Peer Challenge Position - Statement - Cumbria County Council - Cumbria ...
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Cumbria County Council
Peer
Challenge
Position
Statement
Peer Challenge Position Statement Cumbria County Council
An
Opportunity
Cumbria County Council has an
ambitious vision to be
“A Council that works with
residents, businesses, communities
and other organisations to deliver
the best services possible within
the available resources.”
2
Peer Challenge Position Statement Cumbria County Council
We are focused on improving outcomes for We have recognised that the Council can’t We are concentrating on what works well in
everybody in Cumbria and recognise that deliver its ambitions for Cumbria in isolation. communities and building on that, whilst being
to do this we need to work in new ways, Our role has to change as communities needs realistic about the challenging, and uncertain,
and to build on the Council’s strong track change. New technology and communication environment in which we and our partners are
record of effective partnership working. channels, mean that individuals, families working. We have recognised that we need to
and communities can access information, do more to prevent demand for services from
This Corporate Peer Challenge is a welcome support and resources when they need it. rising further, to supporting people earlier so
and timely opportunity to ask for the views of that they don’t become more vulnerable, to
peers on the progress we are making towards The future role of the Council is about support our communities to be more resilient
our vision. In particular, it will be useful to creating the conditions for change, in when extreme weather and other events
build up a picture of whether we have the enabling and facilitating, and working with happen, and to play a major role in achieving
focus and the capacity in the right places to communities to improve outcomes – not inclusive economic growth in Cumbria.
deliver on our vision, and how the refreshed doing to communities – whilst making sure we
approach to area working is being embedded are here when people do need us to deliver We have articulated clearly in our Council Plan
across the organisation and with partners. a solution. This requires new approaches, 2018-2022, what we want to achieve and the
more collaboration, an outward focus, and approaches to delivery. We look forward to
Taking the learning and experience an ongoing conversation with our residents. exploring these with you during the challenge.
from peers from across the country and
feeding this into our future planning will
be a valuable part of moving forward with
our plans over the coming months.
Councillor
Stewart Young Peter Thornton Katherine Fairclough
Leader of Cumbria Deputy Leader of Cumbria Chief Executive of Cumbria
County Council County Council County Council
3
Peer Challenge Position Statement Cumbria County Council
This is Cumbria Population inis
yd tricby District
2017
t Area of Cumbria
onb 6.768
ti
Barrow-in Eden
sq km
Overview
a
ul
-Furness 52,639
Total Population
Pop
67,321
498,400
Copeland Carlisle
69,307 108,409
Cumbria is much
less densely
Allerdale
populated 96.954 South
than the national Lakeland
103,274 Almost one
average of Cumbria’s
quarter of
54% population
population
2 National Parks and
live in rural
aged 65 Cumbria
communities 23.8%
3 Areas of Outstanding and over County
National Beauty
Between them covering Median household income in
Council
56% of Cumbria. Lake 79.3% of
Cumbria is £28,052, compared Cumbrians
District designated as a to £31,446 in the UK Established 1974
World Heritage Site are employed,
compared to 75% 84 Councillors
31.8% of in the UK Net revenue budget
Second Cumbrians have for 2019/20 is
Maintains largest 2nd skills at Level
4 and above,
Black and
Ethnic
£378.755 million
45%
6436 council-based
4,900
miles
county in compared to 39.2% Minority employees
of carriageway England in the UK Population
3.5% of Cumbrians
– 4th largest in UK in very good
health
4
Peer Challenge Position Statement Cumbria County Council
Health & wellbeing Environment 56% of
Health cost of inactivity to Cumbria is Cumbria
First Dark Sky
£9,100,000
is National Park and
10,035 Discovery site areas of outstanding
national beauty
every year safe and well visits
in the NW to be accredited
carried out in 2018/19
47.3m CO2
25.3% 105,300
1 in 4
will experience mental
visitors
generating £2.9bn
for the economy
emissions
7.8 Kt per capita
v 5.4 nationally
health problem this year
compared to 25.1% in England Some of the
Communities
biggest causes of
Average life expectancy death in Cumbria Transport
79.2 years Cancer,
cardiovascular 57.8% in & digital
83 years
employment
disease and travelling by Over 53,000
chronic obstructive car v 54.6% volunteers in
Since 2012, smoking pulmonary disease England & Wales Cumbria via
Number of prevalence in adults in community and
unpaid carers Cumbria has reduced 21.4% charitable sector
56,000
by around households
23,000
without Challenges with
access to internet and speed
£0
people car v 25.8%
nationally
compared to other
parts of the country
5
Peer Challenge Position Statement Cumbria County Council
Population, 28,060 estimated
number of fuel
Over the next four
years (2017-2021) Labour market
household poor households Cumbrias 65+
population to & economy
& settlements
+
increase by
6,700 +
+
persons Cumbria has
an ageing
£188,203 While the
county’s Who’s
workforce and
declining working
home?
