Rights Implications None
Employment Implications None directly
Health & Safety & Risk Management None Implications
Wards Affected All
The Contribution this Decision would Performance monitoring is vital to the Council’s make to the Council’s Key Aims improvement agenda. Production of the Best Value Performance Plan is a statutory requirement to inform stakeholders of council performance.
Is this a Key Decision Yes
Page 125 Portfolio Holder Councillor Joe Milburn
Lead Member of Staff Alex FitzGerald Senior Corporate Improvement Officer 01900 702719 [email protected]
(A detailed listed of implications is appended to the report)
1.0 Introduction
1.1 This report forms part of the standard framework of reporting performance to the Overview and Scrutiny Committees, the Executive and Full Council.
1.2 This report looks at:
• The Council’s performance in 2007/08 as measured by the Best Value Performance Indicators (BVPIs) (Appendix A)
• Progress on strategic actions in the Corporate Improvement Plan due for completion by 30 June 2008 (Appendix B)
2.0 2007/08 performance reports – explanation of contents
2.1 The performance reports at Appendices A and B show all BVPIs and CIP actions and their position at the end of the 2007/08 financial year.
2.2 The colour status attached to a BVPI (Appendix A) is based on how far from our target the current value is. ‘Red’ signifies a significant variance from target (currently set to 10% from target), ‘amber’ signifies a slight variance from target (currently set to 2% from target) and ‘green’ signifies on target.
2.3 The colour status attached to an action (Appendix B) indicates whether it is completed (green tick), in progress (green arrow), requires a progress check due to a missed milestone (amber), or is overdue (red). Additionally each action shows progress in terms of % complete.
3.0 Performance against BVPIs
3.1 Details of the Council’s performance against Best Value Performance Indicators (BVPIs) is attached as Appendix A. The table is at this time incomplete as data based on financial information from the closure of accounts is
Page 126 not available until mid June (these will be available at Council as an update to the submitted table).
3.2 In summary, Appendix A shows a mixed picture of performance.
We have achieved our targets on 42 (61%) of BVPIs, slightly missed the target on 7 (10%) and significantly missed our target on 17 (25%) BVPIs – 6 of these also show a significantly missed target for 2006/07.
Our performance has improved against 36 (52%) BVPIs, declined against 18 (26%) BVPIs, and remained static on 12 (17%) BVPIs. This is a marginally worse picture than at the end of 2006/07 when performance was improved against 40 BVPIs, declined against 11 BVPIs and static on 2 BVPIs.
However, when compared nationally we have only achieved top quartile performance on 10 (21%) of BVPIs and this position has worsened since last year - 2006/07 outturn figures showed top quartile performance on 35% of BVPIs.
National comparisons also show that we have achieved upper median performance on 13 BVPIs, lower median on 12 and bottom quartile performance on 14 (29%) of BVPIs (compared to 15% for 2006/07).
4.0 Corporate Improvement Plan progress
4.1 Appendix B shows progress against all CIP actions due for completion by 30 June 2008. This shows a good picture of performance overall.
The appendix shows: Out of 37 CIP actions due for completion before 30 June 2008, 29 (78%) have been completed. One CIP action is showing as in progress with a due date of 27/6/08 but, as yet, shows no progress against it. 7 CIP actions due for completion before 30 June 2008 are currently showing as overdue. The notes in the right hand column in Appendix B indicate when these actions are likely to be completed.
5.0 Reporting of 2007/08 Best Value Performance Indicators
5.1 Members will be aware that the Local Government and Public Involvement in Health Act 2007 has removed some aspects of the best value regime in England. The BVPIs are replaced as statutory indicators by a new national indicator set with effect from 1 April 2008 and the requirements to carry out Best Value reviews and prepare an annual Best Value Performance Plan (BVPP) are also removed.
Page 127
5.2 However, 2007/08 outturn performance against the BVPIs must still be reported to the Audit Commission by 30 June 2008. The Department of Communities and Local Government have decided that as a one off measure a short version of the BVPP must be published by 30 June 2008 for the last time. In essence this must contain a table of 2007/08 BVPI outturn figures and a short statement to certify compliance with the code of conduct on workforce matters. There is no prescribed format for how this information is to be published or made available to stakeholders. The proposal is that the table of BVPIs at Appendix A is published on our website along with the statement to certify compliance with the code of conduct on workforce matters (Appendix C) by 30 June 2008.
Alex FitzGerald Senior Corporate Improvement Officer
file ref date
Page 128 Report Implications
Please delete where applicable.
Community Safety Y Sport Y Financial Y Leisure Y Legal Y Tourism Y Social Inclusion Y E-Government Y Human Rights N North West Regional Y Youth Issues Y European N Ethnic Minority Issues Y National N Older People Issues Y Partnership Y Disability Issues Y Heritage/Culture Y Employment (external to the Council) Y Planning Policy Y Employment (internal) Y Enforcement Y Environmental/sustainability Y Transport Y Environmental/visual Y Asset Management Y Health Y Health & Safety Y
Is this a statutory recommendation? Y
Is this a key decision? Y
Has a risk assessment been undertaken? N
Wards affected …………………All…………………………………………………………..
Background papers ………………………………………………………………………………
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Page 130
Appendix A - BVPI end of year report 2007/08
Report Author: Admin (AF) Allerdale Generated on: 15 May 2008
Traffic Light: Green
2007/08 Movement Quartile 2006/07 2007/08 PI outturn 2006/07 Short Name position Value Status Value Target Code against to 2007/08 target 2007/08 89.23% 92.71% 93.00% BV8 % of invoices paid on time bottom
Page 131 97.07% 97.01% 98.00% BV9 % of Council Tax collected bottom Percentage of Non-domestic Rates lower 98.43% 98.60% 99.00% BV10 Collected median 31.25% 35.29% 33.50% BV11a Top 5% of Earners: Women top 1.56% 0.00% 0.40% BV14 Percentage of Early Retirements top lower 0.00% 0.31% 0.40% BV15 Percentage of Ill-health Retirements median upper 4.43% 4.97% 5.00% BV16a Percentage of Employees with a Disability median Percentage of Economically Active People 16.10% 16.10% 16.10% BV16b n/a who have a Disability Housing Benefits Security: Number of fraud 0.27 0.30 0.28 BV76b n/a investigators employed Housing Benefits Security number of fraud 35.00 35.03 35.00 BV76c n/a investigations 1
2007/08 Movement Quartile 2006/07 2007/08 PI outturn 2006/07 Short Name position Code against to 2007/08 Value Status Value Target target 2007/08 Housing Benefits number of prosecutions & 5.11 8.50 4.30 BV76d n/a sanctions per 1000 caseload 29.0 28.0 29.0 BV78a Speed of processing - new HB/CTB claims median Speed of processing - changes of upper 12.0 9.0 10.0 BV78b circumstances for HB/CTB claims median BV79b(iii 3.64% 4.90% 5.00% HB overpayments written off n/a ) upper 16.09% 17.55% 17.82% BV82b(i) % of Household Waste Composted Page 132 median 6952.90 7644.25 7517.00 BV82b(ii) Tonnes of household waste composted top Household waste collected per head, in 448.7 452.0 445.0 BV84a bottom kilos BV109b Processing of planning applications: Minor upper 80.63% 81.32% 80.00% NI 157b applications median BV109c Processing of planning applications: Other upper 91.89% 89.96% 91.00% NI 157c applications median 4.4 4.2 5.3 BV126 Domestic burglaries per 1,000 households top 0.1 0.1 0.1 BV127b Robberies per 1,000 Population top 7.1 6.1 6.8 BV128 Vehicle crimes per 1,000 population top lower 95.5% 95.4% 80.0% BV166a Environmental Health Checklist median Visits to and Use of museums & galleries - lower 299 341 308 BV170a All Visits median
2
2007/08 Movement Quartile 2006/07 2007/08 PI outturn 2006/07 Short Name position Code against to 2007/08 Value Target target 2007/08 Value Status
Visits to and use of Museums & galleries - upper 250 273 267 BV170b Visits in Person median Visits to and Use of Museums - School upper 1519 1707 1565 BV170c Groups median 0.00 0.00 0.00 BV174 Racial Incidents Recorded n/a N/A N/A 100.00% BV175 Racial incidents resulting in further action n/a Improved street and environmental lower 4% 3% 3% BV199b cleanliness (levels of litter, detritus, graffiti and fly posting): Graffiti median Page 133 Improved street and environmental 1% 0% 1% BV199c cleanliness (levels of litter, detritus, graffiti top and fly posting): Fly-posting BV199d Improved street and environmental 1 1 3 n/a NI 196 cleanliness – fly tipping Plan-making: Local Development Scheme Yes Yes Yes BV200a n/a submitted? Yes Yes Yes BV200b Plan-making: Milestones Met? n/a 100.0% 100.0% 100.0% BV205 Quality of Planning Service checklist top Preventing Homelessness - number of 5 6 2 BV213 top households where homelessness prevented 3007 2984 3164 BV216a Identifying Contaminated Land n/a 1% 1% 1% BV216b Information on contaminated land bottom Pollution Control Improvements Completed 87% 90% 90% BV217 bottom On-time 3
2007/08 Movement Quartile 2006/07 2007/08 PI outturn 2006/07 Short Name position Code against to 2007/08 target 2007/08 Value Status Value Target
Abandoned vehicles - % investigated 96.80% 98.50% 97.00% BV218a top within 24 hrs Abandoned Vehicles - % removed within upper 84.00% 93.00% 94.00% BV218b 24 hours of required time median upper 5.00% 25.00% 10.00% BV219b Conservation Areas: Character Appraisals median Advice & Guidance Services - CLS Quality 100.00% 100.00% 100.00% BV226b n/a Mark
Page 134 Traffic Light: Amber
2007/08 Movement Quartile 2006/07 2007/08 PI Short Name outturn 2006/07 position Code Value Status Value Target against to 2007/08 target 2007/08 1 1 2 BV2a Equality Standard for Local Government n/a lower 58% 58% 63% BV2b Duty to Promote Race Equality median 88.80% 95.20% 98.00% BV79a Accuracy of processing - HB/CTB claims bottom lower 16.83% 18.61% 19.49% BV82a(i) % of Household Waste Recycled median upper 7274.45 8104.90 8361.00 BV82a(ii) Tonnes of Household Waste Recycled median Kerbside Collection of Recyclables (one 75.1% 80.6% 86.0% BV91a bottom recyclable) Buildings Accessible to People with a 29.41% 31.25% 33.00% BV156 n/a Disability 4
Traffic Light: Red
2007/08 Movement Quartile PI 2006/07 2007/08 Short Name outturn 2006/07 position Code against to 2007/08 Value Status Value Target target 2007/08 0.00% 0.00% 1.00% BV11b Top 5% of Earners: Ethnic Minorities median upper 6.25% 5.88% 7.00% BV11c Top 5% of Earners: with a disability median Working Days Lost Due to Sickness upper 7.34 8.64 7.00 BV12 Absence median Ethnic Minority representation in the 0.3% 0.0% 1.0% BV17a bottom workforce - employees Page 135 No of private sector vacant dwellings that 25 4 10 BV64 bottom are returned into occupation or demolished Percentage of Recoverable Overpayments lower 69.95% 70.32% 88.00% BV79b(i) Recovered (HB) that are recovered during period median HB overpayments recovered as % of the 28.68% 27.06% 36.00% BV79b(ii) total amount of HB overpayment debt bottom outstanding
Household Waste Collection (% change in lower -8.29% 0.74% -0.83% BV84b kilograms per head) median Kerbside collection of recyclables (two 69.3% 73.3% 86.0% BV91b bottom recyclables) New homes built on previously developed 25.37% 50.95% 60.00% BV106 bottom land BV109a Processing of planning applications: Major 68.97% 57.14% 70.00% bottom NI 157a applications lower 15.2 15.4 13.2 BV127a Violent Crime per 1,000 Population median
5
2007/08 Movement Quartile 2006/07 2007/08 PI Short Name outturn 2006/07 position Code against to 2007/08 Value Status Value Target target 2007/08
Length of stay in temporary lower 0.00 4.29 0.00 BV183b accommodation (Hostel) median Local street and environmental cleanliness upper 5.0% 9.0% 7.0% BV199a - Litter and Detritus median lower 0 2 0 BV202 Number of people sleeping rough median 27.3% 43.8% 25.0% BV204 Planning appeals allowed bottom
Page 136 18.8% 27.3% 50.0% BV225 Actions Against Domestic Violence n/a
Traffic Light: Unknown
2007/08 Movement Quartile 2006/07 2007/08 PI Short Name outturn 2006/07 position Code Value Status Value Target against to 2007/08 target 2007/08 £46.21 £48.00 BV86 Cost of household waste collection n/a £50749 £52500 BV226a Advice & Guidance Services - total n/a Advice & Guidance Services: direct £0 £0 BV226c n/a provision
6
PI Status Long Term Trends Short Term Trends
This PI is significantly The value of this PI has The value of this PI has below target. improved in the long improved in the short term. term. This PI is slightly below The value of this PI has The value of this PI has target. worsened in the long worsened in the short term. term. This PI is on target. The value of this PI has The value of this PI has not changed in the long not changed in the short term. term. This PI cannot be calculated. This PI is a data-only PI.
Page 137
7 This page is intentionally left blank
Page 138
Appendix B - CIP progress report
Report Author: Admin (AF) Allerdale Report Type: Action Report Generated on: 06 June 2008
Status: Completed Status: Completed 29
Action Responsibility Action Title Status Progress Due Date Latest Status Update Code For Develop strategic policies on energy for CIP_E01_07 01/10/2007 Charles Holmes Allerdale Street Cleansing performance is good and Page 139 improvements have been made in South Deliver high quality refuse, recycling Workington. Refuse and recycling performance CIP_E02_07 31/03/2008 Ian Payne and street scene services is on track to meet targets but has differed from profiled performance on a month by month basis. Sign up to the Nottingham Declaration Phase 1 (quick wins) proposals to be CIP_E03_07 01/12/2007 David Martin on climate change considered by CMT on 07/08/07.
CIP_H01_07 Complete housing market action plans 28/03/2008 Charles Holmes Disabled Facilities Grants service delivered without the need for waiting CIP_H02_07 31/03/2008 Charles Holmes lists. Increase in supporting people funded services in Allerdale
CIP_H05_07 Re-profile housing options service 01/03/2008 Charles Holmes We have now considered the need for HIA and Consider Allerdale's need for home CIP_H06_07 01/03/2008 Charles Holmes type and have agreed this with Supporting improvement agency services People. Undertake national affordable housing CIP_H07_07 01/03/2008 Charles Holmes programme
1
Action Responsibility Action Title Status Progress Due Date Latest Status Update Code For A Corporate response is being developed for the South Workington NM area which highlights economic development, housing and CIP_H&S02 Support LSP in tackling health 01/03/2008 Ian Payne environment as key areas where the Council _07 inequalities in disadvantaged areas can impact upon Health Inequalities. The joint Workington/Whitehaven event in March will guide future working. CIP_H&S03 Produce Gypsy and Traveller Strategy 01/03/2008 Hazel Cushin _07 The S17 Officer post remains vacant and it is Work through CDRP to achieve LAA CIP_H&S05 unlikely to be filled before 1st April 2008. The targets to reduce crime and fear of 01/03/2008 Ian Payne _07 CDRP review is ongoing and there is effective crime Council representation on Task Groups etc. CIP_JC01_0 Deliver successful enterprise Page 140 01/04/2008 Charles Holmes 7 development workers pilot project Deliver the actions in the Joint Area Children and Young People Board delivered CIP_S03_07 01/03/2008 Gillian Bishop Review action plan through LAA. Decision was made by the diversity working group to develop a countywide approach to strategic consultation as this would lead to CIP_CI01_0 Implement the Corporate Equality and 01/03/2008 Hazel Cushin savings over the longer term unfortunately, 7 Diversity Strategy development of countywide SLAs with the representative groups this has delayed the project. Will be complete by 30.06.08 CIP_CI02_0 Approve and implement 2007 Councillor North West Employers to review charter on 15 31/03/2008 Nick Fardon 7 induction programme April 2008. CIP_CI04_0 Implement Corporate Publications 12/04/2008 John ZReynolds 7 Strategy This project has now been consumed by the CIP_CI06_0 Increase accessibility to council services Sharon 01/06/2008 transformation agenda and will form part of 7 in Allerdale towns Thompson the group plan for the next three years Parish Charter agreed at Council on 27 June 2007. To date 23 Parishes have signed up. CIP_P01_07 Adoption of Parish Charter 01/10/2007 Nick Fardon Letter sent chasing remaining parishes w/c 19 November 2007.
2
Action Responsibility Action Title Status Progress Due Date Latest Status Update Code For Implementation of Neighbourhood CIP_P02_07 01/03/2008 David Martin Management Delivery Plan Draft LAA submitted to Government 15 Jan 2008 and awaiting formal response. ABC Support and lead to deliver LAA CIP_P03_07 01/03/2008 David Martin workshop sessions for Members and Officers outcomes planned for Feb /March following key officer workshop in Jan. CIP_JC03_0 Plan and deliver Creative industries due date changed to 31/3/08 as agreed in 31/03/2008 Charles Holmes 6 sector development initiatives refreshed CIP 2007-2012 Develop a co-ordinated approach to meet safeguarding responsibilities as Safeguarding awareness training to be CIP_P05_06 31/03/2008 Gillian Bishop part of the children and young people’s arranged by mid March. agenda. PMP results now received and Parks and Open Produce audit, strategy & action plan to CIP_E02_06 31/03/2008 Ian Payne Spaces Manager working on improvement Page 141 manage our open spaces. programme for ABC sites Due date changed from 31/10/06 to revised CIP_T&I03_ Complete Car Park Strategy for the 31/12/2007 Ian Payne date of 31/12/07 as agreed in refreshed CIP 06 borough 2007-2012. Support WCSF transport & Due date changed form 31/07/06 to revised CIP_T&I05_ infrastructure priority setting through 31/07/2007 Gillian Bishop date of 31/07/07 as agreed in refreshed CIP 06 Master Plan 2007-2012 The Master Plan has been agreed by Full Council. The Master Plan was presented to and supported by the Prime Minister in April. The Develop and implement the West CIP_R02_06 31/07/2007 Gillian Bishop Strategic Forum chaired by SOS Alaister Cumbria Strategic Forum Master Plan Darling will meet in June to discuss and agree the Master Plan. The Plan is on track to meet the identified deadlines. Corus/Derwent Howe: Implement Master Plan proposals as part of West CIP_R03_06 Allerdale Regeneration Programme & 31/03/2008 David Martin Draft Final report due early April West Cumbria Strategic Forum Master Plan
3
Action Responsibility Action Title Status Progress Due Date Latest Status Update Code For First meeting of the Board being scheduled for CIP_CI16_0 Formation of Improvement Board 30/09/2007 Nick Fardon January 08 - agenda to include a discussion on 6 the refreshed CIP. CIP_CI22_0 Development of Shared Service 31/03/2008 Nick Fardon 6 Strategy
Status: In Progress Status: In Progress 1
Action Responsibility Action Title Status Progress Due Date Latest Status Update Code For
Page 142 Unfortunately this has slipped due to illness of Robert Ward over the summer months. CIP_T&I01 However, a proposal document regarding Allerdale transport forum 27/06/2008 Charles Holmes _07 community access/transport issues with recommendations has now been submitted to CMT on 27.11.07
Status: Overdue Status: Overdue 7
Action Responsibility Action Title Status Progress Due Date Latest Status Update Code For Sub actions are: Develop Empty Properties Strategy – this is almost (93%) complete but has been CIP_H03_ Introduce / manage licensing of houses 31/03/2008 Charles Holmes delayed due to having to incorporate empty 07 in multiple occupation property management orders. Develop enforcement policies – this is almost (99%) complete. CIP_JC02_ This objective will be addressed as part of Respond to Hampton Review 01/03/2008 Charles Holmes 07 the objective - Create a Business Forum.
4
Action Responsibility Action Title Status Progress Due Date Latest Status Update Code For This CIP action comprises a number of sub actions which relate to major development schemes requiring further decisions of the CIP_T01_0 Deliver a sustainable future for the 01/03/2008 Charles Holmes Council and which will require considerable 7 borough's heritage assets. resources to translate them into practical action. Work on these will continue into 2008/2009. all work completed on time and transactional CIP_CI05_ Achieve Excellent status for Allerdale's 01/04/2008 Hazel Cushin status achieved. Best shire website in the 07 website North West Wigton Market Hall project and Development Trust project progressing well. Big Lottery Provide project based support for rural CIP_R09_ Application for phase 2 works looking regeneration (MTI’s) to help them 30/04/2008 David Martin 06 positive. Exit strategies for NAP and Keswick deliver their action plans MTI's moving forward but Cockermouth Page 143 needs more development. 22-04-08 - Update is provided on individual outstanding sub-actions (under Notes and History) which should be complete by 30th June 2008. EPiC: - Eden D C are rejoining EPiC from 23.04.08 - eTendering system and supplier Portal – funding has been agreed and given to all the districts in Cumbria to pay for the purchase of the software and subscription for year 1. A Business Case will still be prepared as CIP_CI07_ Implement and monitor Procurement 31/03/2008 Nick Fardon there is an annual cost after the first year for 06 Strategy subscription (£1500). - Corporate Clothing – A county wide contract is currently being tendered (including Parking Attendants uniform where a consistent style has been agreed across Cumbria). - Catering services – the procurement team are currently tendering for buffets and catering. - Entry submitted to GO Awards IDeA marketplace:
5
- Implementation of the system is ongoing and 90 orders to the value of £60,000 been processed through system since its introduction. - Training is ongoing with departments across the Council - The team continue to chase suppliers for their details so they are available for staff to place orders with on the system - The preparation and loading of electronic catalogues is still ongoing Revison of Procurement Strategy is still ongoing This project was delayed due to staff CIP_CI21_ Introduce system of knowledge 31/03/2008 Nick Fardon sickness. The member of staff is now back at 06 management and distribution work and a new project plan is in place.
Page 144 Action Status Completed
Assigned; In Progress
Unassigned; Check Progress; Not Started Overdue
Cancelled
6 Appendix C
Statement on Contracts
Guidance on the publication of the 2008/09 Best Value Performance Plan requires that a brief statement be included regarding the award of contracts.
Allerdale Borough Council certifies that all contracts which involve a transfer of staff will comply with best value requirements including workforce requirements in the Code of Practice on Workforce Matters in Local Authority Service Contracts.
We certify that there have been no staff transfers during the year 1 April 2007 to 31 March 2008.
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Page 146 Agenda Item 14
Allerdale Borough Council
Council – 13 August 2008
Recommendations Referred to Council
Cleansing Fees and Charges
The following recommendation has been referred to Council by the Executive Committee held on the 18 June 2008. It is for Council to consider its response.
Recommended - That Council be requested to agree that Cleansing fees and charges for bulky goods and white goods / televisions be amended to allow a reduction of 50% for residents in receipt of full Council Tax Benefit.
S Brown Democratic Services Manager
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Page 148 Allerdale Borough Council
Executive -18 June 2008
Cleansing Fees and Charges
The Subject of the Decision A review of Fees and Charges for cleansing services, as per Minute 638 (Council Meeting, 5th March 2008)
The Reason for the Decision Members were concerned that charging for the collection of televisions may have an adverse affect on levels of fly tipping in the Borough.
Recommendation That Cleansing Fees and Charges for Bulky Goods and White Goods/Televisions be amended to allow a reduction of 50% for residents in receipt of full Council Tax Benefit.
Environmental Implications Proper arrangements for the collection of bulky goods and white goods increases the opportunity for recycling/re-use and reduces the cost of dealing with fly tipping.
Community Safety Implications None arising from this report.
Financial/Resource Implications Introduction of a reduced charge may increase the number of appointments and service requests, leading to a modest increase in income. Costs of dealing with fly tipping will reduce once more residents have access to the collection service by virtue of the price changes.
Human Rights Implications None arising from this report.
Employment Implications None arising from this report.
Health & Safety & Risk Management Collection of white goods and bulky items Implications through an appointment system presents less of a risk to both staff and the public than collecting fly tipped material from areas open to the public.
Wards Affected All wards.
Page 149
The Contribution this Decision would Will support the priority of creating a high make to the Council’s Key Aims quality local environment.
Is this a Key Decision No.
Portfolio Holder Cllr Sam Standage.
Lead Member of Staff Ernie Davidson Environmental Services Manager 01900 702803 [email protected]
(A detailed listed of implications is appended to the report)
1.0 Introduction
1.1 At the meeting of Council on 5th March 2008, a query was raised about fees and charges for the collection of televisions and white goods. It was agreed at Council that the £10 charge would be reviewed due to concerns regarding fly tipping.
This report seeks to clarify the situation and make Members aware of the effects of other changes to the Fees and Charges.
2.0 Fees and Charges
2.1 The report presented to Council on 5th March showed that the collection of Televisions was proposed at £10, having previously been charged at £0. Members asked for the reasoning behind this apparent increase.
2.2 In the previous year, 2007/8, the Council had made a charge of £7.00 for the collection of ‘White Goods’, such as cookers, washing machines fridges and televisions. The report format used on 5th March separated Televisions and White Goods, both of which were to be charged at £10 in 2008/9.
2.3 In 2007/8 the collection of White Goods was free to those households in receipt of full Council Tax Benefit. The fees and charges agreed for 2008/9 removed that benefit and this has had the effect of reducing service requests to the extent that crews are completing their scheduled collections by mid morning (before moving on to other duties).
Page 150 The table below summarises the impact of the changes to date:
April – May 07 April – May 08 Service Requests- 1012 664 Bulky items Service requests – 594 277 Domestic appliances Reported incidents 60 128* of fly-tipping (April only) * 9 of these reports related to domestic goods
2.4 In addition to the rise in reports to the Council of fly tipping, feedback from Social landlords in Workington has stated that their staff are also dealing with an increased volume of material tipped on their land. Deliveries of White Goods to Home Appliances (the social enterprise that trains young people to refurbish and sell White Goods) have also decreased.
3.0 Conclusion
3.1 Officers are concerned that continuing the policy of charging all households for this service will ultimately lead to an increase in fly tipping and will adversely affect the Council’s recycling performance.
3.2 In the light of the evidence from the first two months of the financial year, it is recommended that a 50% charge be introduced for the collection of white goods and bulky items, for residents in receipt of full Council Tax Benefit. This would result in charges of:
Agreed Proposed Fees & charges Reduction
Televisions and White Goods £10.00 £5.00 Bulky Items £15.00 £7.50
Ian Payne Head of Environment
IMP/SHS 4 June 2008 HEAD OF ENVIRONMENT/REPORTS/18.6.08 cleansing fees and charges
Page 151 Report Implications
Please delete where applicable.
Community Safety N Sport N Financial Y Leisure N Legal N Tourism N Social Inclusion N E-Government N Human Rights N North West Regional N Youth Issues N European N Ethnic Minority Issues N National N Older People Issues N Partnership N Disability Issues N Heritage/Culture N Employment (external to the Council) N Planning Policy N Employment (internal) N Enforcement N Environmental/sustainability Y Transport N Environmental/visual Y Asset Management N Health N Health & Safety Y
Is this a statutory recommendation? N
Is this a key decision? N
Has a risk assessment been undertaken? N
Wards affected All
Background papers None
Page 152 Agenda Item 15
Allerdale Borough Council
Council – 13 August 2008
Recommendations Referred to Council
Stray dogs and responsible dog ownership
The following recommendation has been referred to Council by the Executive Committee held on the 18 June 2008. It is for Council to consider its response.
Recommended - That Council be requested to agree that:
(a) The arrangements and collection charges as set out in section 3 of the report be approved, subject to being reviewed in 12 months time. (b) The arrangements to offer micro-chipping as a replacement for the Tag the Dog scheme be approved.
S Brown Democratic Services Manager
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Page 154 Allerdale Borough Council
Executive – 18 June 2008
Stray Dogs and Responsible Dog Ownership
The Subject of the Decision To agree arrangements for dealing with Stray Dogs and to replace the Tag the Dog scheme.
The Reason for the Decision Report follows on from a report to the Executive meeting on 7th May when further details were requested.
Recommendation That the arrangements and collection charges set down in section 3 of this report be approved.
That the arrangements to offer microchipping as a replacement for the Tag the Dog scheme be approved.
Environmental Implications The arrangements will address the issues of stray dogs within the Borough.
Withdrawal from the Tag the Dog scheme will allow the Wardens team to focus on littering and dog fouling enforcement, in line with priorities expressed by both Members and the public.
Community Safety Implications The proposals will seek to bring about more responsible dog ownership.
Financial/Resource Implications The charging and collection arrangements will help to offset the costs of providing the Acceptance points and kennelling services that the Council is obliged to provide.
Human Rights Implications None arising from this report.
Employment Implications None arising from this report.
Health & Safety & Risk Management None arising from this report. Implications
Wards Affected All wards.
Page 155 The Contribution this Decision would Helps to create a high quality local make to the Council’s Key Aims environment.
