south lakeland district council

SOUTH LAKELAND DISTRICT COUNCIL

South Lakeland House, Kendal, Cumbria LA9 4UQ www.southlakeland.gov.uk

You are summoned to attend a meeting of

the Council

on Tuesday, 17 December 2019, at 6.30 p.m.

in the District Council Chamber, South Lakeland House, Kendal

Please note that there will be a Briefing Session for Members on the 2020/21 to 2024/25 Budget commencing at 4.30 p.m. in the Assembly Room, Kendal Town Hall. For those who wish to attend, Prayers will be said in the District Council Chamber at 6.20 p.m.

Membership

Councillors Caroline Airey James Airey Giles Archibald Robin Ashcroft Rupert Audland Pat Bell Ben Berry Roger Bingham Jonathan Brook Helen Chaffey Stephen Coleman (Chairman) Brian Cooper Michael Cornah Tracy Coward Philip Dixon Judy Filmore Alvin Finch

Gill Gardner Anne Hall Tom Harvey Eamonn Hennessy Hazel Hodgson Chris Hogg Rachael Hogg John Holmes Kevin Holmes Vicky Hughes Anne Hutton Helen Irving Andrew Jarvis Janette Jenkinson Dyan Jones Dave Khan Helen Ladhams

Malcolm Lamb Kevin Lancaster Susanne Long Pete McSweeney (Vice-Chairman) Ian Mitchell Eric Morrell Jon Owen Suzie Pye Doug Rathbone Brian Rendell Matt Severn Peter Thornton David Webster Ian Wharton Janet Willis Mark Wilson Shirley-Anne Wilson

Friday, 6 December 2019 Note – Where relevant, agendas for Members are labelled “Private Document Pack” and contain exempt information within the papers. Any relevant pages are marked as restricted within Agendas labelled “Public Document Pack”.

Linda Fisher, Legal, Governance and Democracy Lead Specialist (Monitoring Officer) For all enquiries, please contact:-

Committee Administrator: Inge Booth

Telephone: 01539 793190

e-mail: [email protected]

Public Document Pack

http://www.southlakeland.gov.uk/

Roll Call : Apologies

AGENDA

Page Nos.

PART I

1 MINUTES 7 - 16

To authorise the Chairman to sign, as a correct record, the minutes of the meeting of the Council held on 9 October 2019.

2 PUBLIC PARTICIPATION

Any member of the public who wishes to ask a question, make representations or present a deputation or petition at this meeting should apply to do so by no later than 0:01am (one minute past midnight) two working days before the meeting. Information on how to make the application can be obtained by viewing the Council’s Website www.southlakeland.gov.uk or by contacting the Committee Services Team on 01539 733333. (1) Questions and Representations To receive any questions or representations which have been received

from members of the public. (2) Deputations and Petitions To receive any deputations or petitions which have been received from

members of the public.

3 DECLARATIONS OF INTEREST

To receive declarations by Members of interests in respect of items on this Agenda. Members are reminded that, in accordance with the revised Code of Conduct, they are required to declare any disclosable pecuniary interests or other registrable interests which have not already been declared in the Council’s Register of Interests. (It is a criminal offence not to declare a disclosable pecuniary interest either in the Register or at the meeting.) Members may, however, also decide, in the interests of clarity and transparency, to declare at this point in the meeting, any such disclosable pecuniary interests which they have already declared in the Register, as well as any other registrable or other interests. If a Member requires advice on any item involving a possible declaration of interest which could affect his/her ability to speak and/or vote, he/she is advised to contact the Monitoring Officer at least 24 hours in advance of the meeting.

4 LOCAL GOVERNMENT ACT 1972 - EXCLUDED ITEMS

To consider whether the items, if any, in Part II of the Agenda should be considered in the presence of the press and public.

5 CHAIRMAN'S ANNOUNCEMENTS

To receive announcements by the Chairman.


6 CORPORATE FINANCIAL UPDATE QUARTER 2, 2019/20 17 - 52

To note the projected year end position based on performance to the end of Quarter 2 2019/20 and officers’ planned actions to ensure a balanced budget by the end of the financial year and to consider the updated Capital Programme and the updated Procurement Schedule 2019/20.

7 COUNCIL PLAN AND BIODIVERSITY POLICY 53 - 86

To consider the Council Plan update and the Biodiversity Policy for adoption as part of the Council’s Policy Framework.

8 POLLING DISTRICT AND POLLING PLACE REVIEW 87 - 114

To consider the outcome of the Polling District and Polling Place Review.

9 LEADER'S ANNOUNCEMENTS AND CABINET QUESTION TIME, INCLUDING THE COMPOSITE REPORT OF THE CABINET (1 HOUR MAXIMUM)

115 - 152

Council is asked to receive the Executive Reports (Mid Year Update 2019/20) from the Leader and Cabinet and to deal with any questions raised by Members to the appropriate Cabinet Members on the contents of the reports. To receive announcements from the Leader and, in accordance with Paragraphs 10.2 and 10.3 of the Council’s Rules of Procedure, to deal with any questions to the Leader and/or Portfolio Holders on any topic which is within the jurisdiction or influence of the Council and is relevant to their Portfolio. Any Member who poses a question will be entitled to ask one supplementary question on the same topic. Members are encouraged to give 24 hours’ written notice of questions to the Solicitor to the Council of questions to be raised under the Agenda Item. If no notice is received, then the Portfolio Holder can reserve the right to give a written answer. Where written notice of questions has been given, these will be taken first. Should a Member wish to ask more than one question, questions should be listed in order of priority. If more than one Member sends in a question, these will be taken in alphabetical order of Members’ names, alternated from meeting to meeting. Each question and each response is restricted to three minutes.

10 MINUTES OF MEETINGS

To receive Chairmen’s comments (if any notified) in respect of the minutes of the Committee meetings held between 9 September and 1 November 2019.

11 QUESTIONS TO CHAIRMAN OF THE COUNCIL OR CHAIRMAN OF ANY COMMITTEE OR SUB-COMMITTEE

To deal with any questions under Rule 10.6 of the Council’s Rules of Procedure, of which due notice has been given and/or the Chairman allows as a matter of urgent business and which are in relation to any matter over which the Council has powers or duties or which affect the area.

12 URGENT DECISIONS

In accordance with Paragraph 17.3 of the Access to Information Procedure Rules, to receive details of any urgent Executive Decisions, if any, taken since the last scheduled meeting of Council on 9 October 2019.

PART II

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

There are no items in this Part of the Agenda.

This page is intentionally left blank

35 09.10.2019 Council

SOUTH LAKELAND DISTRICT COUNCIL Minutes of the proceedings at a meeting of the Council held in the District Council Chamber, South Lakeland House, Kendal, on Wednesday, 9 October 2019, at 6.30 p.m.

Present

Councillors

Stephen Coleman (Chairman) Pete McSweeney (Vice-Chairman)

Caroline Airey James Airey Giles Archibald Robin Ashcroft Rupert Audland Pat Bell Roger Bingham Jonathan Brook Helen Chaffey Tracy Coward Philip Dixon Judy Filmore Alvin Finch Gill Gardner

Anne Hall Tom Harvey Eamonn Hennessy Hazel Hodgson Chris Hogg Rachael Hogg John Holmes Kevin Holmes Vicky Hughes Helen Irving Andrew Jarvis Dyan Jones Dave Khan Helen Ladhams

Malcolm Lamb Kevin Lancaster Susanne Long Eric Morrell Jon Owen Doug Rathbone Brian Rendell Matt Severn Peter Thornton David Webster Ian Wharton Mark Wilson Shirley-Anne Wilson

Apologies for absence were received from Councillors Ben Berry, Brian Cooper, Michael Cornah, Anne Hutton, Janette Jenkinson, Ian Mitchell, Suzie Pye and Janet Willis.

Officers

Inge Booth Legal, Governance and Democracy Specialist

Lawrence Conway Chief Executive

Linda Fisher Legal, Governance and Democracy Lead Specialist (Monitoring Officer)

Julia Krier Legal, Governance and Democracy Specialist

Richard Machin Communications Specialist

Adam Moffatt Case Management Officer

Simon Rowley Director of Customer and Commercial Services

Helen Smith Finance Lead Specialist (Section 151 Officer)

David Sykes Director of Strategy, Innovation and Resources

C/37 MINUTES RESOLVED – That the Chairman be authorised to sign, as a correct record, the minutes of the meeting of the Council held on 23 July 2019.

Item No.1

36 09.10.2019 Council

C/38 PUBLIC PARTICIPATION RESOLVED – That it be noted that no questions, representations, deputations or petitions have been received from members of the public in respect of this meeting.

C/39 DECLARATIONS OF INTEREST RESOLVED – That it be noted that no declarations of interest were raised.

C/40 LOCAL GOVERNMENT ACT 1972 - EXCLUDED ITEMS RESOLVED – That it be noted that there are no excluded items on the Agenda.

C/41 CHAIRMAN'S ANNOUNCEMENTS A list of engagements which the Chairman or Vice-Chairman had attended since the last meeting had been circulated at the commencement of the meeting. On behalf of the Council, the Chairman asked Councillor Peter Thornton to pass on congratulations to Councillor Suzie Pye who had recently given birth. The Chairman made particular reference to the New Union Tavern in Kendal which had recently become CAMRA UK Cider Pub of the Year. Councillor Phil Dixon took the opportunity to also congratulate Councillor Ben Berry on the recent birth of his child.

C/42 CORPORATE FINANCIAL MONITORING QUARTER 1, 2019/20 The Finance and Resources Portfolio Holder, Councillor Andrew Jarvis, presented the Corporate Financial Monitoring report for Quarter One of 2019/20, highlighting the Council’s expenditure and income during the first three months of the financial year, but also including current projections of expenditure for the remainder of the year. The report had also been considered by the Overview and Scrutiny Committee at its meeting on 16 August 2019 and by Cabinet on 11 September 2019. Councillor Jarvis took the opportunity to provide Cabinet with a brief update on the budget for 2020/21 and subsequent years. He referred to the Autumn Statement in which the Chancellor had confirmed that there would be a one year settlement for Local Government, with the restructuring and reset of Non-Domestic Rates being postponed to 2021/22. There were important details that remained unclear, for example around the continuation of Council’s ability to increase Council Tax by £5, or of business rates pooling. However, the initial indication was that this temporary settlement would leave the Council in a better financial position than in the Medium Term Financial Plan presented to Council in July 2019. Councillor Jarvis, however, reminded Members that this showed a £620,000 deficit for 2020/21, and the Council’s first priority was to close this. Councillor Jarvis said that considerable uncertainty around the settlement also remained. Councillor Jarvis also made reference to the move by the Government earlier in the day to increase Council borrowing rates by 1% point for all new borrowing. He undertook to keep Cabinet and Council updated on next year’s budget.

37 09.10.2019 Council

Councillor Jarvis, in closing, thanked the Finance Team for their work and moved that the report be noted. Councillor Giles Archibald, Leader and Promoting South Lakeland Portfolio Holder, seconded the motion, also thanking Councillor Jarvis and officers. Councillor Archibald expressed pride in the work achieved by the Council for the community in relation to playgrounds, kerbside recycling and locality budgets, to name but a few. He pointed out that this work, carried out in partnership with other organisations, was possible due to the fact that the Council was, and continued to be, managed in a financially prudent manner. It was suggested that the Finance and Resources Portfolio Holder might, in future, consider circulating any updates to his report to Members on the day before the meeting in the form of a late representation. Councillor Jarvis explained, however, that the material provided verbally was not new and that he was simply emphasising key points contained within the report. In response to a query relating to collection of sundry debts and the need for the Council to reduce the figure to nil, Councillor Jarvis informed Members that the Lake Administration Committee had, on 4 October 2019, been provided with a detailed report on action being taken in relation to encroachments on a debt by debt basis, and that other debts continued to be pursued. The Finance Lead Specialist (Section 151 Officer) added that officers worked hard to pursue debts by all means possible, by contacting the debtor, through enforcement agents or direct pursuit in Court, with a few debts resulting in charges against property; the Council was reluctant to write-off any debts. A plea was raised regarding the need, in the spirit of sensitivity, to ensure that enforcement agents collecting goods from those in debt should not do so after dark. Councillor Jarvis responded to a query as to whether there had been any direct communication from the Government in relation to a forthcoming multi-year settlement. He explained that he had received communication in relation to 2020/21 but, with regard to the multi-year financial settlement, he had heard nothing, which was of concern. Councillor Jarvis’ attention was drawn to the fact that the Overview and Scrutiny Committee, which was due to meet on 25 October 2019, would be considering the Quarter 2 Financial Update and asking in-depth questions. RESOLVED – That the contents of the report be noted.

C/43 MEMBER SUPPORT STEERING GROUP - ANNUAL UPDATE Councillor Eric Morrell, Customer and Commercial Services and People Portfolio Holder, presented the annual update from the Member Support Steering Group (MSSG), expressing appreciation for the contribution made from all political groups. The report and Appendix A provided statistics regarding Member attendance at training sessions during 2018/19. The statistics showed that there was a low take up of training, with sessions having had, at times, to be cancelled at short notice due to the withdrawal of Members. The MSSG was, therefore, making proposals to break training down into two categories; mandatory and optional, as outlined at Appendices B and C to the report. Furthermore, in order to ensure maximum attendance at mandatory training events, it was being suggested that a reporting process for non-attendance be introduced.

38 09.10.2019 Council

Councillor Morrell pointed out that most Member training was provided in-house and he thanked officers for their efforts and patience in this regard. He drew attention to the recommendation for all Members to complete a Personal Development Plan (PDP) in order to ensure that there was an accurate picture of Member skills, knowledge and behaviours and so that a relevant learning calendar could be designed to support these needs. It was felt that PDPs would support any requests made by Members who submitted ad hoc requests for external training, ensuring value for money and also that investment in such activity was relevant and aligned to the Member’s needs to support their ward and the wider district. Council was, further, being asked to approve updates to the Member Development Strategy, attached at Appendix E to the report, in order to reflect the recommendations from the MSSG, as well as changes to officer roles since 2017. The report made reference to Member Role Profiles which had also been reviewed by the MSSG and which were attached at Appendix D to the report. These had been updated to reflect the changing role of councillors and in order to make training and development integral to each role and reflect the commitment that the Authority made to each elected Member. The report outlined the digital offering available to Members and attention was drawn to the fact that officers would be arranging training sessions to demonstrate the online training available. It was also stressed that officers were available to provide assistance to Members on an ongoing basis. Councillor Morrell moved the recommendations contained in the report and was seconded by Councillor Mark Wilson. A lengthy discussion ensued, during which strong concern was voiced with regard to the use of the word “mandatory”, which a number of Members felt should be replaced with the word “compulsory” or “obligatory”. Some Members were of the opinion that it should be their own choice as to which training they attended, as long as the need to uphold the seven principles of public life was adhered to. They were of the opinion that they had been elected to serve their communities and that, as such, they should carry out their work in the way they felt best or risk not being re-elected in the future. Attention was drawn to the fact that the report indicated that, with regard to IT, use of County Council or Members’ own devices had been due to be explored Autumn 2019. Members, however, accepted the need for those sitting on regulatory committees such as Planning and Licensing to attend training before being able to take part in those meetings where decisions were made with regard to people’s livelihoods. The need for flexibility and more than one option for each training session was raised. The potential for webinars or the uploading of recordings of training sessions on the intranet was suggested. It was further suggested that where training, such as Prevent awareness, had already been undertaken by Members in a role on another authority or body and where a record was held, there should not need to repeat that training. Attention was drawn to the fact that officers did offer one to one training where Members were unable to attend scheduled sessions. It was generally believed that councillors should show a willingness to attend training sessions in order to be able to best serve their residents. The majority of Members stressed the significance of undertaking training on topics such as Equality and Diversity, Prevent Awareness and Human Trafficking. It was also pointed that the training lists would be reviewed over time.

39 09.10.2019 Council

The Legal, Governance and Democracy Lead Specialist (Monitoring Officer) informed Members that the recommendations had been made by the MSSG which had approved the language used within the report. She reminded Members of the quasi-judicial nature of those committees listed under “Mandatory” training and of Members’ duties under the Equality Act and the need for training on these subjects. Councillor Tom Harvey proposed an amendment to the motion, to change the word “mandatory” to “compulsory” and for that particular training to apply only to the Audit, Licensing and Planning committees. He further wished for the inclusion of an additional, third category of “important”, to cover training such as GDPR (General Data Protection Rules) and Prevent awareness. Councillor John Holmes seconded the amendment. Although it was agreed that the potential for remote ways of training should be examined, it was generally felt that councillors should be required to undertake the types of training shown as mandatory within the report, due to the importance of the nature of the issues. The importance of training for Members of the Human Resources Committee was also raised due to the need for that group to make decisions relating to aspects of people’s lives. A vote was taken on the proposed amendment, which was lost. Councillor Mark Wilson, as seconder to the substantive motion, thanked the report writer and staff who supported the cross-party MSSG. He stressed the fact that the Group worked together in the spirit of concord to examine how better Members could support their residents. A vote was then taken on the substantive motion, and it was RESOLVED – That

(1) the training statistics set out at Appendix A to the report be noted;

(2) the following be approved:-

(a) the mandatory training as contained in Appendix B to the report and the associated reporting mechanisms as referred to at paragraphs 3.5 to 3.6 of the report;

(b) the revisions to the Member Development Strategy, with effect from the start of this Municipal Year, as set out in Appendix E to the report; and

(c) the updated role profiles for Members as set out at Appendix D to the report; and

(3) it be confirmed that externally paid for training is supported by an up to date personal development plan (PDP) to ensure value for money.

C/44 REVIEW OF ANTI-FRAUD POLICIES Councillor Stephen Coleman, as Chairman of the Audit Committee, presented a report setting out proposed amendments to the Anti-Bribery, Fraud and Corruption and the Anti-Money Laundering policies. The required amendments had arisen as part of the Audit Committee’s annual review of the Anti-Fraud policies. The proposed changes reflected new job titles and roles arising from Phase 1 of the Customer Connect Programme and changes in the Council’s organisational structure.

40 09.10.2019 Council

The recommendation contained within the report having been proposed by Councillor Coleman, and seconded by Councillor Jonathan Brook, Deputy Leader and Housing and Innovation Portfolio Holder, it was RESOLVED – That the following be approved:- (1) the amendments to the Anti-Bribery, Fraud and Corruption Policy, as shown at Appendix 1 to the report; and (2) the amendments to the Anti-Money Laundering Policy as shown at Appendix 2 to the report.

C/45 LEADER'S ANNOUNCEMENTS AND CABINET QUESTION TIME (30 MINUTES) The Leader of the Council, Councillor Giles Archibald, alluded to recent developments in Syria and expressed concern with regard to the suffering of thousands of people as a result of events. He also referred the 800,000 homes in California currently without electricity, the reason for which, he said, could be traced back to Climate Change.

Councillor Archibald encouraged those Members who had been unable to attend the recent Kendal Vision community planning event, at which a vision for Kendal had been outlined, to visit the JTP Architects Website. He commended the work of the Kendal Futures Board and those businesses and residents who had participated.

Councillor Archibald updated Members with regard to the settlement in Cumbria of 200, mostly Syrian, refugees, with six families having been homed in South Lakeland. He wished to place on record his thanks to the County Council for its tremendous and discreet work in this regard. Councillor Archibald felt proud of the part played by South Lakeland District Council in changing these people’s lives and thanked its officers for their involvement.

In accordance with paragraphs 10.2. and 10.3 of the Council’s Rules of Procedure, the following written questions had been submitted to the meeting:-

From Councillor Ian Wharton to Councillor Robin Ashcroft, Economy, Culture and Leisure Portfolio Holder - “Could you please provide an update on the redevelopment of Ulverston Leisure Centre?”

Councillor Ashcroft explained that, as Members would be aware, the Council had been investigating the development of a new leisure facility at the Priory Road site in Ulverston. This was a project which was supported by GlaxoSmithKline (GSK), to bring new and combined facilities to replace the Council’s ageing facilities and to enable future development of the GSK site. Councillor Ashcroft explained that Cabinet had approved for work to progress to develop the necessary information on facility mix, capital cost and future revenue operating cost in order to enable a future Cabinet decision to implement a new facility. Since then, work had involved engagement with the construction supply chain to more accurately investigate the options for construction methods, associated cost and procurement routes. Officers had been talking with principal contractors, specialist suppliers and quantity surveyors and expected to be in a position to advise Cabinet of the best way forward within the next couple of months. Of great importance was what the project would deliver for the residents of Ulverston and officers were engaging with user groups regarding the balance of facilities on offer; the Council was determined to ensure that the right mix of facilities that worked for all was achieved. Councillor Ashcroft drew particular attention to the fact that both officers and himself were holding regular meetings with the Lawn Tennis Association and residents regarding concerns. This was a work in progress and Councillor Ashcroft undertook to update Members as necessary.

41 09.10.2019 Council

From Councillor Matt Severn to Councillor Robin Ashcroft, Economy, Culture and Leisure Portfolio Holder - “Please can you update me as to the latest developments on the Lancaster & South Cumbria Economic Region?” Councillor Ashcroft informed Members that when the Lancaster and South Cumbria Economic Region (LSCER) prospectus had been launched in June, it had been said that the next stage would be to engage with business and key stakeholders to listen to ideas with a view to firming up future investment plans. That work was ongoing and was informing the development of a joint growth deal submission. The submission had not yet been finalised but there were already some significant and exciting proposals being discussed that it was believed would stimulate greater economic growth across Morecambe Bay and prosperity for businesses and residents across the three local authority areas. Certainly, it was believed that working collaboratively would provide a far greater chance of attracting the sort of investment that could drive real improvements across the three districts. Councillor Ashcroft said that, once the proposals were finalised and the submission was complete, he would update Members. Councillor Severn posed a supplementary question, directed to Councillor Giles Archibald, Leader and Promoting South Lakeland Portfolio Holder, asking whether South Lakeland District Council, in the light of the LSCER partnership, would continue to work with its Council colleagues in Eden. Councillor Archibald said that it would. From Councillor Doug Rathbone to Councillor Suzie Pye, Health, Wellbeing and Financial Resilience Portfolio Holder - “Could the Portfolio Holder please update me on granters for ‘changing places’; how many we have, how many are still in the offing and what support we are getting as a Council for this?” Councillor Giles Archibald, Leader and Promoting South Lakeland Portfolio Holder, responded on behalf of Councillor Pye. He referred to the cross-party support some months earlier for the earmarking of £50,000 in the Capital Budget for Changing Places toilets for use by seriously disabled people who found it difficult to travel within the area due to the lack of adequate facilities. The Council had subsequently invited community organisations to initially apply for £2,500 to put towards feasibility studies, following which those projects found to be eligible would be awarded a further grant. Councillor Archibald referred to the Changing Places Website which currently showed only one such facility in the area, at Kendal Leisure Centre, demonstrating the importance of providing more. He went on to say that eight bids had been received for feasibility studies, four of which had been considered to be of merit and so recommended for awards of £2,500. Three out of the four had accepted the award and gone on to carry out feasibility studies: Cartmel Township Initiative (Cartmel); Outside In (Kendal Nether Hall); and Millerground (Windermere). Councillor Archibald informed Members that, following review of the feasibility studies by officers, all three had been found to comply with the requirements of the original brief and were achievable. It had, therefore, been recommended to Cabinet for the remainder of the £50,000 to be split equally between the three groups. Councillor Archibald further informed Members that he had made the decision to increase the amount through other budgets so that the Council could grant £20,000 to each of the three projects. This would allow at least two of the three to proceed, if not all three. Councillor Archibald felt pleased that the Council was in a good financial position and so able to support these worthy projects. Councillor Rathbone advised Members that further information campaign could be found at www.changing-places.org .

http://www.changing-places.org/

42 09.10.2019 Council

From Councillor Eamonn Hennessy to Councillor Dyan Jones, Economy, Climate Emergency and Localism Portfolio Holder - “Can the Portfolio holder for Climate emergency update the council on the output from the Climate conversations and can she comment on how seriously this Council takes the loss in Biodiversity?” Councillor Jones said that Climate Change and loss of Biodiversity were big challenges. She referred to the Council’s Climate Emergency Declaration earlier in the year and to the subsequent refocussing of the Environment Portfolio towards Climate and Localism. Councillor Jones explained that, similarly to last summer, she had been out to meet with residents, seeking views about the future and sharing ideas based around the three themes of informing, influencing and implementing. This had generated a lot of ideas which the Council was determined to address, many of which would be enhanced by working in collaboration with partners, including local parishes and communities, Cumbria County Council, local Members of Parliament and Government, the national parks authorities, etc. Councillor Jones explained that the Council had been working hard to implement actions from last year’s meetings, as well as examining what could be further done. Streetscene officers had been giving talks to local groups and she had been meeting and sharing ideas with partners. Members had been inspired to start initiatives within their own wards and to hold community events, such as the eco-fair in Ulverston, the wellbeing day at Arnside and the eco-day in Sedbergh. Local action and community groups played an important role, developing, supporting and promoting ideas across the district. Community groups, such as Ambleside for a Future, in collaboration with CAfS (Cumbria Action for Sustainability) A to Z project, were leading the way. Councillor Jones pointed out that many suggestions demanded urgent attention by Government and said that the Council would be writing to ministers to highlight changes needed, for example, to current laws relating to planning and building regulations. Councillor Jones closed, drawing Members’ attention to the Council’s Website and a press release relating to past actions and future aspirations. From Councillor Helen Chaffey to Councillor Eric Morrell, Customer and Commercial Services and People Portfolio Holder - “Please could I ask Councillor Morrell for an update on the Millerground play area?” Councillor Morrell responded, informing Members that the playground at Millerground, also known as Rayrigg Meadow, had been opened on 26 May 2019 by Mayor John Saunders and Councillor Giles Archibald. This was part of the Millerground Enhancement Plan which also consisted of new accessible paths from the car park to the shore. Phase 1 of the paths had been completed in March, with Phase 2 having commenced in September and due for completion by the end of the year. The playground had received excellent reviews, and was being used by both local and visiting children. It had been supplied by HAGS (playground manufacturer) and funded by South Lakeland District Council, the True Colours Trust and the National Lottery Community Fund.

C/46 MINUTES OF MEETINGS No comments or questions had been received in respect of the minutes of committee meetings held between 3 June and 6 September 2019.

43 09.10.2019 Council

C/47 QUESTIONS TO CHAIRMAN OF THE COUNCIL OR CHAIRMAN OF ANY COMMITTEE OR SUB-COMMITTEE No questions had been received.

C/48 URGENT DECISIONS No urgent Executive Decisions had been taken since the last meeting of the Council on 23 July 2019.

C/49 NOTICE OF MOTION In accordance with Paragraph 11.1 of the Council’s Rules of Procedure, the following notice of motion had been put to Council by Councillor James Airey:- “The council warmly welcomes the launch of the Government’s new Tourism Sector Deal, which will benefit almost 1,000 tourism-related businesses in South Lakeland and has been described by the British Tourist Authority as a game-changer for tourism; Notes that as part of the ground-breaking Deal, the Government will also pilot up to five new Tourism Zones where additional support will be provided to help grow local visitor economies through initiatives like targeted help for product and promotion development, mentoring support to businesses and digital skills training; And confirms that the council will be play a full and active role in ensuring a successful bid is submitted for one of the five new Tourism Zones to encompass South Lakeland when the application process opens in December 2019.” In moving the motion, Councillor Airey highlighted the benefits of the Deal which would support the creation of 10,000 apprenticeships for those building careers in the tourism and hospitality sectors. He drew attention to the £1m recruitment and retraining programme for staff; he felt that those working in the industry were low paid and that this was good work to aspire to. He welcomed the predicted additional nine million visitors to the UK over the next five to six years and referred to the Tourism Sector Deal’s commitment for the building of more than 130,000 new hotel rooms across the UK and £250,000 for the improvement of broadband connectivity in conference centres for business visitors. Councillor Airey hoped that the Council would support a bid for a Tourism Zone, drawing attention to the benefits that this could bring to the whole of Cumbria’s current thriving tourist economy. He drew attention to the opportunity to encourage day-trippers to stay longer and to visit different parts of this fantastic County. Councillor Airey urged Members to support the motion, which was seconded by Councillor Tom Harvey. Councillor Jonathan Brook, Deputy Leader and Housing and Innovation Portfolio Holder, accepting the importance of tourism to the local economy, was in support of the motion, however, proposed a short amendment to the third paragraph, as follows:- “The Council confirms it will continue its current full and active role in ensuring a successful bid is submitted for one of the five new Tourism Zones to encompass South Lakeland when the application process opens in December 2019.” Councillor Airey confirmed that he would be pleased to alter the motion accordingly.

44 09.10.2019 Council

Members welcomed the motion as altered and the opportunity to widen Cumbria’s tourism offer. It was acknowledged that tourism was key to the economy of South Lakeland which was blessed with tremendous assets, stunning landscape, outdoor activities, and a large heritage and cultural offer. Strong concerns were, however, raised with regard to the proposed £30,000 salary threshold for skilled migrants and to the potential detrimental impact on the hospitality trade which was made up of mainly EU (European Union) nationals. In addition, concerns were voiced with regard to Cumbria’s poor infrastructure, with South Lakeland having a poor rail service and full roads, and public transport having been impacted on by cuts to local authority spending. The need for regard for residents and landscape and for mindfulness of sustainable growth was also raised. During conversation, Councillor Giles Archibald, Leader and Promoting South Lakeland Portfolio Holder, invited the Leaders of the Political Groups to join him in making a submission to the Home Office with regard to the impact on the tourism sector of the proposals for a £30,000 salary threshold for skilled migrants. Councillor Mark Wilson, on behalf of his Group, accepted the invitation and the aspirations of the altered motion. Councillor Airey thanked Members for an excellent debate, agreeing with the comments raised regarding the wage cap, also urging his Group Leader to accept the Leader’s invitation and to lobby Government with regard to this critical point and acknowledging the importance of migrant workers in agriculture and the National Health Service. It was subsequently RESOLVED – That the motion, as altered, be carried. The meeting ended at 8.25 p.m.