average house price age population
working age
Cumbria, 2018 presenting a
population
is projected to challenging labour
23.5% decrease by 32.3% Single person supply issue
7,700 persons 10.1% One family
59.7%
Almost one quarter of
population aged aged 65+
222,042
65 and over Average
35.0% One family working age
household
married / same sex population
income in
16.5%
households in Cumbria partnership couple National 62.8%
Cumbria in 2018 Average 2.3 persons per
aged 0-15 was £34,852 household. (Census 2011) 9.1% One family
cohabiting couple 8.4% working age population
Percentage of population
from BME background
74 persons 8.9% One family
on out of work benefits
National 8.5%
per sq km lone parent
1.5% with dependent
23,585
2nd lowest in England children
0.1% all full-time
students
enterprises
0.4% all aged 65+ 89.4% of which are
micro businesses
2.6% other
(0-9 employees)
6
Peer Challenge Position Statement Cumbria County Council
Deprivation Crime & disorder Cumbria is a relatively safe place in which to
live, work and visit. In many areas, levels of crime
There are high levels and community safety issues are better than that
of poverty and experienced nationally and / or the North West region
deprivation spread
across the county
and in particular in
the urban areas of
4,171
Barrow and West alcohol
29
Cumbria
related
crimes in
2017-18
9,306
communities 11,800 Children a rate of 8.4 per 1,000
(accounting for 9.03%) (12.7%) (aged 0-19 years) population. Alcohol-related crimes
that rank within the 10% are living in poverty, accounted for 1 in 7 (14.6%) of all
most deprived of areas this compares to recorded crimes in 2017-18
in England 16.6% nationally
violence against the person
1 in 3 households in some crimes in 2017-18, a rate of 18.7 11 emergency 7,250 instances
of domestic
areas of Cumbria have a per 1,000 population, lower than the calls per day abuse in 2017-18,
household income of less than England & Wales rate of 23.8 per 1,000. CFRS attended on
£10,000 per year One quarter of these crimes in Cumbria a rate of 14.5 per
average in 2017/18
involved alcohol (25.9%; 2,410) 1,000 population
1 in 5 of Cumbria’s most
deprived communities are
1 in 3 children
rural; although deprivation is 1,337 sexual offences in 2017-18, 321 people Killed and Seriously
are claiming a
greater in Cumbria’s urban areas a rate of 2.7 per 1,000 population, slightly Injured (KSI) on Cumbria’s roads
free school
there are pockets of significant higher than the England & Wales rate of 2.6 in 2017, a rate of 0.6 per 1,000
deprivation in some of the most meal in some
per 1,000. Alcohol-related sexual offences population which is higher than the
rural communities areas
accounted for 13.5% of these (180 crimes) England rate of 0.4 per 1,000
7
Peer Challenge Position Statement Cumbria County Council
Understanding Cumbria is a large and varied area with
unique landscapes, a tradition of strong
local place and
communities, and an economy with
outstanding opportunities and some
particular challenges. The understanding
priority setting we have of local communities is good and
is growing all the time. This recognition of
the strengths of communities, families and
We have a good understanding of individuals is the starting point for our ongoing
Cumbria’s diverse communities which conversation with residents and customers.
inform a clear set of aspirations set The Council’s role is changing and needs
out in the Council Plan. We have a to continue to evolve so that we enable
comprehensive evidence base and local communities to achieve better outcomes.
intelligence which is used to inform Over the last decade and a half, communities
priorities and decision-making. Local have experienced the devastating impacts of
Members have a strong voice in identifying a number of major weather events, including
priorities and in promoting solutions in major flooding in 2005 and 2009, Storm
their area, and we engage with residents in Desmond and the Beast from the East. In
a wide range of ways. Partnership working supporting communities in their recovery, the
is critical to developing our understanding relationship between those communities and
of place, and we jointly deliver on the Council has grown. We recognise this and
shared priorities with partners. We are are using this learning to embed new ways
continuously seeking ways to enrich our of working and develop our relationships to
understanding. support communities to thrive in the future.
8
Peer Challenge Position Statement Cumbria County Council
Listening to our communities consult them on work in their area, e.g. and family hub models – both physical and
surveys, drop-ins in community venues, virtual – to bring together professionals with
The Council has a strong tradition of area use of story boards, facilitating community communities and families to identify issues
working with 6 well-established Local meetings, and online, alongside more formal and joint solutions. We are putting in place a
Committees made up of all Cumbria County consultation channels. We keep in contact family hub model to join up support for 0 – 19
Council Elected Members representing with those we have engaged with so that year olds which in the past has been partially
each local area. We have strengthened the we can keep them informed throughout fragmented. This will be an holistic approach
6 Local Committees to ensure they are well the process and provide feedback. for children, young people and families with a
placed to shape services in the local area. focus on wellbeing. We will support families to
We are increasingly placing the voice of build resilience and independence and, when
We engage with residents in a wide range of communities at the centre of what we do and needs emerge, will support them to achieve
ways. Local Members know their communities are doing more co-production of solutions positive outcomes. This builds on existing
well and champion their aspirations. They and services with communities. Starting examples of nationally recognised excellent
utilise connections in their localities and our with an open and honest dialogue with practice on engagement leading to joined
area working approach includes a focus on communities and partners about the issues up solutions, e.g. joined up work to address
supporting Members in this role to maximise and challenges which need addressed in community safety issues in parts of Barrow.
their impact as community leaders. each community, the Council is cutting
across old silo-working through multi-
Our staff work every day with residents
disciplinary and effective partnership working
in their local communities and bring a
to design person and family-centred support.
great deal of insight about local strengths
and challenges. Intensive engagement is We are developing and delivering
undertaken in communities to inform and models based on community
We are increasingly placing
the voice of communities at
the centre of what we do
9
Peer Challenge Position Statement Cumbria County Council
Case Study
Strength based work with communities
The Council’s community development in attracting people who don’t see This model
professionals are working in their themselves as unhealthy and needing has been
areas to embed strength-based to see the doctor. Providing access to led by local
approaches to support communities medical screening in the places they go communities
build resilience and resolve issues and every day an in an informal setting pays and local
challenges. This starts with identifying dividends. To date nearly 250 people councillors
what works well and what physical have been referred for blood pressure as community
and social assets already exist in checks following screening at one of these leaders and is
the community that can be used. community-based events – reducing supported by a range of
the risk of needing emergency or more professional expertise from
The Healthy Towns initiative started intensive medical services in the future. the Council and partners.
slowly and has developed to a wide
range of activities focused on the Ulverston is now a Healthy Town A healthy hub model
determinants of public health and expanding activity around health and can be used anywhere and the
maintaining and improving the health wellbeing issues. There are now more Council is supporting communities
and wellbeing of people in the area. than 25 groups involved focusing on a to develop this approach where they
range of issues including poverty, single want it and in a way that meets the
Living Well events held in community use plastics, dementia, and cycling. A needs of each specific community.
settings, e.g. in libraries, or the successful social enterprise has been
marketplace, have been successful established providing bike repair services.
