Council Plan Delivery Plan 2024 to 2025
Council Plan Delivery Plan 2024 to 2025 bbulmanCumberland Council Plan Delivery Plan 2024 to 2025.
Introduction
IntroductionThe Cumberland Council Plan 2023 to 2027 sets out the ambitions for the Council in five strategic themes:
- improving health and wellbeing
- addressing inequalities
- local economies that work for local people
- environmental resilience and climate emergency
- delivering excellent public services
In the first months of the council we have focussed on integrating four councils into one, stabilising the organisation to ensure that our services continue to be delivered effectively for all of our communities. We have also taken opportunities to deliver on some early priorities such as implementing a new model for working with our communities through our Community Panels and Networks; developing a framework to guide how we will put health and wellbeing at the heart of what we do; and adopting a strategic food framework to champion the Right to Food and support the local food economy to be inclusive, resilient, sustainable, and fair for everyone.
We have begun developing our transformation plans to ensure that we can begin our transformation journey and achieve our goal of achieving long-term financial sustainability, and delivering high-performing services for our residents through implementation of an effective operating model.
The Delivery Plan builds on this early work and describes the key activity that we will deliver over the next 18 months to meet the priorities, objectives and ambitions set out in the Council Plan. This provides clear details on what we are going to do and when we are going to do it.
This Plan will be how we measure the progress we are making over the first two years of delivering the Cumberland Council Plan. A report describing progress will be presented quarterly to the Executive and to Overview and Scrutiny Committees alongside a set of metrics contained within a strategic performance framework.
The Delivery Plan outlines programmes and projects that will be initiated in the first year of the new council to deliver the Council Plan ambitions. It also includes programmes started by the previous councils that now form Cumberland Council and continue to be key to the success of our area. This is in addition to the daily delivery of all the Council services, which are equally important but often less visible.
As we continue to form the new council other programmes and projects will be initiated following the development of more detailed strategy and policy. Programmes and projects may also be developed to respond to legislative change, organisational opportunity and risk.
Throughout 2024 and 2025 all services across the council will still have significant volumes of work to do to harmonise policies, procedures, contracts and working practices across the new organisation.
It is through this Plan that we will strive to make everything we do the best that it can be. As we said in our Council Plan we are prepared to be broad in our thinking and try new ways of working where appropriate. We accept that in doing this we won’t get everything right all the time, but we will learn our lessons quickly and effectively.
Improving health and wellbeing
Improving health and wellbeingPromoting prevention, collaboration and active lifestyles to improve health and wellbeing for everyone in Cumberland
Every aspect of life - education, childcare, housing, employment, lifestyle, the quality of the local environment, and the type of community we live in - can affect our health and wellbeing at any point through our lives. We see this through stark health inequalities in Cumberland where our different communities can have very different outcomes. Overall the health of people in Cumberland is generally worse than the national average with higher than national average rates of deaths from of those aged under 75 from preventable causes, as well as high rates of suicide, particularly in males. Smoking remains a stubborn problem in some places along with other addictions. We have an ageing population (with a growing proportion of residents aged 65+) and higher than national average rates of people with a lifelong limiting condition. At the other end of the life course, we have higher than the England average rates of obesity in children when they start school.