South Lakeland District Council

Council

Tuesday, 17 December 2019

Corporate Financial Update Quarter 2, 2019/20

Portfolio: Finance and Resources Portfolio Holder

Report from: Section 151 Officer

Report Author: Claire Read – Finance Specialist

Wards: (All Wards)

Forward Plan: Budget and Policy Framework Decision included in the Forward Plan as published on 1 October 2019

1.0 Expected Outcome

1.1 It is expected that Members note the projected year end position based on performance to the end of Quarter 2 2019/20 and officers planned actions to ensure a balanced budget by the end of the financial year.

1.2 That the attached updates to the capital programme and procurement schedule are approved.

2.0 Recommendation

2.1 It is recommended that Council;

(1) Note the contents of the report and Appendices 1-3 and 6;

(2) Approve the updated Capital Programme at Appendix 4;

(3) Approve the updated Procurement Schedule at Appendix 5 and delegation to Officers

3.0 Background and Proposals

3.0.1 As a result of the new leadership structure from April 2019 the finance team have split and re-allocated the budgets approved in February 2019 to the new Operational Leads and Lead Specialists. This is a moving situation and the budgets reflect the current position of services, which have changed from quarter 1.

Salary budgets have been split into the new structure, but the remainder of the departmental costs relating to Phase 1 of Customer Connect have not yet been split and all departmental costs relating to Phase 2 have remained unchanged. There will be further splitting and re-combining of budgets during the remainder of this financial year.

3.0.2 Revenue – Appendix 1 sets out the revenue variances to date. The approved net revenue budget for 2019/20 set by Council in February 2019 was £14m which included a Customer Connect savings target of £740k and a vacancy factor savings target of £593k. Additionally, carry forward requests of £510k were approved by Cabinet on the

Item No.6

24 April 2019. Expenditure budgets have been increased in accordance with those approved carry forwards along with the matching funding from reserves.

Overall, at the end of quarter 2, budget monitoring has identified a forecast year-end overspend of £422k, this includes the saving target for phase 2 of customer connect, which is to be identified later in the financial year and transition costs of implementing phase 1 of customer connect. Since the initial Q2 update report was prepared for Overview and Scrutiny Committee and Cabinet the phase 2 job offers have been made. As a result the allocation for redundancy costs is capable of funding the transition costs associated with staff changes. This will reduce the forecasted year-end overspend to £218k before the savings target for phase 2 and to £60k if phase 2 savings are achieved, as is expected.

At the same time in 2018/19 we reported a total of £612k in overspends and outstanding savings target. We then went on to achieve an underspend of £9k at outturn. Excluding savings targets the overspend in year is estimated to be £264k against an overspend of £251k in 2018/19.

Trends identified in these budget monitoring results will be fed into the 2020/21 budget setting process.

3.0.3 Capital – Appendix 2 sets out the position on the capital programme. The capital budget for 2019/20 approved by Council in July 2019 was £16.4m. Table 4 below summarises requests to update the capital programme including the £325k purchase of land at Dowker Lane, Kendal, the re-profiling from 2018/19 of Ulverston Town Hall grant and various minor adjustments. Expenditure against the programme to the end of quarter 2 was £2.292m.

Following the review of the capital programme with leads and portfolio holders £10.6m of re-profiling has been identified and is included in the revised capital programme in Appendix 4 for Council to approve.

3.0.4 Treasury – Appendix 3 provides an update on Treasury management for the quarter. Investments have performed better than the relevant benchmarks. No repayment of existing borrowing or new borrowing is anticipated up to the end of the financial year.

3.0.5 Updated Procurement Schedule – Appendix 5 since April 2016 the Council’s Constitution has permitted officers to conduct and conclude the contracting processes without further approval providing it is in line with the Procurement Schedule, to be approved by Council at least annually. Where a procurement process is over budget then approval will still be required in accordance with the Financial Procedure Rules. Where an officer seeks approval for a waiver or exemption under the Contract Procedure Rules this is also included in the Procurement Schedule. An updated Procurement Schedule for 2019/20 is attached at Appendix 5 which includes some additional procurement exercises not approved in July 2019.

3.0.6 Budget Update – Appendix 6 An update is included in this report on the impact of the Government spending review on the Council’s budget for 2020/21 and the latest timetable for preparing and approving the budgets for 2020/21 – 2024/25 is attached at Appendix 6.

3.1 Revenue Variances by Leadership Team

3.1.1 Appendix 1 provides the detail of the 2019/20 quarter 2 (Q2) revenue variances for service area grouped by lead officer. The projected out-turn is for a net overspend of c£264k. Further detail is provided below in Table 1 and paragraphs a. to l. below.

Table 1: Summary by Service Area

Expenditure Budget Full

Year £000

Income Budget

Full Year £000

Expenditure Variance to Date

£000

Income Variance to Date

£000

Overall Variance to Date

£000

Out-turn projection

£000

Strategy (a) 6,579 (25) (31) 5 (26) (34)

Performance, Innovation and Commissioning (b)

1,452 (2) (29) 1 (28) (54)

Support Services (c) 1,429 (240) 6 (1) 5 35

Finance (d) 18,745 (17,324) 45 (8) 37 (108)

Human Resources (e) (63) (3) (54) 2 (52) (70)

Legal , Governance and Democracy (f)

1,849 (33) 20 (1) 19 41

Digital (g) 0 0 6 0 6 22

Customer and Locality Services (h)

1,924 (392) 1 (20) (19) 26

Specialist Services (i) 4,200 (1,228) 34 27 61 110

Case Management (j) 3,629 (905) (100) 4 (96) (90)

Delivery and Commercial Services (k)

12,928 (9,100) 36 112 148 419

Corporate Items (l) 12,658 (35,338) (1) (6) (7) (33)

Total GF 65,330 (64,590) (67) 115 48 264

Table 2 below shows the estimated general fund position at the end of 2019/20, taking into account the Customer Connect savings target of £740k and the progress to date in delivering those savings from Phase 1 of Customer Connect. Phase 2 of Customer Connect is still being costed with savings to be identified later in the financial year and is expected to meet the whole £740k target.

Table 2 General Fund Position

2019/20

£000

Net General Fund Before Corporate Savings Target 740

Phase 1 Customer Connect Savings (582)

Outturn Projection 264

Net projected General Fund Balance before Phase 2 – as reported to Overview and Scrutiny Committee and Cabinet

422

Proposed use of Customer Connect budget to fund transition cost (204)

Anticipated savings from Phase 2 of Customer Connect (158)

Net projected General Fund Balance reflected expected Phase 2 Customer Connect changes

60

a. Strategy – the current projection is for a £34k underspend due to

A £28k underspend on Housing Enabling due to vacant post part offset by agency costs.

A £10k underspend in development plans related to the Neighbourhood planning grant.

b. Performance Innovation and Commissioning – the current projection is for an underspend of £54k due to vacant posts.

c. Support Services – The current projection is for a £35k overspend due to customer connect transitional costs for redundant staff working their notice and pay protection.

d. Finance – The current projection is for a £107k underspend at year-end. This relates to a £190k saving arising from the re-tendering of the insurance contract, offset by £53k in Customer Connect transition costs and £56k on interim cover identified as service critical less £17k underspend on vacant post.

e. Human Resources - The current projection is a £70k underspend, due to vacant posts partially offset by interim cover.

f. Legal, Governance and Democracy – The current projection is for a £41k overspend due to

Customer Connect phase 1 transitional costs of £22k

A £34k overspend on employee related costs of which £13.5k is the vacancy saving budget which will not be achieved.

There is also currently a £15k underspend forecast due to unclaimed member’s allowances. Any underspend at the end of the financial year as a result of unclaimed allowances will be transferred to the Personal Financial Resilience reserve, as approved by Council on 26 February 2019.

g. Digital – The current projection is a £22k overspend due to extension of the fixed term Digital Development officers post.

h. Customer and Locality Services – The current projection is for a £25k overspend. The main reasons for the projected overspend are

Customer Connect phase 1 transitional costs of £48k

Parks have a £27k underspend due to additional income related to a backdated recharge to Cumbria County Council for grounds maintenance to highways and grass verges.

i. Specialist Services – The current projection is for a £109k overspend. The main reasons for the projected overspend are:

An overspend of £50k on agency cover for development control until Phase 2 recruitment is complete. Despite the staff turnover planning is still meeting its targets and the overspend is being partially offset by an expected £13k demand led surplus on planning income.

Customer Connect phase 1 transitional costs of £35k.

A £25k demand led income shortfall in land charges income

j. Case Management – there is currently a £90k underspend forecasted due to salary savings due to vacant posts in Community Services

k. Delivery and Commercial Services - the current projection is for a £419k overspend. This is made up of a number of variances across the service and these are:

A salary overspend of £170k in Kerbside Recycling, due to use of agency staff to ensure service delivery and not meeting the 4% vacancy target (£99k).Use of agency staff is lower this year compared to 2018/19, following a restructure.

A projected shortfall £107k on sale of materials due to current market prices of materials

Car Parks overall overspend of £65k made up of a £77k demand led income shortfall on car park income, £14k overspend on rates bills offset by a £26k underspend on salaries due vacant posts.

Lakes overall overspend of £65k made up of £13k demand led shortfall expected on moorings due to a reduction in sites let and a potential £52k shortfall on encroachment rent income.

A £32k overspend on markets, £22k due to shortfall in income and £10k to cover salaries until end of March 2020.

A £24k projected overspend on transport repairs and maintenance.

A £24k potential overspend on public halls due to salary overspend on casual staff to cover long term sickness and vacancy saving which will not be achieved.

A £47k underspend on health and safety salaries due to a vacant post part offset by consultancy costs of c£29k.

A £40k underspend on salaries for building cleaners

l. Corporate – The current projection is for a £33k underspend as a result 2018/19 capital spend being lower than budgeted leading to a lower Minimum Revenue Provision charge in 2019/20.

3.2 Analysis of employee budgets

3.2.1 The position on employee costs at quarter 1 is summarised in Table 2 below The full year budget has been reduced from £15.12m to £14.62m to reflect savings from phase 1 of Customer Connect.

3.2.2 The total variance against the half year profiled budget is an overspend of £34k, 0.50% of the year to date budget. This includes the 4% vacancy saving built in to all direct employee cost budgets. The use of the 4% vacancy saving against all salaries will be reviewed as part of the 2020/21 budget setting process to assess if it is reasonable to apply the saving to rota-based services where absences have to be covered by overtime or agency staff.

Table 3: Employee costs

Full year budget

Profiled budget

Actual to date

Variance Variance

£000 £000 £000 £000 %

14,617 7,284 7,318 34 0.5%

3.2.3 Included in Table 2 above is expenditure on contract and agency staff. The total spend on this element of employee costs was £509k against a profiled budget of £32k. This expenditure on contract and agency staff equates to 6.96% of the total spend on employee costs in quarter 1. The majority of this relates to development control (£176k) and the Waste and Recycling service (£68k). It is expect that once Customer Connect Phase 1 is embedded and Phase 2 is implemented that the majority of these temporary roles will be replaced with employees.

3.3 Savings and 2020/21 budget setting update

3.3.1 As part of the 2019/20 budget process, further Customer Connect savings of £740k were identified. We are currently showing a saving from phase 1 of the staff programme

of £582k in salary savings. Phase 2 is currently being recruited to and further savings are expected once the final structure for Phase 2 is in place.

3.3.2 The budget setting process for 2020/21 onwards has already begun with the preparation of the Medium Term Financial Plan (MTFP) and the approval of the Budget Strategy by Council on 23 July 2019. Budget Change Bids have been requested and it is anticipated that options to deliver a balanced 2020/21 budget will be presented to Cabinet on 27 November 2019. These options will include the impact of future budget pressures and any potential recurring savings that are identified from the 2019/20 budget monitoring.

3.3.3 As was highlighted in the Medium Term Financial Plan approved by Council on 23 July 2019 there is higher than usual uncertainty around future funding from the Government from April 2020 when the current multi-year settlement expires. The Government carried out a single-year Spending Review in September 2019 which will delay the major changes to local government funding for 12 months.

3.3.4 The original budget timetable anticipated the 2020/21 to 2024/25 draft budget would be reported to Cabinet on 27th November 2019. Due to the calling of the General Election for 12th December 20190 the draft budget will be reported to the rescheduled meeting of Cabinet on 20 December 2019. The Cabinet report will be circulated to all members when the Cabinet agenda is published and there will be a briefing before Council on 17th December 2019 on the Council Plan and Budget.

3.3.5 Before the General Election was called the Government published a technical consultation on their proposals for a one-year local government funding settlement for 2020/21 broadly based on the 2019/20 funding. The budget report to be considered by Cabinet on 20th December will be based on this technical consultation document. The timing of the provisional and final settlement will not be confirmed until after the General Election.

3.3.6 Updates on the detailed budget will be reported in accordance with the budget timetable as is shown at Appendix 6.

3.4 Capital programme

3.4.1 As at quarter one the revised capital programmed was valued at £16.355m, since then the following adjustments have been made and the capital programme now stands at £17.582m:

Table 4: Capital Programme changes since February 2019

£000

2019/20 Capital Programme Q1 16,355.8

Transfer of Second Homes Reserve Balance to Affordable Homes 92.0

Re-profile of Ulverston Town Hall Budget to 2019/20 495.0

Burton Heritage scheme re-profile over 2 years from 3 years 73.8

Purchase of Dowker Lane Car Park Approved Cabinet 17/07/19 325.0

Lottery Funding for Abbot Hall Play Area, gross up expenditure budget 30.0

Hallgarth play area funding from Suez Community Trust 9.0

Yew tree Play Park funding from Walney Wind Farm 10.8

Residents Assoc. cont. to Greenbank & Castlefield Play area, gross up 25.3

National Lottery Funding for Greenbank & Castlefield play area, gross up 20.0

DFG budget increased to reflect actual finding from Government 74.3

Virement from IT reserve to KIT90 for new data centre 60.0

Lottery Funding for Rayrigg meadow play area, gross up expenditure budget 10.0

Windermere & Bowness Civic Society Funding for Biskey Howe 1.2

2019/20 Capital Programme Q2 before re-profiling 17,582.2

Re-profiling to later years 10,593.9

2019/20 Capital Programme Q2 6,988.3

3.4.2 Spend against the £17.582m programme to the end of quarter 2 was £2.292m with a further £1.320m committed expenditure through purchase orders. Re-profiling of £10.6m has been identified following a review of the programme with leads and portfolio holders and this is included in the revised capital programme in Appendix 4 along with the changes in table 4 above.

Table 5: Summary of capital programme and expenditure

Lead Full Year Budget

£000

Expenditure £000

Budget Remaining

£000

Changes required to

2019/20 £000

Anticipated re-profiling

£000

Support Services 588 16 572 0 0

Digital 147 38 109 0 0

Specialist Services 3,505 0 3,505 (3,045) 3,045

Delivery and Commercial Services

6,808 1,137 5,671 (4,549) 4,508

Strategy 5,824 821 5,003 (3,000) 3,000

Customer and Locality Services 710 280 430 0 0

Grand Total 17,582 2,292 15,290 (10,594) 10,553

3.4.3 Appendix 2 contains further comments and updates on all capital schemes.

3.5 Use of Reserves

Decisions to use reserves, within limits and in accordance with the purpose of the reserve, are delegated to officers and reported in the next quarterly finance update.

The following decisions have been made during quarter 2:

i. IT reserve – £60k has been approved to increase the spend in 2019/20 on replacement IT hardware. Hardware is renewed on a rolling programme and fluctuates from year-to-year.

ii. Cumbria NNDR Pool Reserve - £50k for professional and technical support to the ERDF Kendal flood relief scheme .

iii. Cumbria NNDR Pool Reserve - £40k to support increased demand for legal services to improve the prompt delivery of housing and economic development decisions.

iv. Cumbria NNDR Pool Reserve - £25k for Climate Change work to support Council Plan priorities around energy efficiency and a sustainable economy through green technology.

All of these requests can be accommodated within the existing balances on each reserve.

3.6 Treasury Management

3.6.1 Appendix 3 contains an overview of the Council’s position against the agreed indicators and limits.

3.6.2 To date the Council’s investments have performed well against market expectations. With all investments performing in excess of their benchmarks. There is still considerable uncertainty over what the Bank of England will do next with rates depending on Brexit. The budget was set with the expectation of a stable base rate, so officers will be monitoring this closely.

3.6.3 During the last quarter one investment was made in excess of the counterparties lending limit. As per the procedure this was raised with the portfolio holder and Section 151 officer, following which action was taken to call back the amount over the counterparty limit and the Council was overexposed for 5 working days, there has been no cost for this except for the loss of interest income on the amount over the counterparty limit for the 5 days.

3.7 Collection Fund

3.7.1 Table 5 below sets out the half year performance on local tax collection. The Council Tax Collection figure at 30 September 2019 is 58.25%, an increase of 0.02% compared to the same period last year.

3.7.2 The Non-Domestic Rates (NDR) collection rate figure is 56.06% which is 0.33% higher than the same time last year and represents the first increase in recovery over the last 6 years.

Table 6: Local Taxation Collection rate

3.8 Sundry Debts

3.8.1 The aim of this section is to describe the current debt position and to provide assurance over collection performance. Table 6 below summarises the current collection rate on sundry debts:

Table 7: Summary of collection

Percentage Collected Quarter 1

2014/15

%

2015/16

%

2016/17

%

2017/18

%

2018/19

%

2019/20

%

Council Tax 58.60 58.64 58.20 58.31 58.23 58.25

Business Rates

57.97 57.73 56.07 55.93 55.73 56.06

2014/15

and earlier

2015/16 2016/17 2017/18 2018/19 2019/20 to date

£000 £000 £000 £000 £000 £000

Debt outstanding 76 13 24 34 94 1,096

Total value of invoices/credit notes raised

24,014 4,606 5,028 5,087 5,699 3,289

Collection Rate (%) 99.68 99.72 99.52 99.33 98.25 66.68

An analysis of outstanding sundry debts reveals that over 99% of debts have been recovered in years up to 2017/18.

98% of the debt for 2018/19 has been recovered, of the outstanding amount 35% is due to one invoice for dangerous structure work, 15% for encroachment invoices and 7% for premises licences. There are instalment plans in place for some of these debts and 35% of the total due on these accounts had been paid in year.

In the current year to date, 66% of debt has been recovered this is up from 61% at the same time in 2018/19. The table below splits down in more detail the age profile of the current outstanding debts.

Table 8: Age profile of 2019/20 invoices

2019/20 Invoices £000

6 months overdue 5 months overdue 4 months overdue 3 months overdue

42 25

4 16

2 months overdue 27

1 month overdue 743

Not yet due 239

Total end of Quarter 2 1,096

The majority of the 1 month overdue amount is made up of 1 invoice for recycling credits from the county council.

4.0 Consultation

4.1 Senior management, budget holders and the Finance Portfolio Holder have been consulted

5.0 Alternative Options

5.1 There are no alternative options for Appendices 1-3 .

5.2 The capital programme (Appendix 4) has been updated for proposed changes in projects as set out above.

5.3 The Procurement Schedule (Appendix 5) is not updated – this reduces the efficiency of the Council by requiring individual reports and decisions for tender exercises. This also increases the time taken to let contracts.

5.4 The budget timetable (Appendix 6) has been prepared to meet the statutory deadline for budget setting and existing planned meetings. Alternative timescales would require additional meetings to be organised.

6.0 Links to Council Priorities

6.1 Regular budget monitoring forms part of the corporate governance arrangements that support all Council priorities.

7.0 Implications

Financial, Resources and Procurement

7.1 Finance and resource information is contained within the report.

Human Resources

7.2 There are no direct Human Resources implications of the report.

Legal

7.3 There are no direct legal implications of the report.

Health, Social, Economic and Environmental

7.4 Have you completed a Health, Social, Economic and Environmental Impact Assessment? No

7.5 If you have not completed an Impact Assessment, please explain your reasons: This report is an historic view of Q1 financial performance. The overall impact assessment of the choices and decisions required to set the annual budget is undertaken at budget setting time.

7.6 There are no additional health, social, economic and environmental impacts as a result of the report

Equality and Diversity

7.7 Have you completed an Equality Impact Analysis? No

7.8 If you have not completed an Impact Assessment, please explain your reasons: This report is an historic view of Q1 financial performance. The overall impact assessment of the choices and decisions required to set the annual budget is undertaken at budget setting time.

7.9 Summary of equality and diversity impacts: There are no additional equality impacts as a result of the report

Risk

Risk Consequence Controls required

Not effectively managing budgets could lead to overspending.

Possible legal challenge, audit qualification and ultra vires expenditure.

Scrutiny of budgets through review of monitoring reports.

Recurring pressures or savings are not identified

Medium Term Financial Planning may not reflect the future impact of current issues.

Regular monitoring of budgets in year to inform the MTFP and annual budget setting process.

Contact Officers

Claire Read, Finance Specialist, [email protected], 01539 793152

Helen Smith, Finance Lead Specialist and S151 Officer, [email protected], 01539 793147

Appendices Attached to this Report

Appendix No. Name of Appendix

1 Detailed Revenue Budget Monitoring

2 Detailed Capital Budget Monitoring

3 Treasury Management Review

4 Revised 2019/20+ Capital Programme

5 Revised 2019/20 Procurement Schedule

6 2020/21 Budget Timetable

mailto:[email protected]


Background Documents Available

Name of Background document Where it is available

2019/20 Budget Book including MTFP projections

https://tinyurl.com/y2ecr5ja

Budget Setting Report https://tinyurl.com/y2ecr5ja

Medium Term Financial Plan 2019/20-2023/24

https://tinyurl.com/y48ka7kk

Tracking Information

Signed off by Date sent

Legal Services 28/10/2019

Section 151 Officer 28/10/2019

Monitoring Officer 28/10/2019

CMT 28/10/2019

Circulated to Date sent

Lead Specialist 28/10/19

Human Resources Lead Specialist N/A

Communications Team N/A

Leader N/A

Committee Chairman N/A

Portfolio Holder 28/10/19

Ward Councillor(s) N/A

Committee N/A

Executive (Cabinet) 27/11/19

Council 17/12/19



https://tinyurl.com/y48ka7kk

Appendix 1

Service Portfolio


Year£

Income Budget Full Year

£

ExpenditureVarianceto Date

£

IncomeVarianceto Date

£

OverallVarianceto Date

£

Customer Connect Savings

Out-turn projection

>£10k

Carry Forward Requests

>£10k

Out-turn projection less Carry Forward

Requests > £10k

Commentary

Strategy, Innovation and Resources

Strategy Lead Specialist

GEN Housing Enabling Role Housing and Innovation 3,813,900 0 -18,310 0 -18,310 0 -24,000 0 -24,000 £24k potential underspend on salaries due to vacant posts £46k

offset by agency £22k

GLP Development Plans Promoting South Lakeland 353,707 -114 -1,303 20 -1,284 0 -10,000 10,000 0 Potential carry forward of £10k Neighbourhood Planning Grant

Other Strategy 2,411,691 -25,162 -11,820 5,013 -6,807 0 0 0 0 Individual variances <£10kTotal Strategy Lead Specialist 6,579,298 -25,276 -31,433 5,033 -26,400 0 -34,000 10,000 -24,000

Performance, Innovation and Commissioning Lead Specialist

EXS Policy and Performance Housing and Innovation 1,268,837 -2,400 -41,317 1,200 -40,117 0 -60,000 0 -60,000 Potential underspend on salaries EXS21 POD 2 vacant posts, offset

slightly by additional responsibility £60k.

Other Performance, Innovation and Commissioning 183,615 0 11,684 0 11,684 0 5,770 0 5,770 Individual variances <£10kTotal Performance, Innovation and Commissioning 1,452,452 -2,400 -29,634 1,200 -28,434 0 -54,230 0 -54,230

Operational Lead Support Services

DSO Support Services Customer Comm Serv and People 754,789 0 13,357 0 13,357 0 19,796 0 19,796 £20k overspend on salaries for transition period following restructure -

will be further reviewed on completion of Phase 2

ERP Printing and Graphic Design

Promoting South Lakeland -20,470 -6,265 -5,049 1,489 -3,560 -10,000 0 0 0 Gandlake software, no longer needed. Customer Connect Saving

GEL ElectionsClimate Emergency and Localism

449,376 -198,227 -1,206 -200 -1,406 0 6,270 0 6,270 £6k overspend on salaries for following the European election and the manual canvass.

GER Electoral RegistrationClimate Emergency and Localism

147,426 -31,071 3,743 -4,993 -1,250 0 9,405 0 9,405 £9k overspend on salaries for transition period following restructure - will be further reviewed on completion of Phase 2

Other Support Services 97,583 -4,459 -4,478 2,229 -2,249 0 0 0 Individual variances <£10kTotal Operational Lead Support Services 1,428,704 -240,022 6,367 -1,475 4,892 -10,000 35,471 0 35,471

Finance Lead Secialist

DSF Finance Finance and Resources 280,174 0 -15,569 0 -15,569 0 -17,000 0 -17,000 Potential underspend of £17k due to vacant post

EFS Financial Services Finance and Resources -592,383 -4,000 28,995 1,979 30,974 0 65,387 0 65,387

£56k Additional cost of procurement interim cover identified as service critical; £9k further overspend on salaries for transition period following restructure - will be further reviewed on completion of Phase 2

ERE Asst Dir Resources Finance and Resources -96,649 0 18,067 0 18,067 0 19,364 0 19,364 £19k overspend on salaries for transition period following restructure -


EXC Management Team Promoting South Lakeland -359,334 0 17,475 0 17,475 0 25,429 0 25,429 £25k overspend on salaries for transition period following restructure -


GBN Council Tax Benefits Finance and Resources 350,679 -65,826 2,125 -11,005 -8,880 0 -11,000 0 -11,000 Localised Council Tax Support Admin Grant greater than anticipated

£11k.

GFN NNDR Collection Finance and Resources 385,196 -325,589 -946 0 -946 0 0 0 0 Potential for under-recovery of summons costs for Council Tax and

NNDR due to uncertainty around staffing

GFT Council Tax Collection Finance and Resources 690,138 -175,938 -8,308 -1,465 -9,773 0 0 0 0 Potential for under-recovery of summons costs for Council Tax and

NNDR due to uncertainty around staffing

The purpose of this appendix is to set out the revenue budget variance projections based on data up to 30/09/2019 Period 6

Service Portfolio


Year£


£


£


£


£


Out-turn projection

>£10k


>£10k


Requests > £10k

Commentary

GTH Other Items Finance and Resources 22,500 -17,500 -9,641 -27 -9,667 0 -190,000 0 -190,000 £190k Saving made on insurance costs following re-tendering the

contract

GZZ Other GF Items Finance and Resources 581,530 0 0 0 0 -581,530 0 0 0 Customer Connect Phase 1 Saving £582k

Other Finance 17,483,354 -16,734,504 13,232 2,770 16,001 0 0 0 0 Individual variances <£10kTotal Finance Lead Specialist 18,745,205 -17,323,357 45,431 -7,748 37,682 -581,530 -107,820 0 -107,820

Human Resources Lead Specialist

ERS Employee Relations Customer Comm Serv and People -125,953 -3,379 -49,458 1,689 -47,769 0 -70,000 40,000 -30,000

Underspend due to vacant posts part offset by interim cover £30k; Potential carry forward of £40k for corporate training budget. Majority of training at present is Customer Connect related, however there will be a greater need for corporate training in 20/21 once Phase 2 restructure is complete and staff are in their new roles

Other Human Resources 62,872 0 -4,430 0 -4,430 0 0 0 Individual variances <£10kTotal Human Resources Lead Specialist -63,081 -3,379 -53,888 1,689 -52,199 0 -70,000 40,000 -30,000

Legal, Governance and Democracy Lead Specialist

DSL Legal Governance Democracy

Customer Comm Serv and People 330,844 0 17,841 0 17,841 0 37,693 0 37,693

£21.7k overspend on salaries for transition period following restructure - will be further reviewed on completion of Phase 2; further £16k overspend on salaries due to workload of which £13.5k is vacancy saving budget which will not be achieved

ECL Legal, Democratic and Members

Customer Comm Serv and People -214,391 -33,025 17,863 -921 16,942 0 18,000 0 18,000 £18k overspend due to one off employee costs.

GMM Members Customer Comm Serv and People 459,630 0 -13,060 0 -13,060 0 -15,000 0 -15,000 Unclaimed Member's Allowance

Other Legal, Governance and Democracy 1,272,729 0 -2,210 0 -2,210 0 0 0 Individual variances <£10kTotal Legal, Governance and Democracy Lead Spe 1,848,812 -33,025 20,434 -921 19,513 0 40,693 0 40,693

Digital Lead Specialist

ERI Information Services Housing and Innovation 0 0 6,182 0 6,182 0 22,000 0 22,000

£54k extra cost for extension to Digital Development Officers post of which carry forward of £36k will be required into 20/21; offset by £32k underspend for 3 Vacant Posts - Shared Data & Information Security Officer, ICT Programme Co-Ordinator. Digital Development Officer post vacant until Dec19 due to secondment.