10Peer Challenge Position Statement Cumbria County Council
Local residents and businesses are also in policy and service development, and Council Plan
central to shaping Council strategies and the role of Members, including Scrutiny
policies through extensive consultation Members, in making this progress. The Council Plan sets out clearly
and engagement in key policies, the outcomes we want to achieve
We are working hard to ensure this intelligence for Cumbria, and the ways of
and through early engagement
and insight, alongside comprehensive data working we will adopt to do this.
of Scrutiny Members in policy
sets and analytics, inform not only Council
development. Over the last
priorities but shared priorities with partners.
year public drop-in sessions
and public consultation in Work with partners is critical to continuing
each area have been carried to evolve our understanding of Cumbria’s
out to plan the future focus communities. The Council has good
of Fire and Rescue Services relationships with the local community and Work with partners
in the county as part of the
Integrated Risk Management
voluntary sector and we are working with
them to envisage what this relationship
is critical to
Plan process. Public workshop needs to look like in the future to support continuing to evolve
sessions were also held to identify
priorities for health and wellbeing in
communities to thrive. our understanding
the county resulting in the county’s new of Cumbria’s
joint Health and Wellbeing Strategy. communities.
The voice of the child is at the centre of
Council work to improve outcomes for
children and young people in Cumbria.
Ofsted has recognised the significant
improvements achieved by the
Council over the last 5 years in
improving services for children and
young people and has highlighted
the quality of engagement
11Peer Challenge Position Statement Cumbria County Council
Council Plan Ways of Working The Council Plan is supported
by a small number of core
outcomes and The Council Plan Delivery Plan
describes what the Council will
strategies that describe in more
detail what the Council will do
ways of working do each year towards achieving
each of the 3 outcomes, and the
measures we will use to assess
to make sure that we have the
right things in place to achieve
our aspirations. These include:
The Council Plan 2018 – 2022 was adopted what progress we are making.
by the Full Council in February 2018 after
engagement across the organisation, with
partners and public consultation. This was
followed by extensive communications
m 1 Workforce Customer
and engagement activity to raise Mediu Plan Strategy
awareness internally and externally. Term cial 2
Finan
Plan
The development of this new Council Sets out how we Sets out how
w
will support the will ensure w e
Plan marked a fresh approach with a very e put
Council’s most the customer
a
clear focus on long-term outcomes, and t how
Sets ou se the valuable asset, our heart of every t the
th
articulating a set of new ways of working u
we will financial staff, to maximise we do and w ing
il’s hat
as enablers to the delivery of outcomes. Coun c ds their contribution customers ca
so u rc e s towar expect of us.
n
re of towards delivery of
delivery mes. improved outcomes.
o
The economy the outc
People
in Cumbria
is growing
3
in Cumbria and benefits
are healthy everyone
and safe
These are critical to ensuring the Council is in a good position to deliver
Places in improved outcomes through Council and shared strategies.
Cumbria are
well-connected
and thriving
12Peer Challenge Position Statement Cumbria County Council
Shared strategies and joint delivery is Our work with district councils is critical to
absolutely essential to the Council’s vision, delivery of spatial plans for each area, and
building on good relationships and refreshing ensuring that the appropriate infrastructure is in Future
them so that they are fit for the future. Both the
county’s joint Health and Wellbeing Strategy
place to meet the needs of new development,
through negotiated planning obligation
Ambitions
and the Council’s Public Health Strategy have
been refreshed over the last 12 months, and
processes including section 106 agreements • Continue to develop strength-
and a Community Infrastructure Levy. The based support that is focused
both demonstrate the progress achieved in approach to infrastructure investment in the on the needs of individuals,
identifying shared priorities and joint delivery county has made significant steps forward communities and families
plans with health sector partners, with district over the last 1 to 2 years, as the Council
councils and other partners. The shared has led the discussion to agree a single • Use the insight and intelligence
commitment to improve outcomes is based on set of strategic infrastructure priorities for we have about communities
effective relationships, a shared evidence base, the county requiring external investment better to inform action
and a place-based approach to engagement. with LEP partners and local MPs.
• Continue to expand the ways
The new Cumbria Local Industrial Strategy This provides the opportunity for a in which we engage with
also further strengthens partnership strengthened shared approach to lobbying communities and increase
working around inclusive economic growth. and securing investment at a regional community involvement in the
The Council has always made a strong and national level – through the Council’s design and delivery of solutions
contribution to the work of the Local Enterprise membership of Transport for the North,
Partnership (LEP) – acting as accountable and stronger relationships at national level.
body, providing administrative, information This approach has achieved successes
and intelligence support, and leading on already with significant investments secured
infrastructure investment plans. This builds for priority infrastructure projects.
on the long history of joint working at area
level as part of the Local Plan process.
13Peer Challenge Position Statement Cumbria County Council
Leadership
of Place
Cumbria is a large county with a complex
landscape of public services and
organisations, and we recognise that
collaborative leadership is the only way to
achieve the improved outcomes we aspire
to. The Council’s role is evolving and we
are committed to creating the conditions
to effect change. We are building on
traditionally strong relationships with
partners to provide effective leadership of
place at county and community level, and
increasingly looking outwards to lobby
for our communities for the resources
and support they need to secure the local
changes they want to see.