Is this a Key Decision No.
Portfolio Holder Cllr Sam Standage.
Lead Member of Staff Margaret Heyes Local Environmental Quality Officer 01900 702824 [email protected]
(A detailed listed of implications is appended to the report)
1.0 Introduction
1.1 At the Executive meeting held on 7th May a report was submitted outlining the new arrangements for acceptance points for dealing with stray dogs outside office hours and also recommending that the Council withdraws from the Tag the Dog Scheme.
Members requested further details to assist with making the decision.
1.2 Members will also recall that the Council had entered into a contract to provide an acceptance point for stray dogs, in line with legislation, to which members of the public could take animals outside office hours.
2.0 Numbers of Stray Dogs
2.1 The numbers of Stray Dogs collected over the last 2 financial years are as follows:
Dogs taken to the Kennels 2006/07 – 273 2007/08 - 309
Dogs retuned home by the wardens: 2006/7 – 71 (estimated) 2007/08 - 40 (estimated)
2.2 Since the acceptance point came into operation in April 2008, 3 dogs have been taken to the facility. Now that the Police have relinquished responsibility for stray dogs, the Council is getting an increasing number of calls to report missing dogs. The table in para 3 suggests an additional charge be brought in to cover the costs of returning animals in such circumstances.
3.0 Arrangements for Collection and Payment
3.1 The table below sets down the different scenarios that may occur, depending upon how a stray animal is collected and returned to its owner. The charges stated assume that the incident is a first offence. For other charges relating to a second or subsequent offence, approved fees and charges apply.
Page 156
SCENARIO FULL COUNCIL COUNCIL TAX TAX BENEFIT Stray dog Owner contacted by phone and dog £20.00 £15.00 (microchipped/tagged) taken home picked up by warden Stray dog Owner contacted by phone - no-one in £35.00 £20.00 (microchipped/tagged) dog taken to kennels, this is to reduce picked up by warden the stress for the dog being in the vehicle and reduce the impact of service delivery
Stray dog (non Taken directly to kennels £40.00 £25.00 microchipped/tagged) picked fine Plus fine Plus up by warden £9.00 £9.00 kennelling kennelling per day per day Stray dog reported missing Taken home after matching with log £40.00 £25.00 (non microchipped/tagged) (not currently identified in Fees and fine fine Charges) Stray dog Through ABC Out of Hours service an £35.00 £20.00 (microchipped/tagged) taken a appointment system with the fine Plus fine Plus to Acceptance Point by a acceptance point is operated, (which £9.00 £9.00 member of the public outside forms the audit trail of costs) – Owner kennelling kennelling normal working hours contacted on receipt of the dog if no per day per day answer dog kept at the acceptance point until the next working day – If not claimed the dog will then be taken to the kennel by the wardens
Stray dog (non Through ABC Out of Hours service an £40.00 £25.00 microchipped/tagged) taken a appointment system with the fine Plus fine Plus to Acceptance Point by a acceptance point is operated, (which £9.00 £9.00 member of the public outside forms the audit trail of costs) – Dogs kennelling kennelling normal working hours are kept in the acceptance point until per day per day next working day. – Dog will be taken to the kennel by the wardens
Stray dog ( non Dog kept in the kennels for 7 clear 40.00 fine 25.00 fine microchipped/tagged) picked days Plus Plus up from kennels by the £9.00 £9.00 owner kennelling kennelling per day per day Stray dog Owner contacted – unclaimed dogs are 35.00 fine 20.00 fine (microchipped/tagged) kept in the kennels for 7 clear days. Plus Plus picked up from kennels by £9.00 £9.00 the owner kennelling kennelling per day per day
Page 157 4.0 A Replacement for Tag the Dog
4.1 In 1993 the Council agreed to develop a Tag the Dog Scheme that would promote responsible dog ownership. A register of owners and pets was established, alongside the provision of collars and tags which would enable stray dogs to be easily returned to their owners.
The scheme was intended to be at least self financing, from the sale of tags etc. The scheme has continued to operate since 1993 and whilst numbers have not been significant, the administrative burden of the scheme and time involved in accessing ownership of the dog through Allerdale’s recording system outside normal working hours and taking animals back to their owners, free of charge, detracts from the key function of the Environmental Wardens, which is littering and dog fouling enforcement and associated educational initiatives.
4.2 In the light of Members’ concerns over the impact of withdrawing from the scheme, officers have considered an alternative that maintains the principle of the scheme but minimises the demand on the time of the Environmental Wardens team.
It is therefore proposed that the 200 (approx) owners remaining on the scheme be contacted and supplied with a new tag on which they can engrave their own details (as stated in the original 1992 documentation) rather than the Council’s contact details which will eliminate the administration of Allerdale operating a manual recording system, this is no longer available outside of normal working hours. Owners will also be offered a free tag or reduced cost microchip for their dog. The Council has a limited supply of tags and microchips that could be used. Once dogs are tagged and/or chipped, collection and payment arrangements will apply as per paragraph 3 above, In the event that a chip cannot be found on the dog or that the customer is not at home, the council must consider that in these instances the full payment of the kennels will be need to be reimbursed.
4.3 This arrangement will ensure that animals have some form or identification and meet the requirements of legislation under The Control of Dogs Order 1930 (as amended) which requires that every dog in a public place must wear a collar with the owner's name and address on it, so that they can be returned if or when they stray. However it does not offer the same level of service as the current scheme, thereby allowing the Wardens to focus on the enforcement activity that is critical to achieving the environmental objectives within the Corporate Improvement Plan.
Ian Payne Head of Environment
IMP/SHS 4 June 2008 HEAD OF ENVIRONMENT/REPORTS/18.06.08 stray dogs
Page 158 Report Implications
Please delete where applicable.
Community Safety Y Sport N Financial Y Leisure N Legal Y Tourism Y Social Inclusion Y E-Government N Human Rights N North West Regional N Youth Issues N European N Ethnic Minority Issues N National Y Older People Issues N Partnership N Disability Issues N Heritage/Culture N Employment (external to the Council) N Planning Policy N Employment (internal) Y Enforcement Y Environmental/sustainability N Transport Y Environmental/visual Y Asset Management N Health Y Health & Safety N
Is this a statutory recommendation? N
Is this a key decision? N
Has a risk assessment been undertaken? N
Wards affected All Wards
Background papers Defra Guidance and previous reports/minutes from Council
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Page 160 Agenda Item 16
Allerdale Borough Council
Council – 13 August 2008
Recommendations Referred to Council
Local Area Agreement for Cumbria 2008-2011
The following recommendation has been referred to Council by the Executive Committee held on the 9 July 2008. It is for Council to consider its response.
Recommended - That Council be requested to agree that:
(a) The final draft of the LAA 2008-2011 be agreed (b) The approach for the delivery of targets and outcomes in the LAA, and in particular Allerdale Borough Council’s contribution to delivery be agreed (c) The relationship between Comprehensive Area Assessment and the delivery of outcomes through the Community Strategy, LAA and Corporate Improvement Plan (CIP) be noted (d) The need to embed the LAA within the refreshed CIP be noted.
S Brown Democratic Services Manager
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Page 162 Allerdale Borough Council
Executive – 09 July 2008
Local Area Agreement for Cumbria 2008-11
The Subject of the Decision Launch of the Local Area Agreement (LAA) for Cumbria 2008-11
The Reason for the Decision The LAA has been agreed and will now go live, impacting on council activities and, in turn, how the council’s performance is assessed.
Recommendations That the Executive notes: 1. the agreed final draft LAA 2008-11 2. the approach for delivery of targets and outcomes in the LAA, and, in particular Allerdale Borough Council’s contribution to delivery 3. the relationship between Comprehensive Area Assessment and the delivery of outcomes through the Community Strategy, LAA and Corporate Improvement Plan (CIP) 4. the need to embed the LAA within the refreshed CIP
Environmental Implications The LAA seeks to promote an integrated approach to protect and enhance the environment
Community Safety Implications The LAA seeks to promote an integrated approach to improve community cohesion and safety
Financial Implications There is no additional budget associated with the LAA. Partners are required to use mainstream budgets to meet the outcomes.
Human Rights Implications None
Employment Implications The LAA seeks to promote an integrated approach to realise a range of measures for economic growth
Health & Safety Implications None Wards Affected All
The Contribution this Decision The LAA is informed by, and informs, our key aims would make to our Key Aims
Portfolio Holder Margaret Jackson Lead Member of Staff Ged Acton, Partnerships Officer 01900 702764 [email protected] (A detailed list of implications is appended)
Page 163 1.0 Introduction
1.1 Cumbria’s first Local Area Agreement (LAA) was negotiated in early 2007 and was in operation from 1st April 2007 to 31st March 2008. This Agreement was planned to run for 3 years (2007 – 2010). The Local Government White Paper Strong and Prosperous Communities (October 2006) directed local authorities to develop a new model of Local Area Agreement for Cumbria, covering the 3 years 2008 – 2011.
1.2 A new LAA has been developed over the last year and fits the revised model of LAA introduced by Government.
1.3 The revised model restates the link with the Community Strategy, the overarching strategy presenting the long-term vision for the area, and the role of the LAA as an important mechanism through which many of the Community Strategy outcomes are delivered. This LAA links to the emerging Community Strategy for Cumbria (which is informed by the Future Generation: Strategy for Sustainable Communities in West Cumbria 2007-27), and the first LAA for Cumbria (2007-08, Year 1 Performance Report attached).
1.4 The draft LAA for Cumbria 2008 - 2011 (Appendix A) has been developed in partnership through the Cumbria Strategic Partnership (CSP).
1.6 The draft LAA contains:
• 35 ‘designated’ targets – these targets are set against indicators selected from the new National Indicator Set (NIS) of 198 indicators and have been negotiated with Government Office North West (GONW) • 16 statutory education and early years targets – these targets are also from the NIS and have been negotiated with GONW • a number of local targets – these are targets agreed with local partners for inclusion in the LAA but have not been negotiated with GONW • 12 stretch targets – these targets are a legacy from Cumbria’s first LAA and are set for 2008/09 and 2009/10
1.7 Delivering the Agreement will better focus energy, action and resources across a range of partners to tackle issues which lie at the heart of well being for people and communities of Cumbria and Allerdale, including;
• Improving skills, qualifications and employability of young people – equipping them for life, strengthening Cumbria’s economy for the future • Tackling some of the key causes of health inequality – including smoking, alcohol and drug abuse • Tacking anti-social behaviour, repeat offending and drink related crime • Reducing household waste and improving local environments
1.8 So, whilst some of the time discussion about the Agreement seems to revolve around arcane acronyms and process, in reality it is about making a difference to people’s lives, quality of life and prospects for the future. We need to retain this focus moving from development to delivery.
Page 164 1.9 Whilst Cumbria County Council is the responsible authority in respect of the LAA, all local authorities are charged with, and committed to, its development, management and agreement (see 1.13 – 1.14).
1.10 Also included in the draft LAA is a list of partners signed up to delivery of each target, including an identified lead partner. The lead partner is responsible for bringing the range of partners together to ensure there is a robust delivery plan in place, as set out in the shared Governance Framework.
1.11 The work to support the delivery planning process focuses on effective performance and risk management, and the use of resources across partners to achieve the agreed outcomes and targets.
1.12 Finalised delivery plans are not in place for all LAA targets. These will be in place by the end of September. Work is required to integrate the council’s LAA commitments within service planning and budget setting processes.
1.13 Allerdale Borough Council has a significant contribution to make to delivering some LAA targets and it is important that these commitments are made taking account of the council’s corporate and budget planning processes. Allerdale Borough Council is also accountable for focusing the commitment of partners, through West Cumbria Strategic Partnership, to achieve LAA outcomes. The LAA therefore needs to feature in our priorities and this will be reflected in the refreshed Corporate Improvement Plan (2008-11).
1.14 The effective delivery of the LAA is central to preparation for the Comprehensive Area Assessment (CAA). The ‘Area Assessment’ element of CAA is expected to focus on Cumbria’s prospects of delivering on its priorities, as set out in the LAA. It is not yet clear how the assessment methodology will drill-down to West Cumbria. The ‘Organisational Assessment’ element of CAA will look at how Allerdale Borough Council is playing its role in delivery of specific elements of the agreement and in fostering effective partnership activity.
2.0 Content
2.1 The Final Draft LAA Submission to GONW (5th June 2008) is attached.
2.2 Ministerial sign off of the LAA is due by end of June 2008.
3.0 Recommendations
3.1 The Executive notes:
• the agreed final draft LAA 2008-11
• the approach for delivery of targets and outcomes in the LAA, and, in particular Allerdale Borough Council’s contribution to delivery
• the relationship between Comprehensive Area Assessment and the delivery of outcomes through the Community Strategy, LAA and CIP
Page 165 • the need to embed the LAA within the refreshed CIP.
4.0 Details of any consultation undertaken
4.1 Recent development of Future Generation and Cumbria Community Strategy involved considerable consultation to consider what the key priorities are for West Cumbria and Cumbria. These two strategies, along with Cumbria’s first LAA, have provided the foundation stones for this LAA. Both strategies have been developed through consultation programmes and using a shared evidence base which comprises performance data, trend and comparator information and survey information from the public.
4.2 In addition to this Elected Members and Senior Officers from organisations across the county have contributed to discussions about our priorities through a range of opportunities including the various “Shaping the LAA events” in 2007; discussions at CLASB and through Cumbria Strategic Partnership.
4.3 The LAA has been shaped through extensive consultation with public, private and 3rd sector partners throughout Cumbria and the draft documents have been checked against sustainability and equality impact frameworks.
4.4 The detailed work on the proposed content of the LAA has been co-ordinated by the Thematic Partnerships of the CSP. Partnerships have worked together to ensure that proposals are cross cutting; avoid the thematic partnership silos; and focus on developing “spearhead indicators” for inclusion in the LAA; behind which a basket of other indicators will lie (outside of the LAA document) to support the issue we hope to address.
4.5 A “West Cumbria proofing” exercise has been conducted through West Cumbria Strategic Partnership, highlighting the elements of the LAA of greatest priority to the communities of West Cumbria.
4.6 The process of refreshing the CIP has highlighted and explored the need for the CIP to incorporate the LAA and other elements of the changing context in which local authorities are operating.
5.0 Details of any conflict of interest declared by any involved party
None.
Ged Acton Partnerships Officer
22nd Oct 2007.
file ref: V:/Partnerships Officer/CumbriaCommunityStrategyRpt.doc
Page 166 Report Implications
Please delete where applicable.
Community Safety Y Sport N Financial N Leisure Y Legal N Tourism N Social Inclusion Y E-Government N Human Rights Y North West Regional N Youth Issues Y European N Ethnic Minority Issues Y National N Older People Issues Y Partnership Y Disability Issues N Heritage/Culture Y Employment (external to the Council) Y Planning Policy Y Employment (internal) N Enforcement N Environmental/sustainability Y Transport Y Environmental/visual Y Asset Management N Health Y Health & Safety N
Is this a statutory recommendation? N
Is this a key decision? N
Has a risk assessment been undertaken? N
Wards affected: All
Background papers: Cumbria Community Strategy - Consultation Draft, 10 Sept 2007.
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Page 168
A Local Area Agreement for Cumbria 2008 - 2011
DRAFT
Final Submission to Government Office North West
5th June 2008
Page 169
CONTENTS
1. Introduction
2. Developing the LAA
3. What our LAA will achieve
4. Appendix 1: Cumbria’s Story of Place
5. Appendix 2: Proposed LAA Indicators and Targets (Designated)
6. Appendix 3: Proposed LAA Indicators and Targets (Local)
7. Appendix 4: Statutory Education and Early Years Indicators and Targets
8. Appendix 5: Legacy (Stretch) Indicators and Targets from 2007 LAA
9. Appendix 6: Cumbria Strategic Partnership Members
5th June 08 – Final Submission 2
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1. Introduction
1.1 This is the final draft of the second Local Area Agreement (LAA) for Cumbria. It sets out indicators, baselines and targets being negotiated with Government for inclusion in Cumbria’s LAA for 2008 - 2011.
1.2 Being able to put these proposals to GONW signifies another major step forward in partnership working within the county. Our ability to collectively agree on the things that are important for the area; and what we need to work together on is constantly growing. This in turn is developing a strong sense of shared responsibility for delivering together on our shared priorities.
1.3 The 2008 Local Area Agreement is part of a suite of documents, all intended to address different issues within Cumbria, but with inextricable links to each other. These documents include:
• Cumbria Sustainable Community Strategy • Cumbria Local Area Agreement 2008 • Cumbria Sub Regional Spatial Strategy • The Evidence Base
2. Developing the LAA
2.1 The recent development of our refreshed Community Strategy and a Cumbria Story of Place has provided us with an opportunity to consider again what the key priorities are for Cumbria. These two documents, along with the county’s first LAA, have provided the foundation stones for our proposed 2008 - 2011 LAA.
2.2 The Community Strategy and Story of Place have been developed using our evidence base which comprises performance data, trend and comparator information and survey information from the public. In addition to this Elected Members and Senior Officers from organisations across the county have contributed to discussions about our priorities through a range of opportunities including the various “Shaping the LAA events”; discussions at CLASB and the CSP Executive.
2.3 The documents have been shaped through extensive consultation with public, private and 3rd sector partners throughout Cumbria and the draft documents have been checked against sustainability and equality impact frameworks. The proposed priorities, indicators and targets submitted here have also been formally considered by the County Council.
5th June 08 – Final Submission 3
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2.4 The detailed work on the proposed content of the LAA has been co- ordinated by the Thematic Partnerships of the CSP. Partnerships have worked together to ensure that proposals are cross cutting; avoid the thematic partnership silos; and focus on developing “spearhead indicators” for inclusion in the LAA; behind which a basket of other indicators will lie (outside of the LAA document) to support the issue we hope to address.
2.5 We have listened to our communities and elected members in all localities and will use specific locality based information when developing actions.
3. What our LAA will achieve
3.1 Cumbria’s draft Community Strategy sets out the partnership aspirations for the county.
“Cumbria will be a place where we work together to … energise ….
• … safe, strong and inclusive communities • … health and well being throughout life • … a sustainable and prosperous economy • … effective connections between people and places • … world class environmental quality”
3.2 The proposed LAA indicators have been selected to support these outcomes. We are classing them as our “spearhead indicators” that we believe will drive forward performance on a wider range of indicators and issues than the technical wording relates to.
3.3 We have been keen to ensure that the LAA adds value to delivery of wider outcomes in Cumbria and have used a range of criteria to help with the selection of indicators. In particular, this means that:
• Some indicators relevant to Cumbria are not within the LAA, but will feature in the processes to support delivery of the Community Strategy vision since they are longer term in nature and cannot be delivered within the three years of the LAA (for example life expectancy and higher wage rates in rural areas)
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• We have chosen indicators to act as spearhead indicators with other indicators grouped in baskets outside of the LAA to support delivery • In an area like Cumbria we clearly wish to use the LAA and Community Strategy processes to tackle inequalities and reduce gaps in performance – be they geographical (for example caused by deprivation in Barrow, West Cumbria and Carlisle; or caused by rural issues and barriers within Eden) or Communities of Interest (for example Children Looked After or people with learning disabilities). However the national indicator set does not always reflect targets for inequalities. Hence few of the targets in the LAA go below the spatial level of the county. However, in a wide range of areas we will want to develop targets and targeted action to address this.
3.4 Delivery of the priorities and targets set out in this LAA is supported by the shared Governance Framework agreed by partners across the county in spring 2007. Support will be given to partners in developing and delivering the targets set out in the agreement through delivery planning processes that will underpin the ongoing performance management of the Local Area Agreement. This will provide lead agencies within delivery cluster groups with support around:
• Financial Planning • Performance Management and Data Quality • Risk Management • Action Planning
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APPENDIX 1: Cumbria’s Story of Place – A Summary
4. The Cumbria Story of Place
4.1 Almost all of the issues facing Cumbria over the next 30 years are common to the UK as a whole. Climate change and the impact of action to mitigate its effects, changing demographics creating older, more single-person and more culturally diverse households, increasing expectations for personalisation and quality of public services are just some of the specific priority issues we will all face together.
4.2 Perhaps our biggest single challenge is the number of young people leaving the county to find opportunities – employment and lifestyle – which they don’t yet see offered in Cumbria. Reversing this trend is important for the future of our communities and county.
Chart 1: Net population change through migration (‘97-‘06), by district
Allerdale Barrow Carlisle Copeland Ed e n SLDC 5 4 3 2 1 0 -1 -2 -3 Net Pop chg (000s) chg Pop Net -4 0-15 16-24 25-44 45-64 65+ Age Group
Notes: all districts experiencing net out-migration of 16-24 year olds
Key issues for Cumbria
4.3 Some of these factors will impact much more dramatically, acutely or quickly on life in Cumbria than elsewhere. The restructuring of the economics of agriculture and land-management, changing demands and expectations from tourism and the future for UK energy policy and an increasingly ageing population balance, will have particularly strong resonance here, because of our current context, and based on predictable future trends.
4.4 On many of these issues Cumbria is potentially in the vanguard of national thinking, and has a chance to capitalise by spearheading innovation.
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4.5 In order to achieving a truly sustainable Cumbria we will need to take account of all these challenges alongside many others, that may effect Cumbria as a whole or parts of the County in a distinctive way. To improve areas of need we will be required to develop forward thinking, innovative and flexible partnership working.
4.6 Sustainability cuts across all themes of the Cumbria Community Strategy and reaches further than the ‘old green agenda’ which focussed on environmental quality and cleanliness, known more recently as the liveability agenda. Whilst liveability is important and forms one strand of sustainability there are many other aspects to address, such as improving access to services, creating new employment opportunities and providing everyone with a decent home.
4.7 In Cumbria we will need more affordable and sustainably built homes. We need to ensure essential services are accessible to all through sustainable transport choice and community travel schemes. The environment must be protected and valued for the services it provides and enhanced to ensure biodiversity increases and thrives. The Cumbrian economy must realise the potential of the environment sector and the opportunity to lead the way as a sustainable tourism destination.
4.8 We will have to manage our waste more sustainably and minimise our consumption of resources reducing waste to landfill and maximising recycling rates. Only by balancing and integrating the social, economic and environmental components of Cumbria’s needs will we achieve truly sustainable communities.
Distinctive solutions for Cumbria
4.9 Other dimensions of these issues – like provision of effective and efficient public services and the need for our economy to respond to globalisation will need particularly distinctive Cumbrian solutions, reflecting our settlement pattern, geography and history.
4.10 There is great scope for the County to become a centre for renewable energy development and expertise. The value to the Cumbrian economy of the natural environment and its explicit links to the tourist industry offer great opportunities in developing the sustainable tourism sector. We are experts on countryside management techniques and have a good tradition of producing high quality local produce and are one of only two Fair Trade Counties in the Country.
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4.11 By harnessing these skills amongst the varied and large range of skills within the County, we have the chance to carve out unique solutions, drawing strength from our understanding of place rather than having to accept off the shelf national blueprints or models.
Narrowing gaps, tackling inequalities
4.12 This strategy aims to tackle inequalities for all groups. We will follow an inclusive concept of ‘narrowing the gap’ and improve the quality of life for all in the County. We will excel in both our statutory duties to promote race, disability and gender and in our commitment to ensuring everyone in Cumbria has a high standard of living and an equal chance to succeed in life.
4.13 In some cases though, broadly average county-wide performance on a range of quality of life indicators obscures sharply localised inequalities for specific communities and neighbourhoods. Issues like worklessness, crime and disorder, health and educational attainment and participation in higher education show stark inequalities across and within the county.
4.14 The 2007 Indices of Multiple Deprivation (1=the worst) ranks Barrow as the 29th most deprived local authority area out of 354 in England. Barrow is the most deprived area in Cumbria and the 2nd most deprived district authority area within the country (excluding Metropolitan areas).
4.15 Other deprivation scores identify specific problems relating to certain types of deprivation elsewhere in Cumbria, and the extent of the inequality that exists. For example in terms of economic activity Eden ranks 100th deprived district of all 354 in England, while Barrow is the 32nd most deprived. However when looking at rural deprivation, Eden ranks as the 27th most deprived in England. This demonstrates the differences between districts in the County and the different issues that face these contrasting areas.
4.16 The priority which needs to be given to tackling these inequalities is highlighted throughout the strategy and will be addressed through a particular focus on narrowing the gaps within the LAA. In order to successfully narrow the gap in priority themes, we must concentrate on the worst performing areas whilst ensuring that standards are maintained or enhance in other areas. These are the complexities that this strategy and its delivery plan aim to address.
4.17 This section sets out key aspects of this context for Cumbria against each element of our vision. At the heart of this approach is a belief Cumbria can transform its approach to governance and dramatically improve quality of life for all. To do this the county needs to work more
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strategically, with a better understanding of links between issues and areas.
Safe, strong and inclusive communities
4.18 Cumbria in the future will be a place young people want to stay, come back or relocate to. A diverse age profile for the county is key to our future. Young people growing up in the county must feel it is a safe and welcoming place with opportunities to tap their energy and commitment.
4.19 The early 21st century has seen an emerging culture where young people are too often equated with anti social behaviour. We want Cumbria to be a place where young people can live, work and play in an area where they are respected and recognised for the positive contribution they make to communities, both in rural and urban areas. Ever emerging information technology and the development of online communities and social networks will, alongside improved physical connections; enable young people to flourish both socially and culturally.
4.20 Young people living and working in Cumbria can expect to grow up in a County which is increasingly attuned to their needs and expectations. Inequalities in educational attainment will be addressed. Nationally innovative collaboration between the new University of Cumbria, the Further Education Colleges, schools, business and the voluntary sector, will help re skill and up skill the county’s workforce. This will also encourage local businesses to work with it, provide relevant education and training and undertake research in fields of benefit to Cumbria and beyond. By these means the University will help stimulate economic regeneration across the sub region through the creation of learning opportunities that meet current needs and also, by helping to grow future economic opportunities.
4.21 People here are passionate about the strength of their communities, evidenced by high levels of volunteering, self-help and community activism. Cumbria bucks the national trend of individuals withdrawing from civic society.
Cumbria enjoys volunteering rates at around 1:3 of the population contrasting with a national figure of less than a quarter
It has the potential to further build on this strength and nurture those who contribute directly and personally to their communities. Fostering and investing in active, engaging, self-help promoting communities will underpin achievement of the entire strategy for Cumbria.
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4.22 This will support strong and cohesive communities, where people from all backgrounds get on well together, deriving resilience from their increasing diversity as Cumbria welcomes increasing numbers of people from across the European Union (EU) to meet the needs of key sectors of our economy, particularly in tourism, agriculture and Engineering.
Chart 3: International migrants in Cumbria (from National Insurance number registrations)
E Europe W Europe Asia Africa Australasia N America S America NA 10
8 6
4
2 NINo Applications (000s) Applications NINo 0 02-'03 03-'04 04-'05 05-'06 06-'07
Notes: although only figures for applications are available Cumbria is the chosen location for many international migrants and numbers have increased rapidly since the 2004 round of EU expansion
4.23 Cumbria is a safe county. However, there are community concerns over the fear of crime which need to be addressed.
Chart 4: Crime and fear of crime in Cumbria
Burglary Car Crime 8 14 7 12 6 10 5 8 4 6 3 2 4 Fear of Crime (%) Crime Fear of 1 2 Recorded Crime(000s) 0 0 '01/02 '02/03 '03/04 '04/05 '05/06 '06/07
Notes: Both recorded crime (bars) and fear of crime (lines) have fallen in recent years in Cumbria
4.24 Cumbria cannot be complacent about crime in general and every community and neighbourhood needs to prevent violent crime, disorder and substance misuse becoming the challenges faced by other places.
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This in turn will support greater cohesion and confidence within Cumbria.
Chart 5: Residents views on which issues are important and which need improving
60 50 40 Level of Crime 30 Sports Community Facilities 20 events Shops & Leisure Needs improving (%) improving Needs 10 Cultural Facilities Facilities Race Relations 0 0 10203040506070 Is important (%)
Notes: the level of crime is the most important issue for residents of Cumbria
4.25 Set against this positive, creative vision for Cumbrian society, are very real concerns about the quality, accessibility and performance of local services.
4.26 Across a range of sectors, pressure for efficiency and modernisation has led to fears about centralisation and consequentially reduced access for local, particularly rural, communities. Our vision though, is that Cumbria’s citizens of the future will be better informed than ever, wanting and receiving choice and individualisation in the services they need.
4.27 A commitment to a shared approach to consultation and engagement with communities will enable citizens to benefit from one-stop access to services from all organisations. This will simultaneously improve efficiency and effectiveness. It will also reconnect public servants with communities, making them directly accountable to the local population instead of remote administrations.
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Health and well-being throughout life
4.28 Our population has an increasingly ageing profile – markedly ahead of national trends.
Chart 6: Forecasted age profile change in Cumbria, 2004-2029
2004 2016 2029 120 100
000s) 80
60 40
Population ( Population 20 0 0-14 15-29 30-44 45-59 60-74 75-84 85+ Age Group
Notes: rapid growth expect in all ages over 60 years
4.29 We want to use this to give valuable insight on issues which will soon have national and international resonance. By leading work to support older people to stay fit, remain active and engaged in society, people growing older in Cumbria will benefit from investment in increasing independence.