Total Digital Lead Specialist 0 0 6,182 0 6,182 0 22,000 0 22,000

Total Strategy, Innovation and Resources 29,991,390 -17,627,459 -36,542 -2,222 -38,764 -591,530 -167,886 50,000 -117,886

Customer and Commercial Services

Operational Lead Customer and Locality Services

ECU Customer Services Customer Comm Serv and People -57,988 0 3,247 0 3,247 0 14,349 0 14,349 £14k overspend on salaries for transition period following restructure -


ERB Revenues and Benefits Finance and Resources 18,633 -84,315 14,717 -2,981 11,736 0 34,209 0 34,209 £34k overspend on salaries for transition period following restructure -


GPK Parks and Open Spaces Customer Comm Serv and People 1,230,094 -73,864 -5,412 -19,421 -24,833 0 -27,000 0 -27,000

£27k surplus income relating to recharge to CCC for grass verge maintenance dating back to 17/18 following grass verges being re-measured

Other Customer and Locality Services 733,539 -233,632 -11,298 1,819 -9,479 0 4,301 4,301 Individual variances <£10kTotal Operational Lead Customer and Locality Ser 1,924,278 -391,811 1,254 -20,583 -19,329 0 25,859 0 25,859

Operational Lead Specialist Services

Service Portfolio


Year£


£


£


£


£


Out-turn projection

>£10k


>£10k


Requests > £10k

Commentary

ESE AD Strategic Development Housing and Innovation -81,105 0 33,755 0 33,755 0 34,772 0 34,772 £35k overspend on salaries for transition period following restructure -


GDC Development Control Housing and Innovation 1,230,350 -536,880 6,632 9,509 16,141 0 50,000 0 50,000

Agency posts have been extended to cover to end of Dec 19, potential £50k overspend - use of agency will be resolved upon completion of Phase 2

GLC Local Land Charges Housing and Innovation 273,963 -250,000 -1,498 10,473 8,976 0 25,000 0 25,000 Potential demand led shortfall of £25k on land charge income

Other Specialist Services 2,776,447 -441,231 -4,440 7,643 3,203 0 0 0 Individual variances <£10kTotal Operational Lead Specialist Services 4,199,655 -1,228,111 34,449 27,626 62,075 0 109,772 0 109,772

Operational Lead Case ManagementEUN Community Services Customer Comm

Serv and People -204,071 -200 -82,718 -575 -83,293 0 -90,000 0 -90,000 £90k salary savings projected due to various vacant postsOther Case Management 3,832,860 -904,837 -17,149 4,348 -12,801 0 0 0 Individual variances <£10kTotal Operational Lead Case Management 3,628,789 -905,037 -99,866 3,773 -96,094 0 -90,000 0 -90,000

Operational Lead Delivery and Commercial Services

EHS Health and Safety Customer Comm Serv and People -4,725 -600 -14,743 300 -14,443 0 -18,000 0 -18,000 £47k underspend on salaries, to be part offset by consultancy costs

of circa £29k

EPX Offices Finance and Resources 41,421 -8,271 -14,648 1,852 -12,796 0 -40,000 0 -40,000

Premises expenses on Langstone House, Broad St due to budgets being removed as Saving 2015, budget virement required; potential underspend on salaries for Building Cleaners £40k

GCK Car Parks Customer Comm Serv and People 2,790,045 -4,670,876 -12,665 18,806 6,141 0 65,000 0 65,000 £14k overspend on rates bills; £26k salary underspend due to vacant

posts; £77k demand led shortfall on car park income

GLW Lake Windermere Economy Culture and Leisure 806,096 -1,459,540 -3,873 19,873 16,001 0 65,000 0 65,000

£13k demand led shortfall expected on Moorings due to reduction in sites let; potential £52k shortfall on Encroachment Rent income - budget to be reviewed for future years

GMK Markets Economy Culture and Leisure 184,285 -205,133 -3,470 15,185 11,715 0 32,000 0 32,000 £10k overspend on salaries due to delay with Kendal Market tender,

staff required until 31.03.20; potential shortfall in income of £22k

GPH Public Halls Economy Culture and Leisure 530,617 -125,579 8,808 0 8,808 0 24,000 0 24,000

£24k potential overspend on salaries, £19k of which is due to use of casual staff to cover long term absences and the remaining £5k is the vacancy saving budget which will not be achieved

GTS Transport Customer Comm Serv and People 124,502 -80,502 17,404 5,866 23,270 0 24,000 0 24,000

£24k potential overspend on salaries, £15k of which is due to use of casual staff to support vehicle contracts with CCC and Cumbria Waste and to cover long term absence, remaining £9k is vacancy saving which will not be achieved

GWK Kerbside Coll Recycling Client

Customer Comm Serv and People 5,489,798 -1,580,636 79,332 52,830 132,163 0 267,000 0 267,000

£170k salary overspend (of which £99k vacancy saving which will not be achieved) due to vacant posts and long term absence; £10k projected underspend on tipping and disposal; £107k projected shortfall on sale of materials due to current market price of materials

Other Delivery and Commercial Services 2,966,399 -968,930 -20,857 -3,169 -24,026 0 0 0 Individual variances <£10kTotal Operational Lead Delivery and Commercial S 12,928,438 -9,100,067 35,290 111,543 146,833 0 419,000 0 419,000

Total Customer and Commercial Services 22,681,160 -11,625,026 -28,874 122,359 93,485 0 464,631 0 464,631

Corporate itemsVGS58 Statutory adj. Capital

Charges0 -8,333,427 0 0 0 0 0 -32,920 0 -32,920 Minimum Revenue Provision - reflects actual expenditure 2018/19

lower than budgetedOther Corporate Items 20,991,036 -35,337,673 -1,505 -5,421 -6,926 0 0Total Corporate items 12,657,609 -35,337,673 -1,505 -5,421 -6,926 0 -32,920 0 -32,920

Total Corporate Items 12,657,609 -35,337,673 -1,505 -5,421 -6,926 0 -32,920 0 -32,920

Total GF 65,330,159 -64,590,158 -66,921 114,715 47,794 -591,530 263,825 50,000 313,825Net GF 740,001

Appendix 2

Lead/code Scheme PortfolioFull YearBudget

£

Expenditure£

Varianceto Date

£

Changes required to

2019/20 £


£Commentary

KIT27 Mobile Working Housing and Innovation 120,000 0 -120,000 Specification and integration with new digital platform to be assessed before project can begin.

KIT30 Digital Innovation Project Housing and Innovation 468,300 15,972 -452,329 Joint Digital Board meeting 1 Oct to review progress and required development with Meritec.

588,300 15,972 -572,329 0 0

DigitalKIT90 IT Replacement Fund Housing and Innovation 146,700 37,756 -108,944 Purchase of laptops and other IT equipment as per replacement

schedule.

146,700 37,756 -108,944 0 0

KDE06 ERDF Funded Flood Defence Works

Climate Emergency and Localism

2,226,700 0 -2,226,700 -2,226,700 2,226,700 Planning permission granted and EA Internal Business Case in place. Grant and partnership agreements signed but some scheme slippage and no spend in 2019/20 anticipated.

KDE07 Coastal Communities Fund Climate Emergency and Localism

818,300 0 -818,300 -818,300 818,300 CCF project started 1 May 2019, funded by MHCLG. Scheme is over two years. We will received funding for SLDC and Morecambe Bay Partnership, then we will pay over to MBP their share. SLDC is accountable body. Scheme is £818.3k (SLDC £500k, MBP £318.3k) in 2019/20 and £1,532.9k (SLDC £500k, MBP £1,032.9k) in 2020/21. Scheme is for works at Grange promenade and will start on site in March 2020. Funding agreement with MBP being drawn up for their proportion of MHCLG funding- likely to be transferred this year.

KAH11 Other Housing Schemes (Cross-a-Moor junction improvements)

Housing and Innovation 300,000 0 -300,000 Highways England leading scheme to build a roundabout to enable delivery of 1000 homes. Agreement with CCC to be signedimminently, payment to be made Jan 2020.

KMR31 Festival Infrastructure Customer Comm Serv and People

24,000 0 -24,000 Budget can be given up as scheme for lamp post banners in Kendal unlikely to go ahead.

SLDC 2019/20 Capital Programme Monitoring Period 6

Support Services

Total Digital

Specialist Services

Total Support Services

Appendix 2


£

Expenditure£

Varianceto Date

£

Changes required to

2019/20 £


£Commentary


KPE18 Towpath Trail Kendal-Lancaster

Economy Culture and Leisure 120,000 0 -120,000 Remaining £120k payment to CCC to be made. Delay due to new land agent and requirement for agent to deliver a report following land owner consultation. Funding agreement awaiting outcome of the report - expect to make payment this financial year.

KRE53 Kendal Public Realm Economy Culture and Leisure 15,735 0 -15,735 CCC and SLDC jointly have agreed to extend the experimental traffic order for Kendal Market Place until the end of December. Payment of £12k to be made when invoiced by CCC, early in new year.

Total Specialist Services 3,504,735 0 -3,504,735 -3,045,000 3,045,000

Delivery and Commerical ServicesKCD01 Castle Dairy Economy Culture and Leisure 4,032 -3,431 -7,463 Approval from administrators for remedial works granted, awaiting

for works to be carried out and invoiced.

KEG35 Flood Related Works Climate Emergency and Localism

0 -1,818 -1,818 Final invoice value less than anticipated, leading to small credit.

KAH14 Homeless Accommodation Housing and Innovation 461,400 0 -461,400 -230,700 230,700 50% of work expected in this year and 50% next year.

KFL01 Footway Lighting Customer Comm Serv and People

65,700 0 -65,700 -40,700 Spend dependant on Electricity North West and Cumbria CC programming works.

KLH02 Ulverston Asset Transfer programme

Economy Culture and Leisure 79,767 0 -79,767 -79,767 79,767 UCE now developing a business case for long-term use of funds, so payment will be delayed until completed - likely to be 3-5 years before payment made, so re-profiling required into 2021/22.

KLH07 SL House & KTH reconfiguration

Economy Culture and Leisure 947,500 0 -947,500 -947,500 947,500 Works expected to start in April 2020 as awaiting listed building planning to be submitted - budget requires reprofiling to 2020/21.

KLH08 Abbot Hall redevelopment Economy Culture and Leisure 100,000 0 -100,000 -50,000 50,000 Successful application to Arts Council England and funding now confirmed. Planning permission granted. Legal funding agreementto be drawn up and in place by 30 November. Payment will be in two phases of £50k each as project milestones are achieved. Exact timing of payments currently to be determined. First payment will be in 2019/20, second payment in 2020/21.

Appendix 2


£

Expenditure£

Varianceto Date

£

Changes required to

2019/20 £


£Commentary


KLL17 Ferry Nab redevelopment Economy Culture and Leisure 0 5,000 5,000 Work complete in 2018/19. Final contract payment slipped into new year, to be covered by virement from planned maintenance.

KMR21 Kendal Museum alterations Customer Comm Serv and People

85,000 0 -85,000 Management agreement in place, awaiting legal agreement between Kendal Town Council and Kendal College. Payment imminent.

KMR33 Braithwaite Fold Caravan Park

Customer Comm Serv and People

223,359 217,722 -5,637 Works complete, retention outstanding.

KMR34 Kendal Castle Customer Comm Serv and People

41,000 490 -40,510 Consultant still preparing tender, awaiting revised work dates but still expecting funds to be spent this year.

KPY42 Car Park machines update Customer Comm Serv and People

137,395 53,195 -84,200 Work done. Payment of first half of project cost agreed and paid. Remainder pending resolution of outstanding issues.

KPY44 Town and Car Park/public information Signs


11,700 0 -11,700 Specification being re-developed, work will take place this year.

KPY45 SLH Car Park - structural repair and re-surfacing works


333,886 264,598 -69,288 Work complete, retention outstanding.

KPY46 Car Park Resurfacing Customer Comm Serv and People

105,270 1,846 -103,424 Further design work needed on the last Grasmere car park in the re-surfacing scheme because of insufficient soakaway properties, will take place in 2019/20.

KPY48 Parkside Rd Car Park Customer Comm Serv and People

153,826 1,644 -152,182 Planning approved. Parking study appraisal confirmed need for car park. Works to be tendered in September and completed in year.

KPY49 Windermere Rd Car Park Grange


100,000 0 -100,000 Cumbria County Council leading on scheme, SLDC's contribution will be a one-off payment as determined by CCC's progress.

KPY50 Dowker Lane Car Park Customer Comm Serv and People

325,000 325,000 0 Purchase of Booths portion of car park agreed and completed 31 July.

KRE04 Grange Regeneration Programme

Economy Culture and Leisure 157,300 0 -157,300 -157,300 157,300 Scheme linked to Coastal Communities Fund scheme above. Work will take place in 2020/21 financial year so requires re-profiling.

KRE55 New Road Common Economy Culture and Leisure 0 800 800 Scheme complete in 2018/19. Final retention payment on groundworks paid, slightly exceeding estimate.

Appendix 2


£

Expenditure£

Varianceto Date

£

Changes required to

2019/20 £


£Commentary


KRE66 Grange Promenade structural works

Economy Culture and Leisure 395,992 16,561 -379,431 -395,992 395,992 Work has started with consultants re drainage repairs by United Utilities. Meeting held with Natural England, assessment taken place and response received. Ecological surveys have taken place. Works on site from January 2020 through to June 2020.

KRE67 Grange LIDO Economy Culture and Leisure 960,000 0 -960,000 -960,000 960,000 Aim to have contract in place in January 2020. Work to start in next financial year.

KSC91 Refurb Replace Recycled Bins


112,250 70,220 -42,030 Procurement has taken place and bins ordered for delivery in phases throughout the year. Extra demand and new policies have led to anticipated increase in cost - potential for virement from vehicles budget to cover.

KSC91 Vehicle Purchase Customer Comm Serv and People

1,868,700 181,683 -1,687,017 -1687000 1,687,000 Romaquip vehicle (£148k) and lake boat engine (£34k) purchased. Procurement started for 5 x Dennis Eagle vehicles £187k each. Order placed for 1 12t RCV £115k, procurement also to start this year for 10 3.5t vans £37k each. Due to length of procurement exercises and lead times, unlikely to receive and payfor these vehicles in 2019/20. Other vehicle specifications being reviewed with hybrid options and future service delivery in mind.

KXB27 Energy Saving Building Enhancement

Climate Emergency and Localism

139,200 3,610 -135,590 Planning submitted for TVF's and Mintworks Solar Panelling. Will be spent in this financial year.

Total Delivery and Commercial Services 6,808,277 1,137,119 -5,671,158 -4,548,959 4,508,259

StrategyKAH10 Affordable Homes TC Prop

EmptyHousing and Innovation 471,000 40,000 -431,000 Empty homes grants £40k paid so far in year. Housing

association grant payments delayed. £20k payment for Milnthorpe scheme due to be paid. Cabinet have approved a grant of £282k to SL Housing for purchase of houses at Station Cottages, Newby Bridge - currently drawing up funding agreement.

KAH13 Commuted Sums Affordable Housing

Housing and Innovation 86,000 0 -86,000 Grant applications re-profiled from 2018/19.

Appendix 2


£

Expenditure£

Varianceto Date

£

Changes required to

2019/20 £


£Commentary


KGD21 Mand Disabled Fac Grants Housing and Innovation 735,280 397,032 -338,248 Ongoing high uptake on scheme. Applications expected to exceedbudget - methods of controlling demand being considered. Budgetincreased to reflect actual government funding received for 2019/20.

KRT10 Right To Buy Replacement Housing and Innovation 495,000 247,500 -247,500 Payment of £495k grant to SLH to be made in two instalments in 2019/20 when contractual obligations are met - first instalment paid May 2019.

KCH01 Community Housing Fund Housing and Innovation 470,000 14,562 -455,438 Legal agreement being drawn up for £90k Windermere scheme. £148k homes for Ulverston on old brewery site likely to go forwardthis year. Levens scheme (£350k) delayed due to issues with legal agreement. £2.2m in earmarked reserve for this purpose to be drawn upon if budget needs increasing.

KIF01 Housing Investment Fund Housing and Innovation 3,000,000 0 -3,000,000 -3,000,000 3,000,000 Discussions ongoing regarding the terms of loan payments. Expected to begin making loans in this financial year.

KEP52 Disabled Toilet Improvements Health Wellbeing Financial Res

50,000 4,180 -45,820 Contract for feasibility being arranged for Cartmel. Outside In community group and Millerground being arranged by SLDC/LSH. Studies are now complete and review to take place imminently to determine level of funding between the three schemes. Commencement date of capital works uncertain until studies reviewed - Outside In and Cartmel likely to be paid this year, Millerground timing uncertain.

Appendix 2


£

Expenditure£

Varianceto Date

£

Changes required to

2019/20 £


£Commentary


KMR35 Burton Heritage Grant Scheme


165,000 5,000 -160,000 Scheme gross cost is £240k, funded jointly by SLDC, Heritage England and Burton PC. Scheme phased over 2 years - £165k 2019/20 (funded SLDC £70k, Heritage England £80k and Burton PC £15k) and £75k in 2020/21 (funded SLDC £35k, Heritage England £40k). Extra contributions to be received from CCC (£78k), Members budgets (£1.5k) and others to be confirmed, due to the cost of the scheme being more than anticipated. Grant scheme established for improvements to heritage buildings and attracting much interest. Public realm enhancements also to be taken from this pot and design work underway. First grant towardsthe repair of the Royal Hotel has been offered. Public realm scheme for the square tendered and prospect of work commencing in Nov weather permitting.

KIL01 Community Infrastructure Levy (CIL)

Housing and Innovation 0 13,721 13,721 Discussions with CCC over education contributions and local transport links. Forecast to grow quite significantly in the next few years. Implications of new regulations on CIL spending being considered.

KIP01 Locally Important Projects Economy Culture and Leisure 351,646 99,650 -251,996 Contracts have been arranged for many schemes and payments have been made, some payments to be made shortly and some tobe made in instalments. Draft funding agreements being drawn upfor the remaining schemes.

Total Strategy 5,823,926 821,645 -5,002,281 -3,000,000 3,000,000

KLL18 Cockshott Point entrance improvements

Economy Culture and Leisure 1,470 0 -1,470 LIPS funded scheme, will be progressed in year.

KNM51 Play Areas Customer Comm Serv and People

20,000 0 -20,000 Budget has been allocated to individual play area works, to be spent this year.

KNM54 Rinkfield Playground Customer Comm Serv and People

0 0 0 Project complete.

KNM55 Hallgarth Phase 2 Customer Comm Serv and People

33,859 16,290 -17,569 Main works completed, final jobs being done. Awaiting invoices. Project will complete in autumn.

KNM56 Millerground Play Project Customer Comm Serv and People

47,700 13,315 -34,385 Phase 2 of footpath works started September, complete by December. £50k lottery funding due on completion will cover cost of work.

Customer and Locality Services

Appendix 2


£

Expenditure£

Varianceto Date

£

Changes required to

2019/20 £


£Commentary


KNM58 Kendal Parks playground Customer Comm Serv and People

10,900 0 -10,900 Budget to be used for Hayclose Crescent. Further consultation required but scheme cost will be approximately £20k.

KNM59 Lightburn Park MUGA & playground


36,000 0 -36,000 Final grant claim agreed. Out to tender in October.

KNM60 Abbot Hall Playground Customer Comm Serv and People

125,230 1,403 -123,827 Total scheme cost will be £125k. Installation work done, snagging work to complete.

KNM61 Yew Tree Playground Grange Customer Comm Serv and People

74,227 74,000 -227 Installation complete.

KNM62 Greenbank & Castlefield Play Area


75,285 0 -75,285 Total scheme cost will be £75k, all funding now in place. Work has started, due to complete by half term.

KNM63 Queens Park play area Customer Comm Serv and People

10,000 0 -10,000 Total scheme cost will be £200k. Major fundraising to take place in the summer so work several months away.

KNM64 Broadgate Meadow Grasmere Customer Comm Serv and People

35,000 0 -35,000 Total scheme cost will be £94k. Work planned to start November and to complete by Christmas. Funding arranged up to cost of works.

KNM65 Maryfell Sedbergh Play Area Customer Comm Serv and People

71,500 67,066 -4,434 Work complete and playground open.

KNM66 Rayrigg Meadow Play Area Customer Comm Serv and People

120,000 100,482 -19,518 Playground installed. Snagging work to complete. Final payment to be made.

KNM67 Beck trim Trail Customer Comm Serv and People

1,000 0 -1,000 At consultation stage, scheme cost will be £10k.

KNM68 North Lonsdale Road Play Area


20,000 0 -20,000 Fund-raising and due to start consultation. Total scheme cost £80k, £40k funding currently assured, other £40k being sought.

KNM69 Biskey Howe Customer Comm Serv and People

4,805 4,865 60 Work complete.

KNM70 HMCLG funded schemes Customer Comm Serv and People

15,020 2,329 -12,691 Budget reflects HMCLG funding received March 2019, to be allocated to schemes during the year. Grant was for £16,375 - £1,355 already allocated to Biskey Howe.

KLR31 Nobles Rest park improvements

Economy Culture and Leisure 8,240 0 -8,240 Retention payment to be made imminently. Bog garden project in discussion with friends group also planned.

Total Customer and Locality Services 710,236 279,750 -430,486 0 0

17,582,174 2,292,241 -15,289,933 -10,593,959 10,553,259GRAND TOTAL

Appendix 3

2019/20 Quarter 2 Treasury Management Update

This appendix reviews treasury performance for the period 01/04/2019 – 30/09/2019 against the Council’s Treasury Management Strategy, which was approved by Council on 26th February 2019.

The Councils Treasury Management operation ensures cash flows are adequately planned, with surplus monies being invested in low risk counterparties, providing adequate liquidity initially, before considering optimising investment return.

The second main function of the treasury management service is the funding of the Council’s capital plans. These capital plans provide a guide to the borrowing need of the Council, this is the element of the capital programme that is not financed from external grants, capital receipts or other contributions. Which when added to the Council’s Capital Financing Requirement (CFR) shows the underlying borrowing need of the Council. This underlying borrowing need is managed by the treasury team through short and long term borrowing arrangements and the use of longer term cash flow surpluses.

Borrowing

No new borrowing has been undertaken in the year to date, therefore the Council has maintained external borrowing at £12.8 million. As a result, gross and net borrowing are below the capital financing requirement (CFR). This is a key indicator as it shows that the Council is not borrowing to fund revenue activities or borrowing to lend-on. Table 1: Borrowing Limits

£m Actual borrowing 12.800 Authorised limit 26,815 Operational boundary 20,600 Capital Financing Requirement (CFR) 20,543

Table 1 also shows that the Council hasn’t breached its operational boundary and authorised limit (which must not be breached) on external debt. The current premium on the Councils borrowing is circa 111% (i.e. £1.111m per £1m repaid), which would take around 31 years to repay. This is not low enough to consider making an early repayment, however we will keep this under review. The Capital Programme assumes borrowing will be used during 2019/20, the actual timing of borrowing will depend on timing of projects and expected changes in interest rates. Our internal borrowing position is currently estimated to be £7.743million or 38% of the CFR at year end, this has risen from 31% of CFR in 2018/19. This position will be carefully monitored against changes to reserves to ensure that the position is sustainable.

Appendix 3

Investments Graph 1 below shows the movement on the Councils investment portfolio between 01/04/19 and 30/09/19.

The Council held £29.54m of investments as at 30 September 2019. Table 2 shows the outstanding investments by type. Table 2 Investment Summary

Counterparty Value (£m) Call Operational Blackrock 0.000 CCLA 0.000 Federated 1.550 Fixed Operational Bank of Scotland 2.000 Coventry Building Society 2.000 Cumberland Building Society 2.000 Leeds Building Society 2.000 Newcastle Building Society 1.000 Nottingham Building Society 1.000 Principality Building Society 2.000 Thurrock Borough Council 1.000 UK Treasury Bills 2.994 West Bromwich Building Society 1.000 Fixed Core Bank of Scotland 1.000 Coventry Building Society 1.000 Goldman Sachs 2.000 London Borough of Enfield 3.000 Newcastle Building Society 1.000 NatWest (Ring Fenced Bank) 1.000 Sumitomo Mitsui Bank 2.000 29.54

Appendix 3

Graph 2 below shows the maturity profile of the Councils investment portfolio split between operational and core investment types

Table 3 below summarised the performance to date, benchmarked against the London Interbank Bid Rate (LIBID) that best matches the duration of the investments. For example, Call investments can be called back the same day and so the overnight LIBID rate is the bench mark. Table 3 Performance

Average Return

Benchmark Rate Variance

Call Operational 0.74% 0.55% 0.19% Fixed Operational 0.83% 0.79% 0.04% Fixed Core (Long Term) 0.92% 0.73% 0.19% Overall Average 0.85%

All of the councils investments are performed in excess of their benchmarks, with the overall average outperforming the 6 month benchmark rate used for the Fixed Core (long term) investments. Other Considerations

During the last quarter we exceeded our investment limit with one counterparty, this was raised with the portfolio holder and the Section 151 officer. Following discussions a decision was made to approach the counterparty and call back the amount over the counterparty limit. Agreement was reached with the counterparty to recall the excess and as a result we were only exposed for the additional amount of £1,000,000 for 5 working days.

Appendix 3

Looking Forward

After stronger than expected economic growth of 0.5% in quarter one, monthly growth fell in April before rising slightly in May. Expectation for quarter 2 is for growth to stall or contract. Brexit still remains an issue as the deadline was pushed back to Halloween. There has been no further movement in the Bank Rate since August’s increase to 0.75% and we are unlikely to see any further action until the uncertainties over Brexit clear. If there is a no deal, the expectation is of a rate cut to support growth. CPI inflation has been on a falling trend, reaching 1.7% in August in line with the MPC target of 2%. Expectation is for CPI to remain around this level over the next two years and in the event of No deal expectation is it could rise to 4% as a result of imported inflation on the back of a weakened pound. Wage inflation is the big story with it peaking at 3.9% in June before falling back to 3.8% in July (excluding bonuses), leading to real wage growth of 2.1-2.2%. Whilst unemployment has remained at 3.8%, its lowest rate since 1975. Conclusion

The Council Investments continue to perform well against benchmarks, with all activity within approved limits and borrowing has been maintained at £12.8 million within the debt indicators.