We have placed improving health and wellbeing at the heart of everything we do. We recognise how fundamental health and wellbeing are to everyone’s lives and life chances and want to ensure that:
- our children benefit from the best possible start in life
- our residents can live independently, age well and die well
- underlying causes of health inequalities and the wider determinants of health and wellbeing are addressed and prioritised
- regardless of age our residents lead healthy lifestyles with access to quality leisure provision and green spaces
Outcome measures
Successful delivery of the activities set out will help us make progress towards achieving our long-term aims for improving health and wellbeing in Cumberland. Alongside these activities we will track a number of outcome measures over the life cycle of the Council Plan to help us assess the impact that our work in partnership with others is having. We want to see:
- improving trends in healthy life expectancy and reductions in inequalities in healthy life expectancy
- a reduction in the percentage of children who are overweight at Year 6
- an increase in the percentage of physically active adults and children
- reducing trends in preventable deaths, in particular suicide and drug related deaths
- improvements in educational attainment and progress
|
Key activity |
Target timescales |
Lead roles |
|---|---|---|
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Develop Cumberland Multi-Agency Family Wellbeing Partnership to address Early Help and Prevention and partnership Family Wellbeing Plan |
April 2024
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Director of Children and Family Wellbeing Portfolio Holder for Children, Family Wellbeing and Housing |
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Establish Early Help Service and develop EH Strategy |
March 2024 |
Director of Children and Family Wellbeing Portfolio Holder for Children, Family Wellbeing and Housing
|
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Produce Cared for Children Strategy Delivery Plan |
February 2024 |
Director of Children and Family Wellbeing Portfolio Holder for Children, Family Wellbeing and Housing
|
|
Open Family Hub in Whitehaven and deliver national Family Hub pilot across Cumberland |
April 2024 |
Director of Children and Family Wellbeing Portfolio Holder for Children, Family Wellbeing and Housing |
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Delivery of Transformation Programme on Family Wellbeing (including a programme to review model of delivery of 0-19 Healthy Child programme (HCP) and the Child and Family Support Service (CFSS)
|
March 2025 |
Director of Children and Family Wellbeing and Director of Public Health and Communities Portfolio Holders for: Children, Family Wellbeing and Housing; Adults and Community Health |
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Work with anchor institutions to support and fund programmes that support Family Wellbeing and the aim of ‘Giving every child the best start in life’. |
April 2025 |
Director of Children and Family Wellbeing and Assistant Chief Executive Portfolio Holder for Children, Family Wellbeing and Housing |
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Implement a programme to embed health and wellbeing thinking throughout council policy and practice |
March 2025 |
Director of Public Health and Communities Portfolio Holder for Adults and Community Health |
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Develop a population health approach as part of the Workington Health and Care Integration pilot |
March 2024 |
Director of Public Health and Communities Portfolio Holder for Adults and Community Health |
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Further develop and integrate Social Prescribing services across Cumberland |
March 2024 |
Director of Public Health and Communities Portfolio Holder for Adults and Community Health |
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Continue to deliver the Live Longer Better in Cumbria Programme |
March 2025 |
Director of Public Health and Communities Portfolio Holder for Adults and Community Health |
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Improve the reablement offer across hospital and community pathways |
June 2025 |
Director of Adult Social Care and Housing Portfolio Holder for Adults and Community Health |
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Put in place a harmonised, consistent Cumberland-wide Disabled Facilities Grant offer |
March 2025 |
Director of Adult Social Care and Housing Portfolio Holder for Adults and Community Health |
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Improve drug and alcohol preventative activities through:
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March 2024 |
Director of Public Health and Communities Portfolio Holder for Adults and Community Health |
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Tackle smoking addictions through:
|
Sept 2024 |
Director of Public Health and Communities Portfolio Holder for Adults and Community Health |
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Recommission the GP and Pharmacy Outcomes Framework |
March 2024 |
Director of Public Health and Communities Portfolio Holder for Adults and Community Health |
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Recommission sexual health services |
Sept 2024 |
Director of Public Health and Communities Portfolio Holder for Adults and Community Health |
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Develop a strategic action plan for suicide prevention |
Sept 2024 |
Director of Public Health and Communities Portfolio Holder for Adults and Community Health |
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Develop a strategic action plan for mental health |
Dec 2024 |
Director of Public Health and Communities Portfolio Holder for Adults and Community Health |
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Develop a strategic partnership plan for Community Safety |
March 2024 |
Director of Public Health and Communities Portfolio Holder for Sustainable, Resilient and Connected Places |
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Develop an Active Wellbeing Strategy and service delivery approach to transition from existing traditional leisure service provision. |
March 2024 |
Director of Place, Sustainable growth and Transport and Director of Public Health and Communities Portfolio Holder for Vibrant and Healthy Places |
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Continued implementation of the Active Cumbria 5 Year plan to address inactivity and to improve participation levels for children and young people and adults. |
March 2025 |
Director of Public Health and Communities Portfolio Holder for Adults and Community Health |
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Develop an Adult Social Care Plan which includes a focus on promoting healthy lifestyles such as access to leisure, learning and employment opportunities |
March 2025 |
Director of Adult Social Care and Housing Portfolio Holder for Adults and Community Health |
Addressing inequalities
Addressing inequalitiesAddressing systemic inequalities and making Cumberland a fairer place
Inequality is a significant challenge for Cumberland and continues to hold people back from reaching their true potential. Whilst on the face of it many of Cumberland’s statistics can look quite ‘average’ compared to national figures, we know that this masks some stark differences across our communities. And these have real day to day impacts on peoples’ lives and livelihoods. 14 communities in Cumberland fall within the 10% most deprived of areas in England. It is generally in these more deprived areas that unemployment and crime rates are higher, while household incomes and educational attainment are lower and health outcomes can be poor. We also have 10 communities that are classified as being in the 10% least deprived nationally. Overall 18% of children in Cumberland live in relative low-income families, a bit lower than the national average, but there are some wards where levels of child poverty are up to one and half times the national average. Housing costs and affordability are a real issue for some of our communities. Given these existing inequalities and the ongoing impact of the cost of living crisis we have a key focus on food security and the food system.