4.30 This investment will be returned through the massive contribution older people will make to cohesive and strong Cumbrian civic society through their spending power, enthusiasm for volunteering and community activism. They will bring their experiences to bear on issues and challenges in their neighbourhoods.
4.31 While life expectancy in Cumbria is higher than the national average, there are stark differences between the health of people living in different parts of the county, with those in some places dying an average of 20 years earlier than the county average.
Residents of Moss Bay ward (Allerdale) have a life expectancy of 71.8 years. Residents in Greystoke ward (Eden), however have a life expectancy of 91.3 years
4.32 Similar unacceptable variation occurs across indices like poor diet, smoking and alcohol abuse, with under performance closely correlated with other indices of deprivation.
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4.33 Cumbria is committed to becoming a health promoting county, using the vibrancy of its communities, its considerable natural resources, easy access to sport and recreation and outstanding quality of life to deliver benefits for long term health and wellbeing. Current performance shows relatively high levels of people experiencing long-term limiting illness or rating their health as ‘not good’. This situation leads to very high levels of incapacity benefit claims and associated high levels of worklessness in some parts of the County.
4.34 These issues are of most significance in parts of Barrow in Furness, West Cumbria and Carlisle. We believe this picture can be turned around through action across all elements of this strategy, focusing on the parts of the County with the most need.
4.35 Ensuring stronger and more vibrant communities will improve mental well being, self confidence and increase the influence people have on their lives and surroundings – a major contributor to health and well- being. Tackling action in the round will make Cumbria a health promoting setting for all.
A sustainable and prosperous economy
4.36 Cumbria’s economy will be transformed in the next thirty years. Knowledge based and creative industries which derive strength and resilience from our outstanding quality of life are turning around historic underperformance.
Chart 7: Change in economic productivity over time
1995-2005 2004-2005
Merseyside 59.4% 2.7%
Lancs 52.6% 3.3%
G Manc 63.1% 3.4%
Cheshire 59.3% 3.8%
E Cumbria 49.5% 4.3%
W Cumbria 20.0% 2.7%
Cumbria 35.8% 3.7%
NW 57.7% 3.4%
England 72.4% 4.1%
UK 70.4% 4.2%
0 204060800246
Notes: Cumbria’s economy has grown very slowly since 1995 but since 2000 the growth rate has been more similar to the national average
4.37 Longstanding strengths in the energy, manufacturing and tourism sectors are being refreshed. However we must take account of issues affecting the economy, most prominently in West Cumbria, through the shift to decommissioning in the nuclear industry. This alongside declines in
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other industries must be addressed in order for Cumbria to create a thriving and competitive economy.
4.38 The importance of farming and land management to the County’s economy has sometimes been marginalised or ignored. However, this has to be central to our future vision, particularly given its role in creating and sustaining the high quality environment enjoyed by residents and tourists alike.
4.39 While unemployment across Cumbria has gradually fallen over the past five years rates remain highest in Barrow. In July 2007, the unemployment rate in Barrow (2.6%) was a full percentage point above the Cumbrian average (1.6%) and over a quarter percentage point above the UK average (2.3%). The numbers of long-term unemployed has fallen across Cumbria over the past two years with the exception of Barrow where 12.7% (July, 2007) of the workforce has been out of work for over 12 months.
4.40 Cumbria is a strong, inter-dependent county where future prosperity will come from investment and growth, building on its intrinsic strengths. We must concentrate our efforts in areas of high priority to ensure high levels of quality employment across the County.
4.41 There is an enormous diversity of opportunity to invest in Cumbria’s City, towns and rural communities. The collective resource from Cumbria’s diverse communities is a massive and tremendously creative force for good. We will find ways to harness this diversity and creativity better and more consistently.
4.42 Cumbria enjoys a potential competitive economic advantage through the quality of its environment. We must harness this valuable resource and create and build upon more sustainable tourism, therefore addressing one of the great tensions between economic growth and protecting the environment.
4.43 The globally recognised ‘Lakeland’ brand, the clustering of high technology energy related businesses on the west coast and its focal position on major north-south routes from the North West into Scotland and the North East are all potential advantages and tools to support a prosperous Cumbrian economy.
4.44 This advantage can best be realised through this strategy by ensuring the actions of all key organisations recognise and maximise their impact on prosperity. This includes the creation of a public realm which matches the natural environment for quality, and public services – particularly
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health and education – which compare favourably with national best practice
Effective connections between people and places
4.45 Cumbria is often perceived as remote and distant from the major city regions – Manchester, Liverpool, Newcastle, Glasgow and Edinburgh.
Chart 8: Distance from major urban centres
Notes: The red dots show urban centres with a population in excess of 100,000. The circles surrounding these dots have a radius of 50km. Cumbria falls outside these.
4.46 These cities are nationally considered to be economic powerhouses for increased prosperity and cultural centres for vibrant urban lifestyles. Cumbria has only a quarter the density of Motorway or duel carriageway of the national average, making road journeys to major cities difficult from areas such as Barrow and West Cumbria. This lack of quality networks is seen to inhibit inward investment and further reinforces the sense of remoteness.
4.47 Yet perversely this isolation, coupled with the sparsity of much of its settlement pattern, means that Cumbria’s communities have a proudly independent spirit – a vibrancy of a very different and distinctive kind. It has also helped make Cumbria an influential meeting place, a border county able to draw strength from alliances and connections with other regions and nations.
4.48 Our vision is of a county which is effectively plugged into the mainline of communications, but whose tranquillity isn’t diminished by strengthening improved, efficient, fit for purpose and safe, physical connections to major markets. Development will be supported that achieves more equitable access to housing, services, education, health
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care and employment in order to build a county where connections within Cumbria help reduce inequality.
Eden District is the most deprived Local Authority in mainland England in terms of “geographical barriers”
4.49 Cumbria will be a County where information and learning on excellence flows effectively from place to place and from organisation to organisation. These flows will break down barriers between public, private and third sector groups without our distinctive and fiercely independent communities succumbing to the blandness which blights many town and city centres elsewhere in the UK.
4.50 Communities expectations will be for services tailored around their needs. They will expect organisations to share and manage data, enabling them to ‘say it once’, ‘do it many times’, having an interaction with intelligent public services as a whole, rather than having to deal separately and repeatedly with individual services in isolation.
4.51 To achieve this vision, public services in Cumbria will pool capacity to increase quality. They will use the push for more efficiency and value for money to integrate policy and strategy, develop common back office support, and base their services in single locations within communities. This will get most value from limited resources. It will, together with use of information technology, improve access to high quality services across Cumbria.
4.52 The challenge for this strategy is to find ways of drawing strength from, and improving the connections between, the diverse experiences of life from communities across Cumbria. It will focus our energy on narrowing gaps – raising performance of the weakest to that of the strongest and capitalising more successfully on where Cumbria is strong.
World-class environmental quality
4.53 Cumbria’s environmental quality, diversity (including biodiversity) and resource is genuinely world-class. Yet sometimes an innate modesty and reserve results in a reluctance for Cumbrians to talk up this aspect of our county and to play to our unrivalled strengths. One World Heritage Site, one potential World heritage Site, two National Parks, Areas of Outstanding Beauty, and a Heritage Coast have a fundamental impact on daily life in Cumbria.
4.54 On the other hand, a chocolate box perception of Lakeland, Fellside or Cumbria’s rural communities can distort our understanding that, for
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many people, a combination of physical isolation, poor access to essential services and lack of social networks blight quality of life.
A 2007 report by Voluntary Action Cumbria into the loss of rural services found that:
• The loss generates strong negative feelings • It makes communities feel no-one cares for them • The closure leads to a reduction in choice for older people • The loss increases fears for the future of the area • It negatively impacts on social contacts and networks • Local people have to travel more
4.55 Beautiful scenery is no compensation for lack of opportunity. A key element of such communities must be provision of affordable and decent standard housing which enables young people to stay in the county, and which is flexible enough to support people’s needs for independence throughout their whole life.
Chart 9: House price v’s earnings growth in Cumbria
180 20 +26% 18 160 140 +125% 16 14 120 12 100 10 80 7.7 8 60 6.4 6
Av House Price(£000s) 5.5 40 4.5 4 4.3 4.1 Av Annual Earnings (£000s) 20 2 0 0 '00 '01 '02 '03 '04 '05 '06
Notes: Average house prices grew by 125% between 2000 and 2006 while earnings only grew by 26%. The average house price is now 7.7 times the average earnings
4.56 Communities will be supported to play their part. Through easy and direct access to renewable energy sources, enthusiasm for community based recycling and waste reduction projects and commitment to taking care of communities for the benefit of all, Cumbria is well placed to lead national thinking in this area.
4.57 By leading as a sustainable tourism destination, encouraging home-based and micro business start ups, community transport provision, Fairtrade and local produce schemes, Cumbria will demonstrate excellence in creating and supporting sustainable communities.
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4.58 Managing, sustaining and, where possible, enhancing Cumbria’s unrivalled natural landscape, is also central to the achievement of much of this strategy. The local landscape quality, character and distinctiveness will be protected through careful management to maintain the remoteness and tranquility of our unique environment.
4.59 A higher quality public realm which matches the standard of our landscape is one key to increased visitor returns and improved business performance.
4.60 In the context of intense global concerns about climate change, energy consumption and the management of waste, Cumbria aims to be a beacon for best practice on sustainable rural communities. It will be a low carbon County. More energy will be generated by renewable technologies; more sustainable modes of transport will be available allowing people to access services without using their cars with rural areas benefiting from effective community travel plans.
4.61 New development will be planned that takes account of climate change with more energy and resource efficient buildings being built. Industry and business will continue to reduce their contribution of climate changes gases. We will have in place more sustainable methods of managing our water and waste and Cumbria will procure its goods and services in a way that reduces the impacts of climate change.
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Page 186 All targets subject to negotiation APPENDIX 2: Proposed LAA Indicators and Targets (designated)
(w) – this denotes indicators, relevant to tackling worklessness, provisionally selected – this basket of indicators has the potential to attract a greater share of Working Neighbourhoods Fund reward. These are currently subject to negotiation.
Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise 08/09 09/10 10/11 which are acting as lead indicated) partner/s (shown with a *) Reduce NI 153 Working age people Jobcentre Plus*, Allerdale worklessness claiming out of work benefits in Borough Council, Barrow the worst performing Borough Council, Carlisle neighbourhoods* (W) City Council, Copeland
Page 187 32.3% 31.3% 30.3% 29.3% Borough Council, Cumbria (May 2007) County Council, Derwent & (-1%) (-1%) (-1%) Solway Housing Association, Cumbria Rural Enterprise Agency, Furness Enterprise, Cumbria Vision NI 146 Adults with learning Cumbria County Council* disabilities in employment* (W) Job Centre Plus, Oaklea Trust, West House, Cumbria Care Workstep,
16% Cumbria Partnership Trust 10% 12% 14%
(192) (120) (145) (168) (cumula (2007/08) tive
total)
5th June 08 – Final Submission 19 All targets subject to negotiation Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise 08/09 09/10 10/11 which are acting as lead indicated) partner/s (shown with a *)
Encourage NI 171 New business registration Cumbria Vision* existing rate* To be established
businesses to in Autumn 20081 grow Improve skills NI 163 Proportion of population Learning & Skills Council throughout aged 19-64 for males and 19-59 70.6% Cumbria*, Cumbria Further Cumbria for females qualified to at least (2006 Annual 74.32% 76.18% 78.04% Education Providers, Level 2 or higher* (W) Population Survey2) Cumbria County Council, Page 188 Cumbria Vision NI 165 Proportion of population University of Cumbria*, aged 19-64 for males and 19-59 Learning & Skills Council for females qualified to at least 25% 26.2% 27.4% 28.6% Cumbria3 Level 4 or higher * NI 106 Young people from low Cumbria County Council*, income backgrounds progressing University of Cumbria, to Higher Education* Allerdale Borough Council, Barrow Borough Council, To be established Carlisle City Council, by 30th June 084 Copeland Borough Council, Eden District Council, South Lakeland District Council, Cumbria Primary Care Trust, Connexions Cumbria, Learning & Skills Council
1 Targets will be negotiated when baseline established. 2 Applies to 2006/07 financial year 3 Additional partners to be confirmed 4 Baseline to be established when data is available
5th June 08 – Final Submission 20 All targets subject to negotiation Cumbria, Cumbria Constabulary, National Probation Cumbria Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise 08/09 09/10 10/11 which are acting as lead indicated) partner/s (shown with a *)
Support NI 110 Young people’s Cumbria County Council*, Children & participation in positive Allerdale Borough Council, Young People activities5* Barrow Borough Council, on the Carlisle City Council, pathway to Copeland Borough Council, To be established success Eden District Council, South late 2008 / early Lakeland District Council, Page 189 2009 Cumbria Primary Care
Trust, Connexions Cumbria, Learning & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria NI 117 16 to 18 year olds who Connexions Cumbria*, are not in education, training Allerdale Borough Council, and employment (NEET)* (W) Barrow Borough Council, Carlisle City Council, Copeland Borough Council, Cumbria County Council, 5.3% 4.8% 4.8% Eden District Council, South 5.2% Lakeland District Council,
Cumbria Primary Care Trust, Learning & Skills Council Cumbria, Cumbria
5 Indicator to be measured by survey data – survey data expected late 2008 / early 2009 – targets to be negotiated when data available
5th June 08 – Final Submission 21 All targets subject to negotiation Support Constabulary, National Children & Probation Cumbria Young People NI 19 Rate of proven re- Cumbria County Council*, on the offending by young offenders* Allerdale Borough Council, pathway to Barrow Borough Council, success Carlisle City Council, (cont.) Copeland Borough Council, Eden District Council, South Lakeland District Council, Cumbria Primary Care Trust, Connexions Cumbria, Learning & Skills Council Cumbria, Cumbria Constabulary, National
Page 190 Probation Cumbria
To be established t 6 by 31 March 2009
6 Targets will be negotiated when baseline established
5th June 08 – Final Submission 22 All targets subject to negotiation Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise 08/09 09/10 10/11 which are acting as lead indicated) partner/s (shown with a *)
Improve life NI 123 Stop smoking* 716 per 100,000 Cumbria Primary Care expectancy (based on average Trust*, Cumbria County of years 2004 to Council, Allerdale Borough 2007 – provided by Council, Barrow Borough Vital Signs) Council, Carlisle City Council, Copeland Borough 547 per 764 per 760 per 731 per Council, Eden District 100,0007 100,000 100,000 100,000 Council, South Lakeland (2007/08) District Council, Healthy 3,189 3,189 3,083 Schools, Connexions, Page 191 2270 quitters quitters quitters quitters Cumbria Partnership Trust achieved a year a year a year NI 39 Rate of Hospital Cumbria Primary Care Admissions per 100,000 for Trust*, Cumbria Partnership Alcohol Related * Trust, Cumbria County Council, Cumbria Constabulary, Allerdale Borough Council, Barrow 1,914 2,001 2,072 Borough Council, Carlisle 1,702 per 100,000 per per per City Council, Copeland 100,000 100,000 100,000 Borough Council, Eden District Council, South Lakeland District Council
7 Definition subject to change from 2009/10
5th June 08 – Final Submission 23 All targets subject to negotiation Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise 08/09 09/10 10/11 which are acting as lead indicated) partner/s (shown with a *)
Improve life NI 40 Number of drug users Cumbria Primary Care expectancy recorded as being in effective 4% 6% 8% Trust*, Cumbria County (cont.) treatment* 1336 increase increase increase Council, Cumbria (2007/08 on on on Constabulary, Connexions 8 estimated) baseline baseline baseline Cumbria, Cumbria Youth Offending Service, 1389 1417 1446 Probation Service,
Increase NI 130 Social Care clients Cumbria County Council*, Page 192 choice and receiving Self Directed Support Disability Association Carlisle control for per 100,000 population and Eden, Cumbria Direct services users (Direct Payments and Individual Payment Advice and Support, Budgets)* Cumbria ICT User Involvement Consortium, In Control,
Furness Carers, West Cumbria Carers, Carlisle Carers, 530 1060 1863 National Centre for 111 per 100,0009 per per per Independent Living, 100,000 100,000 100,000 Commission for Social Care Improvement, People First, Making Space, Cumbria Disability Network, Age Concern, Cumbria Mental Health Users Group, Cumbria Partnership Trust
8 The baseline for this indicator will be confirmed when finalised baseline data for 2007/08 is available in August 2008 - the targets will be given numerical values at that time. 9 Direct payments only – Individual budgets to be included from 2009
5th June 08 – Final Submission 24 All targets subject to negotiation Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise 08/09 09/10 10/11 which are acting as lead indicated) partner/s (shown with a *)
Further NI 4 % of people who feel they Cumbria County Council*, strengthen can influence decisions in their Allerdale Borough Council, community locality* Barrow Borough Council, empowerment Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland District Council, Cumbria Association of Local Councils, Cumbria Association of Councils for Voluntary Service, Cumbria Primary Page 193 Care Trust, Cumbria Constabulary, Youth To be established Offending Service, Probation when place survey Service, Drug & Alcohol data available10 Action Team, Rural Forum, Voluntary Action Cumbria, Crown Prosecution Service
10 Targets will be negotiated when baseline established
5th June 08 – Final Submission 25 All targets subject to negotiation Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise 08/09 09/10 10/11 which are acting as lead indicated) partner/s (shown with a *)
Further NI 5 Overall / general Cumbria County Council*, strengthen satisfaction with local area* Allerdale Borough Council, community Barrow Borough Council, empowerment Carlisle City Council, (cont.) Copeland Borough Council, Eden District Council, South Lakeland District Council, Cumbria Association of
Page 194 Local Councils, Cumbria Association of Councils for Voluntary Service, Cumbria Primary Care Trust, To be established Cumbria Constabulary, when place survey 11 Youth Offending Service, data available Probation Service, Drug &
Alcohol Action Team, Rural Forum, Voluntary Action Cumbria, Crown Prosecution Service
11 Targets will be negotiated when baseline established
5th June 08 – Final Submission 26 All targets subject to negotiation Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise 08/09 09/10 10/11 which are acting as lead indicated) partner/s (shown with a *)
Further NI 7 Environment for a thriving Cumbria County Council*, strengthen third sector* Allerdale Borough Council, community Barrow Borough Council, empowerment Carlisle City Council, (cont.) Copeland Borough Council, Eden District Council, South Lakeland District Council, Cumbria Association of Local Councils, Cumbria Association of Councils for Page 195 Voluntary Service, Cumbria Primary Care Trust, 22%12 22% 24% 28% Cumbria Constabulary, Youth Offending Service, Probation Service, Drug & Alcohol Action Team, Rural Forum, Voluntary Action Cumbria, Crown Prosecution Service
12 Indicative baseline estimate only from a pilot survey conducted nationally. More accurate figures will be available following the first wave of the national Cabinet Office Survey in the autumn. As a result these figures could change.
5th June 08 – Final Submission 27 All targets subject to negotiation Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise 08/09 09/10 10/11 which are acting as lead indicated) partner/s (shown with a *)
Improve NI 1 % of people who believe Cumbria County Council*, respect and people from different Allerdale Borough Council, community backgrounds get on well Barrow Borough Council, cohesion together in their local area* Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland District Council, Cumbria Association of
Page 196 Local Councils, Cumbria Association of Councils for Voluntary Service, Cumbria Primary Care Trust, Cumbria Constabulary, Youth Offending Service, 83% 84% 85% 87% Probation Service, Drug & Alcohol Action Team, Rural Forum, Voluntary Action Cumbria, Crown Prosecution Service
5th June 08 – Final Submission 28 All targets subject to negotiation Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise 08/09 09/10 10/11 which are acting as lead indicated) partner/s (shown with a *)
Reduce crime NI 20 Assault with injury crime Cumbria Constabulary*, and fear of rate*13 Allerdale Borough Council, crime Barrow Borough Council, Carlisle City Council, Copeland Borough Council, Cumbria County Council* Eden District Council, South Lakeland District Council, Probation Service, Cumbria Fire & Rescue Service, Cumbria Police Authority, Page 197 3405 3235 3073 Cumbria PrImary Care Trust, 3584 Voluntary Action Cumbria,
Cumbria Association of Local 6.86 7.22 per 1000 6.52 6.19 Councils, Cumbria Association population Per per per of Councils for Voluntary (2007/08) 1000 1000 1000 Service, Crown Prosecution population population population Service
13 3 year targets have been provisionally agreed with targets for years 2 and 3 to be revised at the annual refresh
5th June 08 – Final Submission 29 All targets subject to negotiation Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise 08/09 09/10 10/11 which are acting as lead indicated) partner/s (shown with a *)
Reduce crime NI 30 Re-offending rate of Probation Service* Cumbria and fear of prolific and priority offenders* Constabulary, Allerdale crime (cont.) Borough Council, Barrow Borough Council, Carlisle City Council, Copeland Borough Council, Cumbria County Council* Eden District Council, South Lakeland District Council, Cumbria Fire
Page 198 & Rescue Service, Cumbria Police Authority, Cumbria PrImary Care Trust, Voluntary Action Cumbria, Cumbria Association of Local Councils, -17% -21%14 Cumbria Association of Councils for Voluntary Service, Crown Prosecution Service
14 This target is a conditional target, which may be adjusted once accurate baseline data has been provided by the Home Office. Targets for 2009/10 and 2010/11 will be agreed with GONW at the annual refresh.
5th June 08 – Final Submission 30 All targets subject to negotiation Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise 08/09 09/10 10/11 which are acting as lead indicated) partner/s (shown with a *)
Reduce crime NI 41 Perceptions of drunk or Cumbria County Council* and fear of rowdy behaviour as a problem* Cumbria Constabulary, crime (cont.) Allerdale Borough Council, Barrow Borough Council, Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland District Council, Probation Service, Cumbria Fire & Rescue Service, Page 199 Cumbria Police Authority, Cumbria PrImary Care Trust, Voluntary Action 20% Cumbria, Cumbria (2007 Best Value 19% 18% 16% Association of Local General User Councils, Cumbria Satisfaction Survey) Association of Councils for Voluntary Service, Crown Prosecution Service
5th June 08 – Final Submission 31 All targets subject to negotiation Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise which are acting as lead indicated) 08/09 09/10 10/11 partner/s (shown with a *) Reduce crime NI 32 Repeat incidents of Probation Service*, and fear of domestic violence* Cumbria County Council, crime (cont.) Cumbria Constabulary, Allerdale Borough Council, Barrow Borough Council, Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland District Council, Page 200 Cumbria Fire & Rescue Service, Cumbria Police Authority, Cumbria PrImary
15 Care Trust, Voluntary 37.4% 33.8% Action Cumbria, Cumbria Association of Local Councils, Cumbria Association of Councils for Voluntary Service, Crown Prosecution Service
15 The figures for the baseline and 2008/9 represent a proxy measure taken from current LAA stretch as recommended by GONW. Further targets will not be set until 2009-10
5th June 08 – Final Submission 32 All targets subject to negotiation Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise which are acting as lead indicated) 08/09 09/10 10/11 partner/s (shown with a *) Improve the NI 57 Children and young Cumbria County Council*, health and well people's participation in high- Allerdale Borough Council, being of quality PE and sport* Barrow Borough Council, Children Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland District Council, Cumbria Primary Care Trust, Connexions Cumbria, Learning & Skills Council
Page 201 Cumbria, Cumbria Constabulary, National Probation Cumbria 87%16 90% 95% 98%
16The baseline and targets will be renegotiated in 2009 on the basis of the final definition of the indicator.
5th June 08 – Final Submission 33 All targets subject to negotiation Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise 08/09 09/10 10/11 which are acting as lead indicated) partner/s (shown with a *) Improve the NI 50 Emotional health of Cumbria County Council*, health and children* Allerdale Borough Council, well being of Barrow Borough Council, Children Carlisle City Council, (cont.) Copeland Borough Council, To be established Eden District Council, South late 2008 / early Lakeland District Council, 200917 Cumbria Primary Care Trust, Connexions Cumbria,
Page 202 Learning & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria NI 70 Hospital admissions caused Cumbria Primary Care by unintentional and deliberate Trust*, Allerdale Borough injuries to children and young Council, Barrow Borough people* Council, Carlisle City Council, Copeland Borough Council, Eden District To be established Council, South Lakeland late 2008 / early District Council, Cumbria 200918 County Council, Connexions Cumbria, Learning & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria
17 Indicator to be measured by survey data – survey data expected late 2008 / early 2009 – targets to be negotiated when data available
5th June 08 – Final Submission 34 All targets subject to negotiation NI 65 Percentage of children Cumbria County Improve the becoming the subject of a Child Council*,Allerdale Borough health and Protection Plan for a second or Council, Barrow Borough well being of subsequent time* Council, Carlisle City Children Council, Copeland Borough (cont.) Council, Eden District Council, South Lakeland 13.8% 13.5% 13% 12.5% District Council, Cumbria Primary Care Trust, Connexions Cumbria, Learning & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria NI 112 Under 18 conception Cumbria County Council*, rate* Allerdale Borough Council, Page 203 Barrow Borough Council, Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland District Council, Cumbria Primary Care Trust, Connexions Cumbria, -16% -33% -41% -50% Learning & Skills Council