GL Code

Programme Spending by Project Portfolio 2019/20 Approved Feb

2019

Carry-forwards approved May

2019

Re-profiling and adj

approved July 19


requested Sept 19

2019/20 Revised

2020/21 2021/22 2022/23 2023/24 Total 2019/20 to

2023/24£000 £000 £000 £000 £000 £000 £000 £000 £000 £000

KNMxx Play Areas (including community funded schemes and schemes arising from the Play Space Audit)

Customer and Commercial Services and People

194.0 288.2 44.4 106.3 632.9 65.0 65.0 65.0 65.0 892.9

KNM56 Millerground Public Open Space, Access and Play Project

Customer and Commercial Services and People

0.0 47.7 0.0 0.0 47.7 0.0 0.0 0.0 0.0 47.7

KRE04 Grange Regeneration Housing and Innovation 157.3 0.0 0.0 -157.3 0.0 157.3 0.0 0.0 0.0 157.3KLR31 Nobles Rest Customer and Commercial Services and

People0.0 6.9 1.3 0.0 8.2 0.0 0.0 0.0 0.0 8.2

KLL18 Cockshott Point Entrance Improvements Economy, Culture and Leisure 0.0 1.5 0.0 0.0 1.5 0.0 0.0 0.0 0.0 1.5KRE53 Kendal Town Centre Public Realm Economy, Culture and Leisure 0.0 15.7 0.0 0.0 15.7 0.0 0.0 0.0 0.0 15.7KMR31 Festival Infrastructure Economy, Culture and Leisure 0.0 24.0 0.0 0.0 24.0 0.0 0.0 0.0 0.0 24.0KFL01 Footway Lighting Customer and Commercial Services and

People25.0 40.7 0.0 -40.7 25.0 65.7 25.0 25.0 25.0 165.7

KIT90 IT Replacements Housing and Innovation 80.0 6.7 0.0 60.0 146.7 80.0 80.0 80.0 80.0 466.7KIT30 Customer Connect Housing and Innovation 300.0 168.3 0.0 0.0 468.3 0.0 0.0 0.0 0.0 468.3KIT27 Mobile Working Housing and Innovation 0.0 120.0 0.0 0.0 120.0 0.0 0.0 0.0 0.0 120.0KPY44 Town and Car Park signing Customer and Commercial Services and

People0.0 11.7 0.0 0.0 11.7 0.0 0.0 0.0 0.0 11.7

KPY45 South Lakeland House carpark works Customer and Commercial Services and People

0.0 370.4 0.0 -36.5 333.9 0.0 0.0 0.0 0.0 333.9

KPY46 Car park re-surfacing Customer and Commercial Services and People

25.0 80.3 0.0 0.0 105.3 0.0 0.0 0.0 0.0 105.3

KSC91 Vehicle & Plant Programme (inc bins and boxes) Customer and Commercial Services and People

1,869.0 112.0 0.0 -1,687.0 294.0 2,281.0 499.0 690.0 2,100.0 5,864.0

KGD21 Disabled Facilities Grants Housing and Innovation 661.0 0.0 0.0 74.3 735.3 661.0 661.0 603.0 603.0 3,263.3KRT10 Right to buy replacement scheme Housing and Innovation 0.0 0.0 495.0 0.0 495.0 0.0 0.0 0.0 0.0 495.0KAH10 Affordable & Empty Homes, Town Centre

Properties.Housing and Innovation 260.0 119.0 92.0 0.0 471.0 260.0 260.0 260.0 0.0 1,251.0

KAH13 S106 funded affordable homes purchase Housing and Innovation 86.0 0.0 0.0 0.0 86.0 0.0 0.0 0.0 0.0 86.0KAH11 Cross-a-Moor junction improvement Housing and Innovation 300.0 0.0 0.0 0.0 300.0 0.0 0.0 0.0 0.0 300.0KCH01 Community Housing Fund Housing and Innovation 0.0 470.0 0.0 0.0 470.0 0.0 0.0 0.0 0.0 470.0KMR21 Kendal Museum contribution Economy, Culture and Leisure 0.0 85.0 0.0 0.0 85.0 0.0 0.0 0.0 0.0 85.0KLH02 Coronation Hall alterations Economy, Culture and Leisure 0.0 79.8 0.0 -79.8 0.0 39.9 39.9 0.0 0.0 79.8KXB27 Energy-saving building enhancements Climate Emergency and Localism 0.0 139.2 0.0 0.0 139.2 0.0 0.0 0.0 0.0 139.2KCD01 Castle Dairy flood damage reinstatement Economy, Culture and Leisure 0.0 4.0 0.0 0.0 4.0 0.0 0.0 0.0 0.0 4.0KPE18 Kendal to Lancaster towpath trail Economy, Culture and Leisure 0.0 120.0 0.0 0.0 120.0 0.0 0.0 0.0 0.0 120.0KIP01 LIPS (excluding contributions to SLDC property

included under individual properties)Economy, Culture and Leisure 165.8 208.0 -2.2 0.0 371.6 0.0 0.0 0.0 0.0 371.6

KRE66 Grange Promenade Structural works Housing and Innovation 300.0 96.0 0.0 -396.0 0.0 796.0 375.0 0.0 0.0 1,171.0KMR33 Braithwaite Fold Caravan Park extention Customer and Commercial Services and

People0.0 186.9 0.0 36.5 223.4 0.0 0.0 0.0 0.0 223.4

KMR35 Burton Hertiage Grant Scheme (funded from LIPS)

Economy, Culture and Leisure 80.0 0.0 85.0 0.0 165.0 75.0 0.0 0.0 0.0 240.0

Capital Programme 2019/20-2023/24Appendix 4

GL Code

Programme Spending by Project Portfolio 2019/20 Approved Feb

2019


2019


approved July 19


requested Sept 19

2019/20 Revised

2020/21 2021/22 2022/23 2023/24 Total 2019/20 to

2023/24£000 £000 £000 £000 £000 £000 £000 £000 £000 £000

Capital Programme 2019/20-2023/24

KMR34 Kendal Castle (funded from LIPS) Economy, Culture and Leisure 0.0 41.0 0.0 0.0 41.0 0.0 0.0 0.0 0.0 41.0KPY42 Car Parking Machines Customer and Commercial Services and

People0.0 137.4 0.0 0.0 137.4 0.0 0.0 0.0 0.0 137.4

KPY48 Parkside Road, Kendal car park Customer and Commercial Services and People

0.0 153.8 0.0 0.0 153.8 0.0 0.0 0.0 0.0 153.8

KEP52 Disabled Toilet improvements Health, Wellbeing and Financial Resilience 40.0 10.0 0.0 0.0 50.0 0.0 0.0 0.0 0.0 50.0KDE06 ERDF funded flood defence works Climate Emergency and Localism 2,226.7 0.0 0.0 -2,226.7 0.0 2,670.0 2,544.0 126.1 0.0 5,340.1KDE07 Coastal Communities Fund Housing and Innovation 0.0 0.0 818.3 -818.3 0.0 2,351.2 0.0 0.0 0.0 2,351.2

New BidsBID01 Housing Investment Fund: Loans to Housing

AssociationsHousing and Innovation 3,000.0 0.0 0.0 -3,000.0 0.0 3,000.0 3,000.0 0.0 0.0 6,000.0

BID02 New Ulverston Leisure Centre Economy, Culture and Leisure 0.0 0.0 0.0 0.0 0.0 250.0 6,000.0 2,950.0 0.0 9,200.0BID03 Homeless Accommodation for Families Housing and Innovation 461.4 0.0 0.0 -230.7 230.7 230.7 0.0 0.0 0.0 461.4BID04 Abbot Hall redevelopment Economy, Culture and Leisure 100.0 0.0 0.0 -50.0 50.0 50.0 0.0 0.0 0.0 100.0BID05 Grange Lido Housing and Innovation 960.0 0.0 0.0 -960.0 0.0 1,960.0 0.0 0.0 0.0 1,960.0BID07 Windermere Road car park, Grange Customer and Commercial Services and

People100.0 0.0 0.0 0.0 100.0 0.0 0.0 0.0 0.0 100.0

BID08 Kendal Town Hall/South Lakeland House Finance and Resources 947.5 0.0 0.0 -947.5 0.0 3,789.9 947.5 0.0 0.0 4,737.4BID09 Purchase of Car Park Customer and Commercial Services and

People0.0 0.0 325.0 0.0 325.0 0.0 0.0 0.0 0.0 325.0

Bids subject to further assessment:Car park investments* 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0Employment site land acquisition 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0Rydal Road car park bridge 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0Depot review 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Total 12,338.7 3,144.2 1,858.8 -10,353.4 6,988.3 18,782.7 14,496.4 4,799.1 2,873.0 47,939.5

2019/20 Approved Feb

2019


2019


approved July 19

Re-profiling and adj Oct 19

2019/20 Revised

2020/21 2021/22 2022/23 2023/24 Total 2019/20 to

2023/24Reconciliation: £000 £000 £000 £000 £000 £000 £000 £000 £000 £000Capital Programme approved July 2019 12,338.7 3,144.2 1,858.8 0.0 17,341.7 22,139.5 3,371.7 1,973.0 2,873.0 47,698.9Reprofiling 0.0 0.0 0.0 -10,594.0 -10,594.0 -3,356.8 11,124.7 2,826.1 0.0 0.0Other changes 0.0 0.0 0.0 240.5 240.5 0.0 0.0 0.0 0.0 240.5Proposed Programme October 19 12,338.7 3,144.2 1,858.8 -10,353.5 6,988.2 18,782.7 14,496.4 4,799.1 2,873.0 47,939.4

*subject to detailed review of car parking strategy including potential new car parks, reconfiguration options on existing car parks and electric charging points

Procurement Schedule 2019/20 Appendix 5

TITLE START DATE END DATE Responsible Officer Portfolio Holder Ward DESCRIPTION OF CONTRACT Review Date

EXTENSION (if applicable) EST.VALUE £

PROCUREMENT PROCESS

DECISION ROUTE

CONTRACT TYPE STATUS

New Items for approval October Changes/upgrades to Technology to support Customer Connect 02/12/2019 31/03/2020 Wright, Ben Jonathan Brook All

Changes/upgrades to Technology to support Customer Connect es mated value. N/A >OJEU Framework Cabinet One‐off Not Started

Employment Land and Premises Study 02/12/2019 30/06/2020 Scott‐Clarke, Elizabeth Jonathan Brook All Update of Employment land and Premises to inform Local Plan Review N/A 10‐100KBloom Procurement

Administration One‐off Not Started

Green Infrastructure (GI) and Open Spaces, Sport and Recreation Study 02/12/2019 30/09/2020 Law, Damian Jonathan Brook All

GI Strategy to inform Local Plan Review and update Open Spaces, Sports and Recreation Study N/A 10‐100K

Bloom Procurement


Gypsy and Traveller Evidence Update 02/12/2019 03/04/2021 Scott‐Clarke, Elizabeth Jonathan Brook All Update of gypsy and travellers accomoda on needs ‐ a joint procurement led by Barrow Borough Council N/A <10K Quotes


Retail and Leisure Study Update 02/12/2019 30/06/2021 Law, Damian Jonathan Brook All Update earlier Retail Study to inform Local Plan Review N/A 10‐100KBloom Procurement


Retained Consultancy for Ecologist, Landscape, Heritage and Drainage Advice 02/12/2019 30/09/2023 Law, Damian Jonathan Brook All

Retained consultancy advice for the Local Plan Review and Development Management when necessary N/A 100K‐OJEU

Bloom Procurement Cabinet One‐off Not Started

Lightburn Park, Ulverston, Phase 1 masterplan implementation ‐ Playground Equipment 01/04/2019 30/03/2020 Straker, Polly Eric Morrell Ulverston East

Implementa on of Phase 1 of the Lightburn Park, Ulverston masterplan ‐ Playground Equipment N/A 100K‐OJEU Framework Cabinet One‐off Not Started

Approved July 20193 Electric & Water Bollards for public Jetties at Ferry Nab 01/04/2019 31/03/2020 Flannigan, Frankie

Lake Administration Committee Bowness & Levens

Purchase of 3 Electric & water bollards for the public je es at Ferry Nab, Windermere. N/A 10‐100K Quotes


Arboricultural Contracting Framework 01/04/2020 31/03/2022 Nicholson, Graham Eric Morrell All Renewal of the Arboricultural Framework for the provision of emergency & maintenance of trees across the district. N/A 100K‐OJEU Tender Cabinet

Contract Renewal Not Started

Archers Meadow Playground 01/04/2019 31/03/2020 Straker, Polly Eric Morrell Kendal East Purchase of playgournd equipment for Archers Meadow N/A 10‐100K Framework

Delegated Executive Decision One‐off Not Started

Automatic Doors and Roller Shutters maintenance 01/04/2019 31/03/2021 Thomas, Sion Andrew Jarvis All Maintenance of the Automa c Doors and roller shu ers N/A 10‐100K Quotes


Banking Services 03/01/2020 02/01/2027 Read, Claire Andrew Jarvis All Renewal of the Banking Services Contract N/A 100K‐OJEU Exemption CabinetContract Renewal Not Started

Braithwaite Fold Car Park Re‐surfacing ‐ Consultant appointment 01/04/2019 03/03/2021 Thomas, Sion Andrew Jarvis Bowness & Levens Resurfacing work to Braithwaite Fold Car Park 30/09/2019 N/A 10‐100K

LSH Additional Work


Braithwaite Fold Car Park resurfacing ‐ Contractor appointment 01/04/2019 03/03/2021 Thomas, Sion Andrew Jarvis Bowness & Levens Resurfacing work to Braithwaite Fold Car Park N/A 100K‐OJEU Tender Cabinet One‐off Not StartedBraithwaite Fold Caravan Site Management Agreement 01/04/2020 31/03/2030 Thomas, Sion Andrew Jarvis Bowness & Levens Management of Braithwaite Fold Caravan Park N/A >OJEU Tender Cabinet


Car Park investment General ‐ Consultant Appointment 01/04/2019 03/03/2021 Thomas, Sion Andrew Jarvis Kendal Town Investment and general upgrade works needed to car parks 30/09/2019 N/A 10‐100K

LSH Additional Work


Car Park Investments General ‐ Contractor appointment 01/04/2019 03/03/2021 Thomas, Sion Andrew Jarvis Kendal Town Investment and general upgrade works needed to car parks 30/09/2019 N/A 100K‐OJEU Tender Cabinet One‐off Not StartedCar Park Pay by Phone 01/10/2019 30/09/2023 Flannigan, Frankie Eric Morrell All Pay by Phone system for all Car Parks N/A 10‐100K Quotes Administratio New Not StartedChoice Based Lettings System 01/09/2019 31/08/2024 Powell, Sue Jonathan Brook All Purchase & support of the Choice Based Le ngs System N/A >OJEU Tender Cabinet New Not Started

Collection of Clinical Waste 01/04/2019 31/03/2020 Thomas, Sion Eric Morrell All Collec on of Clinical waste from private residence throughout the district. N/A 10‐100K Quotes

Delegated Executive Decision

New Contract Not Started

Cumbria wide Disabled Facilities Adaptations 01/05/2019 30/04/2021 Bradley, David Jonathan Brook All

Framework agreement for the provision of buildings and construc on services for disabled adaptations for level access showers, shower toilets, door widening, modular ramps and heating systems 30/11/2020 2 Years 100K‐OJEU Tender Cabinet


Cumbria wide Framework for the provision of Stairlifts 01/08/2019 31/07/2023 Bradley, David Eric Morrell All

A framework for the provision of stairli s under the DFG scheme across Cumbria. The procurement exercise is being led by Carlisle City Council. N/A >OJEU Tender Cabinet


Disabled Changing Facility at Millerground 01/04/2019 31/03/2020 Straker, Polly Eric Morrell Windermere To create a changing area and toilet facili es suitable for disable access. N/A 10‐100K Tender Cabinet One‐off Not Started

Disposal of Green Waste (Ulverston) 01/04/2020 31/03/2022 Florentine, Paul Eric MorrellUlverston East & West

Contract for the disposal of green garden waste collected from 18,000 households in the Ulverston area N/A 100K‐OJEU Exemption Cabinet


Energy Saving Enhancements across the portfolio ‐ Building Contractor 01/04/2019 31/03/2020 Thomas, Sion Andrew Jarvis All

Part of Capital Programme and there is £149k to invest in SLDC building portfolio in low carbon solutions N/A 100K‐OJEU Tender Cabinet One‐off Not Started

Enforcement and Collection Agency Service 01/06/2019 31/05/2022 Fisher, Michael Andrew Jarvis All

Enforcement and collec on agency service for the collec on of Council tax, non‐somestic rates and sundry debts, including overpaid housing benefit. Contract value £0 2 Years <10K Tender Cabinet


Engineering capacity assessments to car parks ‐ Consultant 01/04/2019 31/03/2020 Thomas, Sion Andrew Jarvis All

Engineering assessment to look at the access/ egress of Rydal Road, Ambleside; assessment to look at hardstanding at Braithwaite Fold and to consider increased capacity in other SLDC car parks. N/A 10‐100K

Bloom Procurement Services


Feasability Study of South Lakeland House (RIBA stage 2 & 3) 01/04/2019 31/03/2020 Thomas, Sion Andrew Jarvis Kendal Town

RIBA stage 2 & 3 to provide detailed design and cost es mates for the refurbishment of South Lakeland House N/A 10‐100K

LSH Additional Work


Fleet Maintenance Workshop Equipment Servicing 01/04/2019 31/03/2022 Florentine, Paul Eric Morrell All

The maintenance and servicing of equipment in the Fleet Maintenance vehicle workshop 31/03/2021 N/A <10K Quotes

Administration


Framework for the purchase of Gas oil 01/04/2019 31/03/2020 Thomas, Sion Eric Morrell All Set up a framework for the purchase of Gas Oil for Depots and lake wardens N/A 10‐100K Quotes Administratio New Not StartedFramework for the purchase of vehicle parts 01/04/2019 31/03/2020 Thomas, Sion Eric Morrell All Set up a framework for the purchase of vehicle parts N/A 10‐100K Tender Cabinet New Not Started




PROCUREMENT PROCESS

DECISION ROUTE


Grange Lido ‐ Consultant Appointment from RIBA 4 to RIBA 6 01/04/2019 31/08/2020 Thomas, Sion Eric Morrell Grange Refurbishment to Grange Lido N/A 10‐100K Waiver


Grange Lido ‐ Contractor Appointment 01/04/2019 31/08/2020 Thomas, Sion Eric Morrell Grange Refurbishment to Grange Lido 30/09/2019 N/A 100K‐OJEU Tender Cabinet One‐off Not Started

Grange Lido structural repair and refurbishment works to create public open space 01/04/2019 31/03/2020 Thomas, Sion Andrew Jarvis Grange

RIBA stage 2,3 & 4 to provide detailed design and cost es mates for the refurbishment fo the Grange Lido and to take through to Tender following completion of the Business Case. N/A 100K‐OJEU Tender Cabinet One‐off Not Started

Grange Promenade Structural Repairs ‐ Building Contractor 01/04/2019 31/03/2020 Thomas, Sion Andrew Jarvis Grange

To undertake structural repairs to sea wall defence and upgrade the Grange Promenade N/A 100K‐OJEU Tender Cabinet One‐off Not Started

Grange Promenade Structural Repairs ‐ Consultant 01/04/2019 31/03/2020 Thomas, Sion Andrew Jarvis Grange

To undertake structural repairs to sea wall defence and upgrade the Grange promenade. Appoint consultant for all phases. N/A 10‐100K

LSH Additional Work


Homeless accomodation for families ‐ Consultant appointment 01/04/2019 03/03/2021 Thomas, Sion Andrew Jarvis All

Refurbishment and remodel to various SLDC proper es to provide accomodation for homeless families 30/09/2019 N/A 10‐100K

LSH Additional Work


Homeless accomodation for families ‐ Contractor apponitment 01/04/2019 03/03/2021 Thomas, Sion Andrew Jarvis All

Refurbishment and remodel to various SLDC proper es to provide accomodation for homeless families N/A 100K‐OJEU Tender Cabinet One‐off Not Started

In Cab Technology and Vehicle Tracking 01/04/2019 31/03/2029 Thomas, Sion Eric Morrell All The supply of an electronic management system to provide communica ons across the Street Scene service, integrate with existing systems and manage 31/03/2021 N/A 100K‐OJEU Framework Cabinet


Internal Audit Services 01/04/2020 31/03/2022 Smith, Helen Andrew Jarvis All Provision of Internal Audit Services 2 Years >OJEU Tender CabinetContract Renewal Not Started

IT Back up and Diaster Recovery 01/10/2019 30/09/2024 Wright, Ben Jonathan Brook All Purchase & support of IT Back up & Diaster Recovery N/A 10‐100K QuotesAdministration


Kendal Market Service Review 01/04/2019 31/03/2020 Thomas, Sion Andrew Jarvis Kendal Town Review of the opera ng model of Kendal Market N/A 10‐100KLSH Additional Work


Laptops & IT Equipment 01/04/2019 31/03/2020 Jonathan Moloney Jonathan Brook All Purchase of laptops & IT equipment throughout the year via CCS framework agreement RM3733 Technology Products 2 Lot 6 catalogue N/A 10‐100K Framework


Legal Management System 01/09/2019 31/08/2024 Wright, Ben Jonathan Brook All Purchase & support of a Legal Management System N/A 10‐100K Quotes



Legionella Risk Assessments 01/04/2019 31/03/2021 Thomas, Sion Andrew Jarvis All Legionella Risk Assessments to all SLDC buildings for a fixed 2 year contract which will include a full risk assessment and review in the second year N/A 10‐100K Tender


Legionella Servicing 01/04/2019 31/03/2019 Thomas, Sion Andrew Jarvis All Legionella Risk Assessment, Bi Annual cleaning, monthly and weekly site checks N/A 10‐100K Tender CabinetContract Renewal Not Started

Lime re‐pointing works to Castle Dairy external walls ‐ Building Contractor 01/04/2019 31/03/2020 Thomas, Sion Andrew Jarvis Kendal Town

Re‐poin ng to external walls of Castle Dairy to remove sand/cement poin ng. Work will require listed building application N/A 10‐100K Tender

On Procurement Schedule One‐off Not Started

Lime re‐pointing works to Castle Dairy external walls ‐ Consultant 01/04/2019 31/03/2020 Thomas, Sion Andrew Jarvis Kendal Town

Re‐poin ng to external walls of Castle Dairy to remove sand/cement poin ng work will require listed building application N/A <10K

LSH Additional Work


Mobile Phones & Data/Voice Contract 01/09/2019 31/08/2023 Wright, Ben Jonathan Brook All Provision mobile phones and data and voice contract. N/A 10‐100K Framework



Multifunctional Devices and Services (Office Printers) 01/09/2019 31/08/2022 McVey, Simon Jonathan Brook All To supply Mul func onal devices and services throughout SLDC offices N/A 10‐100K Tender



New decking for public jetty No. 2 Ferry Nab 01/04/2019 31/03/2020 Flannigan, Frankie Lake Administration Bowness & Levens Re‐deck je y no. 2 as in a bad state of repair. N/A 10‐100K Quotes Administratio One‐off Not Started

North Lonsdale Road Playground 01/04/2019 31/03/2020 Straker, Polly Eric Morrell Ulverston East Purchase of playground equipment for North Lonsdale Road Playground N/A 10‐100K Framework Cabinet One‐off Not Started

Owlett Ash Playground 01/04/2019 31/03/2020 Straker, Polly Eric MorrellArnside & Milnthorpe Purchase of Playground equipment for Owle Ash playground N/A 10‐100K Framework Cabinet One‐off Not Started

Parking Management Software 01/10/2019 30/09/2023 Flannigan, Frankie Jonathan Brook All Renew so ware licences for Parking Managent So ware 01/09/2018 N/A 10‐100K Quotes



Parkside Road Car Park ‐ Building Contractor Appointment 01/08/2019 31/03/2020 Thomas, Sion Andrew Jarvis All

This project is to create a formalised car parking area off Parkside Road which will be taken forward if proven that this land will offer suitable psrking provision for the Town and wider area as part of the Kendal and Oxenholme parking 30/06/2019 N/A 100K‐OJEU Tender Cabinet One‐off Not Started

Parkside Road Car Park ‐ Consultant Appointment 13/08/2019 31/03/2020 Thomas, Sion Andrew Jarvis All

This project is to create a formalised car park area off Parkside Road. The project will be taken forward if proven that this land will offer suitable parking provision for the Town and wider area as part of the Kendal and Oxenholme 30/06/2019 N/A 10‐100K

LSH Additional Work


Private Water Supplies Sampling 01/12/2019 30/11/2021 Hall, Sean Suzie Pye All To undertake rou ne sampling of private water supplies within the district. N/A 100K‐OJEU Tender Cabinet New Not Started

Public Space Protection Order Signage 01/04/2019 31/03/2020 Straker, Polly Eric Morrell All supply and installa on of new PSPO signage across the district at specified locations N/A 10‐100K Quotes


Purchase of 3 upto 12T RCV 01/04/2019 31/03/2020 Thomas, Sion Eric Morrell All Purchase of 3 vehicles upto 12 t RCV N/A 100K‐OJEU Framework Cabinet One‐off Not StartedPurchase of a Pressure Washer 01/04/2019 31/03/2020 Thomas, Sion Eric Morrell All Purchase of a Pressure Washer N/A <10K Quotes Administratio One‐off Not StartedPurchase of a Tractor for Ferry Nab 01/04/2019 31/03/2020 Thomas, Sion Lake Administration Bowness & Levens Purchase of a tractor for Ferry Nab N/A 10‐100K Quotes Administratio One‐off Not StartedPurchase of Recycling Boxes and Lids 01/04/2019 31/03/2020 Thomas, Sion Eric Morrell All Purchase of Recycling Boxes and Lids N/A 10‐100K Quotes Cabinet One‐off Not StartedPurchase of upto 10 3.5T Collection Vehicles 01/04/2019 31/03/2020 Thomas, Sion Eric Morrell All Purchase of upto 10 3.5T Collec on Vehicles N/A 100K‐OJEU Framework Administratio One‐off Not Started

Queens Park Play Area Improvements, Skate Park & Football Area Improvements 01/04/2019 31/03/2020 Straker, Polly Eric Morrell Windermere

Improvements made to the Play area, Skate Park and Football area at Queens Park N/A 100K‐OJEU Tender Cabinet One‐off Not Started




PROCUREMENT PROCESS

DECISION ROUTE


Rayrigg Meadow Car Park 01/04/2019 31/03/2020 Straker, Polly Eric Morrell Windermere Exten on to Rayrigg Meadow car park to provide parking for Motor Homes. N/A 100K‐OJEU Tender Cabinet One‐off Not Started

Rayrigg Road Car Park works ‐ Expansion ‐ Contractor appointment 01/04/2019 03/03/2021 Thomas, Sion Andrew Jarvis Bowness & Levens Expansion to Rayrigg Road car Park, Ambleside 30/09/2019 N/A 10‐100K

LSH Additional Work


Rayrigg Road Car Park Works ‐ Expansion ‐ Contractor Appointment 01/04/2019 03/03/2021 Thomas, Sion Eric Morrell Bowness & Levens Expansion of Rayrigg Road Car Park 30/09/2019 N/A 100K‐OJEU Tender Cabinet One‐off Not Started

Re‐roofing works to Kendal Parkside Road Cemetery 01/04/2019 31/03/2020 Thomas, Sion Eric Morrell Kendal East Re‐roofing works to Kendal Parkside Road cemetery N/A 10‐100K Tender


Re‐roofing works to Kendal Parkside Road Cemetery ‐ Consultant 01/04/2019 31/03/2020 Thomas, Sion Eric Morrell Kendal East Re‐roofing works to Kendal Parkside Road cemetery N/A <10K

LSH Additional Work


Rydal Road Car Park Works ‐ Expansion ‐ Consultant Appointment 01/04/2019 03/03/2021 Thomas, Sion Andrew Jarvis Bowness & Levens Expansion to Rydal Road Car Park, Ambleside N/A 10‐100K

LSH Additional Work


Rydal Road Car Park works ‐ Expansion ‐ Contractor Appointment 01/04/2019 03/03/2021 Thomas, Sion Eric Morrell Bowness & Levens Expansion of Rydal Road Car Park, Ambleside 30/09/2019 N/A 100K‐OJEU Tender Cabinet One‐off Not Started

South Lakeland House Car Park Structural Repairs ‐ Building Contractor 01/04/2019 31/03/2020 Thomas, Sion Andrew Jarvis Kendal Town

Phase 2 of the works. Phase 1 was to undertake any immediate repairs to the concrete structure whilst a feasibility was concluded about the Public Sector Hub and therefore the future need for South Lakeland House and its Car Park. N/A 100K‐OJEU Tender Cabinet One‐off Not Started

South Lakeland House Car Park Structural Repairs ‐ consultant 01/04/2019 31/03/2020 Thomas, Sion Andrew Jarvis Kendal Town

Phase 2 of the works. Phase 1 was to undertake any immediate repairs to the concrete structure whilst a feasibility was concluded about the public sector hub and therefore the future need for South Lakeland House and the Car Park N/A 10‐100K

LSH Additional Work


Supply of Car Park Tickets 01/10/2019 30/09/2023 Flannigan, Frankie Eric Morrell All Supply of Car Park Tickets and the arrangement of adver sing. N/A 10‐100K Tender



Supply of Office Stationery Requirements 01/10/2019 30/09/2023 Moffatt, Pam Andrew Jarvis All Supply of office sta onery for the authority. N/A 10‐100K Framework



Tablets and similar devices for mobile working 01/09/2019 31/03/2020 Wright, Ben Jonathan Brook All Pruchase of Tablets & similar devices for mobile working and members N/A 10‐100K Framework


Technical design and contract administration for Grange Lido Structural repair and refurbishment works (RIBA 2 ‐ 4) 01/04/2019 31/03/2020 Thomas, Sion Andrew Jarvis Grange

Refurbishment of the Grange Lido and to take through to Tender following completion of the Outline Business Case. N/A 10‐100K Waiver


Town View Fields Out of Hours Contract 01/04/2019 31/03/2020 Inston, Fiona Jonathan Brook Kendal Town Provision of evening and weekend cover for the Town View Fields Hostel N/A 10‐100K Quotes



Ulverston Leisure Centre Design and Build ‐ Contractor Appointment 01/04/2019 03/03/2021 Sykes, David Robin Ashcroft

Ulverston East & West New Build ‐ Ulverston Leisure Centre 30/09/2019 N/A >OJEU Tender Cabinet One‐off Not Started

Ulverston Leisure Centre Developed Design to Riba Stage 3 ‐ Consultant appointment 01/04/2019 03/03/2021 Sykes, David Robin Ashcroft

Ulverston East & West New Build Ulverston Leisure Centre 30/09/2019 N/A 100K‐OJEU Framework Cabinet One‐off Not Started

Vehicle Reversing Safety Equipment 01/04/2019 31/03/2020 Thomas, Sion Eric Morrell All Purchase of Vehicle Reversing Safety Equipment N/A 10‐100K Exemption Cabinet New Not StartedWestmorland Shopping Centre Car Park Advertising Licence 01/09/2019 31/08/2020 Maguire, Jim Eric Morrell Kendal Town

A licence for the permisison to adver se on boards around the Westmorland Shopping Centre Car Park. N/A 10‐100K Quotes


Workshop equipment servicing 01/04/2019 31/03/2020 Thomas, Sion Eric Morrell All Provide servicing for all the workshop equipment N/A <10K Quotes Administratio One‐off Not Started

Appendix 6

High level 2020/21 Budget and Council Plan timetableTask Who Due date GatekeepingUpdate the Medium Term Financial Plan and Budget Strategy

SMT and Cabinet Members/ FS Manager

O&S 12 July; Cabinet 17 July; Council 23 July

Preparation of detailed base budgets Budget Holders and Finance August – 28 November Cabinet n/a

Service Development Proposals & Review of Council PlanComplete Capital Bid Pro FormaRevenue Growth Bid Pro FormaRevenue Savings/Increased IncomeVehicle and Plant budget proposalsSMT Bid consideration Special SMT 26 September 2019 24 September 2019Informal Cabinet/SMT Meeting – Budget Prioritisation Meeting•review savings proposals•consider fees and charges proposals•consider score the Revenue and Capital bids•consider consultation process

Leadership Team, Cabinet Members and Finance 09 October 2019 n/a

Fees and Charges - Lake Admim Jim Maguire 04 October 2019 19 September 2019Fees and Charges - Licensing Fiona Inston 04 November 2019

O&S tbcCabinet 27/11, and Council 17/12 12 November 2019

1st Draft Budget Report including: 1) Updated MTFP2) Draft 5 year detailed Base Revenue andCapital Budgets3) Draft 5 year Budget Options for ServiceGrowth and Savings (including increases in income)4) Draft Fees and Charges Options5) Repairs and Maintenance Budget

Final draft Council Plan Cabinet Members4 weeks (statutory) consultation period commences

n/a

Budget Briefing before Council with Draft Council Plan n/a

Budget update as appendix to Q2 monitoringApprove Council Plan

1st Draft Service BudgetUpdate for provisional settlementDraft Treasury Management StrategyProcurement Schedule

Planning Committee 30 January 2020Licensing Committee 20 January 2020Lake Admin Committee 24 January 2020

O&S tbcCabinet 5 Feb and Council 25 Feb (GK 14/01) 14 January 2020

Formulation of Final Budget proposal (including impact of final settlement, if announced)

Consideration of O&S and other consultees comments from 20 Dec draft Budget proposals

Final Treasury Management Strategy Procurement ScheduleApproval of Budget, Council Tax, Procurement Schedule and Treasury Management Strategy Council 25 February 2020 10 February 2020

Lead Officers in consultation with Finance, Portfolio Holders and appropriate Members

n/a

12 November 2019 5 December 2019

02 January 2020

20 September 2019

Cabinet 27 NovemberCabinet 20 December

17 January (02/01 GK)

Quarter 2 Monitoring and Capital Programme phasing update

Finance Specialist, Finance & Resources PH and Cabinet Members

Quarter 3 MonitoringFinance Specialist/Finance and Resources PH and Cabinet Members

Provisional Local Government Finance Settlement - late December?