88.5% of schools
rated ‘good’ or
‘outstanding’
by Ofsted at
December 2018
14Peer Challenge Position Statement Cumbria County Council
Leadership in collaboration The Council makes significant contributions the contribution we make to improving
to key partnerships at strategic and local skills in Cumbria more widely, including
In Cumbria we are achieving despite the level, and leads where we can make a leading work across the health and care
challenges. Alongside the financial constraints positive difference. We have a long tradition system on workforce matters, aligning
on public services over the last decade, we of partnership working. It is in our DNA our community learning and skills offer
have a large and unique landscape. Serving and partners tell us they value this. We are to identified local and business needs
the county’s half a million residents there is 1 now pushing ourselves to the next level and providing leadership to the forum of
county council, 6 district councils, 2 national to achieve the ambitions we’ve set out. training and further education providers.
park authorities, 6 NHS organisations,
over 250 town and parish councils over We provide leadership to Cumbria’s Health
the second largest county in England. We and Wellbeing Board, the Local Enterprise
recognise that leading in collaboration with Partnership (LEP), the Children’s Trust and
communities and with partner organisations Safer Cumbria – all providing countywide
is the only way to achieve more. leadership to improving the safety, health
and wellbeing of residents. Adopt
We are clear that the Council’s role is, now Coast to Coast has also recently
and in the future, to create the conditions been launched in partnership
to effect change – using a strengths based with Durham County Council and
approach so that the conversations we have Sunderland City Council to improve
with our residents and partners start with services for children and young
building on what is already there and what people who need to be adopted.
works well, and what we can do to help. In
this context leadership means facilitating, Whilst the local authority role in
enabling, and supporting – playing different education has changed significantly
roles in response to what residents are over the last decade or so, the Council
telling us they need. Our approach is based continues to successfully enable educational
on effective and continuous community improvement, supporting the Cumbria
engagement, and led by Elected Members Alliance of System Leaders (CASL). Over
the last 2 years, we have actively increased .
as a strong voice for their communities.
15Peer Challenge Position Statement Cumbria County Council
Case Study
Refugee Resettlement
In 2017 Cumbria was approached by partners to develop and deliver
the Home Office to take refugees as the resettlement programme.
part of the national Syrian Refugee
The Council plays a co-ordinating
Resettlement programme. Whilst
role at a strategic level; and is also
statutory partners’ experience of this
facilitating multi-agency locality based
type of resettlement work was limited
integration and support activity.
and networks of bespoke support not
yet developed, partners still committed There has been a real focus over the past
to provide support and made a pledge 2 years to develop relationships with the
to resettle 285 refugees by 2020. 5 volunteer led Refugee Action Groups
and BAME networks in the county. Over The feedback from refugees about the
The Council agreed to lead the delivery
time the understanding of respective approach to their resettlement has been
of a multi – agency programme and
roles of the action groups and statutory incredibly positive; and is being used to
by working together over 184 refugees
sector has developed; and increasingly inform the ongoing partnership programme
have already been successfully resettled
the groups are offering support to of activity. We are starting to see refugees
into communities across the county.
families to complement the offer from move into jobs, children flourish in
The Council has brought together the public services. This is helping to build schools, and even join the Council’s own
District Councils, Police, DWP, NHS the network of support in the county. workforce on the apprenticeship scheme.
and voluntary and community sector
16Peer Challenge Position Statement Cumbria County Council
We are building new types of relationships Leadership through the flooding through the Council’s 4-year
with parish and town councils and with the crisis and recovery £120 million Infrastructure Recovery
vibrant local community and voluntary sector. Programme. Over 800 of these schemes
Cumbria has experienced the devastating
We have begun to work more closely with have been completed to date.
impacts of a number of extreme weather
parish and town councils to design and
events over the last decade and a half and Engagement with local community-based
deliver services with early successes on
the Council has responded effectively to flood groups has been key in supporting
highways services. The Council’s ongoing
these emergencies with partners, working recovery and is vital to the significant work
conversation with the community and
through the Local Resilience Forum, and has to reduce flood risk. We are building on this
voluntary sector about working together in
provided leadership to support the individuals, to support communities to become more
different ways to support communities is
households and communities affected to resilient for the future. We are contributing
underway and is beginning to pay dividends.
recover. The recovery process from Storm to the work of the Cumbria Strategic
Desmond in 2015 continues across the Floods Partnership which is leading and
county. This includes the 982 schemes to supporting the delivery of approximately
repair the roads, bridges, rights 250 projects to reduce the risk of flooding.
The recovery of way, footpaths and
process from embankments
damaged by
Storm Desmond
in 2015 continues
across the county.
17Peer Challenge Position Statement Cumbria County Council
Looking outwards Park Authority, the Cumbria Association of of travel for the whole health and wellbeing
Local Councils, the Cumbria Third Sector system and provides a framework for future
To achieve our aspirations for Cumbria we Network, Cumbria LEP, the Police and Crime decisions so that everyone in Cumbria will
recognise that we need more than ever Commissioner, and Health system partners have improved health and wellbeing, and
to look beyond the county boundaries make up the membership of the Cumbria inequalities in levels of health and wellbeing
to secure the changes and resources Leadership Board which provides joined up across the county will be reduced.
needed to help communities in the county leadership in the county. This is supported by
to thrive. The Council has responded to the Cumbria Chief Executives Group which
this with a significant effort over the last provides senior officer leadership and
two years to making sure we engage with delivery at strategic level, plus
key stakeholders at local, regional and a number of professional or
national level to deliver for Cumbria. technical groups working
jointly on specific issues,
We’ve refocused our engagement with key
e.g. local finance officers,
stakeholders in Government and with our
LEP technical officer
local MPs. We have agreed with local MPs
groups. These act as
a list of priority infrastructure improvements
the ‘engine rooms’ of
in the county and recently secured £102
policy and delivery in
million through the Housing Infrastructure
the county and the
Fund for a new Carlisle Southern Link Road.