We will work with residents and partners to challenge entrenched issues in areas such as health, education, life expectancy and deprivation. We will also take a proactive approach to delivering the public sector equality duty. We want to ensure that:
- we collaborate with partners to ensure residents can access the support and services that they need, when they are needed
- we provide and enable a range of accommodation and housing to meet the needs of our residents
- our communities have the means and ability to confidently participate in the local decision-making process
- we are addressing the issues that impact on our most vulnerable residents’ lives before they become a crisis, such as access to food and debt management
- our residents benefit from a wide variety of support and training to access a wide variety of economic opportunities
Outcome measures
Successful delivery of the activities set out will help us make progress towards achieving our long-term aims for addressing inequalities in Cumberland. Alongside these activities we will track a number of outcome measures over the life cycle of the Council Plan to help us assess the impact that our work in partnership with others is having. We want to see:
- a reduction in the percentage of children living in relative low-income families
- a reduction in the percentage of children needing a statutory service
- a reduction in the percentage of children eligible for free school meals
- fewer households in fuel poverty
- more affordable and suitable homes available
|
Key activity |
Target timescales |
Lead roles |
|---|---|---|
|
Develop a Cumberland Community Vision and Strategy working closely with our communities to set out a shared long-term vision for our area |
March 2025 |
Assistant Chief Executive Leader of the Council |
|
Develop and implement an approach to co-production and equality of access in social care services |
March 2024 |
Director of Adult Social Care and Housing Portfolio Holder for Adults and Community Health |
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Develop a policy statement setting out the Council’s cross-cutting approach to addressing inequalities across Cumberland, which builds on the findings and recommendations of the Health Inequalities Commission |
April 2024
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Assistant Chief Executive Portfolio Holder for Governance and Thriving Communities |
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Develop Equality Objectives for 2024-28 |
April 2024 |
Assistant Chief Executive Portfolio Holder for Governance and Thriving Communities |
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Implement the Cumberland food partnership and strategic framework |
June 2025 |
Director of Public Health and Communities Portfolio Holder for Governance and Thriving Communities |
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Deliver auto-enrolment for Free School Meals |
September 2024 |
Director of Public Health and Communities Portfolio Holder for Governance and Thriving Communities |
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Develop a Poverty Strategic Action Plan |
March 2024 |
Director of Public Health and Communities Portfolio Holder for Governance and Thriving Communities |
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Develop a strategic action plan to build on the findings of the migrant and asylum seekers Health Needs Assessment |
October 2024 |
Director of Public Health and Communities Portfolio Holder for Governance and Thriving Communities |
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Deliver a Holiday Activity and Food programme |
March 2025 |
Director of Public Health and Communities Portfolio Holder for Children's, Family Wellbeing and Housing |
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Deliver an Inclusion Plan that meets demand for Special Educational Needs and Disabilities, Education Health and Care Plans and Alternative Provision |
June 2025
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Director of Children and Family Wellbeing Portfolio Holder for Lifelong Learning and Development |
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Develop Home to School Transport Policy in Co-production with schools, parents and the supply chain |
September 2024 |
Director of Children and Family Wellbeing Portfolio Holder for Lifelong Learning and Development |
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Reform Home to School Transport provision for children with special educational needs and disabilities to promote independent and active travel based on Home to School Transport Policy. |
September 2025 |
Director of Children and Family Wellbeing Portfolio Holder for Lifelong Learning and Development |
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Complete a Housing Needs Assessment and stock condition survey for Cumberland |
December 2024 |
Director of Adult Social Care and Housing Portfolio Holder for Children's, Family Wellbeing and Housing |
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Develop a Cumberland Homelessness and Rough Sleeping Strategy |
March 2025 |
Director of Adult Social Care and Housing Portfolio Holder for Children's, Family Wellbeing and Housing |
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Develop a Supported Housing Strategy for Cumberland |
March 2025 |
Director of Adult Social Care and Housing Portfolio Holder for Children's, Family Wellbeing and Housing |
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Support the Refugee, Evacuee and Migration Board in its efforts to secure safe and healthy accommodation |
January 2025 |
Director of Public Health and Communities Portfolio Holders for Governance and Thriving Communities, Children's, Family Wellbeing and Housing |
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Develop an accessibility strategy to existing buildings and services for all |
September 2025 |
Director of Place, Sustainable Growth and Transport Portfolio Holder for Policy and Regulatory Services |