Final Local Government Finance Settlement - late January? (at least 4 weeks after provisional settlement)

Leadership Team and Finance

Relevant Service Budget Report extracts including Fees and Charges

O&S

21 January 2020

17 December 201902 December 2019

Additional reports may be taken to meetings in addition to this timetable if required e.g. spending review, significant changes to funding settlement

Cabinet 05 February 2020

Consultation as per Constitution


Council

Tuesday, 17 December 2019

Council Plan and Biodiversity Policy

Portfolio: Deputy Leader of the Council

Report from: Director of Strategy, Innovation and Resources

Report Author: Dan Hudson – Strategy Lead Specialist

Wards: (All Wards);

Forward Plan: On Forward Plan published 29th October 2019

1.0 Expected Outcome

1.1 The Council Plan sets out a vision, underpinned by four priorities that will guide how we work together with partners to make South Lakeland the best place to live, work and explore. The plan will guide the Council as it leads and influences in the places that matter and focuses resource where it is most effective. It provides a consistent basis for the plans, strategies, projects and decisions of the Council as Customer Connect is implemented.

2.0 Recommendation

2.1 It is recommended that Council:

(1) adopt the updated Council Plan 2020-2025 (Appendix 1) as part of the Council’s Policy Framework; and

(2) adopt the Biodiversity Policy (Appendix 4) as part of the Council’s Policy Framework and that consequent changes be made to the Policy Framework list within the Constitution.

3.0 Background and Proposals

3.1 Council Plan

3.1 The Council Plan sets out the Council’s vision and priorities. It is part of a suite of corporate documents and links closely with the Medium Term Financial Plan. These documents form part of the Council’s Policy Framework and underpin the Council’s approach to governance and community leadership.

3.2 The Council Plan is the Council’s most important strategic document. It sets out the Council’s long term vision and direction, provides strategic direction for other plans and strategies, underpins our influencing activity with Government and partners, enables activity to be focused on strategic objectives and provides a consistent basis for the prioritisation of resources, our commissioning and performance management frameworks and the roll-out of the new way of working under Customer Connect. It provides a concise statement of who we are and what we are about that is accessible to members, Council staff, partners and communities.

Item No.7

3.3 The current Council Plan was for the period 2019 to 2024, updated annually. The plan was substantially revised last year to be ready for the rollout of Customer Connect and has a long term strategic focus. As a result, only minor changes are proposed in this iteration of the plan. The plan has been revised and updated to run from 2020 to 2025. The revised plan is attached as Appendix 1. A number of minor changes are proposed and these are highlighted in yellow. The most important changes are additional updated text on working across boundaries reflecting progress on the Lancaster and South Cumbria Economic Region and additional emphasis on the Climate Change emergency and our response to the Climate emergency.

3.4 The revised plan retains the vision of “Working together to make South Lakeland the best place to live, work and explore”. Whilst South Lakeland is already a very good place to live, work and explore in many ways for many people, there are areas where we need to do more and the plan identifies four priority areas where activity needs to be focussed to achieve the vision. These are;

Working Across Boundaries to deliver Sustainable Growth;

This means working with our partners to secure the investment, growth and infrastructure that will deliver jobs and maintain and enhance quality of life across the sub-region across the District, across the Morecambe Bay area and beyond. It also involves promoting both the District and the wider area as a centre of culture and creative industries.

Creating Balanced Communities;

This means addressing the challenges posed by our shrinking workforce and ageing population. It means retaining young people, attracting economically active people and young families and ensuring that housing, services and infrastructure meet the needs of older people. It also means promoting localism and helping communities to help themselves.

Reducing Inequalities;

Whilst many of South Lakeland’s residents enjoy a high standard of living and a good quality of life, action is needed to address inequalities. This means building financial resilience and addressing poverty, preventing homelessness and supporting vulnerable people, addressing inequalities in access to housing, addressing issues such as accessibility to people with disabilities and working through the Cumbria Joint Public Health Strategy to improve health outcomes and reduce health inequalities;

Responding to Climate Change and enhancing Biodiversity;

The Council declared a Climate Emergency in early 2019. A carbon reduction target is being developed, a comprehensive action plan for carbon reduction is being implemented. The Council Plan sets the strategic direction for this work and also references the important parallel area of biodiversity which will be considered later in the report.

3.5 The traditional subject priorities of housing and communities, health and environment and economy and culture are retained and under the new ways of working, services will work across these traditional priorities to deliver these cross cutting themes.

3.6 The plan also includes a statement of our values and sets out, in broad terms that following the transformation of Customer Connect, our customers, partners, employees and Councillors can expect us to be a Council which, as a forward thinking, innovative council, aims to inspire and empower our communities to thrive by delivering excellent value-for-money, services, playing a leadership role and

influencing others and considering the social, economic and environmental value of everything we do.

3.7 The plan will be underpinned by a comprehensive performance management framework which sets out a comprehensive range of outcomes and measures performance against these.

3.8 It is important to note that the Council Plan is a broad, strategic document which conveys vision, direction and strategic priorities. It is not intended to be a complete catalogue of everything the Council proposes to do over the next five years. These strategic priorities inform a vast range of projects, plans and strategies in place or progressing. These include the Local Plan, plans related to housing, economic development, health and wellbeing, climate change and financial resilience.

Biodiversity

3.9 Biodiversity is the variety and variability of life on earth at all levels. It is often measured through ‘species richness’. The Council made the following declaration on July 23rd….

This Council notes in the recent report from the UN intergovernmental panel on biodiversity and ecosystem services. The report outlines the deterioration in biodiversity globally and the serious consequences of a further decline in biodiversity.

This Council further notes the UK government’s failure to achieve agreed targets on biodiversity (the Aichi targets). Council therefore

1. Calls on the government to urgently take action to achieve the Aichi targets;

2. Commits to a review of how this Council’s activities can ensure biodiversity protection while at the same time delivering services, housing and climate change protection to the residents of the district; and

3. Calls on our local authorities in the county to jointly address the highly serious issue of the future deterioration in biodiversity

3.10 To address this, the scope of the Green Team has been widened to address the biodiversity. Climate change is a threat to many species, habitats and interactions between them both globally and locally. Conversely, thriving habitats, and woodland and wetlands in particular, are critical ‘carbon sinks’ which absorb and sequester carbon.

3:11 Many biodiversity related issues have arisen out of the Climate Change roadshows. Much is already being done. The principle of biodiversity net gain is enshrined in our new planning policies, we are engaged in large scale tree planting. We are increasingly managing our parks and open spaces to maximise biodiversity, changing mowing regimes to promote more diverse and species rich swards and working with community groups and volunteers to plant wildflowers in our parks and open spaces. Together with the County Council, we are investigating the scope for approaches to grass verge management to improve diversity.

3.12 However, as a starting point, a corporate policy on Biodiversity has been drafted (Appendix 4). This seeks to maximise the ways in which the Council can use its direct and indirect influence to ensure that the impact of human activity within South Lakeland on biodiversity is as positive as it can be.

4.0 Consultation

4.1 The Council Plan has been developed following meetings held with Cabinet Members and Officers. The Council Plan was considered by Overview and Scrutiny Committee on 25th October 2019. O&S requested that the draft plan contain a reference to transport and this has been implemented. O&S considered the draft

Biodiversity policy on 16th August 2019. Cabinet considered the Council Plan and Biodiversity policy on 27th November and recommended that both be adopted.

4.2 In development of the Council Plan the Council’s existing priorities and activities have been reviewed. An assessment of the challenges facing South Lakeland and the views of residents, councillors, staff and other interested parties have been taken into account.

5.0 Alternative Options

5.1 The alternative option is not to approve the Council Plan. This is not recommended as the strategy sets the visions, values and delivery as the key strategy of the Council. Not recommending the approval of the plan would reduce the likelihood of the Council’s ambitions being delivered. Similarly if the Biodiversity policy is not adopted, an important opportunity to focus on biodiversity will be lost.

6.0 Links to Council Priorities

6.1 The Council Plan is the key strategic document for the organisation. It sets out the Council priorities and is linked to all key strategies, including the Medium Term Financial Plan, Workforce Plan and Performance and Service Plans.

7.0 Implications

Financial, Resources and Procurement

7.1 The budget process is running alongside the development of the Council Plan and while the Council Plan represents the key strategic vision taken by the Council, the Medium Term Financial Plan details the Council’s financial position.

Human Resources

7.2 The Customer Connect Programme sets out the organisational design, skills, knowledge and support that is needed to deliver the ambitions and priorities set out in the Council Plan

Legal

7.3 There are no legal implications to raise at this stage

Health, Social, Economic and Environmental

7.4 A Health, Social, Economic and Environmental Impact Assessment of the Council Plan is attached at Appendix 2. A Health, Social, Economic and Environmental Impact Assessment of the Biodiversity Policy is attached at Appendix 5.

7.5 Assessments will be carried out of the health, social, economic and environmental impact of individual projects linked to the Council Plan and Biodiversity Policy.

Equality and Diversity

7.6 An Equality Impact Analysis of the Council Plan is attached at Appendix 3. An Equality Impact Analysis of the Biodiversity Policy is attached at Appendix 6

7.8 Assessments will be carried out of the impact of individual projects linked to the

Council Plan in respect of equality, diversity and inclusion.

Risk


The Council Plan is not adopted by the Council

Compromise the delivery of the priorities, service planning and performance monitoring. The Council

Ensure significant engagement and consultation has been achieved


does not have an up to date basis for prioritisation and performance management

The Biodiversity policy is not adopted by the Council

Delivery of Council plan objectives on biodiversity will be unco-ordinated

Ensure that biodiversity forms part of the work of the green team;

Actions by partner organisations, necessary to deliver the Council Plan and Biodiversity policy are not forthcoming

Delivery will not match expectation

Close engagement and joint working with critical delivery partners

There are insufficient resources to enable delivery of the Council Plan and biodiversity policy.

Priorities and objectives are not met

Ensure appropriate resources are available and account had of the Council’s Medium Term Financial Plan

Contact Officers

Dan Hudson, Strategy Lead Specialist 01539 793378, [email protected]

Appendices Attached to this Report

Appendix No. Name of Appendix

1 Draft Council Plan

2 Council Plan - Health, Social, Economic and Environmental Impact Assessment

3 Council Plan - Equalities Impact Assessment

4 Draft Biodiversity Policy

5 Biodiversity Policy - Health, Social, Economic and Environmental Impact Assessment

6 Biodiversity Policy - Equalities Impact Assessment

Background Documents Available

Tracking Information

Signed off by Date sent

Legal Services 04/11/2019

Section 151 Officer 06/11/2019

Monitoring Officer 01/11/2019

CMT 08/11/2019


Lead Specialist N/A

Human Resources Lead Specialist 04/11/2019

Communications Team 04/11/2019


Leader 08/11/2019

Committee Chairman N/A

Portfolio Holder 31/10/2019

Ward Councillor(s) N/A

Committee N/A

Executive (Cabinet) 27/11/2019

Council 17/12/2019


Working together to make South Lakeland the best place to live, work and explore

Council Plan

Live Work Explore

Appendix 1

Council Plan

page 2


Introduction

What is the Council Plan for? South Lakeland’s Council Plan sets out our strategy to achieve our vision of making South Lakeland, the best place to live work and explore. The plan will guide the council as it leads and influences in the places that matter, and focuses resource where it is most effective. It provides a consistent basis for the plans, strategies, projects and decisions of the new customer focused Council. The plan covers the period 2019-25 and is reviewed annually. South Lakeland is already an excellent place to live, work and explore, but there are areas where we need to do more and these have informed our four priorities; Working across boundaries to deliver economic growth South Lakeland lies at the heart of the Morecambe Bay sub-region. We need to work with our partners to secure the investment, growth and transport infrastructure that will deliver jobs and maintain and enhance quality of life across the sub-region. Our ambition is for a thriving and diverse sub-regional economy with a skilled workforce, a balanced housing market to meet needs, great leisure services to encourage healthy lifestyles and a cultural offer that appeals to residents and visitors alike as well as delivering excellent regulatory services. Delivering a balanced community Our population is getting smaller, older and less active with 8,800 fewer working age people forecast by 2040. We must encourage young people to stay and attract new people in, whilst ensuring that our housing,

services and infrastructure meet the needs of older people. Reducing income and health inequality Although South Lakeland is seen as being relatively prosperous, there are some wards with quite extreme levels of low incomes and poverty even by national standards. By working with local third sector partners such as Citizen’s Advice, South Lakes Housing, Age UK and Kendal College the council is building local collaboration on measures to tackle poverty, develop financial resilience and empower people to help themselves.

Housing in South Lakeland is amongst the least affordable in the north of England. The District needs 320 new homes every year including 153 new affordable homes between 2016 and 2036. The council’s target to deliver 1000 affordable homes to rent between 2014 and 2025 and is on track. Nationally and locally, obesity levels in both children and adults are rising and physical activity is falling. . We can help to tackle this by utilising assets, such as parks and footpaths to encourage exercise and active travel. South Lakeland has adopted the Cumbria Public Heath Strategy and signed the Healthy Weight Declaration as well as working with different disciplines and organisations to implement this and increase the resource for public health. The organisation has been awarded the Bronze Better Health at Work Award and will be working towards a Silver award to encourage a healthier workforce Responding to climate change and enhancing biodiversity Climate change is a challenge and an opportunity for South Lakeland. Extreme weather is becoming more frequent and the December 2015 floods were the District’s worst ever. South Lakeland declared a Climate Emergency in January 2019 and is working with partners to minimize its own footprint and achieve a carbon neutral District and sub-region. We are also working with partners to ensure that we are resilient to the immediate consequences of climate change with effective flood management. We also need to develop low carbon and environmental technologies in our local economy.

Our vision What are we working towards?

“Working together to make South Lakeland the best place to live, work and explore”

Our priorities What do we need to do to get there?

We will deliver our vision by:

• Working across boundaries to deliver sustainable communities

• Creating balanced communities

• Reducing inequalities so no one is left behind

• Responding to the challenge of climate change;

The Council’s main areas of activity relate to

• housing and communities,

• economy and culture and

• health and the environment

All will work together to deliver our priorities.

In the following pages, you can read about the main measures which we propose to take to deliver on the priorities and achieve the vision

Our values What can you expect from South Lakeland as an organization?

Through the Customer Connect programme, South Lakeland is transforming how it delivers for its customers and how it will achieve its vision. As a forward thinking, innovative council, we aim to inspire and empower our communities to thrive by delivering excellent value-for-money, services, playing a leadership role and influencing others and considering the social, economic and environmental value of everything we do

This means

listening to our customers and our employees their ideas and comments will help us make improvements to customer service and workforce development.

Seeking continuous improvement in what we do, ensuring that our actions address the needs of South Lakeland and

Being courteous, efficient and transparent in our dealings with the public

Key performance indicators How are we doing?

Key performance indicators can be found on our website at:

www.southlakeland.gov.uk/content- searcher?q=performance

All the supporting documents highlighted in the report can be found on our website.

http://www.southlakeland.gov.uk/content-

Council Plan

page 4


Working across boundaries to deliver sustainable communities

a a

sites,

working with partners to deliver transport and other infrastructure

tners

tners

acr Ba Nor est e war

e infrastructure

Nor e Strat

as , cr e and marine

tners e

Strat

These are supported by the following documents and measures of success within:

• Local Plan

• Economic Growth Strategy

• Public Health Strategy

Creating balanced communities

or e

care

attrac

a

or

sites

e e e

U e

U e create or

e

These are supported by the following documents and measures of success within: • Local Plan (including affordable Housing Policy)

• Housing Strategy and Older Persons Housing Strategy


• Customer Connect Programme

Council Plan


Reducing inequalities

housing ough:

or

e

e

Grants

achiev

ther es

e or or

e ts e

disadv tages

tners e e antisocial behavior, violent crime, e abuse and drug supply and protecting vulnerable people

es thr thir

tners ener

This is supported by the following documents and measures of success within:

• Homelessness Strategy

• Local Plan

• Empty Homes Strategy

• Digital Declaration

• Tackling Poverty Together Position Statement

• Community Safety Partnership

• Air Quality Action Plan

• Equality, Diversity and Inclusion Strategy

Sustainable environment and inclusive economy

ener

tners e or

tners ener sa ener es

ener e risk e

entres e attrac e or e e

eas e

e e

a es

challenge clima

Conserving and enhancing the biodiversity of the District

the use

These are supported by the following documents and measures of success within:

• Local Plan (including Affordable Housing policies)

• Housing Strategy and Older Persons Housing Strategy

• Air Quality Management Plan


• Climate Change Policy, Biodiversity Policy and Action Plan

Contact us We welcome all feedback. If you have any comments or questions, or would like further information, please contact us.

Website: www.southlakeland.gov.uk

Email: [email protected]

Tel: 01539 733333

South Lakeland District Council South Lakeland House Lowther Street Kendal Cumbria LA9 4DQ

You can view this plan online at: www.southlakeland.gov.uk

2019 version





Health, Social, Economic & Environmental Impact Guidance & Proforma

Project, policy or programme: COUNCIL PLAN 2020-2025

Health Impacts Potential Impacts

Positive No impact

Negative Not sure

Comments Recommendations

Please tick the appropriate box

Environmental Conditions Air quality V Improving air quality

and reducing pollution AQMP, Development Management

Water quality and pollution

V Improving air quality and reducing pollution

Biodiversity Policy, Local Plan, Development Management

Built environment V Using culture and built heritage to enhance our unique offer

Local Plan, Development Management, Great Places

Natural environment and biodiversity

V Conserving and enhancing the biodiversity of the District


Energy consumption/efficiency

V Working with pertners to develop energy saving and energy efficiency initiatives

Green Team, Local Plan, Asset review, Housing standards

Noise V Improving air quality and reducing pollution

Public protection, Local Plan

Transport V Working towards a carbon neutral South Lakeland

Green Team, Local Plan,

Recycling V Working to achieve a carbon neutral South Lakeland

Green Team, Street scent, public protection

Food production V

Social and Economic Factors Employment V Delivering regional

growth Economic Development Strategy, LASCER

Income V Reducing inequality Building Financial Resilience

Poverty V Reducing inequality Building Financial Resilience

Education, skills and training

V Creating Opportunity for Young People

Economic Development Strategy, Building financial resistance

Housing V Delivering affordable homes to meet need

Local Plan Housing Strategy

Appendix 2



Positive No impact

Negative Not sure


Please tick the appropriate box Crime

V Working with partners to reduce domestic violence and antisocial behaviour

Community Safety Partnership

Work environment

V Creating an environment for people to thrive

Customer Connect

Factors that impact a person’s ability to improve their own health and wellbeing Nutrition and diet

V Implement Cumbria Public Health Strategy

Health and Wellbeing Strategy

Physical activity


Health and Wellbeing Strategy, Parks Strategy, Local Plan

Alcohol



Drugs



Risk taking behaviour



Smoking



Loneliness and isolation

V Working with Communities to reduce isolation and loneliness


Access to services, spaces or social opportunities that impact health Communication methods

V Innovative forward thinking Council

Communications

Active travel

Working towards a carbon neutral South Lakeland


Access to leisure

Implement Cumbria Public Health Strategy

Health and Wellbeing Strategy Parks Strategy

Access to culture

Using culture and built heritage to enhance our unique offer


Access to green spaces

Implement Cumbria Public Health Strategy


1

EIA Title:

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

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

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

2.0 The General Equality Duty. SLDC, in the exercise of its functions, should: a. Eliminate unlawful discrimination, harassment and victimisation and

other conduct prohibited by the Act.b. Advance equality of opportunity between people who share a

protected characteristic and those who do not.c. Foster good relations between people who share

a protected characteristic and those whodo not.

Council Plan

Appendix 3

2

Step 1

Summarise the subject and expected outcomes of this EIA.

The Council Plan aims to deliver the vision, “Working together to make South Lakeland the best place to live, work and explore” through the four priorities: - Working across boundaries to deliver economic growth - Creating a balanced Community - Reducing Inequalities - Responding to Climate Change and enhancing Biodiversity The purpose of this EIA is to ensure that our strategic Council Plan does not prompt any disproportionate negative impact on people with any of the protected characteristics. The expected outcome of this EIA is the identification of any potential issues and a commitment to undertake the recommended mitigating actions to ensure our services are adequately accessible to the whole community. This EIA will be monitored and published onto our website for public accessibility.

Who are your main stakeholders and list any engagement undertaken (include surveys, feedback forms, complaints, statistics etc).

The below data is the most up-to-date available at District level. Data is not available to breakdown population statistics for all Protected Characteristics. Population - In mid-2018 South Lakeland’s total resident population was estimated to be 104,500. Over the last five years the population of the district has increased by 900 residents. In 2018 18.5 million visitors came to South Lakeland. Age In mid-2018 it was estimated that 13.7% of the population of South Lakeland are aged 0-14 years of age, 58.2 % are 15-64 years of age, and 28 % are aged over 65. Children and young people It is projected that numbers of 0-14 year olds in South Lakeland will decrease from 14,200 in 2018 to 12,500 in 2041, a fall of 12.0%. Working age In South Lakeland the number of 15-64 year olds are projected to decrease by 8,400 (-14%) between 2018 and 2041. South Lakeland has the lowest proportion of young and working age people in the county and both are in decline. Since mid-2007 the greatest percentage decrease occurred in the 30-44 age groups (-23.9%). Older people In South Lakeland numbers of residents aged 65+ are projected to increase by 8,300 persons (+28.4%) to 2041. Since mid-2007 the greatest percentage increase occurred in the 90+ age group (+140%). Disability 18.8% of the population have a long-term health problem or disability, while 4.6% describe their general health as bad or very bad. Race 95.6% of South Lakeland residents are White British, 2.8% are White Other, 0.6% are mixed race, 0.8% are Asian, 0.2% are Black, and 0.1% are from other ethnic groups. Of Cumbria’s six districts, South Lakeland has the second highest proportion of residents from BAME groups (4.4%). Religion and Belief 68% of residents are Christian, 23% have no religion. 0.4% are Buddhist, 0.2% are Muslim, 0.1% are Hindu, 0.1% are Jewish and 0.4% are members of other religions. Gender 49% of residents are male, 51% are female. There is a gender pay imbalance in South Lakeland, the median gross weekly earnings of a male in full time employment is £579, whereas for a female in full time employment the figure is £479.

3

Step 2

Equality Action Plan

In providing this service will there be any negative impacts on the following people?

1. Age (young and old) 2. Black and Minority

Ethnic 3. Disabled 4. Faith/Belief 5. Sexual Orientation 6. Gender 7. Gender

reassignment 8. Pregnancy and

maternity 9. Marriage and Civil

Partnership 10. People in rural

areas (See glossary below for definitions)

Mitigating actions (to avoid negative impact):

Lead Officer & When

Complete Y/N

The Council Plan and how we produce it

Consultation The Council Plan was produced primarily by South Lakeland District Council’s Cabinet and senior officers.

All

The draft Council Plan is available for public viewing on the committee section of the website Any issues arising from the website consultation will be collated and reported to Cabinet.

Strategy lead specialist

Format of the document Disabled Age BAME

An accessible version of the Council Plan will be made available via the website and also our newspaper ‘South Lakeland News’. Alternative formats will also be offered with a contact number. Design of 2020 Council Plan in line with corporate style guidelines. There will also be a one page summary. The new Council Plan will have an accessible text version available to view. The Council Plan will be in Plain

Communications

4

English. There will be a glossary of terms.

Navigation of the document Disabled Age

Council Plan website will allow people to easily navigate the document.

Web Development Team

Contacting South Lakeland District Council All

The website page which contains the Council Plan and has an email address which people can use to contact us. Contact details are provided on the back of the document.

Web Development Team

The draft Council Plan does not contain enough detail to effectively assess the impact of individual projects

Agreement made with Leadership Teams that plans and strategies will be shared with the Equality Officer once produced. The Equality Officer will highlight any projects that would need to be impact assessed before implementation.

Leadership Team

Step 3

Examples of good equality practice you have put in place (For example, all venues used are accessible for people with mobility, hearing and sight impairments)

- The council plan is available in multiple formats, is easily navigable and is in Plain English - A hard copy of the council plan is available at South Lakeland House which is full accessible - The council plan is available to members of the public for comment - Further assessment to be made once service plans are available - Equality impact assessment timetable to be made in consultation with assistant directors and in conjunction with the consultation timetable. The Council’s commitment to engaging with the diverse South Lakeland community on key projects and important local priorities will continue for the life of this Council Plan.

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

Date: 10/10/2019

EIA Author(s): Dan Hudson

Director: David Sykes

Document version number:

Date for Review:

EIA forwarded to Policy Officer Y/N?

Glossary Age: This refers to a person having a particular age (for example, 32 year-olds) or being within an age group (for example, 18-30 year-olds). Civil partnership: Legal recognition of a same-sex couple’s relationship. Civil partners must be treated the same as married couples on a range of legal matters. Disability: A person has a disability if they have a physical or mental impairment which has a substantial and long-term adverse effect on their ability to carry out normal day-to-day activities. Includes: Physical/sensory disability,

5

mental health or learning disability. Gender reassignment: A person has the protected characteristic of gender reassignment if the person is proposing to undergo, is undergoing or has undergone a process (or part of a process) for the purpose of reassigning the person's sex by changing physiological or other attributes of sex. Maternity: The period after giving birth. It is linked to maternity leave in the employment context. In the non-work context, protection against maternity discrimination is for 26 weeks after giving birth, including as a result of breastfeeding. Race: It refers to a group of people defined by their colour, nationality (including citizenship), ethnic or national origins. Includes, Asian, Black and White minority ethnic groups inc. Eastern Europeans, Irish people and Gypsy Travellers.

Religion or belief: “Religion” means any religion, including a reference to a lack of religion. “Belief” includes religious and philosophical beliefs including lack of belief (for example, Atheism). The category includes, Christianity, Islam, Judaism, Hinduism, Buddhism, and non religious beliefs such as Humanism. Rurality: South Lakeland is defined as ‘Rural-80’ – this means we have at least 80 percent of our population in rural settlements and larger market towns. Sexual orientation: This is whether a person's sexual attraction is towards their own sex, the opposite sex or to both sexes.

South Lakeland Council is committed to a review of how its activities can protect and enhance local

and global biodiversity while at the same time delivering services, housing and climate change

protection to the residents of the district and working with local authorities and other strategic

partners in Cumbria and elsewhere to jointly address this highly serious issue.

To promote and enhance local and global biodiversity, South Lakeland will

Ensure where possible that products procured by the Council and its contractors are

from sustainable sources and encourage our community and partners to do likewise;

Through the implementation of its Climate Change Policy seek to minimise the emissions

of greenhouse gases which contribute to global warming and habitat degradation by the

Council’s own activities and by other stakeholders across the County and sub-region.

Through its policy of avoiding the use of single-use plastics, and through encouraging

other stakeholders to do the same to minimise pollution of rivers and oceans.

Encourage habitat creation, restoration and safeguarding through its planning policies

which;

o Encourage the development of greenspace networks and corridors and develop a

green infrastructure strategy;

o Enshrine the principles of net gain, safeguard important site features and habitats

and encourage habitat creation in new development;

o Require the use of sustainable drainage systems and fit for purpose foul water

drainage in new developments;

Through our Contaminated Land Strategy, ensure that contaminated land is effectively

remediated when land is redeveloped and ensure that new development does not have

an adverse effect on air or water quality;

Use its environmental protection powers to ensure that potentially polluting uses and

activities are effectively managed;

Where practical, adopt biodiversity friendly land management and habitat creation in

parks, open spaces and other land within its ownership and encourage other public and

community landowners to do the same;

Ensure that existing woodland within its ownership is managed in accordance with

current industry best practice to retain tree cover and biodiversity, and improve

biodiversity where possible. This will include thinning woodlands to create opportunities

for natural regeneration and create habitats for insects (including bees, butterflies and moths).

Work with the Environment Agency, National Park Authorities, the Morecambe Bay

Partnership and major landowners to promote sustainable land management including

promoting natural flood management;

Support the Cumbria Wildlife Trust, the Cumbria Local Nature Partnership, the

Morecambe Bay Partnership, the National Trust and other conservation bodies in

understanding and enhancing biodiversity in South Lakeland.

Ensure that biodiversity objectives are fully reflected in its own strategies and seek to

ensure that they are given due weight in plans and strategies prepared by others.

Seek to ensure that opportunities are realised to enhance biodiversity in new coast and flood

management measures.

Appendix 4


Health, Social, Economic & Environmental Impact Guidance & Proforma



Positive No impact

Negative Not sure


Please tick the appropriate box

Environmental Conditions Air quality V Increased tree

coverage and better woodland management has beneficial impact on air quality

AQMP, Development Management

Water quality and pollution

V Better management of watercourses and wet areas will enhance water quality


Built environment V Net gain will result in more biodiversity friendly development


Natural environment and biodiversity

V Conserving and enhancing the biodiversity of the District


Energy consumption/efficiency

V No direct relevance

Noise V No direct relevance

Transport V No direct relevance – but could examine potential of highway verges.

Recycling V Working to achieve a carbon neutral South Lakeland

Green Team, Street scene, public protection

Food production V Better land management

Social and Economic Factors Employment V Opportunitiy to grow

economic activity in sustainable land management

Economic Development Strategy, LASCER

Income V Reducing inequality Building Financial Resilience

Poverty V Reducing inequality Building Financial Resilience

Appendix 5



Positive No impact

Negative Not sure


Please tick the appropriate box Education, skills and training

V Opportunities for environmental education, Forest schools etc

Housing

V More biodiversity friendly housing development

Local Plan

Crime

V No impact although need to ensure that sustainable land management creates safe spaces.