Cumbria, Cumbria Constabulary, National Probation Cumbria
18 Targets will be negotiated once beaseline established, as part of the refresh.
5th June 08 – Final Submission 35 All targets subject to negotiation Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise which are acting as lead indicated) 08/09 09/10 10/11 partner/s (shown with a *) Improve road NI 47 People killed or seriously Cumbria County Council*, safety injured in road traffic Cumbria Constabulary, accidents* Cumbria Fire & Rescue 19 Service, The Highways 363 10.3% 3.5% 1.5% Agency, Capita Symonds, (2005 – 2007 decrease decrease decrease Cumbria Safety Cameras, (315) (310) average) (326) Cumbria Chamber of Commerce, The freight Transport Association,
Page 204 Primary Care Trust. Improve NI 175 Access to services and Cumbria County Council*, sustainable facilities by public transport, 91% Job Centre Plus, Cumbria 93% 94% 95% access to walking and cycling*20 (2007/08) Rural Enterprise Agency, services & Cumbria Tourist Board facilities NI 168 Principal roads where Cumbria County Council* maintenance should be 4% 4% 4% 4% Amey, Capita considered* (2007/08) Provide NI 154 Net additional homes Allerdale Borough Council*, balanced provided* Barrow Borough Council*, housing Carlisle City Council*, Copeland 1367 Borough Council*, Eden District markets 1796 1796 1796 (2004-2007) Council*, Lake District National Park Authority*, South Lakeland District Council* 21
19 Percentage decrease from previous 3 year-average is 9.6% 20 This is locally determined indicator, the NIS guidance states that the definition must follow that of the accessibility indicator written into the Cumbria Local Transport Plan. The indicator therefore considers the “percentage of rural households within 30mins of a key service centre by public transport” 21 District and Borough Councils, along with the Lake District National Park Authority, will lead delivery in their respective geographical areas. This is co- ordinated across the county through the Cumbria Planning Group
5th June 08 – Final Submission 36 All targets subject to negotiation Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise which are acting as lead indicated) 08/09 09/10 10/11 partner/s (shown with a *) Provide NI 155 Number of affordable Allerdale Borough Council*, balanced homes delivered (gross)* Barrow Borough Council*, housing Carlisle City Council*, Copeland 237 Borough Council*, Eden District markets 260 300 350 (2007/08) Council*, Lake District National (cont.) Park*22 Authority*, South Lakeland District Council*
Maximise NI 186 Per capita reduction in 6.19% 11.5% Cumbria County Council*, Cumbria’s CO2 emissions in the LA area* 2.65% cumula cumula English Heritage, Forestry Commission, National Trust, contribution to reduction tive tive
Page 205 11.3 tonnes Environment Agency, Natural limiting climate (0.3 reduction reduction change England, Carlisle City Council. tonnes) (0.7 (1.3 Lake District National Park tonnes) tonnes) Authority Minimise waste NI 191 Residual household Allerdale Borough Council, and improve waste per household* Barrow Borough Council, waste Carlisle City Council, management Copeland Borough Council, Cumbria County Council* Eden District Council, South 830kg 702kg 694kg 687kg Lakeland District Council (2007/08)
22 District and Borough Councils, along with the Lake District National Park Authority, will lead delivery in their respective geographical areas. This is co- ordinated across the county through the Cumbria Planning Group
5th June 08 – Final Submission 37 All targets subject to negotiation Proposed LAA Indicators and Targets (Designated) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise which are acting as lead indicated) 08/09 09/10 10/11 partner/s (shown with a *) Improve local NI 197 Improved local Cumbria County Council*, biodiversity biodiversity – proportion of English Heritage, National local sites where positive Trust, Forestry conservation management has Commission, Environment been or is being implemented* To be established Agency, South Lakeland by 31st October District Council, Yorkshire 2008 Dales National Park Authority, Lake District National Park Authority, Page 206 Cumbria Wildlife Trust, Natural England Ensure high NI 195 Improved street and Allerdale Borough Council*,
standards of environmental cleanliness Barrow Borough Council*,
street scene (levels of litter, detritus, Carlisle City Council*, Litter 5% services and graffiti and fly posting)* 5% 5% 5% Copeland Borough Council*, Detritus 9% reduce the 10% 10% 9% Cumbria County Council Graffiti 1% visual impact 1% 1% 1% Eden District Council*, Fly posting 0% of litter and 0% 0% 0% South Lakeland District (2007/08) graffiti Council* 1
5th June 08 – Final Submission 38 All targets subject to negotiation
APPENDIX 3: Proposed LAA Indicators and Targets (Local)
Proposed LAA Indicators and Targets (Local) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise which are acting as lead indicated) 08/09 09/10 10/11 partner/s (shown with a *)
Improve the LI 1 Reduce incidence of Cumbria County health and well referrals to social care for Council*,Allerdale Borough being of child protection, repeat Council, Barrow Borough Children referrals and repeat incidence Council, Carlisle City of abuse of children Council, Copeland Borough Council, Eden District
Page 207 Council, South Lakeland 41.7% 25% 22.5% 20% District Council, Cumbria Primary Care Trust, Connexions Cumbria, Learning & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria Protect and LI 2 % of conservation areas Lake District National Park enhance the with up to date (within 5 Authority*, English Heritage environment years) character appraisals
To be established
by 30th June 200823
23 Targets will be set when baseline established
5th June 08 – Final Submission 39 All targets subject to negotiation Proposed LAA Indicators and Targets (Local) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise which are acting as lead indicated) 08/09 09/10 10/11 partner/s (shown with a *) Increase LI 3 (NI 11) Engagement in the Cumbria County Council*, cultural arts* 24 Culture Cumbria, Allerdale participation To be established Borough Council, Barrow by 30th November Borough Council, Carlisle 2008 City Council, Copeland Borough Council, Eden District Council, South Lakeland District Council, Arts Council for England Page 208
Provide LI 4 (NI 187) Tackling Fuel To be confirmed balanced Poverty – % people receiving To be established housing income based benefits living in by 31st March markets homes with a low energy 200925 efficiency rating*
Improve local LI 5 Percentage of sites of Natural England, Lake biodiversity special scientific interest in District National Park favourable /recovering To be established Authority*, Forestry 95% condition by 30th June 200826 Commission
24 Agreed principle of a 3% target over 3 years based on the November baseline (when available) 25 Targets will be set and agreed once baseline established. 26 Targets for 08/09 and 09/10 will be set when baseline established
5th June 08 – Final Submission 40 All targets subject to negotiation Proposed LAA Indicators and Targets (Local) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise which are acting as lead indicated) 08/09 09/10 10/11 partner/s (shown with a *) Improve life LI 6 Reduce health inequalities Cumbria Primary Care expectancy between the Local Authority Male Male Male Male Trust*, Cumbria County area and the England Council, Barrow Borough population by narrowing the Barrow – 838 Barrow – Barrow Barrow Council, Carlisle City gap in all age, all cause 814 – 791 – 769 Council mortality in spearhead areas – targets for Carlisle and Barrow Carlisle – 768 Carlisle – Carlisle Carlisle 751 – 735 – 719
Female Female Female Female
Page 209 Barrow – 536 Barrow – Barrow Barrow 525 – 514 – 503
Carlisle – 529 Carlisle – Carlisle Carlisle 521 – 514 – 507
(2007/08)
5th June 08 – Final Submission 41 All targets subject to negotiation Proposed LAA Indicators and Targets (Local) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise which are acting as lead indicated) 08/09 09/10 10/11 partner/s (shown with a *) Improve life LI 7 Reduce health inequalities Cumbria Primary Care expectancy within the local area in all Trust*, Cumbria County (cont.) age, all cause mortality – Allerdale 850 Allerdale Allerdale Allerdale Council, Allerdale Borough 803 782 targets for Allerdale, 825 Council, Copeland Borough
Copeland, Eden and South Council, Eden District Copeland Copeland Lakeland Copeland Council, South Lakeland Copeland – 803 743 716 772 District Council
Eden Eden Eden
Page 210 Eden – 585 574 565 557
South Lakeland South South South 654 Lakeland Lakeland Lakeland 600 589 575 (2007/08) Increase choice LI 8 Number of loans from Cumbria County Council*,
and control for library self help collection 1782 2178 2574 Cumbria Primary Care 1551 services users Trust, Cumbria Partnership (2007/08) Trust, Mind LI 9 Increase the number of Cumbria County Council*, people with learning Cumbria Partnerships Trust, disabilities over 18 who have 40% 70% 90% 95% Cumbria Primary Care Trust health action plans (2007/08)
5th June 08 – Final Submission 42 All targets subject to negotiation Proposed LAA Indicators and Targets (Local) Priority Indicator(s), including those Baseline LAA Improvement Targets Partners who have signed- Outcome from national indicator set (2006/07 unless up to the target and any (shown with a *) otherwise which are acting as lead indicated) 08/09 09/10 10/11 partner/s (shown with a *) Improve life LI 10 Percentage of mother Cumbria Primary Care expectancy recorded as smoking on 24% 20% 19% 18% Trust*, Cumbria County delivery Council Increase choice LI 11 Number of people Age Concern*, Alzhiemers and control for benefiting from Promoting 160027 1648 1697.44 Society, Carers 1428 services users Independence in Partnership Associations, Cumbria (2007/08) with older people scheme County Council, Cumbria Primary Care Trust LI 12 Supporting peoples Cumbria County Council*, service users who have moved Allerdale Borough Council, Page 211 on in a planned way from Barrow Borough Council, temporary living Carlisle City Council, 361 arrangements. As measured 36828 375 383 Copeland Borough Council, (2007/08) by DCLG KP2(A) Eden District Council, South Lakeland District Council, Cumbria Primary Care Trust, Probation Service LI 13 Numbers of people Department of Works and successfully claiming pensions 3114 1950 2008 2108 Pensions*, Energy Efficiency credit and gateway to other (2007/08) Advice Centre, Age Concern entitlements LI 14 Number of passengers Cumbria County Council* making return journeys on 17072 5% 5% 5% Cumbria Community community buses to access (2007/08) 17926 18779 19632 Transport healthy pursuits
27 These targets represent a 3% annual increase 28 These targets represent a 2% annual increase
5th June 08 – Final Submission 43 All targets subject to negotiation
APPENDIX 4: Statutory Education and Early Years Indicators and Targets
Statutory Education and Early Years Indicators and Targets Indicator(s), including Baseline LAA Improvement Targets Partners who have signed-up those from national (2006/07 unless otherwise to the target and any which indicator set (shown indicated) are acting as lead partner/s with a *) 08/09 09/1029 10/11 (shown with a *)
NI 72 Achievement of at Cumbria County Council*, least 78 points across Allerdale Borough Council, the Early Years Barrow Borough Council, Foundation Stage with Carlisle City Council, Copeland Page 212 at least 6 in each of the Borough Council, Eden District
scales in Personal Social Council, South Lakeland
and Emotional 54% District Council, Cumbria 46% Development and Primary Care Trust, Communication, Connexions Cumbria, Learning Language and Literacy* & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria NI 73 Achievement at Cumbria County Council*, level 4 or above in both Allerdale Borough Council, English and Maths at Key Barrow Borough Council, Carlisle Stage 2 (Threshold)* City Council, Copeland Borough Council, Eden District Council, 83% South Lakeland District Council, 75% Cumbria Primary Care Trust, Connexions Cumbria, Learning & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria
29 Targets for 2009/10 and 2010/11 will be negotiated in early 2009 and 2010 respectively
5th June 08 – Final Submission 44 All targets subject to negotiation Statutory Education and Early Years Indicators and Targets Indicator(s), including Baseline LAA Improvement Targets Partners who have signed-up those from national (2006/07 unless otherwise to the target and any which indicator set (shown indicated) are acting as lead partner/s with a *) 08/09 09/10 10/11 (shown with a *) NI 74 Achievement at Cumbria County Council*, level 5 or above in both Allerdale Borough Council, English and Maths at Key Barrow Borough Council, Stage 3 (Threshold)* Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland
80% District Council, Cumbria 69% Primary Care Trust, Connexions Cumbria, Learning & Skills Council Cumbria,
Page 213 Cumbria Constabulary, National Probation Cumbria
NI 75 Achievement of 5 Cumbria County Council*, or more A*-C grades at Allerdale Borough Council, GCSE or equivalent Barrow Borough Council, including English and Carlisle City Council, Copeland Maths (Threshold)* Borough Council, Eden District Council, South Lakeland District Council, Cumbria Primary Care Trust, 57% 45.7% Connexions Cumbria, Learning & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria
5th June 08 – Final Submission 45 All targets subject to negotiation Statutory Education and Early Years Indicators and Targets Indicator(s), including Baseline LAA Improvement Targets Partners who have signed-up those from national (2006/07 unless otherwise to the target and any which indicator set (shown indicated) are acting as lead partner/s with a *) 08/09 09/10 10/11 (shown with a *) NI 83 Achievement at Cumbria County Council*, level 5 or above in Allerdale Borough Council, Science at Key Stage 3* Barrow Borough Council, Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland District Council, Cumbria
Primary Care Trust, 84% Connexions Cumbria, Learning
Page 214 75% & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria
NI 87 Secondary school Cumbria County Council*, persistent absence rate* Allerdale Borough Council, Barrow Borough Council, Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland District Council, Cumbria 6.3% 6% 5% 7% Primary Care Trust, Connexions Cumbria, Learning & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria
5th June 08 – Final Submission 46 All targets subject to negotiation Statutory Education and Early Years Indicators and Targets Indicator(s), including Baseline LAA Improvement Targets Partners who have signed-up those from national (2006/07 unless otherwise to the target and any which indicator set (shown indicated) are acting as lead partner/s with a *) 08/09 09/10 10/11 (shown with a *) NI 92 Narrowing the gap Cumbria County Council*, between the lowest Allerdale Borough Council, achieving 20% in the Barrow Borough Council, Early Years Foundation Carlisle City Council, Copeland Stage Profile and the Borough Council, Eden District rest* Council, South Lakeland District Council, Cumbria 35% 28% Primary Care Trust, Connexions Cumbria, Learning & Skills Council Cumbria,
Page 215 Cumbria Constabulary, National Probation Cumbria
NI 93 Progression by 2 Cumbria County Council*, levels in English Allerdale Borough Council, between Key Stage 1 Barrow Borough Council, and Key Stage 2* Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland District Council, Cumbria
Primary Care Trust,
92% Connexions Cumbria, Learning 83.7% & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria
5th June 08 – Final Submission 47 All targets subject to negotiation Statutory Education and Early Years Indicators and Targets Indicator(s), including Baseline LAA Improvement Targets Partners who have signed-up those from national (2006/07 unless otherwise to the target and any which indicator set (shown indicated) are acting as lead partner/s with a *) 08/09 09/10 10/11 (shown with a *) NI 94 Progression by 2 Cumbria County Council*, levels in Maths between Allerdale Borough Council, Key Stage 1 and Key Barrow Borough Council, Stage 2* Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland
District Council, Cumbria 91% 79% Primary Care Trust, Connexions Cumbria, Learning Page 216 & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria
NI 95 Progression by 2 Cumbria County Council*, levels in English Allerdale Borough Council, between Key Stage 2 Barrow Borough Council, and Key Stage 3* Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland District Council, Cumbria Primary Care Trust, 24.4% 40% Connexions Cumbria, Learning & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria
5th June 08 – Final Submission 48 All targets subject to negotiation Statutory Education and Early Years Indicators and Targets Indicator(s), including Baseline LAA Improvement Targets Partners who have signed-up those from national (2006/07 unless otherwise to the target and any which indicator set (shown indicated) are acting as lead partner/s with a *) 08/09 09/10 10/11 (shown with a *) NI 96 Progression by 2 Cumbria County Council*, levels in Maths between Allerdale Borough Council, Key Stage 2 and Key Barrow Borough Council, Stage 3* Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland
56% 72% District Council, Cumbria Primary Care Trust, Connexions Cumbria, Learning & Skills Council Cumbria,
Page 217 Cumbria Constabulary, National Probation Cumbria NI 97 Progression by 2 Cumbria County Council*, levels in English Allerdale Borough Council, between Key Stage 3 Barrow Borough Council, and Key Stage 4* Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland District Council, Cumbria Primary Care Trust, Connexions Cumbria, Learning 53.9% 71% & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria
5th June 08 – Final Submission 49 All targets subject to negotiation Statutory Education and Early Years Indicators and Targets Indicator(s), including Baseline LAA Improvement Targets Partners who have signed-up those from national (2006/07 unless otherwise to the target and any which indicator set (shown indicated) are acting as lead partner/s with a *) 08/09 09/10 10/11 (shown with a *) NI 98 Progression by 2 Cumbria County Council*, levels in Maths between Allerdale Borough Council, Key Stage 3 and Key Barrow Borough Council, Stage 4* Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland 27.4% 38% District Council, Cumbria Primary Care Trust, Connexions Cumbria, Learning Page 218 & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria NI 99 Looked after Cumbria County Council*, children reaching level 4 Allerdale Borough Council, in English at Key Stage Barrow Borough Council, 2* Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland District Council, Cumbria Primary Care Trust, 61% 33% 50% 65% Connexions Cumbria, Learning (as of 30/09/07) & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria
5th June 08 – Final Submission 50 All targets subject to negotiation Statutory Education and Early Years Indicators and Targets Indicator(s), including Baseline LAA Improvement Targets Partners who have signed-up those from national (2006/07 unless otherwise to the target and any which indicator set (shown indicated) are acting as lead partner/s with a *) 08/09 09/10 10/11 (shown with a *) NI 100 Looked after Cumbria County Council*, children reaching level 4 Allerdale Borough Council, in Mathematics at key Barrow Borough Council, Stage 2* Carlisle City Council, Copeland Borough Council, Eden District Council, South Lakeland District Council, Cumbria 54% 43% 63% 75% Primary Care Trust, (as of 30/09/07) Connexions Cumbria, Learning & Skills Council Cumbria,
Page 219 Cumbria Constabulary, National Probation Cumbria
NI 101 Looked after Cumbria County Council*, children achieving 5 A*- Allerdale Borough Council, C GCSEs (or equivalent) 18% Barrow Borough Council, at Key Stage 4 (including (as of 30/09/07) Carlisle City Council, Copeland English and Borough Council, Eden District Mathematics)* Council, South Lakeland 20% 12% 33% District Council, Cumbria Primary Care Trust, Connexions Cumbria, Learning & Skills Council Cumbria, Cumbria Constabulary, National Probation Cumbria
5th June 08 – Final Submission 51 All targets subject to negotiation APPENDIX 5: Legacy (Stretch) Indicators from 2007 LAA
Legacy (Stretch) Indicators and Targets from 2007 LAA Indicator(s), Baseline LAA Improvement Targets Partners who have signed- including those from (2006/07 unless otherwise up to the target and any national indicator set indicated) which are acting as lead (shown with a *) 07/08 08/09 09/10 partner/s (shown with a *) SI 1 Number of people who have been Cumbria County Council* claiming incapacity benefit for at least 6 months helped by Cumbria County
Page 220 Council into sustained Total across 0 No target No target 3 years = 200 employment of at (2006/07) least 16 hours per (stretched) week for 13 consecutive weeks or more as measured by local data
SI 2 16 to 18 year olds who are not in Connexions Partnership* education training and employment (NEET)
6.0% 5.7% 5.3% 6.7% (unstretched) (unstretched) (unstretched) (2005/06) 5.8% 5.3% 4.8% (stretched) (stretched) (stretched)
5th June 08 – Final Submission 52 All targets subject to negotiation Legacy (Stretch) Indicators and Targets from 2007 LAA Indicator(s), Baseline LAA Improvement Targets Partners who have signed- including those from (2006/07 unless otherwise up to the target and any national indicator set indicated) which are acting as lead (shown with a *) 07/08 08/09 09/10 partner/s (shown with a *) SI 3 The number of supporting people Cumbria County Council* service users who are 4136 4136 4136 (unstretched) (unstretched) (unstretched) supported to establish
and maintain 4136 4260 4388 4520 independent living (2005/06) (stretched – (stretched – (stretched –
aged 16 and over as 3% increase 3% increase 3% increase
measured by on the on 2007/08) on 2008/09) Communities and baseline) Local Government KPI
Page 221 A SI 4 Average length of waiting time for major Cumbria Housing Group* adaptations supplied via disabled facilities grant from assessment
by occupational
therapist to work beginning, as defined 42 weeks 42 weeks 42 weeks
by CSCI self (unstretched) (unstretched) (unstretched) 44 weeks assessment survey (2005/06) guidance adult social 39 weeks 34 weeks 29 weeks care 2006 – 2007 (stretched) (stretched) (stretched)
5th June 08 – Final Submission 53 All targets subject to negotiation Legacy (Stretch) Indicators and Targets from 2007 LAA Indicator(s), Baseline LAA Improvement Targets Partners who have signed- including those from (2006/07 unless otherwise up to the target and any national indicator set indicated) which are acting as lead (shown with a *) 07/08 08/09 09/10 partner/s (shown with a *) SI 5 The number of people who have set a 2771 2799 2827 Cumbria Primary Care Trust* quit date and who are (unstretched (unstretched (unstretched still not smoking at 4 – 1% increase – 1% increase – 1% increase weeks on baseline on 2007/08 on 2008/09 2744 figures0 figure) figure) (2005/06) Based on 3 year average from 2826 2882 2940 2003 - 2006 (stretched – (stretched – (stretched –
Page 222 2% increase 2% increase 2% increase on on 2007/08 on 2008/09 unstretched stretched stretched figure) figure) figure0
SI 6 Percentage of adult population (aged 20.9% 20.9% 20.9% Cumbria County Council* 16 or over) taking part (unstretched) (unstretched) (unstretched) in moderate intensity sport and recreation 22.2% 23.5% 24.9% (stretched (stretched – (stretched –4 (including recreational 1.33 2.66 percentage walking) for 30 20.9% participation rate for percentage percentage point minutes 3 or more Cumbria. point point increase on days per week, as increase on increase on 08/09) measured by the Sport (Sport England national Active baseline) 07/08 ) England Active People People survey 2005/06) Survey 05-06
5th June 08 – Final Submission 54 All targets subject to negotiation Legacy (Stretch) Indicators and Targets from 2007 LAA Indicator(s), Baseline LAA Improvement Targets Partners who have signed- including those from (2006/07 unless otherwise up to the target and any national indicator set indicated) which are acting as lead (shown with a *) 07/08 08/09 09/10 partner/s (shown with a *) SI 7 The number of 4194 Cumbria Constabulary / domestic violence 3998 4096 (unstretched) Domestic Violence Strategic incidents in Cumbria, 3900 (unstretched) (unstretched) Management Board (DVSMB)* as reported to Police (2005/06) 4485 (stretched) SI 8 Increase the % of convictions for Cumbria Constabulary / domestic violence 62% 62. 5% 63% Domestic Violence Strategic related offences (unstretched) (unstretched) unstretched) Management Board* 61.7%
Page 223 (2005/06) 65% (stretched) at the end of three years
SI 9 The percentage of recorded domestic 36.6% 35.8% 35% Cumbria Constabulary / violence that are (unstretched) (unstretched) (unstretched) Domestic Violence Strategic 37.4% Management Board* repeat incidents in the (2005/06) previous 12 months as 32% (stretched) reported to the police SI 10 The percentage of priority prolific Crime & Disorder Reduction offenders who re- Partnerships* offend within 12 919 735 735 months as measured 1149 by Cumbria Partnership Support data
5th June 08 – Final Submission 55 All targets subject to negotiation Legacy (Stretch) Indicators and Targets from 2007 LAA Indicator(s), Baseline LAA Improvement Targets Partners who have signed- including those from (2006/07 unless otherwise up to the target and any national indicator set indicated) which are acting as lead (shown with a *) 07/08 08/09 09/10 partner/s (shown with a *) SI 11 The number of 1st time entrants to Cumbria County Council - the Youth Justice Youth Offending Service* System as outlined by the Youth Justice Board KPI 1 1082
(unstretched) 1189 1153 1130 Page 224 (2005/06) 1011 (stretched)
SI 12 The percentage of residents who Cumbria County Council* strongly agree or agree that by working
together, people in my 51% 51% 51% neighbourhood can 51% (unstretched) (unstretched) (unstretched) influence decisions (2006 Quality of Life Survey)
that affect their 53% 55% 57% Confidence Interval (CI) 2.1% neighbourhood as (stretched) (stretched) (stretched) measured by the Cumbria Quality of Life Survey
5th June 08 – Final Submission 56 All targets subject to negotiation Legacy (Stretch) Indicators and Targets from 2007 LAA Indicator(s), Baseline LAA Improvement Targets Partners who have signed- including those from (2006/07 unless otherwise up to the target and any national indicator set indicated) which are acting as lead (shown with a *) 07/08 08/09 09/10 partner/s (shown with a *) SI 13 Number of Cumbria Fire & Rescue deaths and injuries Service* (excluding precautionary hospital admissions) arising from accidental fires 84 people (cumulative in dwellings
6.6 per 5.57 per 2007 - 2010) 170 people 100,000 100,000 (unstretched) (cumulative 2003 – 2006) population population 77 people Page 225 (unstretched) (unstretched) (cumulative 2007 – 2010) (stretched)
SI 14 To hold the total Cumbria Road Safety number of KSIs in 89 89 Partnership* which a driver aged (5 year average based on (unstretched) 16-20 was involved to calendar years 2001 – 2005) a 5 year rolling 85 (stretched) average of 89 for years
2007, 2008 and 2009 (average per year over the period 2007, 2008 and 2009)
5th June 08 – Final Submission 57 All targets subject to negotiation Legacy (Stretch) Indicators and Targets from 2007 LAA Indicator(s), Baseline LAA Improvement Targets Partners who have signed- including those from (2006/07 unless otherwise up to the target and any national indicator set indicated) which are acting as lead (shown with a *) 07/08 08/09 09/10 partner/s (shown with a *) SI 15 The percentage Cumbria County Council* of household waste 29.2% 31.2% 33.6% 34.6% arising sent for (2006/07 projection) (unstretched) (unstretched) (unstretched) recycling or composting 33% 37% 40% (stretched) (stretched) (stretched)
Page 226
5th June 08 – Final Submission 58 All targets subject to negotiation
APPENDIX 6: Cumbria Strategic Partnership Members
Allerdale Borough Council Arts Council – North West Barrow Borough Council Carlisle City Council Carlisle LSP Chamber of Commerce and Industry Churches together in Cumbria Connexions Cumbria Copeland Borough Council Cumbria Association of Local Councils Cumbria Association of Councils for Voluntary Services Cumbria PCT Cumbria Sports Cumbria Community Foundation Cumbria Constabulary Cumbria Cultural Forum Cumbria Housing Group Partnership Cumbria Learning and Skills Council Cumbria Local Enterprise Agency Cumbria Police Authority Cumbria Rural Enterprise Agency(CREA) Cumbria Tourism Cumbria Vision Eden LSP Eden District Council Environment Agency Furness Partnership Further Education Government Office North West Higher Education Invest In Cumbria Job Centre Plus Lake District National Park National Probation Service National Trust Natural England North West Development Agency South Lakeland District Council South Lakeland LSP Sport England North West Voluntary Action Cumbria Youth Offending Service West Cumbria LSP West Lakes Renaissance
5th June 08 – Final Submission 59
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Page 228
The Cumbria Agreement
(A Local Area Agreement for Cumbria)
Annual Report to March 2008
Duncan Mc Queen Cumbria County Council – May 08
Page 229 Annual Report for Year-Ended 31st March 2008.
June 2008
Contents
1. INTRODUCTION
2. OVERALL PERFORMANCE SUMMARY
3. PERFORMANCE SUMMARY BY BLOCK
4. LAA FUNDING
5. LESSONS LEARNED FROM YEAR 1 DELIVERY OF THE LAA
APPENDICES
Appendix 1: Reward Element Targets
Appendix 2: Neighbourhood Renewal Targets
Appendix 3: LAA Grant Provisional Outturn
Page 230
1. INTRODUCTION
Cumbria signed off its first Local Area Agreement (LAA) in March 2007and partners have been working together since then to start delivering against the outcomes in the Agreement. This report provides an analysis of performance for the first year of the delivery of the agreement.
In terms of performance, the report contains an overview of the whole LAA as well as a summary of progress made with each block and is similar in style and content to the report considered at the 6 month review in December 2007.
The report also contains a section on the lessons learned during the first year of delivering the agreement, together with actions for improvement. General conclusions at this stage are that whilst the agreement has provided a catalyst for improved partnership working and a collective focus on priority outcomes across Cumbria, our Thematic Partnerships are clearly at different stages of development, and therefore opportunities exist for better application of the Governance Framework that supports the effective delivery of LAA outcomes.
Cumbria LAA 07-08 Annual Performance Monitoring Report - 050608
Page 231
2 OVERALL PERFORMANCE SUMMARY
The following tables provide a summary analysis of performance across all blocks in the Cumbria Agreement.
Table 1: Overall Analysis of Performance Indicators at the end of year 1.
There are 249 performance measures in the Cumbria Agreement and where a measure has more than one part to it, each part is counted separately. For the full year to 31st March 2008, partners can report performance using182 (73%) of the 249 individual measures in the agreement.
Cumbria LAA 07-08 Annual Performance Monitoring Report - 050608
Page 232 Table 2: Analysis of Performance Indicators not at the end of year 1.
For 67 performance measures, information is not yet available for the first year. 49 (73%) of these indicators are wholly dependent on annual events or survey activity. For 18 (27%) performance measures, partners are developing systems that will enable regular reporting of performance information.
Table 3: Analysis of Improvement from 2006/07 baseline.
Of the 182 performance measures that are reported at year end, 101 (79%) show improvement when compared to the 2006/07 baseline performance.
Cumbria LAA 07-08 Annual Performance Monitoring Report - 050608
Page 233 Table 4: Analysis of performance for 12 months to March 08.
For the same 182 performance measures referred to in table 3 above, 123 (68%) either meet or exceed target at year-end. 21 (12%) are underperforming by up to 5% and 38 (21%) are underperforming by more than 5% of target.
Revised 13th May 2008
Cumbria LAA 07-08 Annual Performance Monitoring Report - 050608
Page 234
3 PERFORMANCE SUMMARY BY BLOCK
First Year Assessment of Performance by block:
CHILDREN AND YOUNG PEOPLE
INFORMATION TO FOLLOW.
HEALTHIER COMMUNITIES AND OLDER PEOPLE
The Healthier Communities and Older People theme of the LAA brought agencies together from across a range of stakeholders to set priority targets and to deliver them. The shared performance agenda has been an essential part of engagement. As a result partnership working and communication has improved for HCOP with regard to service development and service delivery. Specific areas of work have been highlighted for development and improvement , for example the Well Read Scheme (1.4a). It has also shown up areas where more work is needed, for example smoking quitters (2.2). The LAA has also proved a good tool for monitoring focused service development and delivery. It has encouraged partners to look at there own monitoring and review systems, and make improvements.
Long term LAA outcomes, such as outcomes 1 (improved health and reduced health inequalities) and 2 (reduce premature mortality rates) require sustained changes in patterns of behaviour across communities. The importance of public health as a key partner in delivering information and services has been enhanced through the LAA.
The LAA has been successful in ensuring scrutiny and commitment to address performance issues relating to services for drug users. This has led to service re- commissioning and improved performance in relation to people in treatment and waiting times. Many more people with Learning Disabilities now have Health Action Plans, and it can be demonstrated that for many their health has improved. The LAA process has supported the development and launch in April 2008 of ‘Time to Call Time: Cumbria Alcohol Strategy, 2008-11’.
Cumbria is achieving overall in relation to reducing mortality rate, however greater focus is required in Barrow where the gap is widening compared to the rest of Cumbria. This helps to focus activity. Specific changes as a result of the LAA have included the removal of cigarette vending machines from pubs, as these were easily accessible to children. We have seen significant improvement
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Page 235 in people taking up physical activity due to a focussed media campaign, delivered in partnership.
Outcomes 3 (improved independence, well being and choice) and 4 (improved quality of life) link strongly to inputs that can readily be measured and delivered, as such the LAA underpins significant progress that has been made in delivering these outcomes.
Waiting times for Disabled Facilities Grant have been reduced due to cross Authority working with the six districts of Cumbria. The LAA was a strong catalyst for this improvement. This together with increased grant approvals means that more severely disabled people in Cumbria are being helped to live in their own homes.
The LAA has led to increased income for older people through the delivery of pension credit claims above target and increased support for winter warmth exceeding targets. These targets are fundamental to offering older people more choice and helping them to remain independent. The profile of Community Transport has been positively increased by by the target for the number of passengers making return journeys on community transport to access healthy pursuits.