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Roll out a new Community Engagement Framework to ensure that the council is listening to, involving and engaging with communities |
April 2024 |
Director of Public Health and Communities Portfolio Holder for Governance and Thriving Communities |
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Develop a new service delivery model, which encourages strength based working approaches, supports resilient communities and empowers residents to shape services, with a broad suite of inclusive engagement mechanisms, coordination across the council and with partners |
May 2024 |
Director of Public Health and Communities Portfolio Holder for Governance and Thriving Communities |
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Work with and support Community Panels and Networks to develop priorities to inform Neighbourhood Investment Plans |
March 2024 |
Director of Public Health and Communities Portfolio Holder for Governance and Thriving Communities |
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Develop an Education Vision that will work with schools, education providers and employers to improve educational outcomes |
March 2024 |
Director of Children and Family Wellbeing Portfolio Holder for Lifelong Learning and Development |
Local economies that work for local people
Local economies that work for local peopleSupporting the transition to a strong, inclusive and green economy by focusing on our businesses, our people and our assets
This is an important area for us. We want to enable the move to an economy that builds wealth locally and offers opportunities for everyone and people have the skills to take them. Cumberland’s economy contains strong agricultural and tourism sectors, but it has a much higher proportion of jobs in manufacturing when compared to the national average, driven in large part by the significant nuclear site at Sellafield which supports a valuable supply chain of businesses and a highly skilled workforce. Overall Cumberland’s unemployment rate is below the national average, but there are significant variations across our area in both unemployment rates and weekly earnings, with serious ‘cold spots’ of worklessness and deprivation. Cumberland’s workforce challenge is significant – our declining working age population presents a major labour supply challenge and we have a limited pool of higher level skills spread across a large geographical area. The rural nature of our area creates accessibility challenges in terms of having the right infrastructure to link communities with employment opportunities. But we have some significant opportunities, not least our outstanding natural environment and landscape providing key current and future resources for the UK in recreation, green energy and food production, and the potential for future major investment in clean energy.
As a major employer in Cumberland we want to make the most of our influence - we want to achieve greater social value in public sector procurements, exploring more ways of retaining wealth within our community. We will seek to utilise our assets as a catalyst for economic activity, generating opportunities for residents, businesses, social enterprises and the community and voluntary sector alike. We will work to ensure that:
- we are supporting our businesses and our people with the opportunities and skills they need to transition to an inclusive low carbon economy
- our local markets are diverse, sustainable and benefit from a focus on local spend by the council and others to create economic opportunities
- a wide range of investment in our businesses and physical and social infrastructure is unlocking a culture of innovation and inclusion
- we are an attractive place to live and work. Our town centres meet the future needs of our residents and businesses, offering quality cultural and recreational experiences for all
- we are collaborating with our training providers, further and higher education institutions to ensure our businesses can employ highly skilled people
Outcome measures
Successful delivery of the activities set out will help us make progress towards achieving our long-term aims for creating local economies that work for local people in Cumberland. Alongside these activities we will track a number of outcome measures over the life cycle of the Council Plan to help us assess the impact that our work in partnership with others is having. We want to see:
- increasing numbers of new businesses
- fewer people who are long-term unemployed
- improved skills levels with more people gaining NVQ3 and NVQ4
- a reduction in the percentage of residents earning less than the living wage
|
Key activity |
Target timescales |
Lead roles |
|---|---|---|
|
Work with stakeholders across the council and external anchor institutions to develop a circular economy in Cumberland |
September 2024
|
Director of Place, Sustainable Growth and Transport Leader of the Council/ Portfolio Holder for Vibrant and Healthy Places |
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Develop an overarching Economic Strategy for Cumberland which includes an integrated approach to Community Wealth Building
|
September 2024
|
Director of Place, Sustainable Growth and Transport Leader of the Council/ Portfolio Holder for Vibrant and Healthy Places |
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Deliver business support programmes, strengthening the business network across Cumberland and developing local supply chain opportunities
|
September 2024
|
Director of Place, Sustainable Growth and Transport Leader of the Council/ Portfolio Holder for Vibrant and Healthy Places |
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Implement a coherent strategic approach to the nuclear sector in Cumberland including potential new developments and opportunities to grow the supply chain and nuclear skills sector. |
September 2025 |
Director of Place, Sustainable Growth and Transport Leader of the Council/ Portfolio Holder for Vibrant and Healthy Places |
|
Undertake work to review options for working towards paying the Real Living Wage through our contracts |