Work environment

V V No direct relevance Customer Connect

Factors that impact a person’s ability to improve their own health and wellbeing Nutrition and diet


Physical activity

V Opportunities for recreation and enhanced wellbeing


Alcohol


Drugs


Risk taking behaviour


Smoking


Loneliness and isolation

V Better natural environment enhances sense of wellbeing


Access to services, spaces or social opportunities that impact health Communication methods

V No direct relevance Communications

Active travel

V Opportunities for enhanced active travel through new green infrastructure


Access to leisure

V Opportunities for enhanced active travel through new green infrastructure


Access to culture

V No direct relevance Local Plan, Development Management, Great Places



Positive No impact

Negative Not sure


Please tick the appropriate box Access to green spaces

V More and better greenspaces Opportunities for enhanced active travel through new green infrastructure


Biodiversity Policy

EIA Title:

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

characteristics:

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

1.1 SLDC includes “rurality” and “socio-economic disadvantage” as additional categories in its equality impact assessments. Although socio-economic status and rurality are not recognised protected characteristics under the Equality Act, people on low incomes or in rural isolation are highly likely to be affected by services that are intended to support vulnerable people.

2.0 The General Equality Duty.

SLDC, in the exercise of its functions, should: a. Eliminate unlawful discrimination, harassment and victimisation and

other conduct prohibited by the Act. b. Advance equality of opportunity between people who share a

protected characteristic and those who do not. c. Foster good relations between people who share

a protected characteristic and those who do not.

Appendix 6

Step 1


Biodiversity Policy

The council has a list of equality contacts who can be contacted for consultation or to ask advice.

If you need any support when completing this Equality Impact Analysis, please contact [email protected] .

Who are your main stakeholders and list any engagement undertaken (include surveys, feedback forms, complaints, statistics etc.).

National Park Authorities, landowners, Natural England, Parish Councils, Woodland Trust,

National Trust, AONB Partnership, will all be engaged in the development of actions.

http://sharepoint/sites/policy/communities/Equality%20Page%20Documents/Equality%20and%20Diversity%20Contacts%20for%20Consultation%202018.docx


Step 2


In providing this service, what are the impacts for the following people?

1. Age (young and old) 2. Black and Minority Ethnic 3. Disabled 4. Faith/Belief 5. Sexual Orientation 6. Gender 7. Gender reassignment 8. Pregnancy and maternity 9. Marriage and Civil Partnership 10. Socio-economic disadvantage (including

rural deprivation, ‘rurality’) (See glossary below for definitions)

Positive impacts

Negative impacts


Lead Officer & When

Complete Y/N

No obvious differential impacts on persons with protected characteristics.

Changes to parks and open space management regimes offer opportunities to increase legibility.

Ensure that needs of people with disabilities are taken on board in the design of changes to parks and open spaces.

Step 3


Many of our parks and open spaces are accessible and there are sensory gardens in Ulverston and Grange

Date: 08/11/2019

EIA Author(s): Dan Hudson

Assistant Director (Strategic Planning): Director of Strategy, Innovation and Resources

Document version number:

Date for Review:

EIA forwarded to Policy Officer

Glossary Age: This refers to a person having a particular age (for example, 32 year-olds) or being within an age group (for example, 18-30 year-olds). Civil partnership: Legal recognition of a same-sex couple’s relationship. Civil partners must be treated the same as married couples on a range of legal matters. Disability: A person has a disability if they have a physical or mental impairment which has a substantial and long-term adverse effect on their ability to carry out normal day-to-day activities. Includes: Physical/sensory disability, mental health or learning disability. Gender reassignment: A person has the protected characteristic of gender reassignment if the person is proposing to undergo, is undergoing or has undergone a process (or part of a process) for the purpose of reassigning the person's sex by changing physiological or other attributes of sex. Maternity: The period after giving birth. It is linked to maternity leave in the employment context. In the non-work context, protection against maternity discrimination is for 26 weeks after giving birth, including as a result of breastfeeding. Race: It refers to a group of people defined by their colour, nationality (including citizenship), ethnic or national origins. Includes, Asian, Black and White minority ethnic groups inc. Eastern Europeans, Irish people and Gypsy Travellers. Religion or belief: “Religion” means any religion, including a reference to a lack of religion. “Belief” includes religious and philosophical beliefs including lack of belief (for example, Atheism). The category includes Christianity, Islam, Judaism, Hinduism, Buddhism, and non religious beliefs such as Humanism. Sexual orientation: This is whether a person's sexual attraction is towards their own sex, the opposite sex or to both sexes. Socio-economic disadvantage: This includes people on low incomes, as well as issues around rural and urban deprivation, such as access to services and transport. Rurality should be specifically considered as South Lakeland is defined as ‘Rural-80’ – this means we have at least 80 percent of our population in rural settlements and larger market towns.

1


Council

17 December 2019

POLLING DISTRICT AND POLLING PLACE REVIEW

PORTFOLIO: Not applicable

REPORT FROM: Simon McVey – Operational Lead Support Services Returning Officer/Electoral Registration Officer

REPORT AUTHOR: Tom Benson – Legal, Governance and Democracy Specialist

WARDS: All

FORWARD PLAN: Not applicable

1.0 EXPECTED OUTCOME

1.1 To ensure that each polling district has a designated and accessible polling place and the implementation of changes recommended by this review will improve the arrangements for voters.

2.0 RECOMMENDATION

2.1 It is recommended that Council note the outcome of the review and

(1) approves the renaming of polling districts within Kendal East to match with Kendal Town Council wards and the merging of two Selside polling districts within Kendal Rural as set out in Appendix 1; and

(2) approves the designated polling station for Lakes Grasmere (CE) moves from Grasmere Sports Pavilion to Grasmere Village Hall as set out in Appendix 1; and

(3) notes that a more detailed review of the polling arrangements in Kendal will commence during 2020.

3.0 BACKGROUND AND PROPOSALS

3.1 Under the Representation of the People Act 1983, the Council has a duty to divide the District into polling districts, with each parish being a separate polling district, and to designate a polling place for each of these polling districts. This authority rests with the Council and the Returning Officer then has a duty to designate a polling station within each of the identified polling places as far as possible (please see the definitions in 3.4 below).

3.2 Section 16 of the Electoral Administration Act 2006 introduced a number of changes to the 1983 Act, including the requirement for the Council to review UK Parliamentary polling districts and polling places arrangements at least every four years. The Electoral Registration and Administration Act 2013 introduced a change to the timing of such reviews, with the current compulsory review starting and to be completed between 1 October 2018 and 31 January 2020.

Item No.8

2

3.3 The Council can conduct a review at any time though it does not release them from the duty to carry out a review during the compulsory timeframe.

3.4 A definition of polling district, polling place and a polling station is as follows.

(a) A polling district is a geographical sub division of an electoral area, e.g. ward or parish.

(b) A polling place is a geographical area in which a polling station is located. However, as there is no legal definition of what a polling place is, the geographical area could be defined as tightly as a particular building or as widely as the entire polling district.

(c) A polling station is the actual premises where the process of voting takes place, and must be located within the polling place designated for the particular polling district.

3.5 The schedule of proposals by the (Acting) Returning Officer, and the final recommendations are attached at Appendix 1.

4.0 CONSULTATION

4.1 The review was undertaken in accordance with the relevant legislation and the Electoral Commission’s guidance document ‘Review of polling districts, polling places and polling stations’ and commenced on 16 September 2019 with the publication of the formal notice and information provided on the Council’s website. The consultation period ran until 01 November 2019. The review timetable is attached at Appendix 2.

4.2 A total of 46 responses were received during the consultation period and these are summarised in Appendix 1. Additional consultation was undertaken in respect of the polling arrangements in Grasmere.

4.3 It has been suggested that the polling arrangements within Kendal wards may benefit from a more detailed review and it is recommended that this commences during 2020 with more in depth consultation on any proposed changes.

5.0 ALTERNATIVE OPTIONS

5.1 The Council can decide not to implement the recommendations contained in this report. This is not recommended since the recommendations put forward are considered necessary to enable the effective administration of forthcoming elections.

6.0 LINKS TO COUNCIL PRIORITIES

6.1 More local – involving our communities in decisions that affect their neighbourhoods.

7.0 IMPLICATIONS

7.1 Financial and Resources

7.1.1 There have been minimal costs associated with the polling district review which have been accommodated within existing budgets.

7.2 Human Resources

7.2.1 There have been no staffing implications in respect of this review. Staff recruited by the Returning Officer, to undertake duties at polling stations, are on casual contracts.

7.3 Legal

7.3.1 The review has been undertaken with respect to all relevant legislation.

3

7.4 Health, Social, Economic and Environmental

7.4.1

Have you completed and Health, Social, Economic and Environmental Impact Assessment?

Yes ☐ No ☒

If yes, please confirm that it is attached to the report in the appendices.

Yes ☐ No ☐

If you have not completed an Impact Assessment, please explain your reasons.

This will be further reviewed as part of a more detailed polling district and polling place review.

7.5 Equality and Diversity

7.5.1

Have you completed an Equality Impact Analysis?

Yes ☒ No ☐

If yes, please confirm that it is attached to the report in the appendices.

Yes ☒ No ☐

Summary of equality and diversity impacts.

Recommendations considered suitable

7.6 Risk


There is a risk that electors feel disenfranchised if arrangements are unsatisfactory in their polling district.

Adverse effect on the Council’s reputation, and the provision of electoral services in particular

Careful considerations of representations to ensure proposals are appropriate and legally compliant.

CONTACT OFFICERS

Report Author – Tom Benson, Electoral Services Manager, 01539 793 84, [email protected]

APPENDICES ATTACHED TO THIS REPORT

Appendix No.

1 Polling District and Polling Place review schedule – Final recommendations – November 2019

2 Polling District and Polling Place review timetable

3 Equality Impact Assessment


4

BACKGROUND DOCUMENTS AVAILABLE

Name of Background document

Where it is available (examples as shown)

General information (including maps and responses received)

https://www.southlakeland.gov.uk/voting-and-elections/electoral-reviews/polling-district-review/

Representation of the People Act 1983 (Schedule A1)

http://www.legislation.gov.uk/ukpga/1983/2/schedule/A1

Electoral Administration Act 2006 (Section 16)

http://www.legislation.gov.uk/ukpga/2006/22/part/4

Electoral Registration and Administration Act 2013 (Section 17)

http://www.legislation.gov.uk/ukpga/2013/6/section/17/enacted

Electoral Commission guidance https://www.electoralcommission.org.uk/i-am-a/electoral-administrator/polling-place-reviews

TRACKING INFORMATION

Assistant Director

Portfolio Holder Solicitor to the Council

SMT Scrutiny Committee

n/a n/a 02.12.19 02.12.19 n/a

Executive (Cabinet)

Committee Council Section 151 Officer

Monitoring Officer

n/a n/a 02.12.19 30.11.17 02.12.19

Human Resource Services Manager

Leader

Ward Councillor(s)

n/a n/a n/a



http://www.legislation.gov.uk/ukpga/1983/2/schedule/A1

http://www.legislation.gov.uk/ukpga/2006/22/part/4



https://www.electoralcommission.org.uk/i-am-a/electoral-administrator/polling-place-reviews

https://www.electoralcommission.org.uk/i-am-a/electoral-administrator/polling-place-reviews

Appendix 1

1

Ambleside & Grasmere

Ward Electorate on 2 September 2019: 3,285

Constituency: Westmorland & Lonsdale

(Acting) Returning Officer’s initial comments and proposals: We are proposing that the designated polling station for Lakes Grasmere (CE) moves from Grasmere Sports Pavilion to Grasmere Village Hall. We are looking for comments from electors in the Lakes Grasmere area on the suitability of Grasmere Village Hall as a future polling station.

The reasons for proposing the change are that Grasmere Village Hall is centrally located closer to most of the electorate who would vote there, it is already a well-known focal point in the polling district, it is accessible for those with disabilities through its main entrance unlike Grasmere Sports Pavilion where we have to use a temporary entrance through an outbuilding.

Apart from this proposal, we are not proposing any changes to polling districts, polling places or polling stations in the Ambleside & Grasmere ward.

Comments received on the (Acting) Returning Officer’s initial proposals: Eighteen comments in support of the proposal. Central location, better accessibility and free car parking given as evidence supporting the proposal.

Two comments in objection of the proposal, three comments neither for nor against. Regular events calendar currently observed at Grasmere Village Hall. Possible clashes with polling station requirements given as evidence against the proposal.

Final recommendations: The designated polling station for Lakes Grasmere (CE) moves from Grasmere Sports Pavilion to Grasmere Village Hall.

Appendix 1

2

Arnside & Milnthorpe

Ward electorate on 2 September 2019: 5,015


(Acting) Returning Officer’s initial comments and proposals: We are not proposing any changes to polling districts, polling places or polling stations in the Arnside & Milnthorpe ward. We welcome any comments, good or bad, and they will be considered before final recommendations are made.

Comments received on the (Acting) Returning Officer’s initial proposals: None.

Final recommendations: No changes to current arrangements.

Appendix 1

3

Bowness & Levens



(Acting) Returning Officer’s initial comments and proposals: We are not proposing any changes to polling districts, polling places or polling stations in the Bowness & Levens ward. We welcome any comments, good or bad, and they will be considered before final recommendations are made.

Comments received on the (Acting) Returning Officer’s initial proposals:

One comment in support of the current polling station at Cartmel Fell Village Hall.

Two comments in support of the continued use of the current polling station at The Athenaeum, Leasgill.


Appendix 1

4

Broughton & Coniston

Parliamentary constituency: Westmorland & Lonsdale, and Barrow & Furness


(Acting) Returning Officer’s initial comments and proposals: We are not proposing any changes to polling districts, polling places or polling stations in the Broughton & Coniston ward. We welcome any comments, good or bad, and they will be considered before final recommendations are made.

Comments received on the (Acting) Returning Officer’s initial proposals: One comment proposing the opening of a new polling station to cater for the residents in the north of the Kirkby Ireleth polling district.


Appendix 1

5

Burton & Crooklands



(Acting) Returning Officer’s initial comments and proposals: We are not proposing any changes to polling districts, polling places or polling stations in the Burton & Crooklands ward. We welcome any comments, good or bad, and they will be considered before final recommendations are made.

Comments received on the (Acting) Returning Officer’s initial proposals: One comment in support of the current polling station at Burton Memorial Hall.


Appendix 1

6

Cartmel



(Acting) Returning Officer’s initial comments and proposals: We are not proposing any changes to polling districts, polling places or polling stations in the Cartmel ward. We welcome any comments, good or bad, and they will be considered before final recommendations are made.

Comments received on the (Acting) Returning Officer’s initial proposals: One comment proposing the closure of the polling station at Field Broughton Parish Room. One comment proposing the amalgamation of Broughton East Polling District (and Parish) with a neighbouring Polling District (and Parish).

One comment in support of the current polling station at Flookburgh Village Hall.


Appendix 1

7

Furness Peninsula

Constituency: Barrow & Furness


(Acting) Returning Officer’s initial comments and proposals: We are not proposing any changes to polling districts, polling places or polling stations in the Furness Peninsula ward. We welcome any comments, good or bad, and they will be considered before final recommendations are made.

Comments received on the (Acting) Returning Officer’s initial proposals: One comment highlighting issue with distance to polling station at Greenodd and Pennybridge Village Hall and requesting move to closer station.


Appendix 1

8

Grange



(Acting) Returning Officer’s initial comments and proposals: We are not proposing any changes to polling districts, polling places or polling stations in the Grange ward. We welcome any comments, good or bad, and they will be considered before final recommendations are made.



Appendix 1

9

Kendal East



(Acting) Returning Officer’s initial comments and proposals: Due to the reorganisation of Kendal Town Council parishes in 2018, the polling district Kendal Castle (BJ) is now in the Kendal Town Council parish ward of Kendal Nether. We are proposing to rename this polling district Kendal Nether and it will retain the code of BJ.

For the same reason, the polling district Kendal Nether (BQ) is now in the Kendal Town Council parish ward of Kendal Castle. We are proposing to rename this polling district Kendal Castle and it will retain the code of BQ.

We are not proposing any other changes to polling districts, polling places or polling stations in the Kendal East ward.

There is scope to simplify polling districts and polling stations in Kendal to align with new parish wards. As this may cause changes to polling stations or create new ones, we are not proposing them in this review to allow us more time to assess the impact. However, we would welcome comments on the suitability of polling stations in Kendal and we may take forward a review at a future date.

Comments received on the (Acting) Returning Officer’s initial proposals: One comment in support of the AROs proposal to change the polling district names to match up with the Town Council wards.

Final recommendations: Polling District Kendal Castle is renamed Kendal Nether to align with Kendal Town Council parish wards and retains the code BJ.

Polling District Kendal Nether is renamed Kendal Castle to align with Kendal Town Council parish wards and retains the code BQ.

Appendix 1

10

Kendal North



(Acting) Returning Officer’s initial comments and proposals: We are not proposing any changes to polling districts, polling places or polling stations in the Kendal North ward.


Comments received on the (Acting) Returning Officer’s initial proposals: One comment proposing the closure of the Methodist Church Room polling station, moving all voting to Hallgarth Community Hall. Reasons include better accessibility and parking. There is also concern with the lack of change proposed in the ARO’s proposals, with evidence requested to show how the decisions have been made.

One comment from Stricklandgate Methodist Church confirming support for the continued use of the room.

Final recommendations: No changes to current arrangements. However comments noted and will be taken into consideration in any future review of the polling arrangements in Kendal.

Appendix 1

11

Kendal Rural Constituency: Westmorland & Lonsdale Ward electorate on 2 September 2019: 4,934

(Acting) Returning Officer’s initial comments and proposals: In the recent Community Governance Review a final recommendation was made to merge the parishes of Selside & Whitwell and Fawcett Forest into a single parish called Selside & Fawcett Forest. The reorganisation order is in the process of being finalised.

Each parish should be a separate polling district, so we are proposing to merge polling districts DBA and DBB into one polling district called Selside, with the code of DB.

We are not proposing any other changes to polling districts, polling places or polling stations in the Kendal Rural ward.

Comments received on the (Acting) Returning Officer’s initial proposals: One comment in support of the continued use of the current polling station at Grayrigg Coronation Hall. One comment in support of the continued use of the current polling station at Skelsmergh Community Hall. One comment in support of the continued use of the current polling station at The Old School, Longsleddale. One comment in support of the AROs proposal to merge the DBA and DBB polling districts in Selside.

Final recommendations: Polling districts DBA and DBB are merged into one polling district called Selside, with the code of DB.

Appendix 1

12

Kendal South & Natland



(Acting) Returning Officer’s initial comments and proposals: We are not proposing any changes to polling districts, polling places or polling stations in the Kendal South and Natland ward.


Comments received on the (Acting) Returning Officer’s initial proposals: One comment offering continued use of the venue at Murley Moss.

One comment providing figures from a survey of Oxenholme residents regarding polling station options. Almost two thirds would prefer to attend Natland and Oxenholme Village Hall rather than LDNPA, Murley Moss.

Final recommendations: No changes to current arrangements. However comments noted and will be taken into consideration in any future review of the polling arrangements in Kendal.

Appendix 1

13

Kendal Town



(Acting) Returning Officer’s initial comments and proposals: We are not proposing any changes to polling districts, polling places or polling stations in the Kendal Town ward.


Comments received on the (Acting) Returning Officer’s initial proposals: One comment on issues with current accessibility at Stricklandgate House.


Appendix 1

14

Kendal West



(Acting) Returning Officer’s initial comments and proposals: We are not proposing any changes to polling districts, polling places or polling stations in the Kendal West ward.


Comments received on the (Acting) Returning Officer’s initial proposals: None


Appendix 1

15

Sedbergh & Kirkby Lonsdale


Ward Electorate at 2 September 2019: 4,839

(Acting) Returning Officer’s initial comments and proposals: We are not proposing any changes to polling districts, polling places or polling stations in the Sedbergh & Kirkby Lonsdale ward. We welcome any comments, good or bad, and they will be considered before final recommendations are made.

Comments received on the (Acting) Returning Officer’s initial proposals: One comment in support of the continued use of the current polling station at Mansergh Community Hall.

One comment raising concerns with the current venue in Dent and an offer of alternative venue nearby.


Appendix 1

16

Ulverston East



(Acting) Returning Officer’s initial comments and proposals: We are not proposing any changes to polling districts, polling places or polling stations in the Ulverston East ward. We welcome any comments, good or bad, and they will be considered before final recommendations are made.



Appendix 1

17

Ulverston West



(Acting) Returning Officer’s initial comments and proposals: We are not proposing any changes to polling districts, polling places or polling stations in the Ulverston West ward. We welcome any comments, good or bad, and they will be considered before final recommendations are made.



Appendix 1

18

Windermere


Ward Electorate at 2 September 2019: 4,685

(Acting) Returning Officer’s initial comments and proposals: We are not proposing any changes to polling districts, polling places or polling stations in the Windermere ward. We welcome any comments, good or bad, and they will be considered before final recommendations are made.



Appendix 2

Timetable

Stage Action Date(s)

Start of the review

Notice of Review published and sent to

stakeholders ('who we will invite to make a representation' listed above)

13 September 2019

Start of the consultation period

current polling arrangements published, along with details on how to make representations

link to the online consultation hub opened

we will begin to accept representations

by email or post

16 September 2019

Consultation period

(Acting) Returning Officer's comments and draft proposals to make changes (if

any) published 11 October 2019

End of

consultation period

link to the online consultation hub

closed we will no longer accept

representations by email or post

the (Acting) Returning Officer to begin considering all representations received to make their final comments

and recommendations

1 November 2019

Council

decision

final recommendations considered by full Council at their meeting

17 December

2019

End of the review

correspondence, representations, minutes and other documentation

required by legislation (detailed above) published

As soon as

practicable after 18 December 2019

Register publication

Any final recommendations approved by Council brought into effect by publication of the Register of Electors

1 February 2020

Polling district and polling places review for South Lakeland (2019)

APPENDIX 3

EIA Title:

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

characteristics:

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

1.1 SLDC includes “rurality” and “socio-economic disadvantage” as additional categories in its equality impact assessments. Although socio-economic status and rurality are not recognised protected characteristics under the Equality Act, people on low incomes or in rural isolation are highly likely to be affected by services that are intended to support vulnerable people.

2.0 The General Equality Duty.

SLDC, in the exercise of its functions, should: a. Eliminate unlawful discrimination, harassment and victimisation and

other conduct prohibited by the Act. b. Advance equality of opportunity between people who share a

protected characteristic and those who do not. c. Foster good relations between people who share

a protected characteristic and those who do not.

Step 1


Polling district and polling places review for South Lakeland.

Who are your main stakeholders and list any engagement undertaken (include surveys, feedback forms, complaints, statistics etc.).

The review was made public for consultation across the whole authority. Comments and representations were sought from the general public, plus from District and County Councillors, Parish Councils, Members of Parliament, and local constituency associations of political parties. The review was publicised online and hard copies were available at South Lakeland House. South Lakeland Equality information from the 2011 Census

South Lakeland has one of the highest proportions of White British residents in the country (95.6% compared to 80.5% in England & Wales)

However the district has seen an increase in ethnic diversity as the proportion of White British residents in 2001 was 97.6%

Of the minority groups, 1,303 (1.3% of South Lakeland’s population) come from the countries that joined the EU in the first part of the last decade, compared to 2.0% for England & Wales. Within this group 754 residents come from Poland (0.7% of South Lakeland’s population);

53.9% of South Lakeland’s population are married, higher than the England & Wales figure of 46.6%. The figure for the district is down from 56.5% in 2001

26.1% of South Lakeland’s population is single (34.6% in England & Wales), and 0.2% are part of a civil partnership ( same as England & Wales);

South Lakeland has a higher level of Christian residents than England & Wales (68.1% compared to 59.3%). The figure has fallen, however, since 2001 when the rate stood at 79.1%

97.8% of South Lakeland residents speak English as their main language (compared to 90.9% in England & Wales)

13.8% of South Lakeland’s population are aged 0 – 14 years, 59.4% of South are aged 15 - 64 years and 26.8% are aged over 65

As a result of a health problem or a disability 8% of people in South Lakeland find that their day to day activities are limited a lot, 10.8% find their day to day activities are limited a little bit and 81.2% find that their day to day activities are not limited at all

Step 2


In providing this service, what are the impacts for the following people?

1. Age (young and old) 2. Black and Minority Ethnic 3. Disabled 4. Faith/Belief 5. Sexual Orientation 6. Gender 7. Gender reassignment 8. Pregnancy and maternity 9. Marriage and Civil Partnership 10. Socio-economic disadvantage (including

rural deprivation, ‘rurality’)

(See glossary below for definitions)

Positive impacts

Negative impacts


Lead Officer & When

Complete Y/N

Members of the public, employees, elected members and or other stakeholders currently use the service because it is a universal service integral to the function of the Council.

Living in rural South Lakeland presents residents with a range of challenges that, although not solely a rural concern, do require particular focus and appropriately tailored solutions.

The recommendations are considered to have a neutral impact in relation to the protected characteristics outlined above.

Tom Benson Yes

Step 3


Recommendations are considered suitable for voters with sensory and/or physical impairment

The council has a list of equality contacts who can be contacted for consultation or to ask advice. The list is on the intranet under Equality and Diversity. If you need any support when completing this Equality Impact Analysis, please contact the Partnerships and Funding Officer.

Date: 29 November 2019

EIA Author(s): Tom Benson

Document version number: 1.0

Date for Review: 30 November 2020

EIA forwarded to Policy Officer No

Glossary Age: This refers to a person having a particular age (for example, 32 year-olds) or being within an age group (for example, 18-30 year-olds). Civil partnership: Legal recognition of a same-sex couple’s relationship. Civil partners must be treated the same as married couples on a range of legal matters. Disability: A person has a disability if they have a physical or mental impairment which has a substantial and long-term adverse effect on their ability to carry out normal day-to-day activities. Includes: Physical/sensory disability, mental health or learning disability. Gender reassignment: A person has the protected characteristic of gender reassignment if the person is proposing to undergo, is undergoing or has undergone a process (or part of a process) for the purpose of reassigning the person's sex by changing physiological or other attributes of sex. Maternity: The period after giving birth. It is linked to maternity leave in the employment context. In the non-work context, protection against maternity discrimination is for 26 weeks after giving birth, including as a result of breastfeeding. Race: It refers to a group of people defined by their colour, nationality (including citizenship), ethnic or national origins. Includes, Asian, Black and White minority ethnic groups inc. Eastern Europeans, Irish people and Gypsy Travellers. Religion or belief: “Religion” means any religion, including a reference to a lack of religion. “Belief” includes religious and philosophical beliefs including lack of belief (for example, Atheism). The category includes Christianity, Islam, Judaism, Hinduism, Buddhism, and non religious beliefs such as Humanism. Sexual orientation: This is whether a person's sexual attraction is towards their own sex, the opposite sex or to both sexes. Socio-economic disadvantage: This includes people on low incomes, as well as issues around rural and urban deprivation, such as access to services and transport. Rurality should be specifically considered as South Lakeland is defined as ‘Rural-80’ – this means we have at least 80 percent of our population in rural settlements and larger market towns.


Council

17 December 2019

Portfolio: Climate Emergency and Localism Portfolio

Report from: Cllr Dyan Jones

To lead on the Council’s policies around Climate change and sustainable growth, to develop a

policy on bio-diversity, raising community awareness and working collaboratively on policy objectives.

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

To drive our Localism agenda.

Policies, Plans and Strategies

Waste Management Strategy (environmental impacts) Air Quality Strategy and action plan Active Travel Strategy and action plan Council Policy on Climate Change

Key Areas

Waste Management and Recycling Strategy Community micro-energy schemes Carbon/Greenhouse gas Reduction Green agenda – Carbon reduction Active Travel Localism Devolution Water Quality Bio-Diversity

Item No.9

Waste Management and Recycling Strategy The Climate Emergency and Localism and Customer and Commercial Services Portfolios together support the Waste Management and Street Scene department within this authority. A communications plan has been developed to promote recycling and waste minimisation, supporting our green initiative. This includes content in South Lakeland News and posts on social media platforms. The next issue of South Lakeland News is scheduled for distribution in December, and will include significant content about waste and recycling. The street cleansing service has trialled 2 electric vehicles. In both cases the daily operational mileage exceeded the range of the vehicle. The service continues to monitor new vehicle technologies, particularly with regard to alternative fuels. Officers attended local events including Cartmel, Hawkshead, Ulverston and Westmorland County Shows where they spoke directly to customers, providing recycling and waste management advice. An annual figure shows that in 2018/19 44.4% of household waste in South Lakeland was reused, recycled or composted and the Council has reassured residents that the plastic recycling collected is processed into recycled products. During recent months officers have also attended other local events, including the Eco fair at the Coronation Hall, Ulverston. Council will continue to work with partners to investigate practical ways to reducing its carbon emissions and will continue to look at all areas of policy and delivery, as part of the action plan designed to tackle climate change the council will investigate ways to access ‘Tetra Pack’ recycling and plastic film recycling. Air Quality Strategy/ Action Plan and Carbon Reduction The Council has been offering parking permits at a reduced rate for cleaner vehicles. Since January 2019 a total of 40 discounted permits have been registered. Council is required to report on air quality management to Defra every year (statistics for 2019 yet to be reported). Since 2011 Council has reduced the number of air quality management areas that do not meet quality standards from 4 to 1. The Council is regularly monitoring the only remaining site at Lowther Street, Kendal and is continuing to undertake promotional activities to reduce idling and promotes cycle ways throughout the district, especially to schools. As outlined in the action plan to tackle climate change the Council will be investigating ways to discourage vehicle idling. Council is introducing ways of improving air quality within the district by ensuring all developers in its Local Planning Authority area are required to submit the appropriate information as part of their planning application in order for the council to assess the development’s impact on air quality. The Council is also planning to promote energy efficiency in homes to residents such as the use of low energy lightbulbs.