The biggest success of the LAA has been bringing organisations together to pool their resources to work on shared priorities.
ECONOMIC DEVELOPMENT AND ENTERPRISE
INFORMATION TO FOLLOW.
SAFER AND STRONGER COMMUNITIES
The Safer and Stronger Communities theme of the LAA had the benefit if having a pilot year in 2006-7, which enabled the Thematic Partnership to build on the good work developed in that initial period.
The group continues to forge strong partnership links and relationships with a broad range of stakeholders to set targets that actively reflected the priorities across Cumbria, injecting the work with the vibrancy and passion required to achieve a tangible difference to the quality of life for the communities in Cumbria.
Using primarily Home Office funding, the Thematic Partnership commissioned specific projects to deliver activity to address areas of identified need. Using the LAA as a catalyst, these partners have chosen to scrutinise their own
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Page 236 performance management and monitoring systems in order to comply with the rigorous performance reporting mechanism required by the Thematic Partnership. It is by this mechanism that partners have been able to have a good overview of progress and are able to make recommendations for remedial action for underperformance.
More recently there has been a requirement to the form a Countywide CDRP. The SSCTP embraced this role and have recently developed a holistic Community Safety Agreement, considering both safer and stronger communities. This will act as a business case for the coming year and will also form an integral part of the LAA performance mechanism.
To compliment the work of the SSCTP and also to offer effective support to the strategic direction of the SSCTP, in order to achieve shared goals, a robust multi agency practitioner group was brought together, drawn from the two SSC working groups. At the preliminary meeting the vision was made clear in order to secure buy in from partners. Guided by the two SSC lead officers, the group worked together to identify terms of reference and a programme of work for the group. This enabled the cross fertilisation of ideas and allowed partners to play an effective role in current SSC management, delivery and also content development for the emerging SSC theme of the new LAA.
The group continues to go from strength to strength and the level of commitment of partners is evident in the high quality work that is produced. Feedback from GONW, suggests that the group is an innovative and successful method of partner engagement, which emphasises the complementary aspects of the safer and stronger elements and actively seeks to reflect them as such.
One of the highlights of the year has been the outstanding success of the Scafell Project which focuses on Prolific and Other Priority Offenders (PPOs). The scheme exists to punish, help, change and control offenders from Cumbria in line with offender management principles. It ensures that the most prolific offenders in Cumbria are managed consistently, balancing support with sanctions. It has become the first PPO ‘Stretch Target’ in the country and is receiving national interest. This target will be carried over as a legacy target into the new LAA.
In terms of building both stronger and safer communities, a Community Engagement framework has been developed and published and is currently being implemented, in order to address issues increasing the number involving people in decision making and policy shaping. This has been adopted by stakeholders across Cumbria. It is widely accepted that a stronger community is more likely to be safer because increasing engagement, whereby individuals can become involved in tackling problems like crime and anti-social behaviour and can help build a culture of respect. By the same token, a safer community is more likely to be stronger, because people will feel more able to engage with each other and their community.
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Page 237 The LAA has acted a strong catalyst for these real improvements in partnership working, with more partners than ever before coming together to pool ideas and work more effectively on shared priorities.
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Page 238 First Year Assessment of Performance by Outcome:
Performance on outcomes within each Block is reported in the following pages. For each outcome a traffic light system is used to provide an assessment of actual performance for the year ended 31st March 2008.
Where sufficient performance information is available for the full year period, the following key to performance is used:
Green: Performance is either meeting target or exceeding target. Amber: Underperforming by up to 5% of target. Red: Underperforming by more than 5% of target.
Where information is not available for the full year (eg collection is dependent on a future annual event or survey), then a prudent assessment of performance is taken and is considered to be amber. This is clearly indicated for each outcome.
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Page 239
CHILDREN AND YOUNG PEOPLE SUMMARY
Outcome 1: Be Healthy. Annual Performance Information not yet available Full Year
GREEN
HIGHLIGHTS:
Good progress is being made with the number of schools achieving Healthy School Standards including those 40 targeted schools that form part of the county-wide Parent Support Advisors Project. The National Standards have been revised since initial target setting. Action plans are in place and projected figures in headline plan point towards overall targets being achieved if current progress is maintained. 94% of schools are engaged in the programme. The Better Ways to School Programme now makes use of a small dedicated team making contact with schools and assisting them in travel plan preparation. The BWTS team have now made contact with an additional 40 schools, have established their partner steering group and have Action Plans in place. Earlier plans have been revisited to ensure compliance with new standards. If current progress continues then it is on track to achieve the overall target.
Breast feeding initiation rates for Q4 at 59% exceeds LDP target of 54.1%. Breast feeding rates have proved difficult to collate. The County has an action plan in place for meeting the new requirement to collate breastfeeding statistics at 6-8 weeks. A breast feeding strategy is in development and will link directly to the new Children’s Centres and Healthy schools priorities to improve health outcomes. 92% of reception children were weighed and measured in 07/08 Q4 data for this age group exceeds end of year target. Action in place to continue increase in reception children measured year on year by 1%. And to increase year 6 children measured from 52% this year to 85%
Short Breaks – provider engagement day 6/11/07 with over 40 providers. New project manager in place, audit of cost and volume of current services matched with SEN data. Interim services in place commissioned by PCT to provide day and after school service in Carlisle
Teenage Conceptions 2006 ONS figures for teenage conceptions demonstrate a reduction of 15.7% (14.1% required to ‘get on track’ for 2010 target). Cumbria now has 4th lowest rate in North West and lower than England
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Page 240 average figures.
Work has also been prioritised in ‘hot spot’ areas in the County and an Action Plan is in place with more robust monitoring
EXCEPTIONS:
The number of children Looked After accessing health assessments and dental checks is an area that has room for improvement. Only one part of the County (the South) has improved performance above the baseline and the West of the County is performing particularly poorly. More robust monitoring is in place to address this.
Outcome 2: Enjoy and Achieve
Full Year GREEN
HIGHLIGHTS:
Key Stage 3 performance in areas receiving Neighbourhood Renewal Funding (NRF) remains well above the target of ensuring that 50% of pupils achieve Level 5 Key Stage 3. Both Barrow and West Cumbria (the two NRF areas) have maintained a level well over 50% in all three subjects of English, Maths and Science.
The number of fixed term exclusions in those 40 targeted schools in the PSA Project (Parent Support Advisor) has also shown a reduction with targets for reducing the numbers both in Primary and Secondary Schools being achieved. The Positive Activities for Young People Programme (PAYP) record outcomes on a basket of indicators. All of the Indicators are showing continued improvement and targets set should be achieved by the end of the year.
The percentage of 5-16 year olds who participate in two hours PE/sport per week is also well on target. 87% 0f 5-16 year olds engage in 2 hours PE/Sport. Per week. There are six School Sports Partnerships (SSPs) across Cumbria, each employing a Partnership Development Manager and each SSP has good Action Plans in place outlining activity to meet the targets set. The percentage of 0-18 year olds who are active library borrowers is on target. The introduction of a new library management system has artificially boosted Q3 performance but underlying trend is good.
There has been significant increase in the number of young people with access to Leisure cards in Allerdale and we expect to see further increase
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Page 241 during final quarter.
There has been a reduction in the percentage of CLA who missed 25 days of schooling for any reason. From a baseline of 17.5% this has reduced and end of year target should be achieved.
EXCEPTIONS:
Improvement in Educational outcomes for all Children Looked After (CLA) is an area requiring improvement. A detailed service plan has been put in place and Advisory Teachers are now more rigorously monitoring all Children Looked After. Plans are also in place to improve the quality of Personal Education Plans (PEPs).
Outcome 3: Achieve economic Well-Being. Annual Performance Information not yet available Full Year
GREEN
HIGHLIGHTS:
Overall Performance in this outcome remains good and in many cases very good.
At the end of Quarter 4, there is good performance in relation to the following individual indicators and those highlighted show excellent performance or improvement:
• 5.1% of young people were NEET compared with 5.5% in the same period in 2006. This remains on course to meet the stretch target of 4.8% • 2.46 % of young people were Not Known compared with 11.98% in Quarter 2 and 1.9% at the same period in 2006. This exceeds the 2010 target of 4.8%. • 38.5% of teenage mothers are in EET compared with 29.3% in 2006. • The 65% target for resolved cases of 16-24 year olds presented as homeless has been exceeded by 10% and above the national average. • 46% CYP are at Level 3, 3% above the regional average and performance in relation to the level 2 target is the fifth best in the region
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Page 242 at 74%.
EXCEPTIONS:
• The indicator for 18/19 year olds entering higher education does not lend itself to quarterly reporting or short-term solutions. A long-term strategy for raising young people’s aspirations, underpinned by comprehensive data to ensure we can measure progression, is required.
• The national NEET Strategy has been published – key elements include a flexible mix of learning provision, which is essential if the number of vulnerable young people who are NEET is to be reduced and sustained long term; improvement in the reporting arrangements from learning providers and extending the September Guarantee to 17 year olds. A partnership approach is required to implement these requirements.
Outcome 4: Stay Safe.
Full Year
GREEN
HIGHLIGHTS:
Social care initial assessments completed within 7 working days have improved every quarter and have currently exceeded the target (81.05% Actual, Target 80%). Rigorous auditing processes to ensure quality has supported this improvement.
The number of child on child crimes has shown a steady and significant reduction with figures for both the first two quarters indicating a performance level above the agreed target. Locality delivery plans have developed a more targeted approach to the delivery of services embedding the preventative framework which has assisted the delivery of services which focus on reducing the numbers of children admitted into hospital with preventative illnesses, injuries and self harm, and supporting families where children are on the register. Dedicated to achieving positive changes within the family which are sustainable and safeguard children. Under 16’s Looked After for 2.5 years or More Living in Same Placement or at Least 2 Years or Placed for Adoption 71%. Our statistical neighbours report at around 66% and our actual performance was commended by the DfES
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Page 243 Consultants on Placement Stability.
EXCEPTIONS:
Timeliness of Core Assessment 4th quarter figures show performance at 68% this is a significant improvement but does not meet target. There have been fluctuations in performance through the previous quarters and a detailed analysis is almost complete to identify what further actions need to be implemented to address fluctuations
Outcome 5: Make a positive contribution.
Full Year
AMBER
HIGHLIGHTS:
• LAA 5.1b Increase the % of YP (13-19) gaining recorded outcomes as a % of those participating in youth work –revised guidance on the calculation of recorded outcomes which reflects the youth work process has impacted on the increased attainment of this target. Q4 46.51% • LAA 5.1c Increase the % of YP (13-19) gaining an accredited outcome as a % of all young people in Cumbria – The report data shows a consistent increase in percentage throughout the year which has resulted in the LAA target being met. Q4 21.03% • LAA5.1d Increase the % of young people ‘reached’ – A consistent increase in percentage throughout the year suggests that when all data has been included the target will have been met. Q4 23.12% • LAA5.1e Increase the % of LAC participating in reviews. Performance (at the end of February 2008) continues to be good and stands at 93.9% • LAA PSA 14 Reduce the number of First Time Entrants to the Criminal Justice System. The LAA target for 07/08 is to have no more than 1082. The indicative total for this period is 902 and is therefore well within target.
EXCEPTIONS:
The number of services/organisations with a Duty to Cooperate who achieve Hear by Right level one Standard is low and performance target for 07/08 has not been met despite best efforts it stands at less than 10% of all agencies achieve Hear by Right level one Standard.
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Page 244
HEALTHIER COMMUNITIES AND OLDER PEOPLE SUMMARY
Outcome 1: Improved health and reduced health inequalities.
Full Year Outcome 1 remains Green for Quarter 4. Annual Key mortality data is now available for this GREEN outcome.
HIGHLIGHTS:
The Public Health Partnership in Cumbria continues to be strengthened through the joint appointment of the Director of Public Health. Whilst the sharing of data has become commonplace there remain issues as to how and when Public Health data is collated. With regard to the target to ‘Reduce health inequalities’, general performance is improving with a downward trend below the trajectory figures for 06/07 but above the targets for 07/08. For Barrow, the actual figure is slightly above the target but the general trend is downwards. For Carlisle, the actual figure is slightly below the target and the general trend is downwards. The gap between the most deprived areas and the district as a whole appears to be widening, however. The actual mortality rate is above the trajectory. The Data is based on a 3 year pooled average (2004 to 2006).
The Cumbria Drug and Alcohol Service is currently reviewing how Community Alcohol Services are delivered throughout Cumbria. The Cumbria Alcohol Strategy was launched on 22nd April with a view to developing an Action Plan. The figure for Brief Interventions training has reduced for Quarter 4 to 28 people including Older Adults community staff and Nurse, Medical and Social Work students. The target of 360 has not been met, due to a poor take up of training places. The training will continue into 2008/9 with more robust advertising and promotion of the sessions. The data for ‘waiting times’ for and increased access to Tier 3 alcohol treatment services is incomplete for Quarter 4 but is expected to meet targets.
The LAA has been successful in ensuring scrutiny and commitment to address performance issues with regard to high harm drug users. Cumbria DAAT has been successful in significantly exceeding the performance target for drug users in treatment and waiting times. There has been under performance against the planned discharge from drug treatment target, though there has been a 19% increase against the baseline. Cumbria DAAT have agreed action plans with each commissioned service provider to improve planned discharges, and re-commissioned several services during 2007/08. They are confident that we are well placed to continue to address performance in this area.
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Page 245
The number of people who access libraries through self-help collection has continued to increase above the actual target and the target has been exceeded. Increasing the Well Read Scheme to include books about general health & wellbeing is being explored with partner agencies.
At the moment there is no single system that will provide the current number of people who have a Health Action Plan. This would rely on GP Registers where recording forms part of an enhanced service. In the mean time the Cumbria Partnership Trust carries out an annual audit across the whole of Cumbria to ascertain what proportion of those with a learning disability who are currently accessing services have a Health Action Plan in place. This audit was carried out in March 2008 and indicated that out of those individuals who returned the questionnaires (748) 64.7 % had a Health Action Plan. This far exceeds the level which was present at the end of 2005 which showed a percentage of 32% and also exceeds the required Target for 2007/2008. As a result of the increased number of Health Action Plans completed across Cumbria it can be demonstrated that the health of some if not all of those individuals has improved significantly. The increase in the number of Health Action Plans can be attributed to the additional work that the Community Learning Disability Team has carried out through partnership working and through the provision of an education programme with all the current independent providers who work with people who have a learning disability within Cumbria.
EXCEPTIONS:
The suicide rate is not decreasing as much as it should as laid down in the trajectory figure for 06/07. The Data is based on a 3 Year Pooled Average (2004 to 2006).
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Page 246 Outcome 2: Reduce premature mortality rates and reduce inequalities in premature mortality rates between wards/neighbourhoods with a particular focus on reducing the risk factors for heart disease, stroke and related diseases (CVD) (smoking, diet and physical activity).
Full Year Outcome 2 has remained at Amber for Quarter 4 with an upward direction of travel toward Green. Annual premature mortality rates are available. Smoking prevalence data is based upon people who have quit for four weeks and is available for AMBER Quarter 3 only. Obesity data is primarily based upon annual quality of life survey information. For all of these areas action plans provide the best information available with regard to progress.
HIGHLIGHTS:
With regard to the target to ‘Reduce premature mortality rates’, Cumbria overall is achieving the trajectory. Allerdale and Copeland are achieving the trajectory. The Data is based on a 3 year pooled average (2004 to 2006). Barrow unfortunately is not achieving the trajectory. As well as the usual advice given to traders regarding sales of tobacco to children and the sale of counterfeit tobacco Trading Standards carried out 26 test purchases working with under age children which resulted in 15 sales. 13 of the tests were carried out in pubs from vending machines where we had a 100% failure rate. The LAA Target highlighted the problem, and as a result some machines were removed. In all cases the sellers were given written warnings. In addition vending machine operators were also contacted and warned. This resulted in several vending machines being removed altogether from pubs, some becoming token operated and others being relocated in a more visible position. This will be repeated and more emphasis placed on vending machines.
The Active People's survey, which is the measure for the stretch target as part of ‘Combat the rise in obesity in Cumbria’, is due to be repeated on an annual basis. The first results will be available in 2008 at which point clear direction of travel will be established. The Active Cumbria Media campaign was launched with the first monthly newspaper supplements in December 07. The second edition was included in the News and Star on Tuesday 15th January. In addition to the above, there is to be a concentrated ‘ACTIVE CUMBRIA WEEK’ campaign taking place 11th – 15th August. Our partners are being encouraged to provide free sessions of activity and other support during the week, Cumbria Sport are coordinating this on behalf of the Cumbria Physical Activity Forum. Sport England have announced the first quarter results of the Active People Survey for year 2 showing a rise in adult participation 3x 30 minutes of 4.8 % in
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Page 247 Cumbria. Target is 1.33% annual increase during the LAA period.
The 5 a day action plan is being implemented in Cumbria. This indicator is dependent on repetition of the CCC Quality of life survey. This has been identified as being repeated but as yet no date has been set.
EXCEPTIONS:
The Stop Smoking Service [SSS] has greatly benefited from the added focus that the LAA Stretch Target has provided. People have received training in brief intervention and some have become intermediate advisors. Stop smoking support has been provided through groups in the community. However, the provision of training was disrupted when one SS trainer left and another went on extended sickness. Whilst the yearly target set for 4 week quitters will not be met, the quarterly numbers are increasing, with 516 quitters in quarter 3 (Quarter 4 figure will not be available till mid May). It is estimated that over 2,000 people will have successfully quit in the last year. The new structure has now been agreed and recruitment for 3 full time SSS advisors has begun. They will be based in the two Spearhead areas, and the South of Workington and Whitehaven. We would expect this reorganisation to have a significant impact by the end of the year. Cumbria PCT will continue to make a significant investment into this agenda and will also bid for external support for initiatives based on targeted community actions in spearhead areas. The percentage of mothers recorded as smoking on delivery for Quarter 3 was 16.2%; and the rate for Quarter 4 was 16.7% (this figure has not been validated so may be subject to slight variation) so progress continues to have been made.
Cumbria PCT are still waiting for a complete data set for adult obesity. The provisional data from GP registers 07/08 shows the percentage of adults who have a BMI over 30 is 8.0% of population. An audit of primary care obesity data has been conducted by the PCT. This has resulted in actions to improve data and to develop effective interventions. The Public Health Strategy for Cumbria will include action on childhood obesity in the context of a broader strategy to tackle obesity in the population as a whole. This will include social marketing and workplace catering policies. No target has been set for this indicator. As this indicator ends with the first year of the LAA we think that it would be hard to set a target after the event. It is likely that the target for adults should be based on a similar basis to the target setting for childhood obesity.
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Page 248 Outcome 3: Improved Independence, Well-being and Choice.
Full Year Data availability in relation to outcome 3 remains strong. This presents a picture of significant progress being made in relation to helping vulnerable people to live independently and safely GREEN at home. Outcome 3 has remained at Green for Quarter 4, although the data set is not yet complete, so an upward direction of travel is indicated.
HIGHLIGHTS:
The number of people being supported through assisted technology has exceeded expectations with the end of year figure of 330 (includes 100 packages in extra care housing) against an annual target of 200. Numbers of people being supported by the voluntary sector to promote independence has continued to surpass the target, 1428 against an end of year target of 937. There was extra funding in October 2007 for an additional 160 interventions.
Whilst there continues to be an increase in Direct Payments the take up of 506 adults (adults in receipt of a direct payment taken from Carefirst on 31/3/08) set against a target of 750 remains low. However, 586 adults have received a direct payment during the 07/08 period which includes one off payments and orders that have been open in the period but have subsequently closed prior to 31/03/08. There has been a significant and steady increase overall from the baseline figure of 316 adults as there has been work carried out this year to promote the take up of direct payments. There have been a number of actions aimed at increasing take up in Carers, specifically a significant part of the Carers Grant has been ringfenced for Direct Payments only. Team targets across Adult Social Care have been increased and more team briefings carried out. Specialist Mental Health training was completed and has shown a significant positive effect on numbers. Work is ongoing to enable Direct Payments to be used to enable Service Users to access options in lieu of talking books. . Improvements have been made in relation to adaptations through project working across six districts and the County Council. An improvement in performance against the target for waiting times for Disabled Facilities Grant approval was reported for Quarter 4 as being at 25.8 weeks average across the county (Quarter 3 was for an average of 29 weeks). The target of 39 weeks has therefore been exceeded. 496 grant approvals were made during the year across the County.
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Page 249 EXCEPTIONS:
County referral systems across sectors are in place. However, it has not be possible to identify non-conveyed fallers for referral to falls prevention/management services due to changes in the North West Ambulance Trust database. Governance issues regarding the database have not been resolved regionally. This target has not been met as a result.
Supporting people data is based on the provision of workbooks by providers which are submitted after the quarterly report. Quarter 3 figures were 3,600 which remains below the annual target of 4260. Quarter 4 figures will be available at the end of May 2008. It has been highlighted in the redesign of services that there has been under reporting from Supporting people providers workbooks. It is expected that the Stretch Target will not be met but will be closer to target than initially anticipated. It is projected that the target for the number of people who have moved on will be exceeded. The Quarter 3 figure was 392 against an annual target of 361. The Quarter 4 figures will be available at the end of May 2008.
Outcome 4: Improved Quality of Life for older and disabled people in Cumbria.
Full Year Significant progress continues to be made in the key indicators for this outcome. Outcome 4 has, GREEN therefore, remained at Green for Quarter 4.
HIGHLIGHTS:
The cumulative target for the number of passengers making return journeys on community buses to access healthy pursuits has been exceeded despite the Quarter 4 figures being under target (2404 against a target of 3150). This is due to a significant number of cancellations of outdoor leisure pursuits due to bad weather and the loss of a minibus in Kendal. The LAA has made a difference to this service by positively increasing the profile of Community Transport.
816 people have successfully claimed pension credit or attendance allowance for Quarter 4 against a target of 444. Targets for 2007/08 were exceeded in part due to increased partnership engagement achieved within the LAA (Energy Efficiency and Age Concern). In relation to affordable warmth, referrals with a positive outcome continue to be above targets at 87% for Quarter 4 against a target of 69%. This Target has also been exceeded.
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Page 250 EXCEPTIONS:
Whilst numbers of people accessing mainstream library services from home have not reached end of year target levels of (706 against a target of 839), the Quarter 4 target has been exceeded (706 against a target of 698). Promotion of the Home Delivery service has been increased through a marketing leaflet early in 2008 and items in local newsletters. There is confidence that the Home Delivery Service will now grow despite this being too late for the LAA. This has been the result of the ongoing difficulties that have been experienced in volunteer recruitment.
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Page 251
ECONOMIC DEVELOPMENT AND ENTERPRISE
Outcome 1: Increased employment and economic activity.
Full Year Data collection continues to be an ongoing problem – with the national DWP database often refreshed outside of our required reporting timescales. This means that for indicators EDE 1.1a and EDE 1.1b we currently only have performance data up to Quarter 3. Work is underway with Jobcentre Plus to ascertain when we’ll be able to input Quarter 4 data. AMBER As has been noted in previous reports, the data for EDE 1.3b and EDE 1.2a is received via a series of monthly downloads with for example April’s final performance not received until November. This means that we only have accurate data up until August 2007 and partial information from September – December.
HIGHLIGHTS:
Positive performance was recorded against EDE 1.1a through to Quarter 3 with only 3 out of the 11 identified priority wards showing performance which was below profile. In those 3 wards however all have seen a decrease in the overall benefit rate in comparison with the baseline.
With regards EDE 1.1b there are only 2 wards noting a gap between the claimant rate and the England claimant rate which exceeds the profile for Quarter 3. Both of these wards have demonstrated a positive reduction in the gap over the last 2 quarters.
Given the delay in monthly downloads it is difficult to accurately provide a review of performance against EDE 1.2a and EDE 1.3b.
DAF funding has continued to be utilised to procure demand led training in a variety of occupations in the deprived wards with the results showing a 25% increase in the job outcome rates.
A Retail Academy has been created in partnership with Carlisle City Council and the Town Centre Retail Group and is working with Jobcentre Plus to identify suitable clients who could benefit from the training and development on offer and support entry into employment.
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Page 252 In West Cumbria, work is continuing on the Floor Target Action Plan for Worklessness which is developing an ‘employer package’ that will include Local Employment Partnerships, work trials, travel subsidies and wages subsidies to make clients more attractive to employers.
Delivery against the EDE 1.2b stretch target has now commenced with 4 delivery partners contracted and almost £1m of funding from the NWDA and over £600k from Cumbria County Council. Given the nature of the outputs (beneficiaries must be in employment for 13 consecutive weeks to count) it will take some time before we see outputs. However partners are convinced that they will meet the final target total.
EXCEPTIONS:
Performance for EDE 1.2a is under-profile with it unlikely that even once final datasets are received the target for 2007/08 will be achieved. Jobcentre Plus are resourced for IB customers at the new claims stage only therefore they are experiencing continued difficulties in engaging with the IB Client group (stock) and those when engaged require intensive return to work support. One method Jobcentre Plus are using to address this is to work more closely with a large number of partners who could support engagement and activities with the IB client group.
Jobcentre Plus are also planning a series of visits to GP’s surgeries as well as engaging with the Return to Work project which will deliver against the stretch target EDE 1.2b.
As noted previously delivery against the stretch target has only just commenced – meaning that we are without outputs with only 2 years of the programme remaining. Partners remain convinced that the target will still be achieved.
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Page 253
Outcome 2: Improved skills to match current and future economic needs. Annual Performance Information not yet available Full Year Performance recorded against the Outcome has been mixed with areas of strong and weaker performance.
Given that in the new LAA both Level 2 and Level 4 skills have been highlighted as priorities, AMBER partners will need to demonstrate strong partnership working in order to achieve the improvements necessary.
HIGHLIGHTS:
Both EDE 2.1a and EDE 2.1e have significantly over-achieved. The improvement in basic skills levels is essential if unemployed people are to demonstrate that they have ‘work-ready’ skills. Achievement of skills for life qualifications is also vital for those people already in employment who wish to progress within their role.
Whilst the achievement of Apprenticeship frameworks has surpassed the target, further support is required to promote the take-up of Apprenticeships by school leavers and adults and to support and encourage employers to utilise the scheme. Any future increases in Apprenticeships are dependant on employer involvement, both in offering Apprentice places and in helping to articulate their needs to shape provision.
EDE 2.1f has witnessed a steady increase in the number of graduate placements provided through the University of Cumbria, with the target of 36 being achieved.
EXCEPTIONS:
As the original indicator for EDE 2.1c required the results of an annual survey, a proxy target of 2127 adults achieving a first L2 qualification was used. The final outcome for the year of 1331 is well below the target. One of the key reasons for this has been the slow start of the Train 2 Gain programme. Although a large number of learners have been recruited, this was not done early enough for them to complete their programmes in 2006/07 and instead the LSC are predicting high completions in 2007/08.
EDE 2.1d narrowly missed the target of 1176 adults completing a L3 qualification. This figure is expected to improve in the next couple of years as
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EDE 2.1f has seen a significant under achievement in the number of graduate jobs achieved with only 27 jobs achieved out of a target of 50. Its believed however that this figure will increase significantly over the coming year.
Outcome 3: Increased enterprise activity throughout Cumbria.
Full Year Two of the indicators are reliant on annual surveys – the results of which we’re waiting to include thus its difficult to comment on GREEN performance against the whole outcome.
HIGHLIGHTS:
The Social Enterprise Partnership have continued to exceed the original target, thanks in part to an injection of funding from the NWDA received after the original targets were set.
EXCEPTIONS:
It was identified at the start of the LAA programme that the target for EDE 3.1a would be almost impossible to achieve. However the number of new starts assisted by CLEAN has witnessed steady improvements each quarter. Partners in CLEAN have noted that once the POINT 2 programme ends in June, this could impact on resources to support this type of activity.
Outcome 4: Improved Economic Infrastructure.
Full Year Information to follow GREEN
HIGHLIGHTS:
EXCEPTIONS:
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Outcome 5: Produce Balanced Housing Markets.
Full Year
GREEN
HIGHLIGHTS:
The focus of the outcome was too ensure that evidence was available to assess whether the 20 housing market areas in Cumbria were considered to be balanced on the basis of the 9 indicators set out in the Appendix of the Cumbria Housing Strategy. As a result the Cumbria Housing Group is now in a position to monitor new reliable indicators for the 2008-10
EXCEPTIONS:
There is concern that the current housing market conditions and the reduction in housing market renewable funding will materially affect the ability of Cumbria to achieve balanced housing markets. There is a need to enable an increase in the capacity of the housing industry/companies to meet the economic element of balanced housing markets
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Outcome 1: Reduce crime – reduce overall crime in line with local Crime and Disorder Partnership targets and narrow the gap between the worst performing wards/neighbourhoods and other areas across the district
Full Year
GREEN
Highlights:
Since December 2005, there has been an almost consistent reduction in BCS Comparator Crimes. The county has enjoyed its best ever performance over the last 12 months and is continuing to reduce crime. The categories below are based on the 06-07 full year.