June 2025 |
Director of Business, Transformation and Change Portfolio Holder for Governance and Thriving Communities |
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Produce a commissioning strategy and market development plan for care services |
April 2024 |
Director of Adult Social Care and Housing and Portfolio Holder for Adults and Community Health |
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Develop an inward investment plan and prospectus
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September 2024
|
Director of Place, Sustainable Growth and Transport Leader of the Council/ Portfolio Holder for Vibrant and Healthy Places |
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Develop the Cumberland 'story' to generate content and branding
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September 2024
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Director of Place, Sustainable Growth and Transport Leader of the Council/ Portfolio Holder for Vibrant and Healthy Places |
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Develop a Regeneration prospectus for Cumberland, including current and planned projects
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September 2024
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Director of Place, Sustainable Growth and Transport Leader of the Council/ Portfolio Holder for Vibrant and Healthy Places |
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Develop the regeneration project pipeline and undertake the relevant technical / feasibility studies to demonstrate deliverability
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September 2024
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Director of Place, Sustainable Growth and Transport Leader of the Council/ Portfolio Holder for Vibrant and Healthy Places |
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Deliver the Connecting Cumbria Digital Infrastructure Strategy 2020-2025 |
September 2025 |
Director of Place, Sustainable Growth and Transport Leader of the Council/ Portfolio Holder for Vibrant and Healthy Places |
|
Develop and implement a Local Transport Plan for Cumberland |
April 2024 |
Director of Place, Sustainable Growth and Transport Portfolio Holder for Sustainable, Resilient and Connected Places |
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Develop a plan for arts, culture and heritage which includes support to sector development, the role of assets in enhancing Cumberland’s offer
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March 2024
|
Director of Place, Sustainable Growth and Transport Portfolio Holder for Vibrant and Healthy Places |
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Develop a strategic Visitor Management Plan to attract and disperse to redistribute visitors across the Cumberland area |
September 2025 |
Director of Place, Sustainable Growth and Transport Portfolio Holder for Vibrant and Healthy Places |
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Develop a new overarching housing strategy for Cumberland considering all aspects of housing need, demand, supply and quality
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March 2025 |
Director of Adult Social Care and Housing Portfolio Holder for Children's, Family Wellbeing and Housing |
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Develop an approach to place making within towns and neighbourhoods supporting community wealth building, social economic activity and inclusion and focused on the role and use of public spaces, leisure, culture, access, green infrastructure, built environment and aligned growth |
March 2024 |
Director of Place, Sustainable Growth and Transport Portfolio Holders for Vibrant and Healthy Places, and Sustainable, Resilient and Connected Places |
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Deliver significant regeneration schemes across Cumberland’s towns (Future High Streets, Town Deal, Borderlands) |
March 2025
|
Director of Place, Sustainable Growth and Transport Leader of the Council |
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Submit the Local Plan for St. Cuthbert’s Garden Village for examination
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March 2025
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Assistant Chief Executive Portfolio Holder for Policy and Regulatory Services |
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Complete the first stage consultation in the development of a new Local Plan for Cumberland |
September 2024
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Assistant Chief Executive Portfolio Holder for Policy and Regulatory Services |
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Deliver skills, training and employability programmes – providing pathways for local residents to access the benefits of regeneration investment
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September 2024
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Director of Place, Sustainable Growth and Transport Leader/ Portfolio Holder for Vibrant and Healthy Places |
Environmental resilience and climate emergency
Environmental resilience and climate emergencyEnhancing environmental resilience by reducing emissions, supporting biodiversity, and transitioning to a green economy
We are already seeing the impact of climate change locally, responding to and recovering from the devastating effects on our communities from severe weather and unprecedented flooding in recent years. The repercussions of inaction will be significant for our local economy, the health and wellbeing of our communities and for our services. Biodiversity loss is another key area of global concern and we need to work to protect our extensive natural capital and landscape. We know how important our open spaces and green infrastructure are for exercise and wellbeing and we will continue to make sure our neighbourhoods and open spaces are clean, tidy and safe, take enforcement action where necessary, and work to improve and protect those spaces.