Community micro-energy schemes and Carbon/Greenhouse Gas Reduction Council’s Climate Change Policy provides continuing focus on how South Lakeland District

Council can lead and encourage others to take action around climate change. The policy recognises the significance of climate change whilst identifying economic and other opportunities offered by addressing and adapting to meet the challenges ahead. Council acknowledges the importance of climate change both in how we manage ourselves as an organisation and how we work with partners at a local, regional and national level, ensuring sustainable growth is a priority. Green Agenda – Activity The Green Team comprises of several officers who have been evaluating the actions of the Council, making energy efficiencies, promoting sustainable travel and informing/influencing communities on how to proactively ‘Think globally, act locally’’…

In July 2019, cabinet members hosted ‘Climate Change Conversations’ with communities

throughout the district. These offered an opportunity to update communities on the actions that Council has undertaken following last year’s meetings, to gather further ideas and to understand the communities’ concerns. Following these sessions the Council generated an

updated list of actions which has become the focus of the Green Team, to mitigate climate change and biodiversity loss with partners and stakeholders. The council is continuing to partner with Cumbria Action for Sustainability (CAfS) to provide support for communities across the district exploring and introducing renewable energy schemes and other projects and topics. Continued funding support from the Council enables CAfS to undertake a comprehensive programme of low carbon initiatives targeted at communities across South Lakeland. Other initiatives that the Council is supporting include funding a zero carbon project in Ambleside, approved the installation of solar panels on council buildings and agreement on an enhanced scheme of tree planting. The ‘Fill-up’ scheme has been introduced across the district which offers free water refills at

council offices and participating businesses. The scheme is to encourage the public to drink more water, reduce their use of single use plastics and explore local businesses. Supporting reduction of reliance on single-use plastic water bottles. In total 52 businesses have signed up to the initiative. With support from the Cumbria Leaders Board and Cumbria Chief Executives Group a Climate Change Sub Group has been established. The aim of the Climate Change ‘Sub Group’ is to identify mitigating actions which can be introduced across the county to reduce the risks and impacts of climate change. Delegates from authorities across Cumbria are supporting this group in the creation, introduction and implementation of a Climate Change Strategy. Green Agenda – Active Travel The Active Travel Group are continuing to meet internally on a quarterly basis. The group has been engaging with key partners to introduce additional cycle routes and safer routes to school. SLDC website now also includes cycling maps for routes across the district (Click here).

https://www.exploresouthlakeland.co.uk/activities-south-lakeland/cycling-in-south-lakeland/

Encouraging cycling is very important in any future reduction of carbon emissions and with support from Defra a Cycling Hub was installed at the Westmorland Shopping Centre in September 2019. The hub provides dedicated changing rooms, cycle parking, maintenance stand and lockers which is free for public use. The facility provides space for 10 bikes and encourages commuters and visitors to support the council’s initiative to reducing carbon emissions.

Localism So far this year cabinet members have met with a number of town and parish councils to discuss the benefits of localism and listen to the views of the parish. Following these successful meetings the councils were able to establish a comprehensive list of community development opportunities of which SLDC could review where support mechanisms could be put in place. Devolution There is minimal update in relation to Devolution however the Council continues to closely monitor updates in partnership with the other Cumbrian district authorities regarding devolution deals to prepare for any changes or mitigations that may be required from Cumbria County Council. However, following the Devolution Framework from Central Government, the Leader of the Council has been engaged in discussions with the Northern Powerhouse Partnership on a devolution deal for Cumbria and its districts have taken place. Work is continually being undertaken through the Joint Districts Board and Lancaster and South Cumbria Economic Region to progress key relationships with other authorities in health, housing and economic growth. Water Quality Four sites on the lake at Windermere received the top rating for the 2019 bathing season and every designated bathing water location in South Lakeland has been rated as excellent for the fifth consecutive year. The Council undertakes a statutory function to carry out private water tests at various locations across the district to ensure the safety of communities, implemented by the Private Water Supplies Regulations 2016. The Council has been continuing to undertake risk assessments and monitoring across all private water supplies. Where required, the Council is continuing to investigate any failures to meet standards and take the necessary enforcement action to ensure communities are protected. Since 1 January 2019 the Council has undertaken 645 sets of private water samples. When undertaking a set of samples officers are sampling for multiple parameters, i.e. bacteriological parameters (E.coli, Enterococci, Clostridia, Coliforms, etc.), metals (copper, lead, nickel, iron, manganese, antimony, arsenic, cadmium, mercury, etc.), chemicals (cyanide, benzene, chloride, fluoride, hydrocarbons, nitrate, nitrite, pesticides, etc.) and other parameters including pH, colour, turbidity, taste and odour and radioactive substances. The Public Protection Service has competed risk assessments at 58 Regulation 9 supplies (large and/or commercial) and 7 Regulation 10 supplies (small shared domestic) since 1 Jan 2019.

Bio-Diversity

The Council has been raising the importance of biodiversity across the district whilst supporting mitigating climate change actions. Representatives from Cabinet recently met with the Lake District National Park authority to discuss how to increase biodiversity across the district through partnership working.

The Council’s Biodiversity Policy is also included on this Council agenda for consideration. The

policy has been designed to recognise the Councils commitment to protecting and enhancing local and global biodiversity, by setting out a number actions as to how it will be achieved.

The policy recognises the importance of plant and insect species and works with contractors to implement different forms of management for open spaces and areas of traditional parks, supporting and enhancing biodiversity.

The principles behind this are:

To reduce the carbon emissions created by regular grass cuttings, from decomposition (both those collected and those left on-site) and emissions from the vehicles and machinery.

To increase the diversity of plant species found in the green spaces, benefitting local wildlife and the wider environment to diversify local landscape value.


Council

17 December 2019

Portfolio: Customer and Commercial Services and People Portfolio

Report from: Cllr Eric Morrell

To work with all Members, the community and organisations in developing and implementing locality working, case management, and specialist services as part of the Council’s Customer connect programme.

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

The organisation of the Authority relating to the Council’s central services, including Employee relations.

Providing and maintaining parks infrastructure.

Polices, plans and strategies

Parks and Open Spaces Strategy

Customer Charter and Contact Strategy

Member Development and Training Plan

Workforce Plan (to be reviewed under customer connect programme)

Key Areas

Customer services (operational)

Car Parking (operations)

Waste Management (operations and service optimisation)

Street scene

Member Services

Member Training and Development

Legal and Committee Services and HR Services

Leisure, Public Realm, (Parks and Open Spaces (Including cemeteries, trees, woodland and playground improvement)

Corporate Health and Safety

Customer services (operational) The transformation programme, Customer Connect is still on track to deliver better access to services for customers, 24 hours a day, seven days a week and will create more opportunities to self-serve through improved digital options. Customer and Commercial Services are undergoing transition as part of phase 2 of the Customer Connect project. The service will see in the introduction of a new system in 2020, which will allow them to act upon more services requests at the first point of contact such as a taxi license applications. The enhanced delivery of new capabilities within the authority will improve the service and experience delivered to customers and staff. There are over 600 core service processes across the organisation taken from the local government association activity list and a significant number of minor processes; the work of the service redesign is to focus on the areas where there is the biggest opportunity to improve. To do this, the core processes have been prioritised based on customer impact, volume and customer efficiency. The areas with the biggest opportunities were identified as the main focus for the redesign process. This task is ongoing and increased access to digitally enabled services will be rolled out during 2020, including ‘My Account.’ Car parking (operations) Working collaboratively with the Economy, Culture and Leisure Portfolio the Council is seeking ways to increase car parking capacity within the areas of highest demand. The Council is also offering free car parking in Council owned car parks every Sunday in December to attract both visitors and residents into local towns supporting the local economy. In July 2019 the Parking Services team was highly commended for best practise in finance and statistics reporting at the Parking Annual Report Awards by Councils awards (PATROL PARC). The category in which the team was nominated acknowledges high-quality in the transparency of reports and the presentation of statistics and recognises the hard work from all employees within the parking services team. Waste Management (operations and service optimisation) and Street scene Throughout 2019/20 the Customer and Commercial Services and Climate Emergency and Localism portfolios are working in partnership to support the waste management and street scene functions. To date there has been numerous social media messages to promote recycling and waste minimisation during recent months, supporting the Councils green initiative. The next issue of South Lakeland News is scheduled for distribution in December, and will include significant content about waste and recycling. The Waste Collection Service operates at peak levels over the Christmas and New Year period, and householders will be encouraged to recycle as much as possible, with extra bags available for householders wishing to recycle more plastic. There is an expectation that over the festive period there will be an increased level of card recycling from cards and increased home deliveries arising from internet shopping.

The street cleansing service has trialled 2 electric vehicles. In both cases the daily operational mileage exceeded the range of the vehicle. The service continues to monitor new vehicle technologies, particularly with regard to alternative fuels. Member Services and Member Training and Development The 2019/20 training plan is now underway and a variety of training opportunities have been made available for members. Examples of the training available include:

Social Media and Web skills

Digital Skills Workshop

Introduction to Your Ward

Committee Inductions

GDPR, FOI and Data Management

Chairing Committee Skills

Submitting Member Expenses Online Member Services are continuing to encourage members to receive committee papers electronically through the use of corporate IT kit. Corporate kit allows members to access council used systems such as Skype for Business, Mod Gov and SharePoint which support the Customer Connect Programme and GDPR regulations. In total 42 out of 51 members now use SLDC corporate kit. The Member Support Steering Group (MSSG) has trialled the Local Government Association Councillor E-Learning Package to allow Members to undertake training remotely. The feedback received to date has been positive and it has been circulated to all members with corporate kit. The MSSG will be working towards achieving the Level 2 North West Employers to coincide with the Customer Connect Programme. Legal and Committee Services and HR Services Legal and Committee services have fully embedded the new report writing system across the organisation. This new system allows officers to write, share and submit reports digitally and introduces a more effective tracking method for all committees. The HR team has been heavily involved in supporting the Customer Connect Project in terms of people, change and transition work streams in phases 1 and 2. The HR team have supported managers in conducting competency based interview, managing change, building resilience training and drop in sessions for all employees in phases 1 and 2. The roles appointed in Phase 1 of the Customer Connect Project became effective from 1 April for the Leadership Team and 1 May 2019 for all other Phase 1 appointments. 95 Competency based interviews were conducted over a 3 week period in Phase 1, who have now entered the transition phase. 192 competency based interviews were conducted over a 9 week period for all roles within phase 2. The appointment of roles will become effective from 1 January 2020 who will then also enter the transition phase.

Leisure, Public Realm, (Parks and Open Spaces (Including cemeteries, trees, woodland and playground improvement) The Parks and Open Spaces Strategy identifies the importance of good quality green spaces throughout the district. The strategy is designed to providing clear direction for the management of council owned parks and open spaces over ten years. The strategy is reviewing the day to day maintenance and identifying improvements to parks and open spaces through working in partnership with communities, local businesses and partners. The strategy has incorporated a variety of different spaces including parks, sports fields, trees and woodlands and cemeteries. In May 2019 new playgrounds were opened at Millerground, Rayrigg Meadow, Yew Tree Playing Fields and Maryfell, Sedbergh. All the works undertaken at each park were completed by working in collaboration with community groups and have been designed to be inclusive and provide capital investment for 20 years. Following a £125,000 investment and funding raised with the Friends of Abbot Hall Playground the Abbot Hall playground has been revamped. An opening ceremony took place on 1 September for families and included activities such as face painting. The Council has been working with the Village Society to secure the work plan for the improvements at Broadgate children’s playground in Grasmere following a £90,000 investment. The new playground installation works commenced in October 2019. £20,000 of funding has been secured from the National Lottery for park improvements at North Lonsdale Road, Ulverston. Funding raising is still ongoing and a consultation event was held in October 2019. The Council has been contacting parish and town councils across the district to invite proposals for tree planting sites. To date six parish council owned sites have been secured with a total of 36 trees to be planted across the sites, planting will commence in January 2020. The Parish tree planting letter sent out also identified locations to plant 55 trees on SLDC owned land, 8 trees on LDNPA owned land and 9 trees on private land adjacent to publically accessible areas. In total the Parish Tree Planting Letter has identified 173 tree planting locations. A scheme in Ford Park in Ulverston will create a new Arboretum and community orchard when 65 trees are planted. The Beckside Community Centre have raised £10,000 towards an outdoor fitness trail which will incorporate outdoor gym equipment and a waymarked route linking local playgrounds and green spaces to encourage healthier lifestyles. A consultation with residents was completed in October 2019 and demonstrated support from local residents for small groups of outdoor gym equipment in the large area of open space close to the Beckside Community Centre. The deadline for tender submissions is 18 December 2019, with an evaluation taking place in January 2020, with the aim to have the equipment installed by April 2020. In partnership with leisure providers GLL, the Council has been supporting the promotion of leisure facilities available in Windermere, Ulverston and Kendal. These have included opportunities such as outdoor swimming lessons for children, health check days for over 55’s and workplace sport torments. Corporate Health and Safety

Throughout 2019 the Council has been using the Health and Safety Strategic Improvement Plan to ensure that the health, safety and wellbeing of staff is continuously improved. This plan is regularly updated and reviewed at the Councils Internal Health, Safety and Wellbeing Board. The Council has been promoting of the Reach for Zero campaign throughout the authority to ensure that all staff regularly complete Desk Assessments and are aware of the reporting methods should a health and safety risk occur. The Health, Safety and Wellbeing Committee are continuing to meet on a quarterly basis. Each quarter a safety summary is presented to the committee to outline the accident data, what is affecting the Council, what the Council is doing well and methods to improve. Most recently the committee considered a review of the Councils Safety Management System and how to incorporate changes to make it more user friendly. A key issue has been raised by employees working in the street scene department regarding their safety when working on a highway to empty waste bins and recycling boxes. Dangerous manoeuvres by motorists puts staff at risk of injury, therefore the service has been introducing new signage on the waste collection vehicles to make drivers aware of personnel working in the vicinity of vehicles as well as using other communication tools such as South Lakeland News to highlight the risks imposed by dangerous manoeuvres to residents. The Annual Health and Safety Report has been considered at Cabinet in November and provides an overview of the Councils actions in relation to Health, Safety and Wellbeing through 2018/19. A key highlight within the annual report is that a total of 30 accidents were reported which is continuing the trend of a low number of accidents.


Council

17 December 2019

Portfolio: Economy, Culture and Leisure Portfolio

Report from: Cllr Robin Ashcroft

Portfolio Responsibilities

The Council Plan objectives as they relate to the Portfolio area of work, and cross-cutting work developed through the Local Plan and Economic Development Strategy, promoting Culture leisure activities and the arts and developing strategy for cultural assets. Working in partnership to ensure a thriving and prosperous District within the context of the wider sub- region, through effective economic development, regeneration and transport strategies. Working in partnership to ensure thriving and prosperous town centres throughout the District. Providing public realm infrastructure to promote the local economy. Promoting small businesses in both towns and rural areas The Council plan objectives in relation to promoting culture, leisure activities and the arts. To work with our cultural organisations to attract investment and to promote South Lakeland as a premier area for Arts and Events. Policies, Plans and Strategies

• Economic Development Strategy • Arts and Events • Grants Strategy • Licensing and Statement of Gambling Policies

Key Areas:

• Economic Inward Investment

• Business Support and Sector Development

• Visitor Economy

• Town Centre Planning, Car Parks and Transportation Strategies

• Markets

• Arts and Culture

• Grants

• Public Halls

• Use of community assets for the promotion of arts and culture

• Heritage and Events

• Heritage Listed Buildings and built environment

• Voluntary Sector Engagement in relation to Culture and Leisure

• Leisure and Recreation

• Licensing and Gambling

• Cross Authority Economic initiatives

Economic Inward Investment Following a full application from SLDC and the Environment Agency, ERDF funding of £5.34m was secured in March 2019 for Kendal flood alleviation measures. This overall cost of the Kendal phase is £16.3m. Planning permission was granted in June 2019 for the Kendal phase of the scheme, which is expected to be delivered in reaches by March 2022. Phase 2 of scheme will be Flood Risk Management at Burneside, Staveley and Ings, with Phase 3 upland storage continuing to be developed. The total cost of the scheme has increased to £72m and the EA’s full business case to secure the money to deliver the wider scheme is expected to be signed off by the end of 2019. A £2.35m Coastal Communities Fund bid has been successful; £1m of the ‘Experience Morecambe Bay’ scheme will be put towards Grange-over-Sands Lido and Promenade enhancements, with the further £1.35m delivering an extension of Morecambe Bay Cycleway, an extension to the Bay Cycleway electric bike network and a number of smaller scale projects around the bay led and delivered by Morecambe Bay Partnership and the Morecambe Bay Coastal Communities Team. Following the submission of an Expression of Interest for Kendal for the Future High Streets Fund, a response from the Ministry of Housing, Communities & Local Government has advised that, while not successful in the first round of bidding, it would be pass ported to the second round of the fund which will begin in early 2020, with SLDC invited to renew its bid at that time. The Economic Development Team continue to have a dialogue with landowners, agents, businesses and potential developers to bring forward allocated employment sites in the South Lakeland Local Plan. Follow up conversations are being had with respondents to the 2018 Business Premises Survey who indicated a wish to expand their business. The 2019 survey was sent in November to 4,600 businesses and responses to this will be important in informing our strategies, plans and policies for the future to enable economic growth. The Council continues to engage with Cumbria Local Enterprise Partnership and influence the development of the Cumbria Local Industrial Strategy, which is now being progressed with central government through the Department for Business, Energy and Industrial Strategy. Similar partnership working is also taking place with the Lake District National Park Authority in the

development of their Local Plan, and with the local authorities involved in the Borderlands Growth Deal. Business Support and Sector Development The Council has had continued participation in economic partnerships, including the Lake District National Park Business Task Force, Furness Economic Development Forum, Kendal and Ulverston BIDs, Kendal Futures, Bowness and Windermere Forward and Sedbergh Economic Partnership among others. SLDC has also built on its working relationships with strategic partners such as Cumbria County Council, Cumbria Tourism, Cumbria Chamber of Commerce and Cumbria Local Enterprise Partnership, attending a number of recently formed business sector panels. Following the success of the previous three year scheme, SLDC has continued its partnership with the Cumbria Chamber of Commerce, funding district-wide Business Support in South Lakeland for 2019/20. This means that businesses in South Lakeland of any size, sector and stage in life, including pre-start up, have access to business advice at no cost to them. The MintWorks continues to be a much valued business centre, operating at close to full occupancy and with its conference and meeting room facilities in regular use. Its success is inspiring consideration of similar hubs across South Lakeland, from both the private and public sectors, the next of which is planned for the renovation of South Lakeland House and Kendal Town Hall. Ulverston BID has approached SLDC with the intention to hold a ballot, inviting eligible Ulverston businesses to vote on the BID’s renewal for a further five-year term, which would run from 2 September 2020 to 3 September 2025. Upon Cabinet approval on 5 February 2020, the ballot would be held in June/July 2020. Visitor Economy SLDC has agreed, with other local authorities, to make a financial contribution to Cumbria Tourism towards STEAM (Scarborough Tourism Economic Activity Monitor) research for 2019, which measures the volume and value of tourism across Cumbria, helping to inform tourism policy and development. The latest STEAM figures for 2018 showed that South Lakeland’s contribution is by far the highest share of any of Cumbria’s districts, totalling £1.3 billion and representing 44% of the county’s total tourism revenue of £3 billion. The tourism sector supports 16,177 full-time jobs in South Lakeland, which is almost half of all the tourism–related jobs in Cumbria. Town Centre Planning, Car Parks and Transportation Strategies The Kendal Town Centre Strategy is now in an advanced stage and due to be finalised in early 2020. The strategy will set out clear guiding principles for Kendal’s future development in line with changing consumer and high street trends. This will include the encouragement of more mixed town centre uses, with more leisure, entertainment, work and living space, and less reliance on retail. The Strategy incorporates findings from the Car Parking Study, Markets Study, and the Kendal Highways and Transport Improvement Study. As the private sector-led Kendal Vision progresses through Kendal Futures, work continues to ensure that strategic work is complementary.

The Council have undertaken a car parking study of Kendal to understand where publicly available visitors, shoppers, workers and public transport car parking is under stress. The study identifies how those stresses are likely to change over time, how council car parks and other publicly owned car parks and on street car parking can be most effectively managed to maximise town centre viability and visitor spend; and to quantify the need for additional parking spaces in the context of effective parking and traffic management. Whilst this report is currently in draft and will be released in due course, actions have been taken to address some of the points in the report such as:

Acquisition of Dowker Lane Car Park

New Car Park on Parkside Road – Planning obtained and the scheme is currently out to tender.

Review of all parking signage in the Town Centre to improve visitor experience.

Installation of EV charging points throughout the District through Grant funding which was discussed at Cabinet in October 2019.

Markets Earlier in 2019 it was agreed at Cabinet to explore the potential for an innovative and experienced operator to manage Kendal’s indoor and outdoor markets as part of a two stage procurement process. As part of Stage 1 the Council investigated what interest there was in the private sector to take on the running of Kendal markets, whether that be running the markets as one or as two separate markets, understanding the financial implications this would have on our revenue budget, understanding the economic benefits that a new operator could bring to the town and investigating what social value could be added through a different operating model for the markets. On 2nd December 2019, the Council released the tender with a return date of 24th January 2019, seeking formal tenders with a view to outsource the management of the markets. The tender had been delayed following an expression of interest from Kendal seeking permission to appoint a company, co-operative or partnership who is innovative, and experienced in running markets. Arts and Culture The Council has been continuing to work closely with strategic cultural partners and organisations to encourage, support and promote culture, arts and events across the district. Close partnership working with Arts Council England and other cultural organisations has resulted in funding being secured to facilitate significant initiatives to promote South Lakeland as a leading cultural destination and premier rural area for arts, events and festivals. The Council is supporting the major capital infrastructure developments of the Wordsworth Trust ‘Reimagining Wordsworth, the new capital redevelopment of Abbot Hall Kendal and the ‘Our Digital Future’ initiative at the Brewery Arts Centre. The Council continues its work with its creative partners, Craven District Council, Lake District and Yorkshire Dales National Parks on the ‘Great Place Lakes and Dales’ initiative delivering the remaining programme and action plan to promote the development of sustainable, resilient and creative communities which will in turn retain and attract younger people to South Lakeland and Craven districts to influence, support and create our future economy.

The Council has continued to work with partners to support leading cultural events such as the Lakes International Comic Art Festival, Lake District Summer Music Festival,, Kendal Mountain Festival, Lakes Alive and the Tour of Britain where Kendal hosted the Stage 4 event finish of the cycle race on Beast Banks Kendal after it passed through several South Lakeland villages on route including Sedbergh, Barbondale and Kirkby Lonsdale. We have also continued to support significant community events and cultural initiatives such as Ulverston Lantern Procession, Printfest, Ulverston International Music Festival, Kendal Torchlight, the Ruskin Museum Coniston and Old Laundry Theatre Bowness. The Council is exploring new opportunities for cultural partnerships, initiatives and development as a cohesive part of the Lancaster South Cumbria Economic partnership initiative and the promotion of the Cumbria Public Health Strategy. Grants As agreed at Cabinet on 6 February 2019 the council reviewed grant commitments year on year to strategic cultural partners. These agreed strategic cultural partners demonstrate a high importance to the districts cultural offer. Public Halls and use of community assets for the promotion of arts and culture The Council has been supporting cultural and local events for communities through the use of public halls. Regular events held in SLDC halls include:

Weekly coffee mornings

Wedding Ceremonies

Fitness Classes

Language Classes

Financial support through the Eden and South Lakes Credit Union

Theatre performances

Magistrates and Civil Courts Heritage, Events and Heritage Listed Buildings and built environment The Burton-in-Kendal Partnership Scheme in Conservation Areas (PSiCA) is a three year programme which aims follows a programme of improvements to buildings throughout the village to preserve the heritage and stop the loss of important architectural detail. Progress includes:

The recent commencement of work on a £200k public realm improvement scheme to enhance this important space at the centre of the village and alleviate flooding problems to nearby properties.

A grant offer towards the repair of the prominent Royal Hotel property

Good progress in the preparation of a Conservation Area Management Plan and Village Design Statement.

The Council has recently given a grant to Cartmel Village Society to enable them to undertake a Conservation Area Management Plan. The aim is for this to use this plan as a supplementary planning document which will be used to inform the emerging Neighbourhood Development Plans for Lower Allithwaite parish.

Leisure and Recreation The Council has been continuing to work in partnership with GLL to provide local leisure opportunities such as exercise classes, pool facilities, gym and indoor sports facilities for communities at locations in Kendal, Ulverston and Windermere. A feasibility study is continuing in relation to Ulverston leisure Centre. The Council is continuing to liaise with user groups and GSK regarding future proposals. Once the feasibility study has been completed a formal consultation period will be held with user groups and the Town Council and once this has been concluded a report will be considered at Cabinet to formally agree the facilities mix. Licensing and Gambling As part of the Customer Connect Programme, the Licensing Service is undergoing a redesign to improve the customer journey by creating the opportunity to apply or renew a licence online. Whilst the service redesign is underway, business as usual continues. Cross Authority Economic initiatives SLDC continues to work in partnership with Lancaster City Council and Barrow Borough Council to increase the economic prosperity of the Lancaster and South Cumbria region. The three councils are working closely to develop a more sustainable economy and jointly promote the area as a place to live, study and build a career. The shared economic prospectus, outlining key strengths and opportunities, was launched at Lancaster University in June 2019, where around 100 local businesses and organisations attended who were supportive of the initiative and interested to find out more. Momentum has continued since then and conversations are now ongoing between the three authorities on the possible development of a growth deal proposal for Lancaster and South Cumbria. This ambitious plan would seek national investment for various strategically important projects to support economic vibrancy around Morecambe Bay.


Council

17 December 2019

Portfolio: Finance and Resources Portfolio

Report from: Cllr Andrew Jarvis

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

To ensure that the Council has proper arrangements in place for securing financial resilience and the management of the Council’s resources.


Medium Term Financial Strategy

Budget Framework

Procurement Strategy

Discretionary Benefit and Rate Relief Policies

Council Tax Reduction Scheme

Asset Management Strategy

Commercial Strategy

Key Areas

Strategic Finance

Budget monitoring

Treasury Management

Capital Programme

Value for money

Procurement

Savings programme

Payments and Sundry Debtors

Insurance and risk management

Benefits Administration

Council Tax Collection

Resource Management

Strategic Finance

By the end of May 2019 officers had prepared the council statutory accounts, the Statement of Accounts, in line with statutory requirements. External auditors reviewed these accounts and provided an unqualified opinion on the Council’s financial statements on 30 July 2019. External Audit was satisfied that the Council had in place proper arrangements to ensure economy, efficiency and effectiveness in its use of resources during the year ended 31 March 2019. The auditor reported that “the Council presented us with draft financial statements in accordance with the national deadline, and provided a good set of working papers to support them. The finance team responded promptly and efficiently to our queries during the course of the audit.”

Budgets and Budget monitoring

The budget for 2019/20 was set at the full Council in February 2019, with progress towards the budget formally reviewed every three months. The Medium Term Financial Plan (MTFP), which includes the Council’s Financial Strategy, looks at projected income and expenditure over the next five years and was presented at Council in July 2019.

Budget monitoring to the end of Q2 (April – September 2019) is reported elsewhere on this agenda. Although there are variances in a number of areas, overall the outturn projection if an overspend of £422k of £158k is expected to be met from savings arising from phase 2 of Customer Connect from January 2020 onwards and a further £204k of Customer Connect transition costs will now be met from the Customer Connect programme budget leaving an underlying potential overspend of £60k. Officers continue to work to identify savings in-year to offset this potential overspend.

As part of the 2019/20 budget process, further Customer Connect savings of £740k were identified. We are currently showing a saving from phase 1 of the staff programme of £582k in salary savings. Costs of Phase 2 are currently being finalised following recruitment and the full savings for 2019/20 of £740k is expected once the final structure for phase 2 is in place.

The budget setting process for 2020/21 onwards is progressing well with the preparation of the Medium Term Financial Plan (MTFP) and the approval of the Budget Strategy by Council on 23 July 2019. It was anticipated that options to deliver a balanced 2020/21 budget would be presented to Cabinet on 27 November 2019 but with the General Election being called this has now been postponed until 20 December 2019. These options will include the impact of future budget pressures and any potential recurring savings that are identified from the 2019/20 budget monitoring.

There is higher than usual uncertainty around future funding from the Government from April 2020 when the current multi-year settlement expires. The Government carried out a single-year Spending Review in September 2019 which will delay the major changes to local government funding for 12 months with the expected material drop in funding for this Council now expected from April 2021 rather than April 2020, subject to the result of the General Election. The funding for 2020/21 is now expected to be broadly similar to 2019/20 including Rural Services Delivery Grant and New Homes Bonus

Treasury Management

The Treasury Management Framework Report for 2019/20 was approved at Council in February 2019. The framework includes a Capital Strategy to clearly link a Council’s spending and financing plans for the medium/long term, by ensuring the Council have robust arrangements for investing and only borrows where it is appropriate and affordable. Finance staff will apply the investment strategy when making decisions on where, and for how long, investments are placed. Updates are included in the quarterly Corporate Financial Update reports.

Capital Programme

The MTFP includes the Capital Strategy which sets out the sources of funding of capital expenditure, any restrictions on how that funding should be applied and the process for considering new bids for the capital programme. The Property and Land Management Strategy has informed the long-term requirements and phasing for capital expenditure based on input from LSH.

A major review of phasing of the Capital Programme by portfolio holders has resulted in a major re-alignment of spend with over £10m being moved from 2019/20 to 2020/21 and later years. This more accurately reflects the balancing of timing risks across the entirety of the investment programme, enabling us to better plan our borrowing and make best use of our revenue budget.

Procurement and Value for Money

SLDC’s Sustainable Procurement & Commissioning Strategy 2019-20 was agreed by full Council in February 2019. This sets the framework for the Council to purchase goods, services, and works to deliver value for money and to meet the needs of local citizens. Officers are working on a new strategy for 2020 onwards to link to the draft commissioning framework.