Acquisitive offences down by 15% Damage Offences down by 10% Violent Offences down by 1% All BCS Comparator Crimes down by 14.1% Cumbria has also exceeded both national and regional figures for sanction detection rates in the latest Home Office figures and leads the country in reducing the reoffending of prolific and other priority offenders by over 70%.
Other major highlight areas within this outcome include: • Criminal damage where targets are now performing well with all delivery partners having robust plans in place to tackle this issue. • Youth offending – first time entrants to the Youth Justice System exceeding its stretch target • Prolific and Priority Offender stretch targets continue to be exceeded. • The proxy indicator of night time related violence which measures detections of violent crimes between the hours of 7pm and 3am has exceeded target
Exceptions:
Although the national PSA target was 15% this was negotiated with each CDRP in Cumbria at levels between 12.5% and 17.5% depending on crime rates. This aggregates up to a 16.8% reduction across the county over three years. Our official rating against this target is that it has been missed by 0.8% whereas the actual out turn is 16% i.e. 1 percentage point above the national figure.
Within BCS Comparator Crimes the violent crime element did not reduce fast enough. More serious violent crime is a focus in the 2008-11 LAA
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Outcome 2: Reassure the public, reducing the fear of crime Annual Performance Information not yet available Full Year
GREEN
Highlights:
Cumbria has enjoyed a continued period of success; the annual Constabulary public consultation survey revealed that 90.1% of Cumbrians are satisfied with the service provided by the Constabulary. The figure represents a 3% rise in satisfaction since 2006, and forms part of the Constabulary’s Consultation Survey Results for 2007.
The survey also shows that Cumbria is bucking a national trend; with the public being vastly more satisfied with the visible police presence on the county’s streets than they were 12 months ago, with 89.9% of respondents showing satisfaction with police visibility, compared with 42% in 2006. On top of this, the findings reveal that nearly 98.9% of Cumbrians feel safe in their homes during the day, and 94.2% feel safe in their homes at night. People also feel secure in their community, with 97.6% of respondents saying they felt safe in their neighbourhood during the day, and 73.8% feeling safe in their neighbourhood at night – representing almost a 3% rise on last year’s
However this outcome is measured by the British Crime Survey which does not report findings until at least June 2008. The SSC Thematic Partnership is encouraged by the results from local proxy surveys and expects this to be transferred into the British Crime Survey
Outcome 3: Reduce the harm caused by illegal drugs
Full Year GREEN
Highlights:
The detection of Class A drug supply offences has exceeded target. Significant police activity is targeted at addressing the threat by illegal drugs with a comprehensive range of projects to address the various threats.
In addition, the target to address Drug Misusing Offenders into the Drugs Intervention Programme has also exceeded target The measure of public perception of drug use/dealing as a problem will be
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Outcome 4: Improved Services for Domestic Violence Victims
Full Year
GREEN
Highlights:
This outcome comprises 3 stretch targets around increasing incidents, increasing convictions and reducing repeat incidents. A fourth performance indicator around arrests is also included but not as a stretch target. Incidents, convictions and arrest targets are performing consistently well
The successful Specialist DV Court programme which has been piloted in the north of the county is now being rolled out countywide. The Multi Agency Risk Assessment Conference (MARAC) approach is now in the process of being rolled out fully throughout the county following successful operation in North Cumbria. Funding now in place and staff are being recruited.
Exceptions:
Repeat Incidents are off target at a rate of 42.5% against a target of 35.6 however it is acknowledged that successful achievement of this target is largely dependent on the roll out of MARAC as described above. This approach deals with the most prolific cases of domestic violence and instigates robust multi agency interventions and solutions. The Board expects the rate of repeats to be high during the initial stages of MARAC establishment but once full coverage is achieved, convergence with targets is anticipated.
This target is being closely monitored by the Thematic Partnership and by the Cumbria Domestic Violence Strategic Management Board.
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Outcome 5: Build Respect in Communities and Reduce Anti Social Behaviour. Annual Performance Information not yet available Full Year
GREEN
Highlights:
Although four out of the five indicators are survey based (see below) a proxy measure was agreed to measure the number of incidents reported to Police. The full years figures show that the target of 51677 incidents was exceeded by 13.9% at 44481 incidents. This is largely the result of a concerted effort by partners using the national RESPECT campaign as a focus for activity. Initiatives such as effective use of dispersal orders have also contributed to this good performance. We would expect that such good performance in actual incidents would be reflected in perceptions measured by survey
Exceptions:
This outcome is largely dependent on perceptions drawn from survey responses. The Place Survey will provide us with the next measure of the mandatory indicators in this outcome. The British Crime Survey in June 2008 will be able to provide us with a direction of travel in the interim in respect of public perceptions of overall levels of anti social behaviour.
Outcome 6: Empower local people to have a greater choice and influence over local decision making and a greater role in public service delivery
Full Year
GREEN
Highlights:
Over all performance is well, with evidence suggesting that we have achieved on 70% of the indicators in this outcome.
Two of the highlights relates to youth engagement in democracy and value of services delivered by the Third Sector. Both of these outcomes have performed far in excess of the prescribed target.
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However this outcome remains heavily reliant on survey based data. Performance on the SSC 6.1a ‘Percentage of residents who feel they can influence decisions affecting their local area; has shown to rise significantly, However this is through the use of a proxy measure. The Place Survey will provide a robust measure with which to support these SSC perception based indicators, albeit on an annual basis.
Exceptions:
This outcome is largely dependent on perceptions drawn from survey responses. The Place Survey will provide us with the next measure of the mandatory indicators in this outcome
SSC6.1b ‘Percentage of people who feel that by working together they are able to influence decisions that affect their neighbourhood’ is currently shown to be underperforming. As this is a stretch target, this will be rolled forward as a legacy target into the new LAA. A remedial action plan has been prepared and implemented to address this.
Outcome 7: Improved quality of life for people in the most disadvantaged neighbourhoods; service providers more responsive to neighbourhood needs; and improved service delivery Annual Performance Information not yet available Full Year
AMBER
Barrow
For 2007/2008 the Neighbourhood Management Board agreed to focus on four key themes, these are community engagement and development; environmental concerns; work with young people; crime and community safety. The action plan also reflects the work planned to address these concerns and will provide ongoing monitoring of activity against a range of local indicators and recent survey results.
The Quality of Life Survey 2006 provides the neighbourhood management project with some baseline information and will also provide an end of project evaluation when the survey is likely to be repeated in 2010.
Barrow NMI is undertaking an assessment/evaluation to enable the project to adapt programmes and activity against progress.
South Whitehaven
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The neighbourhood warden service has proved successful and has provided a presence within the area. Work is ongoing to empower residents to take ownership of safety, environmental and other issues important to the area. Each of the projects supported though South Whitehaven Neighbourhood Management will ensure direct benefit to the community, and aim to be sustainable. Additionally, these supported projects offer joined up problem solving to issues and concerns in the neighbourhoods
South Workington
Workington NMIA continues to address residents’ top priorities for service delivery. These were identified as improved provision for teenagers, increased job prospects and lower levels of crime. These issues, as well as improved facilities for young children, were perceived as higher priorities by Workington residents than by Cumbria residents overall.
Locality groups of public service agencies have been brought together through the neighbourhood partnerships to reinforce the inter-agency approach to health and other issues, in partnership with local communities. This “place management” approach has provided a greater prospect of success, by involving local residents who understand their areas, working alongside local councillors who can provide community leadership.
Outcome 8: Increased Domestic Fire Safety and Reduced Arson
Full Year AMBER
Highlights:
The rate of fire related deaths and injuries has moved from a position of poor performance in quarter 1 to exceeding target in quarter 3. This has occurred for a number of reasons:
The LAA and the Fire related stretch target has contributed to an improved approach to performance management within the Fire and Rescue Service with exceptions being a standing item on the Service Management Team Agenda and Locality Managers being held to account for under performance much more robustly. The Service has also renewed its links with the Adult Social Care Directorate and is developing its links with Cumbria Primary Care Trust particularly in respect of mental health issues. These links will enable the Service to sharpen its targeting of the most vulnerable
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There was also unusually high incidence of Fire Related Fatalities in previous quarters which has now stabilised
Exceptions:
The target on Number of Deliberate Fires is still slightly off target. This category is made up of primary and secondary arson although it is principally secondary arson (associated with anti social behaviour) where the under performance lies. These account for some 80% of all arson-related fires however the general year-on-year trend is reducing gradually by about -5% per annum.
Cumbria Fire and Rescue Service now have 4 Watch Manager posts co located within external partnership arrangements. These Watch Managers are tasked with working with partners to improve youth engagement, using the Fire Service brand to bring down Anti Social Behaviour and ultimately Anti Social Behaviour Fires.
Outcome 9: Improving Road Safety.
Full Year
GREEN
Highlights:
The provisional figure for 2007 exceeds the national 2010 target for Cumbria. However the figures are quite variable and the normal process is to average the results out over three years. This will be applied in the new agreement.
Exceptions:
The figures for young drivers are still a significant proportion and reinforce the need for the legacy indicator.
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Outcome 10: Cleaner, Greener and Safer public spaces.
Full Year
GREEN
SSC 10 (Barrow): Reduce the visual impact of litter and graffiti
Full Year GREEN
SSC 10 (Copeland): Reduce the visual impact of litter and graffiti
Full Year GREEN
HIGHLIGHTS:
EXCEPTIONS
Outcome 11: Reducing Municipal Waste and increasing recycling and composting.
Full Year
GREEN
HIGHLIGHTS
SSC 11.1a Reduction in percentage of municipal waste landfilled
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Page 264 The target for this indicator for 2007/8 was -4%. This was based on expectation that municipal waste would reduce following the introduction of the permit scheme; the success of the minimisation and education messages and the successful introduction of the recycling measures at the kerbside.
The Cumbria Strategic Waste Partnership has worked hard to deliver the reductions required and plans are in place to continue this trend.
At the end of the first year the rate of reduction stands at –5.3%
SSC 11.1b Percentage of municipal waste recycled and composted
The target for this indicator for 2007/8 was 33%. This target was based on an expected improved recycling performance at the kerbside and an anticipated reduction in overall waste tonnage.
The joint investment by the Cumbria Strategic Waste Management partnership in new and innovative recycling schemes has delivered better than expected results.
At the end of the first year the figure stands at 34.3%.
SSC 11.1c Kilograms of household waste per head of population
The target for this indicator for 2007/8 is 588kgs per head of population.
Joint investment by the partnership in education and minimisation measures have delivered more than the anticipated improvement.
At the end of the first year the figure stands at 533kgs.per head
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Page 265 Outcome 12: Improve the quality of the local environment by reducing the gap in aspects of liveability between the worst wards/neighbourhoods and the district as a whole, with a particular focus on reducing levels of litter and detritus.
SSC 12 (Barrow): Improve the quality of the local environment
Full Year GREEN
This outcome has exceeded target. The streetcare and Neighbourhood Management teams have been effective at improving the amenity of the deprived wards. Changes to the method of collecting bulky household waste was introduced in April and has provided an enhanced service in the deprived wards which will lead to a reduction in fly tipping.
SSC 12 (Copeland): Improve the quality of the local environment
Full Year
GREEN
The Cleaner Safer Greener Funded Waste Projects, have enabled an intensive environmental cleaning programme to be carried out in South Whitehaven. This has contributed significantly to a BV199a result of 2% for the Borough. The gap between North Copeland and the rest of the Borough has also reduced with the BV199a figure for that area being 3%. This has been achieved by a re-distribution of cleansing resources.
Funding to continue the environmental cleaning team and mechanical sweeper in the South Whitehaven area has been secured until 31 December 2008.
SSC 12 (Allerdale): Improve the quality of the local environment
Full Year
RED
The target of 7% has not been met largely due to the operational problems and their impact of safe litter picking of road verges in the earliest periods of survey one and two on 2007/08.
The third period of monitoring however highlighted significant improvements regarding litter clearance on A, B and C category roads, work to further improve these highway verges continues. The effectiveness and efficiency of mechanical sweeping both on
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Page 266 the highways and footways has increased through a more robust method of deployment which has shown overall reductions with levels of detritus across the borough. Regular meetings take place with the client and contractor to plan the works which focuses on output based sweeping that is co-ordinated to provide maximum efficiencies by the experienced staff at the Allerdale Environmental Partnership.
The Environmental “response team” was developed to tackle litter related problems quickly and effectively and are helping ensure any fly tipping is cleared within 48 hours as highlighted in the Allerdale Environmental Partnership Service Charter.
Closer relationships are being developed with partner organisations including the police, fire service and housing associations with the aim of improving local environmental quality. A number of successful street safe days were developed to help raise awareness regarding waste management and local environmental quality. Particular focus being placed on the impact for residents in respective areas that may lead to fly tipping or arson attacks involving rubbish fires. Local member support was provided to enable these initiatives to proceed.
The enforcement team has been pro-active in the commercial waste service area with attention being focused on responsible waste management. Informal guidance is offered initially to any commercial organisation who fails to comply with their “Duty of Care”, this is then followed by a more formal route of prosecution. This action further promotes LATS benefits, and a cleaner street scene as customers are unable to leave sacks awaiting collection by any passing vehicles.
A large capital investment programme was undertaken to assist the authority with its aim of achieving a green flag status, an application has been submitted for Vulcan’s Park Workington which includes new facilities being developed and the introduction of a new residents groups with full time park keepers seven days per week.
Outcome 13: Improve housing conditions.
Full Year
AMBER
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Page 267 Outcome 14: Protect and enhance the natural environment.
Full Year
GREEN
HIGHLIGHTS: SSC14.1a Percentage of Sites of Special Scientific Interest in favourable / recovering condition Good progress has been made with an increase of 3.77% in 2007/08. However, the actual of 85.12% at the end of the year means that the target of 87% was not met.
SSC14.2a Percentage of agricultural land in the national agri- environment schemes Performance on this indictor has exceeded the target (target was 53%, actual was 84%). This trend is set to continue.
SSC 14.3a Number of commercial enquiries for up to date biodiversity information Performance on this indicator has exceeded the target (target was 60, actual was 88). This trend is set to continue.
SSC14.4a Percentage of Conservation Areas with character appraisals and management plan Performance on this indicator has exceeded the target (target was 9.8%, actual was 18.4%). This trend is set to continue.
EXCEPTIONS
SSC 14.1b Area of Natural Habitat Created The target, to establish a baseline by April 2008, relating to the area of natural habitat created (priority habitat) was not achieved. Quantitative targets are difficult to set. Priority natural habitats (as defined in the Countryside and Rights of way Act) are hard to re-create, and there is no clear way of knowing when they can be classed as “natural”. It is also proving difficult to establish how much natural habitat already exists.
SSC14.2b Number of farms taking up visits Progress has been slow for the first two quarters but picked up in quarter 3. Most up take occurs later in the year but data is not yet available for March 2008.
SSC 14.3b Number of records of all key species added to the wildlife records database per annum This target was not achieved. The issue is due to the target setting which was
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Outcome 15: Living and adapting to climate change.
Full Year
RED
HIGHLIGHTS:
SSC15.1a Greenhouse gases emitted (ktonnes CO2 equivalent) Data has recently been released for Cumbria’s 2005 estimated carbon dioxide emissions figure. This will be the basis for the new NI 186 (per capita reduction in emissions). This gives a baseline of 11.3 tonnes per capita.
15.1c Percentage of Public Authorities with Carbon Reduction Management Plans in place Four of the authorities in Cumbria have joined the Carbon Trust Carbon Management Programme. This will mean that 50% will have plans in place by March 2009.
SSC 15.2a Percentage of area coverage of flood risk and shoreline management plans Plans are all out on consultation and will be signed off in the summer of 2008. This will give 100% coverage.
SSC 15.2b the number of properties in designated flood warning areas receiving flood warnings Performance on this indicator has exceeded the target (target was 5200, actual was 6005). This trend is set to continue.
EXCEPTIONS
15.1b Number of Low Carbon Building Project Grants The target to set a baseline for this indicator was not achieved. Records are sporadic and there is uncertainty about the future of this funding stream.
SSC 15.1d The percentage of new properties complying with energy efficiency best practice standards This target was not achieved, as data is not collected in a standard and readily available format.
SSC 15.4a Increase in the number of people taking action on climate change
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Page 269 This would require a perception survey which was not due to be commissioned in 2007/08. The Place Survey could pick up this point for future years.
Outcome 16: User interaction with the natural environment.
Full Year
GREEN
HIGHLIGHTS:
SSC16.1a Number of visits to the wildlife information service Performance on this indicator has exceeded the target (target was 21400, actual is 53376). This trend is set to continue.
SSC16.2a Number of Volunteers Performance on this indicator has exceeded the target (target was 1050, actual is 2124). This trend is set to continue.
SSC16.2b Number of people involved in activity events Performance on this indicator has exceeded the target (target was 36000, actual is 39689). This trend is set to continue.
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4 LAA FUNDING
LAA pooled funding is divided into blocks, to be used towards outcomes and targets in those blocks of the LAA. Some funding streams are linked to specific targets in the LAA. Performance against those targets is covered in the Performance Summaries.
The grant conditions allow no more than 5% of the total allocation for Cumbria to be carried forward. The Forecast Outturn statement submitted to the Government Office is included at Appendix 3. [20.03.03 - this is currently draft] This shows partners are forecasting allocations of pooled funding to be substantially spent, and the forecast variance is within the 5% overall limit. Provided this position is maintained, no action is required. But in the event that the final figures exceed the 5% limit, then under the governance framework the CSP Executive would need to recommend how the situation is managed.
LAA pooled funding ceases after 2007-08. Area Based Grant is not a direct replacement, as is not specifically for the LAA. Instead, the emphasis is on alignment of all relevant funds to the outcomes and targets in the LAA. This will make funding and other resource issues much more integral to planning for the delivery of LAA outcomes and targets. This raises the profile of resource issues and emphasises the importance of developing and implementing a framework in Cumbria to support this approach.
5 LESSONS LEARNED FROM YEAR 1 DELIVERY OF THE LAA.
5.1 Building on successes and achievements
5.1.1 Improved partnership working, prioritisation and focus on outcomes:
When our LAA became fully operational in 2007, our seven CSP Thematic Partnerships were are different stages of development, some had well established practices for managing performance and delivering improvement and others were underdeveloped. The LAA has no doubt though improved partnership working by providing a focus for attention.
The Environment and Heritage Partnership for example was established after the LAA was developed and consequently have had to ‘catch up’ with the other TPs. In some instances there was a lack of clarity around how performance measures had been agreed and some targets were unachievable and/or were not contributing towards priorities. Consequently there was little buy in to their achievement. The lessons learnt have been fully taken into account in developing and agreeing indicators and targets for
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Page 271 the new LAA. The targets will be agreed with all involved and robust delivery plans will be written to ensure partners change their priorities if necessary.
The Safer and Stronger Thematic Partnership (SSCTP) has been established for a longer period and operates as holistic group, offering strategic direction and leadership to both the Safer and Stronger theme of the LAA. Conversely, the working groups, which serviced this partnership initially operated mostly in isolation.
Lead officers for this block quickly recognised the added value and benefit of merging these two groups, to reflect the SSCTP. This piece of work involved the unification of the two contrasting practitioner groups, which would then work together to share ideas, information and good practice, monitor performance and develop needs led projects. This would offer effective support to the strategic direction of the SSCTP, in order to achieve shared goals.
A robust multi agency practitioner group was brought together, drawn from the two working groups and at the preliminary meeting the vision was made clear in order to secure buy in from partners. Guided by the two SSC lead officers, the group worked together to identify terms of reference and a programme of work for the group. This enabled the cross fertilisation of ideas and allowed partners to play an effective role in current SSC management, delivery and also content development for the emerging SSC theme of the new LAA. Once agreed, the practitioner group was keen to assess the tasks and roles needed to achieve success.
Whilst heavily into the performance monitoring phase of year 1, timescales were shifted for the completion of a crucial phase of the new LAA development. The group responded to this challenge and the work to develop content for the SSC theme of the new generation LAA to run from 2008-11, was undertaken and completed within the prescribed timescales.
The group has also worked together to actively shape the Community Safety Agreement. This builds on the work undertaken by CDRPs in their locality strategic assessments, to inform the County strategy. This will act as a business plan for the SSCTP, demonstrating the commitment to a joined up approach to building safer and stringer communities in Cumbria.
Partnership working on the delivery of Healthier Communities and Older People’s outcomes has also improved. The LAA has served as a catalyst for agencies across all sectors to work together on common goals and has resulted in improved communication with regard to progressing service development and service delivery. Specific areas of work have been highlighted for development and improvement e.g. The Well Read Scheme, and other have been highlighted where more work is needed e.g. Smoking Cessation.
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Page 272 5.1.2 Improved information sharing and quality of data:
The sharing and quality of data has definitely improved over the last year, however for some performance indicators quarterly collection and reporting remains problematic. Sharing of information between the CSP executive and Thematic Partnerships has improved over the second half of the year and a clearer picture of performance is now available across all LAA outcomes. Development work is now underway to establish effective means of communication LAA successes to the public.
A strategic data sharing protocol has been endorsed by the CSP Executive and commitment to the Audit Commission’s voluntary code of practice on Data Quality has been secured.
5.2 Learning from past experience.
5.2.1 Accountabilities and Responsibilities for Performance:
The bedrock of any Governance Framework is the clarity of accountabilities and responsibilities. Although the LAA Governance Framework sets out accountabilities and responsibilities for a range of partnerships and organisations (including the CSP Executive Board, CSP Thematic Partnerships, District LSPs, partner organisations, the County Council and its Cabinet and Local Committees), in practice these were often blurred, especially the role and purpose of the CSP Executive Board and its relationship with the CSP Thematic Partnerships in relation to the performance management of the LAA.
The ‘Ladder of Intervention’ as set out in the Governance Framework has not yet been applied and therefore there has been little evidence of the Thematic Partnerships being accountable to the CSP Executive Board for performance, and collective actions agreed to deal with underperformance.
Actions: Thematic Partnerships to highlight areas of persistent underperformance, escalate these to the CSP Executive Board to consider where appropriate, joint actions for improvement.
5.2.2 Improved alignment of budgets:
The LAA has offered up an opportunity to maximise the purchasing power of TPs by aligning collective financial resources to the achievement of outcomes.
Actions: Thematic Partnerships to examine how the totality of available resources is focused on achieving outcomes and targets. This would emphasise that all resources and activities are potentially relevant to the LAA, and that consideration of resource issues should not be confined to specific projects or funding sources.
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5.2.3 Commissioning:
Whilst the written Governance Framework contains a robust commissioning model, the practice of commissioning services is inconsistent across the CSP and although some Thematic Partnerships are developing models for successful commissioning of services, this remains an underdeveloped practice across the CSP. In line with the experience and lessons learned in paragraph 4.1 above, there remains an opportunity for the CSP Executive Board to develop a stronger and more effective commissioning role than at present. This would further crystalise the relationship and accountabilities between and across the CSP Executive Board and CSP Thematic Partnerships.
Actions: Thematic Partnerships to highlight examples of good commissioning practice and share good practice with other Thematic Partnerships.
5.2.4 Supporting partnerships to deliver a successful Community Strategy & LAA:
To facilitate successful delivery of the CS and LAA, partnerships and partners must have the legitimacy to commit resources and to take decisions on behalf of their respective organisations and must be supported to build up the required capacity for robust Financial Planning, Performance, Risk and Project Management.
Action: Ensure that support for the system of partnerships is considered within the brief for the Leadership Centre within the overall review of governance in Cumbria.
5.2.5 Effective decision making through use of performance information:
The regular reporting of LAA performance to the CSP Executive Board and Thematic Partnerships must highlight both successes and areas for improvement. The content and style of reporting needs must ensure that the balance between the volume and quality of information presented is sufficient to enable partnerships to quickly grasp successes and (under)performance and to take appropriate action.
Action: Review and propose improvements to the content and style of management information reports used by Thematic Performance Groups and CSP Executive Board.
5.2.6 Improved rural/equality/sustainability proofing:
Needs further exploration across the thematic partnerships.
5.2.7 Other Practice Issues – Financial, Performance and Risk Management:
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Page 274 Opportunities for improving other practice issues have arisen throughout year 1 of delivery. Actions to improve these include:
• A review of the dates on which partnerships meet in order to manage performance. This should be more streamlined to ensure that meetings are timed to allow up to date information to be considered by TPs and any exceptions to planned performance (including achievements), to be escalated to the CSP Executive Board. • A requirement for TPs to routinely forecast performance at the current year-end, using the latest performance information available to the partnership. Currently, most of the TPs do not systematically apply forecasting techniques. • A requirement for TPs to routinely consider risk management information and financial management information alongside activity and performance management information so that a more rounded view of performance is achievable. • A review of the way in which targets are profiled throughout the year. • A review of how performance can be tracked in-year in instances where performance measures are wholly reliant on annual events.
5.2.8 Cross- Cutting Outcomes:
During the development phase of the LAA, it was recognised that there would be opportunities for TPs to work across traditional boundaries on the attainment of cross- cutting outcomes.
Whilst there are many examples where lead Thematic Partnerships have worked on specific targets and outcomes, it is clear that there is greater scope for cross-partnership working and communication of performance across all the TPs on issues of mutual interest.
Actions: Thematic Partnerships to consider, when delivery planning, how partner organisations that may sit in other Thematic Partnerships can contribute to delivery, and have the mechanisms in place to facilitate this joint working, e.g. outcome/target groups
5.2.9 Priorities:
Perhaps the most obvious lesson to be learned from year 1 is the abundance of priority outcomes and attaching performance measures in the LAA. There are in fact 249 individual performance measures that require systems for collection and reporting on a regular basis. On reflection, narrowing the focus of attention on the real priorities for Cumbria should contribute to more effective performance management of the LAA across the TPs.
Actions: A more manageable group of priorities for Cumbria has now been established via development of the refreshed LAA.
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5.2.10 Communication of Performance to Stakeholders:
It is clear from the evidence to date that where activity can be measured, a relatively high percentage of Performance Indicators are either on target or exceeding target, however there is an opportunity to improve the way in which improving performance is reported and communicated to a wider range of stakeholder groups including the public, elected members, community groups and other communities of interest.
Actions: Research good practice in other ‘areas’ including a wide range of media, including the use of case studies, video, accessible internet, newsletter etc to publicise and communicate partnership achievements.
5.2.11 Ownership of locality funded activities and targets:
In some instances it is evident that where locality funding has been earmarked for the delivery of neighbourhood targets (eg Neighbourhood Renewal Funding), the organisation receiving the funds to deliver local improvement has been disconnected from the mainstream activity of the CSP and its Thematic Partnerships.
The county’s new LAA for 2008 – 2011 and preparation for Comprehensive Area Assessment (CAA), supported by the new financial framework, provides the opportunity to embed locality considerations into the work of the CSP as a whole.
Actions: Thematic Partnerships to ensure that delivery and performance management takes account of localities, with analysis of relevant funding of all sources as appropriate – ensuring the relevant linkages with partners at locality level are made.
5.2.12 Elected Member engagement:
Some Elected Members have been involved in the development and delivery of the LAA, through individual partner organisation decision-making processes or through membership of Thematic Partnerships.
Some Elected Members from Cumbria County Council and the six District and Borough Authorities were members of the joint scrutiny panel established to oversee the LAA development process.
The further development and delivery of the LAA provides an opportunity to build on this work to ensure Elected Members can contribute to this more fully.
Action: To review Elected Member engagement in the work of the Thematic Partnerships, and to review scrutiny arrangements in relation to the LAA and its delivery.
Cumbria LAA 07-08 Annual Performance Monitoring Report - 050608
Page 276 5.2.13 Overall impact of the LAA:
It could be argued that having only delivered the first year of a 3 year agreement, it is either too early, or there is insufficient information on which to assess the success of the overall LAA. Nevertheless, regular performance reports should contain an assessment of achievement by theme and overall LAA.
Actions: In future to focus less on the individual performance measures in the LAA and instead, step back and assess what overall difference the LAA is making on the quality of life and outcomes for the public and communities.
Cumbria LAA 07-08 Annual Performance Monitoring Report - 050608
Page 277 APPENDICES
Appendix 1: Reward Element Targets
Appendix 2: Neighbourhood Renewal Targets
Appendix 3: LAA Grant Provisional Outturn
Cumbria LAA 07-08 Annual Performance Monitoring Report - 050608
Page 278 Appendix 1: Reward Element Targets
Table 1 provides a detailed analysis of the performance of the 15 measures relating to the 12 stretch targets. The following key to performance is used:
Performance is either meeting target or exceeding target. Underperforming by up to 5% of target. Underperforming by more than 5% of target.