Council has a long
We work through strategic partnerships history of making
and their key strategies and plans to be significant contributions
clear about Cumbria’s priorities and their to these groups.
delivery, and what’s needed at all levels to
Cumbria’s Health and
achieve shared ambitions – policy change,
Wellbeing Board, chaired by
support and advice, or resources.
the Leader of the Council, has
At a strategic level, the leaders of the 7 just published it’s new Health and
local authorities, the Lake District National Wellbeing Strategy setting out the direction
18Peer Challenge Position Statement Cumbria County Council
We recognise that these ambitions cannot determinants of health and will be delivered The future ambitions for Cumbria’s
be delivered by any one organisation and will jointly by partners working with communities. economic growth are being agreed in the
need the support of the county’s 7 councils, county’s new Local Industrial Strategy.
The Council’s leadership of the Children’s Trust
the 2 Clinical Commissioning Groups, the NHS Again, the Council is playing a key role
Board and the Board’s Children and Young
Trusts, the community and voluntary sector, alongside Local Enterprise Partnership
People’s Plan also enables a range of partners
the independent care sector, the private sector (LEP) partners in creating the conditions
to speak with one voice about the needs and
and, most importantly, the people of Cumbria. for inclusive growth. The Borderlands
aspirations of children and young people Inclusive Growth Deal will be a major part
This approach is the new partnership Public in Cumbria. This is supported by flexible of the delivery of the shared ambitions.
Health Strategy for Cumbria which has been and responsive delivery arrangements with
developed jointly with key partners, including partners to address issues as they emerge,
formal adoption by each of the 6 District e.g. needs-led learning disability boards.
Councils, and is aimed at improving population
health by focusing on
the wider
Cumbria will have improved
health and wellbeing, and
inequalities in levels of
health and wellbeing across
the county will be reduced.
19Peer Challenge Position Statement Cumbria County Council
Case Study
Borderlands Inclusive Growth Deal
The Borderlands Partnership has Cumbria County Council, Dumfries and
secured a £345 million deal from the Galloway Council, Northumberland County
UK and Scottish Governments. The Council and Scottish Borders Council.
Deal is unique in the UK crossing
The Deal is made up of 5 programmes:
the English and Scottish Border at
the centre of the UK. Borderlands
covers 10% of the UK’s land mass
• Digital
and a population of over 1 million. • Borderlands Energy
Investment Company
The Borderlands Inclusive Growth Deal will
mean thousands of new job opportunities, • Destination Borderlands
millions of extra tourists, improved digital
connectivity and investment in towns • Quality of Place
across the Borderlands area. The Deal • Business Infrastructure Programme
will return a predicted £1.3 billion return
on the Governments investment. Carlisle Station Gateway & Citadels is one
of 4 place-based projects within the Deal.
The Borderlands Partnership is a unique
collaboration that brings together 5
local authorities – Carlisle City Council,
20Peer Challenge Position Statement Cumbria County Council
This renewed external
focus is beginning
to reap rewards Future
for Cumbria. Ambitions
The Council’s voice
within the sector is also
• Continue to embed strength-
based approaches to work
being strengthened by with communities at all levels
promoting and sharing – focusing on what we already
Cumbria’s best practice have and what works well
and by working with
bodies including the • Redouble our efforts towards new
Local Government relationships with the community
Association and and voluntary sector, town and
County Councils parishes councils and collaborative
Network on lobbying, working with communities to
support and funding make sure we’re well placed to
opportunities. support communities to thrive
• Work with partners to identify
national and regional opportunities
to secure the changes, support £1.6m secured
and resources needed to deliver
better outcomes in Cumbria
from DfT to
test new highways
• Promote and share what
technology, including
we do well in Cumbria
‘plastic’ roads.
(January 2019)
21Peer Challenge Position Statement Cumbria County Council
Organisational
Leadership and
Governance
Cumbria County Council set out an
ambitious vision to improve outcomes for
everyone in Cumbria in the new Council
Plan in 2018, and the ways of working we
are implementing to achieve that vision.
Over the last year and a half we have put
the building blocks in place to enable the
organisation to make the changes we
need to make, and we are already seeing
positive progress.
Cumbria County Council was established in
1974 and has 84 Councillors. ‘All out’ elections
are held every 4 years. The last elections were
held in 2017 resulting in the current Labour and
Liberal Democrat partnership administration.
The Council operates a Cabinet model. The
10 members of Cabinet provide strategic
leadership to policy and performance
in their areas of responsibility.
22Peer Challenge Position Statement Cumbria County Council
Councillor Councillor
Stewart Young Patricia Bell
Leader of Cumbria Cabinet Member for
County Council Health and Care Services
The 10 members Councillor Councillor
of Cabinet Peter Thornton Deborah Earl
provide strategic
Deputy Leader and Cabinet Cabinet Member for Public Health
Member for Finance and Community Services
leadership.
