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Council Plan Delivery Plan 2024 to 2025 - Addressing inequalities
Last updated: 26 March 2024
Addressing 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 |
|
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
|
Assistant Chief Executive Portfolio Holder for Governance and Thriving Communities |
|
Develop Equality Objectives for 2024-28 |
April 2024 |
Assistant Chief Executive Portfolio Holder for Governance and Thriving Communities |
|
Implement the Cumberland food partnership and strategic framework |
June 2025 |
Director of Public Health and Communities Portfolio Holder for Governance and Thriving Communities |
|
Deliver auto-enrolment for Free School Meals |
September 2024 |
Director of Public Health and Communities Portfolio Holder for Governance and Thriving Communities |
|
Develop a Poverty Strategic Action Plan |
March 2024 |
Director of Public Health and Communities Portfolio Holder for Governance and Thriving Communities |
|
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 |
|
Deliver a Holiday Activity and Food programme |
March 2025 |
Director of Public Health and Communities Portfolio Holder for Children's, Family Wellbeing and Housing |
|
Deliver an Inclusion Plan that meets demand for Special Educational Needs and Disabilities, Education Health and Care Plans and Alternative Provision |
June 2025
|
Director of Children and Family Wellbeing Portfolio Holder for Lifelong Learning and Development |
|
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 |
|
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 |
|
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 |
|
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 |
|
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 |
|
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 |
|
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 |
|
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 |
|
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 |
|
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 |
|
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 |