As a council we are committed to reducing our carbon footprint as quickly as possible, but we know that we have limited direct control over carbon emissions in our area. This is where we need to work with others to identify opportunities, and to help businesses and residents manage resources better, including waste. We recognise that the impacts of climate change will impact our communities in different ways and want to help the most vulnerable with issues such as fuel poverty and the impacts of extreme weather.
We will work to ensure that:
- we are protecting and restoring local biodiversity, green spaces and are supporting the production and access to sustainable food
- we will reduce the consumption of resources, reducing waste and increasing recycling
- we will proactively engage in making Cumbria carbon neutral by 2037
- we are supporting residents, businesses and others to adapt to the impacts of climate change and transition to an inclusive low carbon economy
- carbon emissions from transport are falling and more journeys are undertaken via sustainable methods
Outcome measures
Successful delivery of the activities set out will help us make progress towards achieving our long-term aims for enhancing environmental resilience and addressing the climate emergency in Cumberland. Alongside these activities we will track a number of outcome measures over the life cycle of the Council Plan to help us assess the impact that our work in partnership with others is having. We want to see:
- a reduction in district wide emissions per person
- a reduction in carbon emissions from transport
|
Key activity |
Target timescales |
Lead roles |
|---|---|---|
|
Develop and begin delivery of a Climate and Nature Strategy and Action Plan |
March 2024 |
Director of Place, Sustainable Growth and Transport and Assistant Chief Executive Portfolio Holder for Sustainable, Resilient and Connected Places/ Portfolio Holder for Policy and Regulatory Services
|
|
Establish organisation level carbon baseline and carbon management plan to achieve decarbonisation of the council’s estate |
March 2024 |
Director of Place, Sustainable Growth and Transport and Director of Resources Portfolio Holder for Sustainable, Resilient and Connected Places / Portfolio Holder for Policy and Regulatory Services |
|
Deliver a Fleet Strategy to include plans for decarbonisation across fleet |
March 2024 |
Director of Resources Portfolio Holder for Sustainable, Resilient and Connected Places |
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Deliver new Local Electric Vehicle Charging Infrastructure to decarbonise transport |
March 2025 |
Director of Place, Sustainable Growth and Transport Portfolio Holder Policy and Regulatory Services |
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Proactively work with developers and key stakeholders in the Council to deliver high quality developments that preserve and enhance the character and diversity of the natural environment and mitigate the impacts of climate change. |
June 2025 |
Director of Place, Sustainable Growth and Transport Portfolio Holder Policy and Regulatory Services |
|
Finalise and begin delivery of Local Nature Recovery Strategy |
March 2025 |
Director of Place, Sustainable Growth and Transport Portfolio Holder for Sustainable, Resilient and Connected Places / Portfolio Holder for Policy and Regulatory Services |
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Develop a Green Spaces and Infrastructure Plan |
March 2025
|
Director of Place, Sustainable Growth and Transport Portfolio Holder for Sustainable, Resilient and Connected Places |
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Review land holdings to explore options to provide land for allotments |
March 2025 |
Director of Resources Portfolio Holder for Sustainable, Resilient and Connected Places |
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Deliver natural environment and climate resilience improvements and projects, including:
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March 2025 |
Director of Place, Sustainable Growth and Transport Portfolio Holders for Sustainable, Resilient and Connected Places, Policy and Regulatory Services, and Vibrant and Healthy Places |
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Pursue all funding opportunities for active travel, cycling and walking |
March 2025 |
Director of Place, Sustainable Growth and Transport Portfolio Holder for Sustainable, Resilient and Connected Places |
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Deliver a programme of deep cleans in our towns |
June 2025 |
Director of Place, Sustainable Growth and Transport Portfolio Holder for Sustainable, Resilient and Connected Places |
Delivering excellent public services
Delivering excellent public servicesEfficient, inclusive and sustainable public services
We want Cumberland to be a high performing council. We want our residents to benefit from excellent, efficient, and enterprising public services. In the first months of the Council we have focused on integrating four councils into one, ensuring that our services continue to be delivered effectively for all of our communities and partners. This has given us strong foundations to begin our transformation journey and build a prioritised programme to help us move towards our goal of achieving long-term financial sustainability, and delivering high-performing services. Our operating model is crucial here, shifting to prevention and early intervention and utilising new technologies and approaches to help us. We will ensure that:
- we have open communication and collaboration with residents and partners on future service delivery
- we have improved service quality and efficiency for in house and commissioned services
- our services are financially and environmentally sustainable and decisions on the use of resources are evidenced based, monitored and evaluated regularly
- we are early adopters of new technologies and innovative approaches to make services more accessible and focused on prevention
- we work with a wide range of organisations to ensure that we are continually learning from the best
|
Key activity |
Target timescales |
Lead roles |
|---|---|---|
|
Implement a revised approach to community and third sector infrastructure support and grants for 2024/25 |
March 2024 |
Director of Public Health and Communities Portfolio Holder for Governance and Thriving Communities |
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Develop a plan to improve overall value for money and effectiveness of care services |
June 2025 |
Director of Adult Social Care and Housing Portfolio Holder for Adults and Community Health |
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Undertake a full review of waste collection services and provision options |
March 2024 |
Director of Place, Sustainable Growth and Transport Portfolio Holder for Sustainable, Resilient and Connected Places |
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Develop and bring forward integrated approach to grounds maintenance and street cleansing including pilots to develop and test models, and partnership approaches to support community wealth building |
March 2024 |
Director of Place, Sustainable Growth and Transport Portfolio Holder for Sustainable, Resilient and Connected Places |
|
Review On and Off-street Parking arrangements |
December 2024 |
Director of Place, Sustainable Growth and Transport Portfolio Holder for Financial Planning and Assets |
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Develop the Medium-Term Financial Strategy to set a sustainable financial path for the Council |
March 2024 |
Director of Resources Portfolio Holder for Financial Planning and Assets |
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Deliver the Transition Plan to ensure effective disaggregation, aggregation and integration of services in line with timescales agreed in the Inter-Authority Agreement |
March 2025 |
Director of Business, Transformation and Change Portfolio Holder for Governance and Thriving Communities |
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Deliver Year 1 of the agreed Transformation Programme to implement the council’s operating model and lead to improved financial stability and high performing services |
March 2025 |
Director of Business, Transformation and Change Portfolio Holder for Governance and Thriving Communities |
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Develop an Asset Management Strategy and Plan looking at rationalising our property, co-locating services and developing our commercial approach to property |
March 2024 |
Director of Resources Portfolio Holder for Financial Planning and Assets |
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Develop a Workforce Strategy that addresses the needs to of the organisation with specific plans to address workforce capacity issues in areas such as social care and building control |
March 2024 |
Director of Business, Transformation and Change Portfolio Holder for Digital Connectivity and Customer Focus |
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Deliver apprenticeship and work experience programmes across the Council |
March 2025 |
Director of Business, Transformation and Change Portfolio Holder for Digital Connectivity and Customer Focus |
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Develop a Customer and Digital Strategy (including Intelligent Automation) |
March 2024 |
Director of Resources Portfolio Holder for Digital Connectivity and Customer Focus |
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Deliver a strategic plan for community hubs, including an implementation timeline, and establish the first community hubs |
September 2024 |
Director of Resources Portfolio Holder for Governance and Thriving Communities |
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Review technology-enabled care identifying opportunities for digital monitoring and exploring alternative models with health |
September 2024 |
Director of Adult Social Care and Housing Portfolio Holder for Adults and Community Health |
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Develop an ICT Strategy, as part of the Transformation Programme, to support a council-wide approach to technology-enabled approach. |
June 2024 |
Director of Business and Transformation Portfolio Holder for Digital Connectivity and Customer Focus
|
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Prepare for Care Quality Commission assurance |
March 2024 |
Director of Adult Social Care and Housing Portfolio Holder for Adults and Community Health |