Indicates insufficient performance information available at the end of quarter 3 and is fully explained in Table 2
Table 1 shows that at the end of year1:
11 measures (73%) were either on target or exceeding target 0 measures ( 0%) was underperforming by up to 5% of target 4 measures (27%) were underperforming by more than 5% of target Page 279
AMENDED 5TH June 2008 Table 1 Analysis of the Stretch Target Performance Indicators at 12 months to March 2008
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Amended 5th June 2008
Cumbria LAA 07-08 Annual Performance Monitoring Report - 050608 Appendix 2: Neighbourhood Renewal Targets
Table 1 provides a detailed analysis of the performance of the 41 measures relating to the Neighbourhood Renewal targets. Where sufficient performance information is available for the 9 month period to December 2007, then the following key to performance is used:
Performance is either meeting target or exceeding target. Underperforming by up to 5% of target. Underperforming by more than 5% of target.
Indicates insufficient performance information was available at the end of quarter 3 and is fully explained in Table 2
Table 1 shows that at the end of the nine month period to December 2007 of the 32 measures (78%) where sufficient performance information is available
22 measures (69%) were either on target or exceeding target Page 281 6 measures (19%) was underperforming by up to 5% of target 4 measures (12%) were underperforming by more than 5% of target
The 9 measures where insufficient performance information is currently available are collected annually.
Partnerships have not yet fully developed systems and routines for forecasting performance. It is recognised by partners however, that this is an area for development in future years of delivering local area agreements.
Cumbria LAA 07-08 Annual Performance Monitoring Report - 050608 Table 1 Analysis of Neighbourhood Renewal Targets at 12 months to March 2008
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Cumbria LAA 07-08 Annual Performance Monitoring Report - 050608
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Cumbria LAA 07-08 Annual Performance Monitoring Report - 050608
Page 284
Cumbria LAA 07-08 Annual Performance Monitoring Report - 050608 Appendix 3: LAA Grant Provisional Outturn
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Page 286 Agenda Item 17
Allerdale Borough Council
Council – 13 August 2008
Recommendations Referred to Council
Maryport Developments Limited, Transfer of Shares
The following recommendation has been referred to Council by the Executive Committee held on the 9 July 2008. It is for Council to consider its response.
Recommended – That Council be requested to agree:
(a) The transfer of Allerdale Borough Council’s 9.5% shareholding in Maryport Developments Limited to the Maryport Harbour Authority as soon as possible, on a date to be agreed by the Chief Executive (b) This be conditional upon all existing shareholders in Maryport Developments Limited agreeing to the same share transfer arrangements and the Harbour Authority coming to an agreement with the Council on future performance indicators.
S Brown Democratic Services Manager
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Page 288 Allerdale Borough Council
Executive – 9 July 2008
Maryport Developments Limited - Transfer of Shares
The Subject of the Decision To consider the transfer of the Council’s shares in Maryport Developments Limited to the new Harbour Authority
The Reason for the Decision The report sets out a proposal for Allerdale Borough Council to transfer its 9.5% shareholding in Maryport Developments Limited to the recently reconstituted Maryport Harbour Authority. The new Harbour Authority takes responsibility for managing the harbour and Maryport Developments will no longer be required.
Recommendation 1) That Members approve Allerdale Borough Council transferring its 9.5% shareholding in Maryport Development’s Limited to the Maryport Harbour Authority as soon as possible, on a date to be agreed by the Chief Executive. 2) This should be conditional upon all existing shareholders in Maryport Developments Limited agreeing to the same share transfer arrangements and the Harbour Authority coming to an agreement with the Council on future performance indicators.
Environmental Implications A financially sustainable Harbour Authority will enable proper environmental management of the harbour estate to be carried forward in into the future.
Community Safety Implications None
Financial/Resource Implications No additional financial implications for the Council arise out of this report. The Council, together with the County Council, agreed to each contribute £40,000 per annum from 2003 towards management and operation of the Maryport Harbour, subject to satisfactory performance, (minute 404 of 2000 refers). The Council however reduced its contribution to £20,000 In 2008/09, but this will be reviewed in the next budget round.
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Human Rights Implications None
Employment Implications A financially sustainable Harbour Authority will safeguard staff currently employed in the management of the harbour, will in the medium term create direct employment opportunities for Maryport residents and will support additional jobs locally.
Health & Safety & Risk Management None Implications
Wards Affected Netherhall
The Contribution this Decision would This proposal supports the Council’s vision make to the Council’s Key Aims and all key aims by making Allerdale a great place to visit.
Is this a Key Decision No
Portfolio Holder Councillor Margaret Jackson Tel: 01900 702998 Email: [email protected]
Lead Member of Staff David Martin Director of Partnerships and Community Tel: 01900 702773 Email: [email protected]
(A detailed listed of implications is appended to the report)
1.0 Introduction and background
The new Maryport Harbour Authority was formed on 1 February 2008 following Parliamentary Approval after some years of negotiation. The new Authority takes over responsibility for the operation of the harbour from the old Harbour Commissioners and Maryport Developments Ltd.
Following a formal appointment process, under Nolan Principles, the new Authority Board comprises :
Mr Ian Wookey - Independent Mr Joe Kewin - Independent Mr Patrick Everingham - Independent Mr Martin Wood - Maryport Town Council Mr Keith Little - Cumbria County Council Mrs Angela Kendall - Allerdale Borough Council
Page 290 Maryport Developments Ltd will need to continue in existence for the time being to support the new Authority in its formative stages, probably until at least Christmas 2008, but in due course the Council will need to hand its shares to the new Harbour Authority and the company will be wound up. This is the subject of this report.
1.1 Maryport Developments Limited was formed in 1987 with a remit to focus on the redevelopment and regeneration of the town’s harbour area which had been identified as the key to the future economic prosperity of the town. Allerdale Borough Council was a founding partner in this innovative organisation which was established as a company limited by guarantee with each member taking ownership of shares in the company.
1.2 Over the years the company structure and memorandum and articles of association have been subject to a number of revisions. The current arrangements are that the Northwest Regional Development Agency and West Cumbria Development Fund each holding 40.5% of the shares and Allerdale Borough Council and the County Council each hold 9.5%.
1.3 Much has been achieved by MDL since 1987, with the whole of the harbour area having been reclaimed and transformed to incorporate leisure and tourism attractions, waterfront housing, social housing and a marina and boat repair facilities. The town has also been subject to significant regeneration activity including a Single Regeneration Budget programme which operated between 1998 and 2003 and further investment through the Council (e.g. The Wave Centre), West lakes Renaissance, NWDA, Europe and increasing private sector interest in the harbour and town as a whole. Future plans for the harbour include a reconfiguration proposal to retain a larger water area by way of a new harbour wall and lock gates.
1.4 Maryport Harbour is a Trust Port and due to the former harbour authority not having the capacity or the financial wherewithal to continue managing a commercial operation, Maryport Developments Limited has had to undertake the management and operation of the harbour on there behalf. A key requirement of Maryport Developments Limited has been to identify and implement a long term financially viable solution for the future management and operation of the harbour.
1.5 The solution identified and put in place was the establishment of an Endowment fund and through a Harbour Revision Order, to reconstitute the harbour authority in line with government guidance for the modern governance for Trust Ports.
1.6 The endowment fund was provided by the former English Partnerships prior to its responsibilities transferring to Northwest Regional Development Agency. The key benefit of the fund is that income from it supports the cost of specified capital works to the harbour and the cost of the five year dredging cycle required to ensure the harbour remains operational. The income from the fund combined with income generated through the commercial operation of the harbour ensures that it remains a commercially viable operation.
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1.7 As part of the agreement to establish the Endowment Fund, Allerdale Borough Council resolved to contribute a £40k per year to Maryport Developments Limited (or its successor body) for a ten year period, commencing in the financial year 2003/2004. Cumbria County Council agreed to similar financial contributions and Maryport Town Council also agreed to contribute £7.5k per year over a ten year period. The Council reduced its contribution in 2008 to £20,000 and will review this in 2009 budget round. The Endowment Business Plan is predicated on the Local Authority’s contributing £40,000 pa to make it sustainable.
1.8 A key condition attached to the endowment fund is that it is managed by an independent fund manager. Maryport Developments Limited Board meet with the fund managers on an annual basis to review its performance. A full independent review of the endowment was undertaken in 2005. The review identified that the endowment was gifted immediately prior to the stock market crash in 2001 and as a result had reduced in value in real terms. The recommendations on the future management of the fund have since been adopted and given the current market trends it is considered that the fund in performing adequately. MDL have raised the possibility of the Council managing the Endowment on their behalf and this is being investigated.
1.9 The only assets now held by Maryport Developments Limited are those which are harbour related and essential to the future management and operation of the harbour, all other assets having been sold for development or to the County Council to hold for future development. There are still a number of issues to resolve in connection with land Allerdale BC still has to transfer to the new Authority, including leases in the Elizabeth Dock area.
It is therefore now an appropriate time for the ownership of those remaining assets to transfer to the new Maryport Harbour Authority. The simplest way of achieving this is to transfer the Council’s 9.5% shareholding in Maryport Developments Limited to the new Authority in due course, on a date to be agreed by the Chief Executive. This date will be dependant on when the new Harbour Authority are in a position to accept them.
The shares have no financial value to the Council
1.10 The Northwest Regional Development Agency has agreed to this share transfer and the County Council considered their transfer on 7 July 2008. Shares owned by West Cumbria Development Fund will also transfer.
1.11 The new statutory Harbour Authority may require the Council’s support and guidance over coming formative years and your officers are happy to make time available as necessary to ensure the harbour continues to contribute to the ongoing regeneration of Maryport.
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2.0 Options
2.1 There are only two options available. Either members agree to the share transfer they do not. To not agree would result in the continuation of Maryport Developments Limited which, following the establishment of the new Maryport Harbour Authority, will serve no useful purpose as responsibility for the management and operation of the harbour moves fully to the new authority.
2.2 The preferred option is to transfer the Council’s shareholding in Maryport Developments Limited to the new Maryport Harbour Authority and to continue payment of the Council’s agreed financial support to the new authority. The agreement relating to the annual financial contribution ends after the final payment in the 2012/13 financial year.
3.0 Conclusion
3.1 The long term viability of Maryport harbour has been secured through the combination of the establishment of an endowment fund and the formation of a new Harbour Authority. All assets relating to the management and operation of Maryport Harbour should now transfer from Maryport Developments Limited to the new harbour authority. This should be achieved through the transfer of the Maryport Developments Limited Shareholdings to the Maryport Harbour Authority. In effect this is Allerdale Borough Council’s exit strategy from the company.
David Martin
Director of Partnerships and Community
Page 293 Report Implications
Please delete where applicable.
Community Safety N Sport N Financial Y Leisure N Legal Y Tourism Y Social Inclusion N E-Government N Human Rights N North West Regional Y Youth Issues N European Y Ethnic Minority Issues N National N Older People Issues N Partnership Y Disability Issues N Heritage/Culture Y Employment (external to the Council) Y Planning Policy N Employment (internal) N Enforcement N Environmental/sustainability Y Transport N Environmental/visual Y Asset Management Y Health N Health & Safety N
Is this a statutory recommendation? N
Is this a key decision? N
Has a risk assessment been undertaken? N
Wards affected - Netherhall
Background papers - None
Page 294 Agenda Item 18
Allerdale Borough Council
Council – 13 August 2008
Recommendations Referred to Council
Allerdale Museum Service
The following recommendation has been referred to Council by the Executive Committee held on the 9 July 2008. It is for Council to consider its response.
Recommended – That Council be requested to agree that:
(a) The Council retain Keswick Museum and Art Gallery (including its assets) under the existing trust arrangement and seek a partner to manage, operate and develop the museum over the long term, on a full repairing lease for a minimum of 99 years. (b) The Council invites both KMAG Management Ltd and the North Pennines Heritage Trust to submit proposals for recommendation (a) above, and a further report would be submitted to the Executive outlining these proposals and their financial implications. (c) The Council’s Legal Officer continue investigating the implications of the Helena Thompson Will and the terms by which the Helena Thompson Museum as a charity should be operated and report back to the Executive on the outcome of this, in relation to whether a complete handover of the museum to a suitable body or its management, operation and development through a long term lease arrangement is possible (d) The current agreement with the Workington Heritage Group to manage and operate the Helena Thompson Museum be extended for one year until 31 March 2010 (e) A decision on the future of the Maryport Maritime Museum be made at a later meeting of the Executive in accordance with the Council’s Forward Plan (f) The Council’s Asset Manager work up options for ensuring that Workington Hall is kept safe over the short term, to be reported back to the Executive within a month, whilst discussions continue to find a development partner for that site.
S Brown Democratic Services Manager
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Page 296 Allerdale Borough Council
Executive - 9th July 2008
Allerdale Museum Service
The Subject of the Decision To inform members of the current position regarding the status of the Council’s museum service and to seek further direction on its future.
The Reason for the Decision To determine what the Council wishes its involvement in heritage to be and move forward on a range of issues that will impact on this.
Recommendation 1. That a decision be made on whether to pursue the transfer of Trusteeship of the Keswick Museum and Art Gallery (including its assets) to a suitable alternative body or for the Council to retain those assets under the existing trust arrangement and to seek a partner to manage, operate and develop the museum over the long term.
2. That the Council invites both KMAG Management Ltd and the North Pennines Heritage Trust to submit proposals for whichever approach is agreed under recommendation 1 above.
3. That the Council’s Legal Officer continue investigating the implications of the Helena Thompson Will and the terms by which the Helena Thompson Museum as a charity should be operated and report back to the Executive on the outcome of this, in relation to whether a complete handover of the museum to a suitable body or its management, operation and development through a long term lease arrangement is possible.
4. That the current agreement with the Workington Heritage Group to manage and operate the Helena Thompson Museum be extended for one year until 31 March 2010.
Page 297 5. That a decision on the future of the Maryport Maritime Museum be made at a later meeting of the Executive in accordance with the Council’s Forward Plan.
6. That the Council’s Asset Manager work up options for ensuring that Workington Hall is kept safe over the short term whilst discussions continue to find a development partner for that site.
Environmental Implications None directly arising from this report, although significant environmental improvements at the Keswick Museum and Art Gallery and Workington Hall are possible, if the development potential of those sites is realised.
Community Safety Implications None directly arising from this report.
Financial/Resource Implications The Council’s 2008/09 revenue budget for its museums is £232,580. This includes grant payments in the sum of £110,470 to the various groups managing and operating the museums on the Council’s behalf but, excludes provision to cover a range of premises costs (£60,476 in 2007/2008) which remains the responsibility of the Council under the current management arrangements. Those premises costs are covered from the budget for Property Services, with actual expenditure recharged at the end of the financial year.
Future financial and resource implications will depend on whether the Council is able to transfer the museum assets (building, contents, the collection and land) to another body or retains the assets under a lease arrangement with a management partner or closes the museums and disposes of the assets. It could also involve a combination of all those options. In the case of asset transfer, although the Council would eventually relinquish its responsibility for them, it would need to make significant funds available to improve and develop those assets in order to make them a viable proposition for another body taking them on.
Page 298 Retaining the assets under a lease arrangement with a management partner may also require significant funding for the reason just given but, with the possibility of the management partner requiring on-going financial support from the Council, if income generation was not sufficient to cover all costs. There would also be a need to provide the necessary level of officer and curatorial support to fulfil the Council’s responsibilities under such an arrangement, particularly in relation to the management and care of the museum collection. Museum closure and disposal of the assets would also have financial and resource implications, particularly in terms of the level of curatorial input to do this properly.
Human Rights Implications None directly arising from this report.
Employment Implications None directly arising from this report, although new job opportunities may arise from any major development of museum and heritage sites in the future.
Health & Safety & Risk Management Public safety issues in relation to Workington Implications Hall are being considered.
From a risk management perspective, due consideration will need to be given to the sustainability of any future arrangements regarding the Council’s heritage assets and the management and care of the museum collection.
Other risks are outlined in the main body of this report.
Wards Affected All Allerdale wards
The Contribution this Decision would The range of heritage attractions across the make to the Council’s Key Aims Borough contributes to making Allerdale a great place to live, work and visit.
Is this a Key Decision Not at this stage
Portfolio Holder Councillor Margaret Jackson
Councillor Stuart Moffat
Page 299 Lead Member of Staff Mark Edwards, Leisure Services Manager Tel: 01900 702709 Email: [email protected]
(A detailed listed of implications is appended to the report)
1.0 Introduction
1.1 From around 2003, the Council’s policy on its museums has been to move towards a position of having no direct involvement in or responsibility for the provision of that service. This policy has been largely finance driven due to pressures on the Council’s spending. Museum closure was the likely outcome at that time and it was expected that this would happen quickly. However, in the case of the Keswick Museum and Art Gallery (KMAG) and Helena Thompson Museum (HTM), concern that those museums might close energised local people into coming together and organising themselves into formally constituted bodies which the Council subsequently entered into agreements with to manage and operate those museums on an interim basis, until their future could be determined. In the case of Maryport Maritime Museum (MMM), the relocation of the TIC in 2004 provided an opportunity for a local not for profit company to enter into an arrangement with the Council to run the front of house operation at the museum and use those premises as a base from which to run their own activities. It should also be noted that since 2007, a strategic priority in the Corporate Improvement Plan (CIP) has been to deliver a sustainable future for the Borough’s heritage assets and this has involved trying to find and develop new delivery vehicles to provide such a future.
1.2 This report outlines the current status of the Council’s museums and seeks further direction on their future in light of various issues that have since arisen.
2.0 Keswick Museum and Art Gallery
2.1 Background and Current Position
KMAG was originally owned and operated by the Fitz Park Trust but, was taken over by the Council in 1995 when that Trust ran into financial difficulties. The Charity Commission sealed a scheme which separated the museum from the Fitz Park Trust and the Council is now the sole Trustee of the KMAG Trust which holds freehold ownership of the assets comprising the museum building, some of its contents, the collection and a portion of land within Fitz Park. A covenant exists which restricts what the proceeds of any disposal of the Trust’s assets can be used for.
During 2003/2004, KMAG was facing permanent closure after the museum staff were made redundant. The museum was subsequently run under a partnership arrangement with The Friends of the Museum who took a lead role in its operation.
Page 300 At the same time, a Steering Group of local stakeholders (including the Council) began a process to work towards a long term viable future for KMAG. As a result of the success of this approach (with visitor numbers increasing threefold), an independent management company (KMAG Mgt Ltd) was established in 2007 for the express purpose of operating the museum and to play an active role in planning and delivering a major enhancement project aimed at revitalising KMAG and establishing a more certain financial base for its future operation.
The Board of KMAG Mgt Ltd comprises members from the former KMAG Steering Group as well as other local professional people who have a desire to secure a viable future for the museum. Since March 2007, the museum has been operated by KMAG Mgt Ltd under a licence and management agreement with a term until 31 March 2010. The Management Company receives an annual payment of £60,000 from the Council towards the cost of running the museum. Under this arrangement, the Council as Trustee retains ownership of the assets as is responsible for the management and care of the collection. KMAG Mgt Ltd are responsible for the day to day operation of the museum, including the employment of staff, managing a large volunteer work force and the payment of normal operating costs (for items such as utilities, stock and supplies) but, with the exception of maintenance and repairs.
KMAG Mgt Ltd promote the museum as a key local cultural attraction through which a comprehensive event, exhibition and outreach programme is delivered. In September 2006, a vocational learning centre (now part of Lakes College West Cumbria, was opened on the lower ground floor of the museum, bringing a formerly disused and partially derelict area of the building back into public use. This is an important Keswick Area Partnership project, aimed at providing learning facilities and opportunities for local residents (especially young people). As a result of the success of the Learn2Earn Centre, further grant funding was recently secured to extend those facilities within the museum. The Learn2Earn Centre and KMAG Mgt Ltd work very closely together and are currently working up a joint programme of activities, events and courses. This approach to partnership working also extends to the development of joint activity programmes with the adjacent leisure centre and is another example of how KMAG is developing its potential as a visitor attraction and valuable resource for the local community.
2.2 Way Forward
A sustainable future for KMAG depends on the extent to which the museum can be revitalised through a major development of the building, its internal spaces and the visitor experience. The KMAG Enhancement Project referred to earlier in this report is the means by which this would be achieved and a grant application was submitted to the Heritage Lottery Fund (HLF) in March 2008 to move this project forward. The key elements of that project are outlined in Appendix 1. The overall capital scheme has been costed at around £1.8 million and in addition to HLF funding, other grant sources would need to be accessed. Allerdale has already pledged £310,000 capital towards the project but, it is envisaged that this amount would need to be increased to around £392,000 to cover the impact of inflation on building costs through the life of the project.
Page 301 In so far as the revenue projections are concerned, the business plan shows a significant surplus for the first two years of the project with small deficits thereafter, if the Council’s financial contribution is withdrawn. Notwithstanding, it is hoped that KMAG would achieve self sufficiency through the enhancement project at some point in the future, if the business modelling and visitor forecasts prove to be correct.
From the Council’s perspective, the key to achieving a sustainable future for KMAG also depends on the approach to its future management and operation and, whether or not a transfer of Trusteeship (including the Trust’s assets) takes place. At present, the Council could pursue the option of transferring Trusteeship with KMAG Mgt Ltd and the North Pennines Heritage Trust (NPHT) who are interested in adding KMAG to their portfolio of heritage sites. This option would enable the Council to relinquish all of its responsibilities for the museum assets, although there would be a cost attached to this, particularly in relation to bringing some of those assets up to standard as part of any transfer agreement. Another option is for the Council to retain the museum assets and seek a management partner to operate KMAG on a long term basis under a full repairing lease. Under such an arrangement, the building, grounds and collection would remain in public ownership under the auspices of the KMAG Trust, of which Allerdale would remain as sole Trustee. The management partner would be responsible for the day to day operation of KMAG, ensuring that all necessary standards and activities are maintained and preferably enhanced in accordance with museum best practice and MLA Accreditation requirements. The above would be specified in a management agreement with the Council. The management partner would also be expected to bear most costs in relation to the operation of the museum, although the Council would continue to incur some costs as owner of the museum assets. Other liabilities and responsibilities may also remain with the Council, particularly in relation to the collection and its care, acquisition and disposal. Both KMAG Mgt Ltd and NPHT have expressed a keen interest in being a long term management partner, if a transfer of Trusteeship is not possible. Members should note that under such an arrangement there would also be a need to bring some of the museum assets up to a certain standard. The viability of both options would also depend on the KMAG Enhancement Project going ahead and succeeding. Both KMAG Mgt Ltd and NHPT are enthusiastic in their commitment and support of that project. NHPT have a proven track record in the management and operation of heritage sites and the delivery of heritage projects and are particularly successful in seeking grant funding and supporting their work through appropriate commercial activities. Similarly, KMAG Mgt Ltd have demonstrated their considerable capability and potential through the work that they have done at the museum since they took over its management and operation.
In order to move forward on this matter, it is recommended that a decision is made on whether to pursue the transfer of Trusteeship of KMAG (including its assets) or to retain those assets under the existing trust arrangement and to seek a partner to manage, operate and develop the museum over the long term. It is further recommended that the Council invites both KMAG Mgt Ltd and NPHT to submit proposals for whichever approach is agreed.
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2.3 Risks
y Proposals to transfer Trusteeship of KMAG or manage and operate the museum under a long term partnership arrangement are rejected. The Council may not have the financial resources to support the proposals and the Charity Commission could reject any proposals that involved a transfer of Trusteeship.
y The KMAG Enhancement Project fails (HLF rejects grant application/ insufficient gap funding raised). There is concern that the HLF may reject the bid because it is not yet certain what the future management arrangements for the museum will be and how the development project will be managed. There is also likely to be a gap in capital funding of around £500k (even if the HLF bid succeeds), which will require a significant effort to make up. This is not helped by a lack of HR capacity within the Council to support this project.
y The museum fails to be viable and the revenue shortfall grows beyond a manageable level. This could happen, even if KMAG is developed, particularly if business modelling and visitor forecasts prove to be incorrect.
y There may be local resistance to any outside body taking over the museum. This could arise if the local community felt that their needs would not be met under any new arrangements.
y The Council is unable to fulfil its responsibilities for the management and care of the collection due to not having a curatorial advisor to act on its behalf. There are currently no staff in post who are able to undertake that role and there is no provision in budget to buy in such support.
3.0 Helena Thompson Museum
3.1 Background and Current Position
HTM (including the building, contents, land and collection) is a registered charity bound by the Will of Miss Helena Thompson, who bequeathed her home and contents to the people of Workington on her death in 1940. The Council is a Trustee and the terms of the Will are very specific, describing precisely how the museum assets can be used. A number of issues relating to the terms by which the charity should be operated have recently been raised by the Charity Commission and these are currently under consideration.
Since April 2005, the museum has been operated by the Workington Heritage Group (WHG) under a licence and management agreement with a term until 31 March 2009. WHG receives an annual payment from the Council of £35,470 towards the cost of running the museum. Under this arrangement, the Council retains ownership of the museum assets and is responsible for the management and care of the collection.
Page 303 The Council is also responsible for most of the costs relating to the operation, maintenance and repair of the museum with the exception of staffing costs and some charges for supplies and services.
WHG operate a range of services and deliver an extensive education and outreach programme supported by a number of paid staff and many volunteers. The museum is well used by a variety of community groups and WHG supplement their annual payment with income from commercial activities, such as room hire and the use of the premises for weddings. WHG has also invested in the museum by improving facilities at their own expense as well as opening up new activity spaces within the building.
3.2 Way Forward
The future of HTM is inextricably linked to the terms of Miss Helena Thompson’s Will and about what the Council’s obligations are in relation to the museum as a charity. This is a very complex situation and it is likely that any attempt by the Council to extract itself from Trusteeship will require considerable negotiations with the Charity Commission. As mentioned earlier, problems that have arisen around the charity and its status and the terms by which the charity should be operated are being questioned. This is a vexing issue which has been compounded by some errors in the Charities Register and the matter is now being looked into by the Council’s Legal Officer. WHG are keen to have security of tenure for HTM over the long term, so that they can source additional funds for the operation and development of the museum. The Director of Strategic Resources is liaising with the WHG Chairman on this matter but, any future arrangements will need the approval of the Charity Commission in the context of what is a very prescriptive document.
It is recommended that the Council’s Legal Officer continue investigating the implications of the Helena Thompson Will and the terms by which HTM as a charity should be operated and report back to the Executive on the outcome of this in relation to whether a complete handover of the museum to a suitable body or its management, operation and development through a lease arrangement over the long term is possible. It is further recommended that the current agreement with WHG to manage and operate HTM be extended for one year until 31 March 2010, while this matter is being addressed.
3.3 Risks y Approval of the Charity Commission to any future arrangements for managing and developing the museum may not be given. y The museum fails to be viable over the long term under whichever future arrangement is decided upon. The only way that another body could take on the full financial responsibility for running the museum would be to generate enough income to do so. This will only happen if more space is made available on that site to programme fee paying activities.
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y It could take a number of years for HTM to become self sufficient at HTM and this is only likely to happen if the museum is developed. Any further attempt to close the museum due to continued pressures on the Council’s spending would almost certainly give rise to public lobbying against closure which would be difficult to resist at a political level.
y The Council is unable to fulfil its responsibilities for the management and care of the collection due to not having a curatorial advisor to act on the Council’s behalf. There are currently no staff in post who are able to undertake that role and there is no provision in budget to buy in such support.
4.0 Maryport Maritime Museum
4.1 Background and Current Position
The Maritime Museum including the building, contents, land and collection is fully owned by the Council. MMM is not a registered charity.
Since May 2004, MMM has been operated by Maryport Festivals Ltd (MFL) under a licence and management agreement with a term until 31 March 2009. MLF receives an annual payment of £15,000 from the Council towards the cost of running the museum. Under this arrangement, the Council retains ownership of the museum assets and is responsible for the management and care of the collection. The Council is also responsible for all costs relating to the operation, maintenance and repair of the museum, other than for staffing costs.
MLF provides a reliable front of house service ensuring that the museum remains open to the public at a relatively low cost to the Council. No development, outreach work or enhancement of the display has been undertaken. Indeed, various artefacts were recently transferred from MMM to support the new heritage exhibition at ‘The Wave’. MLF also use the museum as their office and it is from here that the very successful Maryport Blues Festival is organised and managed.
4.2 Way Forward
The decision to implement the Destination Maryport Project was made partly on the basis that MMM might close when the new visitor centre opened. Moreover, whilst it was never the stated intention of Destination Maryport (‘The Wave’) to replace MMM, the heritage exhibition in ‘The Wave’ will effectively duplicate many aspects of the stories told in the museum. Given the Council’s wish to relinquish or reduce responsibility for its museums and in light of the aforementioned duplication of much of the MMM displays at ‘The Wave’, it is now necessary to consider the future of the museum in the context of those issues and other possible uses for that building.
Page 305 However, it should be noted that in the event of the museum closing, it will be necessary for the Council to decide what it wishes to do with the museum collection and there are a range of issues that will need to be considered very carefully in relation to this in order to avoid sanctions from the MLA and other heritage bodies, if those issues are not properly addressed.
It is recommended that a decision be made on the future of MMM at a later meeting of the Executive in accordance with the Council’s Forward Plan.
4.3 Risks
These will be assessed in the report on the future of MMM.