The Procurement Schedule remains under regular review with additions approved by Cabinet in November 2019. The 2020/21 procurement schedule is currently being drafted. Current procurements include the arboricultural framework, Lightburn Park play area, Braithwaite Fold caravan site, Kendal markets, professional services framework and preparatory work on Kendal Town Hall/South Lakeland House and Grange Lido.

Savings programme

The Council is focused on achieving savings, primarily through efficiencies. During the budget and planning process there is an emphasis on ensuring resources are directed to priority areas in line with the Council Plan, with service efficiencies monitored and reviewed highlighting where further savings can be made. The introduction of a commissioning framework and a Commercial Strategy will help balance service demand and income generation.

The Budget Strategy for 2020/21 must concentrate on closing budget deficits from April 2021 onwards, either through increases in income or reductions in expenditure. Where capital expenditure is required or able to generate future revenue savings it should be prioritised.

The Customer Connect programme will deliver savings of £740k in 2019/20 and then on-going revenue savings, initially of £1.55m per year. There are also likely to be indirect savings as a result of new ways of working which have not yet been identified. The programme includes the preparation and implementation of a commissioning framework to review the need for services and to review how services should be provided, including de-commissioning of services where necessary.

Insurance and risk management

The Council has a Risk Management Process, which is reviewed annually by Audit Committee, which describes how the Council identifies and manages operational and strategic level risks. There were no changes required as part of the review approved by Audit Committee in April 2019. The Portfolio Holder with responsibility for risk management and the Chief Executive jointly have overall responsibility for risk management throughout the Council.

Corporate Management Team identifies and reviews existing risks and ensures mitigations to determine which risks are included on the Strategic Risk Register. Corporate Management Team reviews the risks along with corporate plan performance on a quarterly basis which are included in quarterly performance reports to Overview and Scrutiny Committee and Cabinet.

Where appropriate the Council arranges insurance to mitigate the financial impact of risks. The insurance cover and administration are set out in the Finance Procedure Rules within the Constitution. The Council concluded a procurement exercise in March 2019 for insurance for 3 years with Zurich Municipal with an option to extend for up to 2 years. This exercise achieved generated significant savings and extended cover.

Benefits Administration

The performance of the benefits team continues to maintain a high level of administration in new claims and changes in circumstances for both housing benefit and council tax reduction being processed within the target times contained in previous service plans.

The most recent new claims processing statistics are as follows:-

July 2019 – 16.7 days

August 2019 – 19.1 days

September 2019 – 16.3 days

The most recent change of circumstances processing statistics are:-

July 2019 – 3.6 days

August 2019 – 4 days

September – 4 days

The whole district now falls under Universal Credit full service. As a result of this there has been a reduction in the number of new claims made for Housing Benefit (as all new working age claimants, with exemptions, are required to claim Universal Credit for the housing element, which replaces Housing Benefit), and an increased number of claims for council tax reduction. There are currently 3024 live Housing Benefit and 4360 Council Tax Reduction claims in payment in South Lakeland. Workload has remained consistent and with additional support received, efforts have been concentrated on housing benefit overpayment recovery.

The council is continuing to work in partnership with colleagues at the Department of Work and Pensions (DWP), Citizens Advice and other partner organisations to ensure that the transition to Universal Credit for customers is as seamless as possible. The council strives to ensure that it maximises benefit entitlement through Council Tax Reduction and despite a reduction of over £20,000 in 2019/2020 Discretionary Housing Payments funding allocation, will continue to provide additional support to the most vulnerable residents.

Council Tax Collection

At the end of September 2019, council tax collection rates were ahead of target. It is expected that collection rates will remain close to target however they will continue to be monitored closely.

The most recent statistics for council tax collections rates at 30 September 2019 was 58.25%, which is 0.02% above the target of 58.23%. With additional support we have now been able to target recovery procedures.

Resource Management

The delivery of the Council Plan requires the balancing of competing demands for resources. The Council has a number of policies and strategies to guide resource allocation including:

People: Workforce Plan

Money: Medium Term Financial Plan and Procurement and Commissioning Strategy

Assets: Property and Land Management Strategy, Parks and Open Spaces Strategy

These strategies are reviewed regularly. During 2019/20 a Commissioning Framework and a Commercial Strategy are planned to complement the existing strategies.

These strategies and the Council Plan are used to assist the leadership team in preparing service activity plans.

Asset Management

The strategic land and property management board has been set up to provide clear direction on the Councils land and building portfolio and drive a 10 year programme. All future investments will be focussed on where it meets council priorities, service requirements/ efficiency or maintenance requirements. The most recent meeting sought approval from the board for the next round of Capital and Revenue Bids in line with the asset strategy. The schemes put forward will now progress for Council approval in February 2020.

The Council is continuing to explore the remodelling and reconfiguration of South Lakeland House and Kendal Town Hall as part of the Customer Connect Programme with the aim of creating a scheme which is fit for purpose, fit for the future and maximises the use of the available space. This is known as the places element of Customer Connect. Income will be generated through the rental of surplus space and the creation of a ‘Mintworks 2’ in space vacated by SLDC. Along with operational savings and the avoidance of capital expenditure this will cover the cost of the project and give and income stream to the council. As a result it is expected that the accommodation requirements will not just be reduced in terms of the number of workspaces, but the type of workspace will change with the new accommodation supporting the ways of working to move away from silo working and towards one of flexible working, where boundaries between persons doing different tasks are removed, as multi-skilled working predominates. The planning for South Lakeland House was submitted at the start of September 2019 with the Listed Building application being submitted in October 2019. It is expected that schemes will go to the November Planning Committee. The tenders continue to be prepared so that if planning is approved, we are able to proceed to tender in December 2019 with view that tenders will be returned to 31.01.20.

Work is expected to start in February 2020 for the new Parkside Road car park as will the re-surfacing works to SLDC’s car park in Grasmere. Other projects starting in the New Year include Photovoltaics to Mintworks and Town View Fields. The tender for the photovoltaic panels is currently out and work is due to start in January 2020 so that SLDC can benefit from the new feed in tariffs.

A planning application has also been submitted for the new hostel accommodation in Grange over Sands and the tenders are currently being drawn up so that work can also commence in the New Year. The new hostel will address some safeguarding concerns within the existing hostel and will offer safe family accommodation for those in need.

Grange Lido ‘Phase 1 Light touch refurbishment’ has also been submitted for planning approval. SLDC officers have been working hard to ensure that the scheme is supported by those who may wish to see a pool in the future. The scheme has been designed to accommodate a pool in the future and the design is as such that there will be minimal abortive works if the necessary Capital funds can be raised to introduce a pool on the back of a viable business case. Work is also ongoing to finish the design for the Grange Promenade. Meetings are to be held with Grange Town Council and an open day for the public to view the designs will be undertaken prior to Panning being submitted in December 2019.

The Kendal market review is underway with permission sought from Cabinet to proceed to the next stage of procurement to look for a new market management operator who is innovative and has the relevant experience to help secure the markets future and help it to become an

economic driver for the Town. Kendal market traders have expressed an interest in running the market as a co-operative and therefore SLDC has delayed the tender in order to give the trader’s time to form a co-operative and to prepare a bid for submission.


Council

17 December 2019

Portfolio: Health, Wellbeing and Financial Resilience Portfolio

Report from: Cllr Suzie Pye

To work with other tiers of government, community groups and other relevant partners to enhance the health and wellbeing of residents.

Alleviate the harmful effects of poverty in the District, looking at issues to address those who are disadvantaged.

Working with key partners with regards to welfare reforms.

Nominated representative on the Health and Wellbeing board as appropriate.

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

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

Polices, plans and strategies

Community Strategy


Cumbria Joint Public Health Strategy

Community Safety Plan

Key Areas

Public Health

Community Development

Crime and Disorder Reduction Strategy

Voluntary Sector in relation to Public Health and Wellbeing Sector

Health and Safety

Poverty alleviation

Young People/ projects

Public Health

The Cumbria Public Health Strategy has been created by Cumbria County Council to encourage collaborative working themes to improve resident’s health across Cumbria. The document focuses on the wider determinants of health.

South Lakeland District Council has adopted this strategy as part of our policy framework with the aims of improving health outcomes.

Across 2019/20 the Council is continuing work with partners to develop an approach to implement the strategy.

In December 2018 the Council achieved a bronze award in the Better Health at Work scheme, which recognises the achievements or organisations in promoting healthier lifestyles and considering the health of their employees and helps them move forward in a structured and supported way.

Following this success, the council will be working towards achieving a silver award which builds upon the basics of the Bronze level however takes a more holistic view of the workplace. This would include:

Encouraging physical activity across the workplace

Developing and implementing health related policies

Participating in regional or local health campaigns

Provide information to contractors and visitors in relation to health issues

Community Development and Voluntary Sector in relation to Public Health and Wellbeing Sector

The breastfeeding friendly scheme is continuing to be successful in supporting mothers across the district to feel comfortable breastfeeding at a variety of premises. Over 70 businesses within South Lakeland have displayed a sticker in their windows to show that they welcome and support breastfeeding families.

The Councils ‘Fill Up’ scheme is continuing to be successful across the district by encouraging businesses to display a sticker in their window to identify that they will fill up re-usable water bottles for free. Not only is the scheme desgined to reducing plastic waste it also encourages the public to drink more water.

As identified in the Customer, Commercial Services and People portfolio holder report the Council has been working with a variety of community groups across the district to improve local play areas. The improvement of parks such as Abbot Hall, Maryfell, Rayrigg Meadow and Millerground are encouraging young families to utilise the facilities avaliable which in turn supports their health and wellbeing.

Crime and Disorder Reduction Strategy and Young People/ Projects

The South Cumbria Community Partnership (CSP) plan 2019/20 utilises effective collaboration between South Lakeland District Council, Barrow Borough Council, Cumbria Constabulary and partner agencies including Safer Cumbria. The CSP has a total of £20,000 for supporting projects which aim to prevent crime falling under one of the priorities below.

The five priorities for 2019/20 are:

1. Protecting vulnerable adults 2. Domestic abuse 3. Substance abuse and drug supply 4. Violent crime 5. Anti-social behaviour

The CSP is supplemented by the Kendal Local Focus unit which is a multi agency monthly meeting looking at local crime incidents and trends with a problem solving, collaborative approach. Any issues which require small pots of funding are taken to the CSP for approval. Agencies who have projects centred around crime prevention are expected to attend the Hub to discuss, before submitting a funding bid to the CSP.

The CSP has recently part funded project from Brathay Trust which will provide a combination of one-to-one interventions and detached youth work to intensively support 50 vulnerable young people between the ages of 12 and 16 who are at risk of:-

Grooming and forms of exploitation such as criminal exploitation

Committing anti-social behaviour

Committing violent crime

Are experiencing (or have experienced) domestic abuse

This project has been strongly supported by the police and Cumbria County Council targeted Youth Support Team.

The CSP has also recently approved an application of a new funding bid to the Arts Council to continue the highly successful Applied Theatre in Cumbria (ATiC) project which delivers high quality impact drama and workshops to young people in schools on current issues.

The County Lines production earlier in the year saw 80% of students saying the performance has made them think differently about the decisions they make in the future.

Health and Safety

The Council has a duty to protect the health and safety of the residents and visitors within South Lakeland where possible. The Food and Safety officers within the council are responsible for health and safety in:

Offices

Shops

Hotels

Guest houses

Catering services

Care homes

Warehouses

The Council has been continuing to inspect workplaces to ensure they are obeying the law and help employers to understand the importance of health and safety and investigate any accidents or complaints reported.

The council currently enforces health and safety across approximately 2300 premises within South Lakeland. Since April 2018 the service have received 174 requests for health and safety, 157 accident notifications, 6 asbestos notifications and have taken 152 Food Samples.

The Council enforces a total of 1864 premises for food safety across the district, of which 84% of premises that have a food hygiene rating are rated as 5.

Between 1 April 2018 and 31 March 2019 the service inspected:-

100% of A rated Food Premises

100% of B rated Food Premises

92% of C rated Food Premises

90% of D rated Food Premises

88% of E rated Food Premises

The number of food businessed within the district that have a rating of 3 and above for 2018 to 2019 was 99%. Since April 2018 there has been a total of 24 new Approved Food Premises in our area.

Between 1 April 2018 and 31 March 2019 the service had received 693 food requests and completed a total of 894 food hygiene inspections.

Poverty alleviation

The Building Finanical Resilence (BFR) Group has been working to address the actions identified within the action plan and has made excellent progress.

The action plan has been broken down into 5 different task group areas which focus on actions under different aims:-

1. Increase partner collaboration and publicise support available to the public 2. Build local wealth 3. Increase access to skills and education 4. Reduce fuel poverty 5. Food waste and re-distribution

With the support from partners, SLDC have created a BFR webpage which includes support mechanisms for members of the public to access.

Working alongside Cumbria Tourism, in October 2019 a new scheme was introduce as part of My Cumbria card holders which allows 1/3 off off-peak single or day return bus tickets for journeys on Northen services within Cumbria (including Silverdale, Carnforth and Lancaster).

The Council is looking to work alongside to coordinate a campaign to promote and increase spending with local independent businesses. A message which will help underpin the campaign is that if every adult in South Lakeland spent just £5 extra per week locally it would be worth an extra £27m each year to the local economy.

Following the successful launch of the LEAP scheme to tackle fuel poverty in South Lakeland in November 2018, a total of 113 visits have been completed with a grand total of savings of £139,165.89 (from Oct ’18 to April ’19).

In association with Department of Work and Pensions (DWP), SLDC held a private landlord forum at Kendal College in March 2019 to raise awreness for private landlords surrounding the support that they can receive from universal credit, and how they may be able to help their most vulnerable tenants to safeguard their tenancies.

At the next BFR meeting the group will look at the latest figures, issues and trends in South Lakeland and re-focus its efforts to areas where it can add the most value.


Council

17 December 2019

Portfolio: Housing and Innovation Portfolio

Report from: Cllr Jonathan Brook

The development and implementation of the Council Plan.

The Council Plan objectives in relation to improved customer engagement and communication

Implementing of the Local Plan housing objectives.

Working in partnership to improve the standard, availability and affordability of housing in the

District to meet local needs, championing these issues at national, regional and sub-regional

level.

Looking at innovative ways of working.

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


Council Plan

Local Plan (including Development Management Policies)

Housing Strategy and Policy (including Choice Based Lettings Allocation Policy)

IT/Information/E Government Strategy

Key Areas

Council Planning

Customer Connect Programme (Strategy)

Development Management and Building Control

Housing Options and Homelessness Prevention

IT Services

Strategic Housing and delivery (including Housing Enabling and Housing Grants)

Council Planning The review for the 2020 Council Plan has been undertaken which involved discussion with key stakeholders, a reflection of key strategic documents, emphasis of the digital transformation and how the transition will support the way we interact and deliver services for our customers, whilst focusing on the alignment of the medium term financial plan against the priorities. The Cabinet and Leadership team met in early September to review the process. Overview and Scrutiny Committee considered a draft 2020 Council Plan in October 2019 where the suggested to incorporate enabling sustainable transport. The 2020 Council Plan is being considered at this Council meeting. The aim of the plan is to set out the Councils vision and priorities whilst closely linking to the Medium Term Finanical Plan. The Council Plan has been desgined to provide strategic direction for policies, underpins the authorities influencing activity with Central Government and partners and enables councils activity to be focused on strategic objectives. Customer Connect Programme (Strategy) The implementation of the Customer Connect Programme has been ongoing since September 2016 and is divided into three main elements; Digital, People and Place. The people element is now being led by the Customer, Commercial Services and People Portfolio Holder and the Places element is being led by the Finance and Assets Portfolio Holder. A successful briefing session for all councillors took place in June 2019, which 15 Councillors attended to receive a full update on the each element of the programme. Since the most recent portfolio update the digital platform is continuing to develop and the digital work streams are still underway to develop and deliver the digital platform, becoming available in 2020. The development of online forms for missed bins, bulky waste, request for replacement equipment and compliments, comments and complaints is near completion with customer testing taking place. Development Management and Building Control Significant progress has been made moving through our enforcement enquiries that are live having reduced from 300 in November 2018 to 169 active case as of 26/11/2019. This demonstrates and increased efficiency for dealing with enforcement issues that arise. Quarter 3 performance for major planning application within time was 100% and 92% for minor and householder application dealt with within time. This represents a significant improvement from historic performance. Planning income is projected to be on target for the financial year. Housing Options and Homelessness Prevention Since 2012/13 the number of homelessness presentations have increased from 380 to 605 2018/19. The Council has introduced a target measure of the number of homelessness

households living in temporary accommodation will be no more than 20 at a time. The highest number of households in Temporary Accommodation at any one time was 22 which was in quarter 2. In order to support the reduction of the homelessness households living in temporary accommodation, the Council has introduced the Homelessness Strategy 2019/2024 which identities four key priorities:

Homeless prevention

Increasing the supply of settled accommodation

Ensuring appropriate support is available

Tackling complex needs The council is working towards achieving the strategy’s actions:

Working with private rented sector to secure accommodation for people in housing need/at risk of homelessness;

Bringing empty homes back into use by implementing the Empty Homes Strategy and Action Plan;

Working with public sector bodies and churches to identify any potential sites that could be used for affordable or supported housing;

Using housing renovation grants to enable potential new schemes suitable for tenants with specific needs;

Working with providers to enable a shared housing scheme in South Lakeland for young people;

Working with housing associations to develop new affordable homes with the help of low-cost loans.

In the second quarter of 2019/20 107 people accessed the homelessness service provided by the Council. The has reduced from 153 in the first quarter. The Council is continuing with its plan to create new temporary accommodation in Grange over Sands and Kendal to support those accessing the service. A County wide bid for funding from the Ministry for Housing, Communities and Local Government (MHCLG) to tackle rough sleeping was successful, with South Lakeland receiving funding for:

A part time Private Rented Sector Officer who is identifying landlords and properties that could offer sustainable move on accommodation for rough sleepers, those at risk of rough sleeper or as move on from the Hostel.

A part time Rough Sleeping Co-ordinator who will be looking at levels and causes of rough sleeping and developing positive pathways for referrals into other services as well as developing a strategic approach through the development of a County wide Rough Sleeping Strategy.

A part time Support Work who will support residents in maintaining their tenancies.

All of these posts show a commitment to working in partnership with others across the County. The Private Rented Sector Officer also works part time in Eden DC in the same

role, the Rough Sleeping Co-ordinator whilst a County wide post will primarily be looking at the distinct issues faced in South Lakeland and Barrow, and the hours for the Support Worker post have been increased by Impact Housing who is employing on behalf of the Authority.

The Council is continuing to enable the reduction of empty homes by 20% by 2025 through

targeted interventions. In quarter two 2019/20 the number of empty homes had reduced to 951

from 1037 in 2012.

Strategic Housing and delivery (including Housing Enabling and Housing Grants) Since 2014 to 31 March 2019 the council has supported the delivery of 464 homes to rent and 121 affordable homes to buy. These figures show the Council is on target to deliver 1,000 affordable homes to rent by 2025. Since 2014 to 31 March 2019 the Council has supported the delivery of 468 homes to rent and 128 affordable homes to buy. These figures show that the Council is on target to deliver 1000 affordable homes to rent by 2025. The Council supports the delivery of extra care housing and a new 104 unit scheme has now started on site in Oxenholme by Housing 21. This includes provision of 29 affordable rented units and 43 shared ownership units. Working with partners such as Highways England, Cumbria LEP and Housing Developers the development of the Cross-a-moor roundabout is on track. Highways England are continuing to work up a design and land assembly. Barrow Borough Council is leading on the Private Sector Stock Condition survey which is being carried out using a new methodology by the Building Research Establishment. Eden District Council and Cumbria County Council, SLDC have jointly commissioned this survey. The £2.36 million Community Housing Fund designed to help tackle the problem of high levels of second home ownership is broken down into two available grants.

CLH Capacity Building Grant

CLH Scheme Grant The fund can be used to enable the delivery of new community-led housing schemes. Schemes supported by this funding are currently underway in Helsington, Ulverston, Levens and Windermere. The Arnside and Silverdale Area of Outstanding Natural Beauty Local Plan which was adopted in March has received the Royal Town Planning Institute Award for Planning Excellence, ahead of the Manchester Northern Gateway, Windermere Jetty, Preston Bus Station and the Knutsford Neighbourhood Plan. A project plan has been completed for delivery of the new local plan. The plan will now cover the period up to 2040 and will be adopted in 2023. Early engagement is proposed early in the spring with the publication of a draft plan in 2021.

The governance arrangements for Community Infrastrucutre Levy (CIL) are now well advanced and the council is expecting expressions of interest for the first tranche of projects. A total of £655,000 is now available to support strategic projects and £117,000 has been paid to Parish and Town Council to support local projects. Cumbria County Council (CCC) have now completed the Kendal major infrastructure study. The Kendal Northern Relief Road has been identified as a potential improvement in the Transport for the North – Strategic Transport Plan and Cumbria County Council are seeking funding to prepare an outline business case. IT Services The IT service is continuing to focus on the delivery of Customer Connect through the preparation of the Enterprise Digital Platform to support single customer records and online accounts. Internal testing of the platform has been undertaken and all key components of the technology map are in place. We are moving forward to prepare the systems to support a launch sometime in the new year, we are working to configure the platform to support new processes in line with the Minimum Viable Product definition, this effectively is the minimum requirements which need to be met before a launch of the new services can take place. Consultants from Ignite and other Internal Business Analysts are part of the team working with staff from the Shared ICT Service on this. There is other work being done to develop the technology and data to support the requirements of Customer Connect, this work includes:

Data Cleansing of Geographical Information to support more efficient ways of working across the council where GIS data is used

A new data management system has been produced to support a much improved operation specifically for Waste Collection and StreetScene. This will also facilitate enhanced information being presented to customers in relation to bin and recycling collection dates

Procurement has started to procure a new Planning, Building Control and Land Charges System. It will also cover other areas such as Street Naming and numbering, Planning Policy and Community Infrastructure Levey

We have installed a new telephone call handling system to support new ways of dealing with phone calls from customers, final design requirements are being considered before this is made live.

We are continuing to make progress with the implementation of the Revenues and Benefits system, Capita have made enhancements to the way their system operates to help this. There is much more to do but we are making progress.

All of the above is being done for both Eden and SLDC Outside of the Customer Connect programme, the Shared ICT Service has to maintain a full Business as Usual operation for both SLDC and Eden, this work includes the following:

Upgrading of all laptops to windows 10, replacing windows 7 which goes end of life in Jan 2020

Upgrading some of our older Servers from Windows 2008 which goes end of life in Jan 2020

Upgrading our older Database systems from SQL 2008 which went end of life earlier in 2019

Upgrading of the SLDC Cash receipting/Payment system has been completed

We are in the process of replacing the technology in the Data Centres of both Eden and SLDC, this will improve performance by replacing aging equipment. This is part of the rolling IT replacement programme.


Council

17 December 2019

Portfolio: Promoting South Lakeland Portfolio

Report from: Cllr Giles Archibald

Working with partners and stakeholders in the public, private and voluntary sector, at national, regional and sub-regional level. To act as an ambassador and advocate for the Communities of South Lakeland.

To represent the Council on local and other strategic partnerships including nominated representative on the Cumbria Local Enterprise Partnership as appropriate.

Delivery of the Council Plan objectives in collaboration with Portfolio Holders


Communications Strategy

Emergency Plan

Equality, Diversity and Inclusion Strategy

Performance Management

Key Areas

Community strategy/area planning/development of recovery group

Emergency Planning

Local and Cumbria Wide Strategic Partnerships

Media and Communications


Relationships with Government Departments, and other relevant authorities at a sub-regional, regional and national level

Community strategy/area planning/development of recovery group

The Council has been continuing to work in close partnership with the Environment Agency (EA) to develop and implement Phase 1 of the Kendal Flood Risk Management Scheme plans to adapt the local infrastructure in order to protect communities against the risks associated with Climate Change. Phase 1 of the scheme will deliver an appreciable net gain in biodiversity.

The Development Management Policies Development Plan Document (DPD approved by the Council is continuing to be used to support planning applications. The DPD include guidance policies on flood risk management, key infrastructure, open spaces, trees and landscaping.

Emergency Planning

South Lakeland District Council has been supporting Community Resilience Groups to ensure at the earliest opportunity, they receive situational awareness information where possible prior to the emergency.

The Council is supporting the work of the Resilience Unit to provide a new online facility called ‘Support Cumbria’. Testing is now in the final stages. ‘Support Cumbria’ will allow Community Resilience Groups to upload their emergency plans and update their contact details. Also significantly ‘Support Cumbria’ will also allow the public and organisations to register offers of support and goods - following a crisis the public may be directed to this site to register their offers of support.

Business Continuity Planning is continuing for the EU-Exit. South Lakeland District Council is as well prepared as it can be for Brexit, recognising that there are enormous uncertainties about the timing, scale and wider impacts of what will be an immense and unpredictable change for the country as a whole and we are working closely with partners to ensure that as far as possible, adverse impacts on the district are minimised, and favourable impacts are maximised.

Critical services across the Council have been involved in identifying potential risks and their mitigations where possible. Along with other Local Authorities the Council is continuing to escalating potential issues to MHCLG for advice and clarity.

Local and Cumbria Wide Strategic Partnerships

The Council is continuing to develop the Lancaster and South Cumbria Economic Region to increase economic prosperity across the Morecambe Bay footprint. The three Councils have been engaging with Cumbria and Lancashire LEP’s, as well as County Councils to shape and influence the economic influence of the Bay area. A launch event was held in June 2019 where representatives from a variety of businesses across the Bay area attended to learn more about the intentions of the initiative.

A growth bid for the area is in the process of formulation and the hope is that we will have the opportunity to discuss this topic with government.

The three authorities recently met with Andy Burnham to discuss our aspirations and seek his support and influence in driving the initiative forward.

As Leader, I am acting as Chairman of the Ideas and Innovation Strategy Group as part of the Cumbria LEP.

I have been attending the Cumbria Leaders Board (CLB) and Joint Districts Board to discuss the key issues across Cumbria and seek partnership working to implement resolutions. The CLB agenda is now focused on strategic issues of importance to residents of the county such as climate change, housing, wellbeing and addiction.

A Climate Change Sub Group has been created which is looking at the actions Cumbria can take as a whole to reduce the effects of climate change which the Cumbria Leaders will feed into and drive forward. I and the Climate Emergency and Localism Portfolio Holder recently met the Deputy Chairman of Lake District National Park to discuss biodiversity and ways of enhancing and encouraging this across the district.

I have been appointed to the District Council Network Members Board and have taken on the role of ‘Lead’ of the ‘Better lives’ work stream. The meeting is scheduled to take place in January 2020.

Working with Cllr Dyan Jones in her portfolio responsibilities for Localism, myself, the Deputy Leader and other Cabinet Members have met with a number of Town and Parish Councils to identify ways of effective collaboration.

Media and Communications

The Council has been continuing to keep residents and stakeholders up to date of the council’s activities through a variety of communication channels i.e. Social Media, Newspaper, and Website.

South Lakeland News is being distributed to each household with South Lakeland, covering around 52,000 properties. The most recent edition of South Lakeland news was distributed across South Lakeland in December 2019 which emphasised the impacts of Climate Change and encouragement to residents to recycle. There was also an inclusion to warn drivers of the dangers of passing collection vehicles in an unsafe manner.

Regular internal messages relating to Customer Connect are include on the Intranet page, which is accessed by employees and Councillors. These updates provide information on the ongoing programme progress, training and support opportunities and organisational changes.

As the Customer Connect Programme develops and introduces the areas which will enhance customer’s access to Council Services, the communications team will updating customers and stakeholders. This will include access to online payments, 24 hour access to services etc.


The Performance Management for 2019/20 has been focusing on the Council Plan measures of success to monitoring progress towards the priorities for South Lakeland for example:

Business start-ups in South Lakeland were the highest in Cumbria for 2018/19 at 76.5 per 10,000 working age residents

The Council is on target to deliver the 1,000 new affordable homes for rent by 2025 with a cumulative total of 468 since 01/01/14

For 2018/19 the total carbon emitted was 2,996 tonnes, which is a reduction of 166 tonnes from 3,162 tonnes at 31 March 2015.

Life Expectancy in South Lakeland is higher than the UK’s average at 85.0 years for women (UK 83.1) and 82.2 years for men (UK 79.6).

The Council Plan performance measures are continuing to be reported on a quarterly basis and all statistics are readily available to view via the Councils website.

Relationships with Government Departments, and other relevant authorities at a sub-regional, regional and national level

The Council has been continuing to raise concerns to government offices and other relevant authorities surrounding the issues that cause difficulties for the district.

Recently I wrote to government ministers highlighting the positive work the authority is undertaking in order to reduce the impacts of climate change. The letter requested that government reviews Part L of the Building Regulations to encourage all new developments to be zero carbon. It should also make clear that national housebuilders should be reviewing their standard house types now. I received a response from Rt Hon Kwasi Kwarteng MP which I am happy to share with councillors upon request.

In collaboration with other Cumbria District Leaders we wrote recently wrote to the Leader of Cumbria County Council to express our concerns surrounding the proposed reduction of supporting people funding.

As leader, I also met with the Director of the Northern Powerhouse to discuss the Lancaster and South Cumbria Economic Region. Representatives from the Northern Powerhouse have also met with the Leaders and Chief Executives from the other three authorities and have identified support methods moving forward.

A Rural Services Network meeting was held in London in June which I attend alongside representatives from other rural authorities from across the country. A discussion was held in relation to the creation of Local Industrial Strategies and the House of Lords Select Committee recommendations on the rural economy. The Council has volunteered to host the Rural Strategy Roadshow in Kendal which took place on 17 October 2019.

In partnership with the Leaders of the Oppositon parties we recently wrote to Professor Manning to express our concerns regarding the imposition of a minimum salary threshold of £30,000 and the serious harm this would impose to both the economy of South Lakeland and the wider social wellbeing of South Lakeland.