Councillor Councillor
Anne Burns Keith Little
Cabinet Member for Cabinet Member for
Children’s Services Highways and Transport
Councillor Councillor
Celia Tibble David Southward
Cabinet Member Cabinet Member for Economic
for Environment Development and Property
Councillor
Janet Willis Councillor
Cabinet Member for Sue Sanderson
Customers, Transformation Cabinet Member for
and Fire and Rescue Schools and Learning
23Peer Challenge Position Statement Cumbria County Council
Scrutiny arrangements are in place to promote The Council also hosts the county’s Joint Leadership and Management
the engagement of non-executive councillors Health Scrutiny Committee, a joint Health
in policy development and review. There are Scrutiny Committee with Lancashire, the Local Relationships between Members and
4 Scrutiny Advisory Boards established: Enterprise Partnership Scrutiny Board and the Officers are open, honest, mature and
county’s Police and Crime Panel. mutually respectful meaning that appropriate
• Scrutiny Management Board – which challenging conversations take place when
provides oversight and management Each of the Council’s Scrutiny Boards play an they need to. Cabinet Members and the
of the Council’s scrutiny process and important role in informing the development Council’s Leadership Team collectively spend
takes an overview of use of resources, of the Council’s policy and budget framework, dedicated time together to focus on strategic
policy development and performance reviewing and scrutinising decisions and policy, budget and performance issues.
performance, and making recommendations
• Adults Scrutiny Advisory Board – which
resulting from their work. Full Council receives Members and Officers demonstrate a
provides scrutiny of the Council’s commitment to investing capacity and
a report on scrutiny activity at each meeting
powers and duties relating to adults resources into improvement activity, and
and the Scrutiny Boards produce a public
• Children and Young People Scrutiny report each year setting out the work they
have done and the impact they have achieved.
to learning when things don’t work so well.
The Council has captured and acted on the
Advisory Board - which provides scrutiny
Scrutiny Members have undertaken a self- learning from external challenge, inspection
of the Council’s powers and duties
assessment over the last 6 months and are and audit findings. We have strengthened
relating to children and young people
building on this by putting a plan in place audit and assurance arrangements as a result.
• Communities and Place Scrutiny to support the further development of the
Advisory Board – which provides scrutiny Scrutiny function to maximise the impact
of the Council’s powers and duties of Scrutiny work on improving outcomes.
relating to safer, stronger and inclusive
communities, planning, highways, the Senior leaders use regular
environment and economic regeneration external evaluation and
challenge well to inform
plans for improvement.
(Ofsted, January 2018)
24Peer Challenge Position Statement Cumbria County Council
In 2018 the Extended Leadership Team
was reshaped to ensure we had the
right structure and team to deliver the
outcomes and adopt and embed the ways
of working in the new Council Plan.
Extended Leadership Team
The new model, led by the Chief Executive,
consists of 3 clusters each led by an Assistant
Director
Education
Assistant
Director
Children and
Assistant
Director
Strategic
Executive Director – Corporate Customer and Skills Young People Commissioning
Dan Lynn Jo
and Community Services, Economy
Assistant Assistant
Barton Director Berryman Director Chief Atkinson Director
Provider Public Health Legal Officer Organisational
Services (Monitoring Officer) Change
and Infrastructure, and People. The Pam Duke Assistant Colin Iolanda Assistant Paul
Director Cox Chief Puzio Director Robinson
Corporate Management Team is also Integration and
Partnerships CMT
Executive
CMT
Customer and
Community Services
made up of the Chief Fire Officer, the Assistant
Director
Fiona Musgrave Executive
Director
Katherine
Fairclough
Executive
Director
Corporate,
Simon Higgins
People
Director of Finance, the Director of Public Adults CMT Customer and
(Deputy Chief Executive) Community Services
Health, and the Monitoring Officer.
Catherine John Dawn
Whalley Macilwraith Roberts
CMT CMT
This structure is designed to ensure the
Corporate
Acting Executive Management
Team
Director Director of
Economy and Finance
Infrastructure
organisation has the leadership and capacity
s151 Officer
Assistant Angela Jones Assistant Extended
Julie Crellin Director
ManagementChief Team Assistant
Director
to focus on implementing new ways of
Director Public Health Legal Officer Customer and
Director Chief Adults (MO) Community Services
Economy and Fire Officer
Assistant Catherine Assistant Colin Iolanda Assistant Vacant
CMT CMT
Director Whalley Director Cox Puzio Director
Environment Education
and Skills
Children and
Young People CMT CMT
Strategic
Commissioning
working, collaboration and integration CMT (Corporate Management Team)
Dan Lynn Executive Jo
Assistant Executive Director Assistant
Baton Director Berryman Director Corporate, Atkinson Director
Provider People Organisational
Stephen Steve
Customer and
Services (Deputy Chief Executive) Community Services Change
Hall HealeyAssistant Vacant John Dawn Paul
with partners, embedding a focus on area
Director Macilwraith Chief Roberts Robinson
(Interim) Integration and
Partnerships CMT
Executive
CMT
CMT Chris Executive Katherine
Jones-King Director Fairclough Director of
Clusters
Economy Finance
working across the organisation, promoting
Infrastructure CMT
Assistant Assistant
Assistant
Director
Dominic
Donnini Chief
Vacant
Director Chief Fire
Economy and
Environment CMT
Fire Officer
CMT People
Highways and Officer
innovation, influencing and lobbying, and
Angela Steve
Transport Jones Healey
CMT
Assistant Assistant
Locality Corporate
Customer and
Director
Phil Greenup John Chief Fire
securing the resources the Council needs
Highways and Officer
Transport
(Interim) Beard Community
Stephen John
Hall McVay
to deliver. These arrangements have Fire
Fire, Rescue &
now been in place for a year and we are Emergency Planning
making significant progress; however, we
also recognise that we need to continue to
push ourselves and accelerate delivery.