5.0 Workington Hall
5.1 Background and Current Position
Although Workington Hall is not a museum, it has been included in this report because it did previously form part of the Council’s wider heritage and tourism service until 2002, when the building was closed to the public because of a combination of safety concerns and a need to reduce costs. The fabric of the building has continued to be in a cycle of gradual decline since that date and in its present condition, is unable to offer any kind of quality amenity value for the people of Allerdale or visitors to the area.
Prompted by concerns over the continuing deterioration of the Hall and its potential from a regeneration perspective to impact on the tourism infrastructure of West Cumbria, a comprehensive options appraisal and feasibility study was commissioned to look at its future development and management. This work was driven by a steering group comprising representatives from a variety of organisations. A number of options were considered by the group ranging from Do Nothing to a significant capital project. Indicative costs of the various options ranged from £3.5 million to £11.5 million with £2.6 million needed to stabilise the structure, which remains in a poor and deteriorating condition.
A preferred development option emerged from the study which involved restoration of the Hall to provide a mix of public and commercial uses. This option was then worked up in detail and tested for viability and delivery. However, at a projected capital cost of around £11.5 million (including up to £5.5 million needed from Allerdale) and ongoing revenue support required in the order of £50,000 per annum, the steering group expressed concern that the outputs for this project were insufficient to justify the expenditure and that deliverability was questionable, for a number of reasons. There was also concern that the strategic context of the project was also unclear due to it not being included in the West Cumbria Masterplan or WAR Strategy. Notwithstanding, the Steering Group felt that the preferred development option could be improved by undertaking more work to produce a self sustaining and deliverable project, which should be extended to include the historic landscape of Curwen Park and more imaginative approaches to uses and offerings, in order to achieve better value for money and a more clearly defined strategic fit.
Page 306 A report was presented to the Executive in December 2006, outlining the findings of the options appraisal and recommending an approach to moving this project forward involving a partnership arrangement with a Building Preservation Trust (BPT). It was considered that a BPT model would be an appropriate vehicle for development and that this could involve the Council offering the Hall and Park to a BPT on a long lease with suitable covenants to protect the public interest. Under such an arrangement, the Council would provide a lump sum towards the overall cost of the project, which should at least cover the cost of essential stabilisation work (£2.6 million). The BPT would also be responsible for raising the funds required to undertake the work, using the Council’s financial contribution as match funding. Due to the scale of such a project, a tendering process would be required to select a BPT partner and it was agreed that this approach should be pursued. Formal expressions of interest have not yet been sought.
It should be noted that there have been some discussions with an Andrew Doyle who is interested in doing a development with the Hall but, would require some land from the Council to build quality housing in the vicinity as a condition of his involvement and financial input. It is also understood that there may be interest from the Landmark Trust. WLR have also indicated support for an appropriate development scheme and a recent enquiry from the North of England Civic Trust is also being followed up.
5.2 Way Forward
Both BPT’s and private sector developers have expressed an interest in the Hall and there is certainly enough scope now to follow this up. The work already done on the options appraisal and feasibility study shows what might be possible, although members will need to keep an open mind and be prepared to consider new concepts and creative ideas in order to find a solution to a very challenging issue. It will also be necessary to explore other sources of funding and come up with a robust approach to moving this work forward. The Director of Strategic Resources has now taken the lead on this. In the meantime, the Council’s Asset Manager is looking into ways of ensuring that the Hall is kept safe until measures can be put in place to give it a sustainable future over the long term.
It is recommended that the Council’s Asset Manager work up options for ensuring that Workington Hall is kept safe over the short term whilst discussions continue to find a development partner for that site.
5.3 Risks y The risk to public safety if adequate measures are not put in place to ensure that the Hall is kept safe. These measures will need to be proportionate to the risks involved and reflect the possibility of a development of that site taking place over the short term. y There are a range of financial, legal and political scenarios that could impact on whether a development of the Hall can be successfully delivered and a partner found for this.
Page 307 Although it may be possible to find a way through these scenarios, the time taken to do so may not make delivery of a scheme possible over the short term.
y Insufficient capacity and resources to move this work forward quickly. Pressure on officer time remains a problem, particularly with the delivery of major capital projects.
6.0 Conclusion
6.1 Considerable effort has been put into trying to move the Council towards a position of being able to relinquish responsibility for its museums but, a range of external and internal influences have made this difficult and there has also been some unrealistic expectations about the time and resources needed to do this, particularly after the CIP made delivering a sustainable future for the Borough’s heritage assets a strategic priority in 2007 and the post of Heritage Manager was disestablished at about the same time.
6.2 This report has outlined the current status of the museum service and makes recommendations on a way forward. Further reports will be needed to move this process along and the time that this takes will depend very much on what future is decided for the museums and whether the resources needed to deliver that future are made available. Interestingly, at a recent meeting with representatives of Carlisle City Council (CCC), your officers were informed that CCC was giving consideration to operating their museums under a charitable trust arrangement and that the main driver for this was to ensure a lasting cultural legacy for Carlisle and its people through its heritage assets. It was also accepted that it would be necessary for CCC to continue providing significant funding and support to make this happen. Your officers will continue liaising with CCC to share information on our respective approaches to addressing heritage issues and to discuss any possibilities for joint working, particularly in relation to the storage of museum objects and the provision of curatorial support and advice, which is currently a matter of concern for Allerdale from a risk management perspective.
6.3 Finally, although this report has recommended some next steps to move forward on a range of issues that will impact on the future of the Council’s heritage assets, it is important for the Council to determine what it wishes its involvement in heritage to be and when doing so, to be mindful of the transformational potential of heritage to have a positive and lasting impact on people and places. The decisions that are made in the context of this report will provide the basis for what the Council’s involvement in heritage will be in the future.
Mark Edwards Leisure Services Manager
Allerdale Museum Service 17 June 2008
Page 308 Report Implications
Please delete where applicable.
Community Safety No Sport No Financial Yes Leisure Yes Legal Yes Tourism Yes Social Inclusion No E-Government No Human Rights No North West Regional Yes Youth Issues No European No Ethnic Minority Issues No National No Older People Issues No Partnership Yes Disability Issues Yes Heritage/Culture Yes Employment (external to the Council) Yes Planning Policy No Employment (internal) Yes Enforcement No Environmental/sustainability No Transport No Environmental/visual Yes Asset Management Yes Health Yes Health & Safety Yes
Is this a statutory recommendation? No
Is this a key decision? No
Has a risk assessment been undertaken? Yes
Wards affected: All Allerdale wards
Background papers: Report to Executive on 30th August 2006 – (KMAG – Options for Future Development, Ownership and Operation) Report to Executive on 20 December 2006 – (Heritage Projects in Allerdale) Paper to CMT on 29th April 2008 – (Status Report on Allerdale Museum Service)
Page 309 Appendix 1
KMAG Enhancement Project
Key Elements
- Full restoration of the building with sensitive extensions and alterations made to bring the museum up to a modern standard, with full DDA compliance.
- Provision of a dynamic new interpretive experience for visitors and residents relating to the story of Keswick and the Northern Lakes’ natural and cultural heritage (an important theme will be the mountaineering heritage of the area which would be jointly presented by KMAG and the Mountain Heritage Trust).
- Restoration and preservation of the unique Victorian flavour of the main museum gallery, interpreting it as a ‘museum of a museum’.
- Provision of a state-of-the-art flexible exhibition space to host local, regional and national exhibitions of art, science, social and national history.
- Significantly improved access to the collection through better physical storage and display, the creation of a dedicated research room, development of a publicly accessible online catalogue and an active outreach programme.
- Substantially improved (to current museum best practice) collection management, documentation and storage.
- Significantly improved environmental and security conditions, incorporating energy efficient technologies.
- Provision of a range of new visitor facilities (including toilets, café, shop) for users of KMAG as well as neighbouring Fitz Park and the Keswick Leisure Centre.
- Provision of a new entrance and visitor orientation space.
- Commissioning of a public art project (possibly a themed sculpture trail from the town centre), including a major work incorporated into the design of the new extensions.
- An enhanced base for the Keswick Learn2Earn Centre, which will deliver a range of skills-based training opportunities (from Skills for Life up to NVQ Level 2 etc, including tourism industry related courses) for local people, hard-to-reach and disadvantaged groups. The Learn2Earn Centre will also provide careers advice, guidance and support and access to work placement opportunities. A range of activities and events with a heritage focus will also be delivered through the centre in partnership with the Learning & Skills Council, Lakes College West Cumbria and the Keswick Area Partnership.
Page 310 - Extended opening (7-days per week) throughout the year with evening programming and plenty of education use.
- It is also expected that around 9 FTE jobs would be created through the scheme.
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Page 312 Agenda Item 19
Allerdale Borough Council
Council – 13 August 2008
Recommendations Referred to Council
Draft River Derwent Catchment Flood Management Plan - Consultation
The following recommendation has been referred to Council by the Executive Committee held on the 9 July 2008. It is for Council to consider its response.
Recommended – That Council be requested to agree the comments highlighted in the report, and they be sent to the Environment Agency in response to the consultation, subject to the inclusion of the amendments below:
• In paragraph 7.4 the wording be amended to separate Cockermouth from Keswick, in order to strengthen the recommendation for Cockermouth • In paragraph 6.1 the Wiser Beck be included as this causes flood problems in Wigton • In paragraphs 7.13 and 7.14 the B5301 at Arkleby should be included • The comments from Development Panel be included
S Brown Democratic Services Manager
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Page 314 Allerdale Borough Council
Development Panel – 8 July 2008 Executive – 9 July 2008
Draft River Derwent Catchment Flood Management Plan : Consultation
The Subject of the Decision Draft River Derwent Catchment Flood Management Plan
The Reason for the Decision To allow comments to be made in response to the consultation
Recommendation That the highlighted comments be approved for sending to the Environment Agency
Environmental Implications The Catchment Flood Management Plan seeks to protect the environment of the river catchments
Community Safety Implications The Catchment Flood Management Plan includes proposals for flood management and therefore has implications for public safety
Financial/Resource Implications The Council contributes to the maintenance of flood defences (Maryport) and contributes to the “Making Space for Water” process, from existing budgets.
Human Rights Implications None
Employment Implications None
Health & Safety & Risk Management The Catchment Flood Management Plan has Implications safety and risk management implications
Wards Affected All
Page 315 The Contribution this Decision would None direct make to the Council’s Key Aims
Is this a Key Decision No
Portfolio Holder Cllr Margaret Jackson
Lead Member of Staff Richard Evans, Planning Policy Manager [email protected] Tel: 01900 702765
(A detailed listed of implications is appended to the report)
1.0 Introduction
1.1 The River Derwent Catchment Flood Management Plan (CFMP) is one of 76 Catchment Flood Management Plans the Environment Agency are currently producing throughout England and Wales. A Catchment Flood Management Plan is a high level strategic planning tool for the Agency through which they hope to work with other key decision makers, to explore and define sustainable policies for flood risk management in a river catchment.
1.2 Preparing the Catchment Flood Management Plan has involved analysing the flood risk to identify the size and location of various influences that impact upon the flooding regime. Improved understanding of the catchment has helped the Agency to divide it into “Policy Units”, and to assign each unit a broad policy.
1.3 The Draft Management Plan does the following:
• Outlines the Agency’s understanding of the catchment • Describes the suite of broad management policies available • Defines the Policy Units, and; • Ascribes a broad policy and an Action Plan to each Policy Unit.
1.4 Although this Catchment Flood Management Plan is called the “River Derwent Catchment Flood Management Plan”, it covers a wider area than the catchment of the River Derwent, it also covers the catchments of the Rivers Ellen, (Maryport), Wampool and Waver in northern Allerdale. The Catchment Flood Management Plan therefore covers virtually the whole of Allerdale, (plus small areas outside Allerdale) except for a small area in the Sebergham / Welton area which is part of the River Eden catchment, and a small area around Bowness on Solway.
Page 316 2. History of Flooding
2.1 Recorded historic floods have tended to be on the River Derwent, probably because the towns along it sustain the greatest damage and had the means of recording them e.g. newspapers. Even so, there have been serious flooding incidents in other river systems, e.g. Wigton, Allonby, even though the records of such are fewer.
2.2 Historical analysis carried out in 2000 suggests that the events of 1898, 1938, 1918 and 1932 may be considered the severest four events on record for Cockermouth, whilst in Keswick the events of 1822, 1831, 1861 and 1985 are the worst. It is interesting to note that none of these dates coincide for the 2 towns. The table below shows the 10 worst floods in Cockermouth and Keswick. Prior to the 1950’s these were ungauged and so the severity of floods before then is a matter of judgement from the records.
Cockermouth Keswick
Event Rank Event Rank
November 1898 1 February 1822 1 July 1938 2 February 1831 2 October 1918 3 November 1861 3 December 1932 4 January 2005 4 February 1852 5 December 1985 5 November 1761 6 October 1954 6 January 2005 7 January 1883 7 October 1977 8 November 1898 8 January 1995 9 January 1995 9 October 1968 10 July 2004 10
2.3 Events on the Derwent Glenderamackin, Cocker and Ellen show a marked seasonal pattern. On the Derwent 75.1% of floods occur in the period October – January. Large summer floods are very few. Several floods of the Derwent are described as having a snowmelt component but not surprisingly, the main cause is heavy rainfall over a short period of time.
2.4 It is difficult to say whether flooding caused by insufficient sewer capacity and poor drainage systems has become worse as development has increased but planning policy is heavily weighted against development which might cause or exacerbate flooding. The financial consequences of flooding are also more severe for most properties now than historically because of the greater value of infrastructure and contents.
2.5 Other towns are at risk; Wigton, Workington, Maryport, but the numbers of properties are smaller.
2.6 Of course, floods also pose a risk to life. In an area where large numbers of people are enjoying the outdoors this is a particular issue. Campers, caravans and countryside users are therefore particularly at risk.
Page 317 3. Current Flood Management Policy
3.1 The Environment Agency has generally sought to manage flood risk. Significant flood defence schemes exist in Keswick, Cockermouth and Maryport and these have had a significant effect but they are not proof against flooding in all circumstances. Other defences exist at Blennerhasset, Cocker system, Derwent system, Ellen system, Glenderamackin, Marron system, Wampool system, Waver system and Wigton. Most, though not all, of these are to protect agricultural land.
3.2 In recent years the emphasis has changed from local, reactive flood defence measures to more strategic options that emphasise flood warning and development control as much as flood protection. The Catchment Flood Management Plan is a part of that changing process. The main management activities in this Catchment Flood Management Plan Area are currently:
• Flood mapping and data management; • Controlling future risk through Development Control; • Flood Defences management and operations delivery; • Flood incident management : ie, forecasting, warnings, Floodline.
3.3 The E.A. maintains the defences at Blennerhasset, Cockermouth, Derwent System, Ellen System, Glenderamackin and Keswick. The Maryport defences are maintained by Allerdale Borough Council.
3.4 At present there are no plans for further flood defences. Below, it will be seen that it is proposed to do further investigative work with a view to further flood mitigation measures, but only in Keswick.
4. The Proposed Broad Management Policies
4.1 The suite of policies the Agency has chosen is in Figure 1 below.
Policy Description P1 No active intervention (including flood warning and maintenance). Continue to monitor and advise. P2 Reduce existing flood risk management actions (accepting that flood risk will increase over time). P3 Continue with existing or alternative actions to manage flood risk at the current level (accepting that flood risk will increase from this baseline). P4 Take further action to sustain the current level of flood risk into the future (responding to the potential increase in risk from urban development, land use change and climate change). P5 Take further action to reduce flood risk P6 Take action to increase the frequency of flooding to deliver benefits locally or elsewhere (which may constitute an overall flood risk reduction, e.g. for habitat inundation).
These policies seem to be a logical expression of the options ranging from virtually nil intervention to maximum intervention to reduce flood risk. However, in
Page 318 ascribing only one policy to each Policy Unit there is potential for inflexibility, the possibility of implementing elements of more than 1 policy in a Policy Unit seems to have been overlooked.
Recommended Comment : To ascribe only one policy to each Unit seems inflexible and could prevent the application of elements of more than one policy to a single Policy Unit.
5. The Proposed Catchment Objectives
5.1 The Catchment Flood Management Plan lists its Generic Objectives as follows:
A : No Harm to Life : e.g. Flood Warnings, Rapid Response B : Maintain Critical Infrastructure : e.g. railway, roads sewerage, water treatment C : Minimise Community Disruption : e.g. number of properties affected D : Protect Cultural Heritage and Landscape : e.g. Scheduled Ancient Monuments, World Heritage Site, Area Of Outstanding Natural Beauty, National Park E : Minimise Economic harm from flooding : e.g. damage to property F : Optimise Expenditure : e.g. priority based expenditure G : Protect Habitats and Species : e.g. Sites of Special Scientific Interest and Special Area of Conservation H : Improve Habitats and Species : e.g. Solway Mosses I : Protect and Improve Geo-morphology : e.g. reduce erosion and sediment deposition J : Protect and Improve Water Quality : e.g. Bassenthwaite Lake
All these are ascribed appropriate Indicators for monitoring purposes. These objectives seem comprehensive and can be supported. The objectives are not given any priority, this is considered appropriate because of the need to be flexible in which objectives to give priority to in any particular situation.
6. Proposed Policy Units
6.1 The Catchment Flood Management Plan defines the proposed Policy Units as follows:
Derwent Catchment :-
• Upper Derwent : including Bassenthwaite Lake, Derwentwater, River Greta, Thirlmere, etc. • Keswick : built up area and infrastructure • Lower Derwent : Bassenthwaite Lake to Workington • Cockermouth : built up area and infrastructure • Cocker and Marron : including Crummock Water, Buttermere, Loweswater, River Marron and Lostrigg Beck • Workington : built up area and infrastructure
Page 319 Ellen Catchment:-
• Ellen System : Over Water to Maryport • Maryport : built up area including Flimby
Wampool/Waver Catchment:-
• Wampool and Waver : whole system except Wigton • Wigton : Built up area and infrastructure
6.2 Except for the urban units these are widely drawn and often cover smaller built up areas, e.g. Aspatria, Silloth, Dearham; where the single, broad management policy, may not be appropriate.
Recommended Comment : The rural policy units are so widely drawn that they sometimes include urban areas (e.g. Silloth, Aspatria, or villages) where the stated preferred policy may be misleading. There is a case for highlighting those areas where a more pro-active policy will be taken, e.g. those places where “Making Space for Water” is appropriate.
7. The Proposed Action Plan
Policy Unit 1 : Keswick
7.1 EA preferred policy is P5 : “Take further Action to Reduce Flood Risk”.
Actions in Order of Priority:
1. Further investigation of detailed flood mitigation measures in Keswick 2. Improve flood warning and forecasting 3. Localised problems to be addressed by “Making Space for Water” 4. Monitor and assess channel maintenance, including gravel extraction 5. Improve drainage infrastructure at Greta Grove 6. Limit development in floodplain and promote resilience to flooding 7. Emergency planning and flood awareness.
7.2 The proposal for E.A. to take further action is welcome and to be supported.
Recommended Comment : That the proposed policy for Keswick be supported and that it is hoped that this can be translated into action as soon as possible.
Policy Unit 2 : Cockermouth
7.3 E.A. preferred policy is P5 : “Take further Action to reduce flood risk”
Actions in Order of Priority :
1. Encourage flood resilience and flood proofing to existing properties and ensure new development is at appropriate floor levels
Page 320 2. Improve flood warning and forecasting services, including education 3. Where localised problems exist promote flood resilience and “Making Space for Water” 4. Monitor and assess River Derwent channel maintenance works including gravel extraction. Assess gravel management across the catchment. 5. Limit new development in the floodplain. Control run-off from new development 6. Emergency Planning and flood awareness.
7.4 Whilst the preferred policy is welcome, the only action listed that might actually reduce flood risk is gravel management and this is unlikely to have a significant impact.
Recommended Comment : Whilst the preferred policy for Cockermouth is supported, it is noted with concern that the only action which could address flood risk, (gravel management), is of relatively low priority and unlikely to have a significant impact anyway. It is suggested that the top priority for Cockermouth should be the same as that for Keswick – “Further investigation of detailed flood mitigation measures”.
Policy Unit 3 : Wigton
7.5 E.A. preferred policy is P5 : “Take further action to reduce flood risk”
Actions in order of priority;
1. Encourage flood resilience and flood proofing of properties and ensure new development is at appropriate floor levels. 2. Assess the possibility of implementing a flood warning system. 3. Consider long term future of the fire station in Wigton and whether re-location would be beneficial. 4. Where localised problems exist, promote flood resilience and “Making space for water”. 5. Limit new development in flood plain. Control run-off from new development. 6. Develop a flood risk plan for Innovia Films site. 7. Emergency planning and flood awareness.
7.6 As in Cockermouth, whilst the overall policy is supported, the proposed Actions do not add up to a strategy to reduce risk of flooding. Priority should again be to investigate further flood mitigation measures.
Recommended Comment : As in Cockermouth we support the overall policy but consider that the actions proposed do not constitute a strategy to reduce flood risk. The actions should include a priority to further investigate detailed flood mitigation measures.
Policy Unit 4 : Cocker and Marron Systems
7.7 Preferred policy is P2 : “Reduce existing flood risk management actions”.
Actions in order of priority :
Page 321
1. Look to reduce maintenance expenditure. Focus future maintenance on known problem areas. 2. Limit new development in floodplain. Control run-off from new development. 3. Encourage farmers take up of Environmental Stewardship grant schemes for more sustainable land management practices. 4. Where localised problems exist, e.g. Bridgefoot, promote flood resilience and “Making space for water”.
7.8 The overall policy here does not reflect the severity of local problems. Whilst there is potential in this Unit to reduce management actions, the overall policy is inappropriate and misleading in certain areas.
Recommended Comment : The preferred policy in Unit 4 does not reflect the severity of localised flooding problems e.g. Bridgefoot. A caveat should be added to the policy, or greater priority given to mitigation and risk reduction measures in the localised problem areas.
Policy Unit 5 : Upper Derwent
7.9 E.A. preferred policy here is P6 : “Take action to increase the frequency of flooding to deliver benefits locally or elsewhere (which may constitute an overall flood risk reduction, e.g. for habitat inundation).
Actions in order of Priority
1. Investigate reconnection of floodplains to watercourses to reduce flows reaching Keswick and reduce sediment. 2. Review effectiveness of current defences and maintenance works. 3. Review flood warning and forecasting for vulnerable villages. 4. Limit new development in floodplain. Control run-off from new development. 5. In localised problem areas, e.g. Rosthwaite, Braithwaite, promote flood resilience and local works by “Making Space for Water”. 6. Promote take up of Environmental Stewardship grants for more sustainable land management practices.
7.10 It is considered that policy here can be generally supported. Making space for water is an appropriate policy for local problem areas as long as the flood warning service is improved.
Recommended Comment : That policy in Unit 5 is generally supported.
Policy Unit 6 : Lower Derwent
7.11 E.A. preferred policy is P2 : “Reduce existing flood risk management actions (accepting that flood risk will increase over time).
Actions in order of Priority
1. Look to reduce maintenance expenditure, and review effectiveness of current maintenance works. Focus future expenditure on problem areas.
Page 322 2. Limit new development in floodplain. Control run-off from new development. 3. Where localised problems exist, e.g. Seaton, Stainburn, promote flood resilience and “Make space for Water”.
7.12 Risk to property in this Unit is minimal and so this policy can be supported.
Recommended Comment : That policy in Unit 6 is supported.
Policy Unit 7 : Ellen System
7.13 E.A. preferred policy is P2 : “Reduce existing flood risk management actions (accepting that flood risk will increase over time).
Actions in priority order :
1. Look to reduce maintenance expenditure. Review effectiveness of current maintenance works. Focus future maintenance on known problem areas. 2. Limit new development in floodplain. Control run-off from new development. 3. Encourage take up of Environmental Stewardship grants for more sustainable land management practices. 4. Where localised problems exist, e.g. Baggrow/Blennerhasset, Westnewton, promote flood resilience and by “Making Space for Water”. 5. Prepare a more detailed assessment of risk at Allonby and more accurate flood map.
7.14 There remain some serious, though localised, problem areas in this Policy Unit, e.g. Allonby, Blennerhasset. The preferred policy may therefore be seen as inappropriate for these. Again, there should either be a caveat to the policy or greater priority given to mitigation and reduction of flood risk in such areas.
Recommended Comment : The preferred policy does not reflect the severity of localised problem areas such as Allonby and Blennerhasset. A caveat should b e added to the policy or greater priority given to mitigation and reduction of risk in the problem areas.
Policy Unit 8 : Workington
7.15 E.A. Preferred policy is “Continue with existing or alternative actions to manage flood risk at the current level (accepting that flood risk will increase from this baseline).
Actions in priority order :
1. Develop a long term strategy for managing sea-level rise. Catchment Flood Management Plan policy must tie in with Shoreline Management Plan policy. 2. In localised problem areas, promote flood resilience and “Make space for Water”. 3. Limit new development in floodplain. Control run-off from new development.
Page 323 7.16 The flood risk in the Workington Unit is mainly tidal, and so the issue of sea-level rise is crucial here, and we can support the policy and priorities in this policy unit. There will still be pressure for development in this area e.g. Quayside and to prevent any development here would be too restrictive.
Recommended Comment : The policy in Workington is generally supported but it must be remembered that Workington will be the focus for new development in the Borough, being the most sustainable location available, and this will have to be balanced against issues of flood risk in certain areas.
Policy Unit 9 : Maryport
7.17 E.A. preferred policy is : ‘Continue with existing or alternative actions to manage flood risk at the current level (accepting that flood risk will increase from this baseline);.
Actions in priority order :
1. Develop a long term strategy for managing sea-level rise. Catchment Flood Management Plan policy must tie in with Shoreline Management Plan policies. 2. Maintain existing flood defences in Maryport. (Allerdale Borough Council). 3. Where localised problems exist in this area; e.g. Flimby, Gill Beck, to promote flood resilience and by “Making space for Workington” 4. Limit new development in floodplains. Control run-off from new development.
7.18 There are important (and new) flood defences in Maryport which must be maintained, and the overall policy can be supported. However, as in Workington, many sites subject to flood risk will also be subject to development pressure and it will not be possible to be very restrictive in such otherwise sustainable locations.
Recommended Comment : As in Workington policy is generally supported but Maryport will also be a focus for sustainable development and to prevent development in flood risk areas may be too restrictive.
Policy Unit 10 : Wampool and Water
7.19 Preferred E.A. Policy is : “To reduce existing flood risk management actions (accepting that flood risk will increase over time).
Actions in Priority Order :
1. Look to reduce maintenance expenditure. Review effectiveness of current maintenance works. Focus future expenditure on problem areas. Work with community to look at long term future of pumped drainage in this area. 2. Limit new development in floodplain. Control run-off from new development. 3. Develop a long term strategy for managing sea-level rise for communities such as Kirkbride. Catchment Flood Management Plan must tie in with Shoreline Management Plan policies in estuaries.
Page 324 4. Encourage take up of Environmental Stewardship Grants for more sustainable land management practices. 5. Work with environmental groups to improve the status of the South Solway Mosses S.A.C. and maintain the Area of Outstanding Natural Beauty.
7.20 The Agency considers that they spend a disproportionate part of their budgets in this area, much of it on the costs of maintaining land drainage pumping stations. However, it may prove more difficult than envisaged to reduce expenditure in this area. The implications of reducing the drainage regime or even passing on the maintenance of pumping stations will have to be carefully considered and may not be easily carried out.
Recommended Comment : The EA’s aspirations to reduce management actions and expenditure here may not be easily realised.
8. Conclusion and Next Steps
8.1 The Derwent Catchment Flood Management Plan will determine the future implementation of flood risk management in the catchment. It is also crucial guidance and evidence for Allerdale Borough Council in the preparation of the Local Development Framework.
8.2 Catchment Flood Management Plans represent the first step in the flood risk management process as below:
Catchment Flood Management Plan
Catchment Flood Management Strategies : examine flooding in more detail and how it can be addressed.
Catchment Flood Management Solutions Detailed design of Solutions
Implementation
The Catchment Flood Management Plan sets the context for the whole flood management process and is therefore perhaps the most important of these steps.
Page 325 8.3 It is anticipated that there will be further consultation in the preparation of the next 2 steps.
David Martin
Director of Partnership and Community
DM/RE/rs 20.06.08 REPORTS/re.exec.devpanel.catchmentfloodmanagemnetplan.june08
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Community Safety Y Sport N Financial N Leisure N Legal N Tourism N Social Inclusion N E-Government N Human Rights N North West Regional N Youth Issues N European N Ethnic Minority Issues N National N Older People Issues N Partnership N Disability Issues N Heritage/Culture N Employment (external to the Council) N Planning Policy N Employment (internal) N Enforcement N Environmental/sustainability Y Transport N Environmental/visual Y Asset Management N Health Y Health & Safety Y
Is this a statutory recommendation? No
Is this a key decision? No
Has a risk assessment been undertaken? No
Wards affected All
Background papers: River Derwent Catchment Flood Management Plan
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