25Peer Challenge Position Statement Cumbria County Council
Case Study
Governance - An Enabler
Building on experience and learning, managers and staff with a good Transparency is important in the
in 2018 we began to review governance understanding of governance processes, performance management process with
arrangements to ensure that they and streamlined provision of information quarterly reports being considered by
didn’t act as a barrier but enabled and advice and guidance enabling self-service. Cabinet. Lead Cabinet Members regularly
supported the focus of the Council on consider performance with Senior Officers
The Council’s Performance and Risk
leadership of place, area working, and monthly. Scrutiny Members also focus
Management Framework has also been
new ways of working. on performance on a quarterly basis
reviewed to ensure it is aligned with through a dedicated Scrutiny Performance
The Council’s constitution has been ambitions and ways of working for the Working Group which considers the
reviewed and refreshed, and redesigned future. We agreed a new Performance performance information considered by
to make it more accessible for everyone and Risk Management Framework in Cabinet and Cabinet’s subsequent actions.
and more streamlined. The Council’s 6 June 2018. This sets out an approach
Local Committees have been strengthened focused on timely use of performance and The Council is focusing on improving
and their Terms of Reference reviewed management information so that issues area-focused performance and risk
to support area working approaches, are identified early, effective assessment management to effectively support
making sure local Members have and mitigation of risk, and streamlined Local Committees and area working.
the right powers and resources. but more accessible reporting. This better
We are pursuing opportunities to improve
aligns performance, risk and budget
We are implementing an Improving use of real-time information and analytics
management across the organisation.
Governance project which now provides to enrich management decision-making.
26Peer Challenge Position Statement Cumbria County Council
Investing in leadership Other opportunities include 360° appraisals
and feedback, and at individual and team
The Council is investing in current and level the MBTI psychometric, and the fun,
future leadership and management. interactive JIGSAW tool to help understand
team dynamics. There is also support
Leadership and management for team development activities and
development programme away days from the Council’s
We have a made a commitment to make sure Learning and Development team.
the Council is a learning organisation. As The Council recognised that
part of this, we have put in place refreshed informal learning and engagement
leadership and management programmes is as important as formal,
to provide the tools and training to support so we have also focused on
leaders and managers at all levels. ensuring there are regular
Designed to support organisational opportunities for leaders and
development and provide opportunities managers to spend time together
for personal growth and enable people to collectively consider issues and
to achieve their full potential, the develop solutions collaboratively.
programmes include a range of training, This is key to delivering organisational
e-learning, and advice and guidance. change, embed new ways of working,
and promote innovation and creativity.
Some of the great new opportunities are
theleadership and management qualifications Over the last 2 years we have established
at Masters, Degree and ILM levels 3 and regular Leadership Conferences where
5, funded through our contribution to the the Chief Executive, Extended Leadership
Government’s apprenticeship levy. There Team and Senior Managers from across
are 92 staff who have taken up these the Council can work together on strategic
opportunities and are working towards issues and moving the organisation forward.
to achieving these qualifications.
27Peer Challenge Position Statement Cumbria County Council
In 2018 Management Conferences were • The Ask Katherine email that all staff
introduced bringing middle managers can use to provide feedback or ask
together with the Chief Executive within their questions to the Chief Executive Future
locality to focus on organisation-wide and
area working with 600 staff now reached. • Increased visibility of senior leaders ‘on Ambitions
the floor’ in offices across the county
We recognise that the Council’s greatest • Maintain momentum and
assets are our staff, and improving • Work shadowing frontline staff on their day accelerate delivery of change
to day activities to experience more about through new leadership structures
engagement with staff is an area of
what teams under their responsibility do
focus. Improving employee engagement
is one of 3 main themes in the Council’s
• Embed new ways of working
Key strategies and programmes are throughout the Council and
Workforce Plan. The new employee developed with input from staff at all levels. promote innovation and creativity
engagement framework was developed For example, engagement through workshops
with input from staff and is focused on with frontline staff and service managers • Continue to develop and respond
creating a culture which is open, honest has been a critical factor in developing the to engagement with staff
and supportive and ensuring employees
feel valued, respected and motivated.
Council’s Customer Strategy and its delivery.
• Improve use of real-time
information and analytics to
Implementing the engagement framework support management and
includes a range of approaches used by the Focused on creating decision-making
senior leadership team. These include: a culture which is
• Regular blogs for staff from the Chief open, honest and
Executive and from the Executive Directors supportive and
• Drop-in sessions where staff can go for ensuring employees
a coffee with their Executive Director
in their workplace or in their area for
feel valued, respected
informal conversation and feedback and motivated.
28Peer Challenge Position Statement Cumbria County Council
Capacity to Putting the customer at the
heart of everything we do
Deliver Putting the customer at the heart of everything
we do underpins ways of working. Last year,
we agreed a new Customer Strategy and are
The Council is working hard to ensure now in year 2 of delivery. We are making good
we have the right capacity in the right progress in improving services and processes
place to deliver the outcomes we have so that customers enjoy a better experience.
set out in the Council Plan. We, like other
local authorities, face significant financial Making sure staff have the skills they need, the
and recruitment challenges; however, right communication and signposting channels
we are taking proactive approaches and are in place, and making systems and contact
working in different ways to change methods simpler for customers to access and
the organisation so that we can meet more efficient are central to this improvement
these challenges. We are investing in work. Major programmes of work are
our staff and celebrating success. The progressing with some early positive results.
Council’s role is changing and we are
We have put a range of learning and
focusing more on collaboration and
training in place and all members of
leveraging resources into the county.
staff are completing face to face training
or e-learning modules. Ensuring every
member of staff completes learning in
customer service skills demonstrates the
organisational commitment to our customers.
Staff engagement at all levels is a major
factor in getting this right, and we have had
positive feedback from staff involved to date
who share their insights and suggestions for
29Peer Challenge Position Statement Cumbria County Council
improvement. A programme of opportunities Digital Transformation Prevention and Early Intervention
to support Members in their community
A critical part of improving the customer
leadership role is being developed as We recognise that preventing problems from
experience is expanding our digital offer and
customer and digital champions. occurring and intervening early when they do
access to digital services. The Council is occur is the best way to improve outcomes
Making better use of customer insight to delivering an ongoing programme of service for individuals, families and communities. It
inform service development and decision- redesign delivering digital solutions. We have enables people to live more independently
making is the other key part of improvement ambitious plans in this area and, over the last for longer and communities to become
plans in respect of customer experience. year particularly, we have accelerated activity. more resilient. The Council is placing a
We are making some steps forward
We now have the robust building blocks in major emphasis on investing leadership,
and are committed to this as an area of
place which enables us to move forward effort and resources into prevention and
focus to deliver early improvements.
more quickly improving services and giving early intervention activity. This has its
customers more choice. Last year we challenges and we know that many of the
launched a new Council website and we benefits of the work we are doing now
have a new digital platform designed – in collaboration with partners and with
specifically to support services. We communities – will not be felt for a long time.
are now building on these and we At the same time, we are providing complex
are making significant progress and intensive support to those who need it
faster, but we recognise that and demand for these services is rising.
this is long-term work and, with
new technological solutions It is important that people have access to
becoming available all the time, the tools, information, advice and resources
there’s much more we can do. to enable them to self-help when they can
and there is activity across the Council and
with partners to support this. Cumbria Fire
and Rescue Service is focusing more on
community-based preventative work, as the
demand for fire response reduces over time.
30Peer Challenge Position Statement Cumbria County Council
Fire and Rescue Service officers carry out an Promoting independence through more • Improved allocation and case load
extensive programme of Safe and Well visits intensive interventions to reduce demand is management arrangements;
working with people in their homes to identify also a major strategy to manage demand
and address risks to their safety and wellbeing. more effectively and promote longevity of • Improved supervision arrangements
and peer support; and,
good health and wellbeing. The ambition for
We are also working to link this up more with
other preventative activity in communities,
our Promoting Independence Programme
is to embed ways of working that will
• Increased opportunities for multidisciplinary
working – working on an area basis and
for example, the work of the 28 Health and prevent, reduce and delay the need for bringing together Area Managers, Community
Wellbeing Coaches based in the Council’s formal interventions, and ensure that our Development professionals, Social
locality public health teams who provide a responses will support individuals (and Workers, Occupational Therapists, Health
range of support, advice and information, carers/families) to live as independently and Wellbeing Coaches, and community
signposting and referrals to support as possible for as long as possible. and voluntary sector organisations.
people who need low-level help to stop
issues from escalating. Help and support As part of this work we are investing in a By working in this way, we will ensure we are
is provided addressing a range of issues reshaped Adult Social Care structure, with recognising and making best use of the talents,
such as mental health, hoarding behaviour, additional resources, to help create the knowledge and expertise within our organisation
social isolation, and healthy eating. foundations for transforming social care to ensure we are consistently achieving
services to better meet current and future outcomes that truly promote independence,
There is a significant opportunity to drive need. This will ensure that the most vulnerable and reduce the risk of premature admissions to
this holistic approach to the wellbeing of people we work with are kept safe, whilst hospital or other formal services.
individuals and families forward to achieve we work collaboratively with stakeholders
greater impact both in the short-term and to design and test out new, strength based
longer-term. We are also making progress ways of working that will benefit all our We will
in improving our information, advice
and guidance offer by digital and other
people including our workforce, including
ensure we are
channels to make self-help even easier. recognising and
making best use
of the talents.
31Peer Challenge Position Statement Cumbria County Council
By doing this, we will ensure we are Whilst there are different approaches in Health and social care professionals are
recognising and making best use of the north and the south of the county, the working together with local GPs, the voluntary
the talents, knowledge and expertise principles underpinning the development sector and the community as one team to
within our organisation to ensure we are the same - building robust relationships, better understand the challenges that each
are consistently achieving outcomes making the best use of resources across area faces, provide more care out of hospital
that truly promote independence, and the system and working together in ways and in the community, support people to
reduce the risk of premature admissions that support better health and social manage their own health and wellbeing and
to hospital or other formal services. outcomes for the people of Cumbria. mobilise communities to support prevention
activities. To fully understand the make-up of
Working with our system partners, the Our model is person-centred and strength- their communities in terms of profile, current
third sector and local communities we are based, fostering positive action as a and future health and wellbeing needs,
developing Integrated Care Communities. fundamental element of individual rights, Integrated Care Communities are using the
There are 8 Integrated Care Communities choice and control. We explicitly recognise the mini-Joint Strategic Needs Assessment
established across West, North and East risk to a person’s independence associated which has been produced for each area.
Cumbria, and 5 across the South Cumbria. with hospital admission and institutional care.
These are based on populations of 30 to
50 thousand and groups of GP practices.
32Peer Challenge Position Statement Cumbria County Council
Working Together So we have excellent foundations to build
on and we are beginning to be proactive
We are using the Council’s long track record in lobbying and securing funding in other
of effective collaboration to maximise the areas including children’s services and
contribution to leveraging resources into adult social care to support transformation
the county to deliver shared ambitions programmes, successfully securing innovation
and community aspirations. We already funding. This is something we are committed
work with community and voluntary to doing more of.
and public sector partners in support
of bidding processes, and provide vital
capacity in the county as Accountable
Body to enable other organisations to
secure and manage resources.
The Council has a strong tradition
of supporting the growth of social
enterprise across Cumbria
contributing to the local economy.
The first Social Enterprise Town
in the World is Alston, and in
the last year Cumbria has been
awarded Social Enterprise County
status by Social Enterprise
UK. This award recognises
the success of the Social
Enterprise Support Programme
funded by the Council which
supports over 60 local businesses.
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