Agenda and draft minutes

Cabinet
Wednesday, 26 June 2019 10.00 a.m.

Venue: District Council Chamber, South Lakeland House, Kendal

Contact: Inge Booth  Senior Committee Services Officer

Items
No. Item

CEX/13

Chairman's Announcement

Minutes:

The Leader and Promoting South Lakeland Portfolio Holder having read out health and safety details in respect of the meeting, reference was made to a recent meeting of the Planning Committee held on 6 June 2019 during which a fire alarm had sounded in South Lakeland House when both that building and Kendal Town Hall had had to be evacuated.  This had raised the need for further clarity and training in this regard following commencement of the implementation of the Customer Connect Programme and changes in staffing.  The Chief Executive explained that regular fire evacuation exercises were carried out, however, added that additional training was currently being arranged.

CEX/14

Cabinet Executive Decisions pdf icon PDF 339 KB

To authorise the Chairman to sign, as a correct record, the Executive Decisions made by Cabinet on 5 June 2019.

Minutes:

The Leader and Promoting South Lakeland Portfolio Holder took the opportunity to follow up on a couple of points raised at the last meeting.  He mentioned the issue of Ash dieback, explaining that he had looked at the trees on the stretch of road referred to at the meeting and agreeing that this was a serious situation.  He drew attention to communication on the subject sent to Members of the Cabinet, Shadow Cabinet and the Leader of the Labour Group on the previous day and asked for any comments to be sent to him in writing or raised at the next meeting of the Council.

 

The Leader and Promoting South Lakeland Portfolio Holder further highlighted the recent Member session held on Housing and Homelessness, thanking those officers involved.  This had been a very successful discussion and he understood that the relevant documentation would be made available to all Members.

 

The Leader and Promoting South Lakeland Portfolio Holder finally drew attention to the fact that the information sought at Council in relation to annual reports from representatives on outside bodies had been sent to all Members on the previous day.

 

RESOLVED – That the Chairman be authorised to sign, as a correct record, the Executive Decisions made by Cabinet on 5 June 2019.

CEX/15

Delegated Executive Decisions pdf icon PDF 288 KB

To receive the Delegated Executive Decisions made by Portfolio Holders or Officers on 6 June 2019.

Minutes:

In response to a query relating to DEX/1 (201/20), the Deputy Leader and Housing and Innovation Portfolio Holder provided details with regard to the process of awarding Locally Important Projects (LIPs).  The Leader and Promoting South Lakeland Portfolio Holder stressed the fact that all Group Leaders were invited to consider applications, with substitutions allowed as necessary.

 

RESOLVED – That the Delegated Executive Decisions made by Portfolio Holders or Officers on 6 June 2019 be received.

CEX/16

Declarations of Interest

To receive declarations by Members of interests in respect of items on this Agenda.

 

Members are reminded that, in accordance with the revised Code of Conduct, they are required to declare any disclosable pecuniary interests or other registrable interests which have not already been declared in the Council’s Register of Interests.  (It is a criminal offence not to declare a disclosable pecuniary interest either in the Register or at the meeting.)

 

Members may, however, also decide, in the interests of clarity and transparency, to declare at this point in the meeting, any such disclosable pecuniary interests which they have already declared in the Register, as well as any other registrable or other interests.

 

If a Member requires advice on any item involving a possible declaration of interest which could affect his/her ability to speak and/or vote, he/she is advised to contact the Monitoring Officer at least 24 hours in advance of the meeting.

Minutes:

RESOLVED – That it be noted that no declarations of interest were raised under this item.

CEX/17

Local Government Act 1972 - Excluded Items

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

Minutes:

RESOLVED – That it be noted that there are no excluded items on the Agenda.

CEX/18

Public Participation

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

 

(1)        Questions and Representations

 

            To receive any questions or representations which have been received from members of the public.

 

(2)        Deputations and Petitions

 

            To receive any deputations or petitions which have been received from members of the public.

Minutes:

RESOLVED – That it be noted that no questions, representations, deputations or petitions have been received in respect of this meeting.

CEX/19

Forward Plan

To note the contents of the Forward Plan which is due to be published on 18 June 2019 (to follow).

Minutes:

Copies of the latest Forward Plan published on 18 June 2019 had been circulated prior to the meeting.

 

RESOLVED – That the contents of the Forward Plan published on 18 June 2019 be noted.

CEX/20

Parks and Open Spaces Strategy pdf icon PDF 145 KB

To consider the draft Parks and Open Spaces Strategy 2019-2029.

Additional documents:

Minutes:

Summary

 

The Customer and Commercial Services and People Portfolio Holder introduced a report informing Members that the Parks and Open Spaces Strategy 2019-2029 was a ten year document which had been developed to provide a direction for the management and development of the Council’s parks and open spaces.

 

The District’s parks and open spaces were critical elements of its green infrastructure network which delivered benefits in terms of meeting recreation needs, delivering health and well-being benefits for all ages, reducing pollution, encouraging social interaction, creating biodiversity networks and creating opportunities for active travel.  Parks and open spaces were also fundamental to the character of the Council’s places and the quality of life it offered to existing and future residents.

 

The vision for SLDC’s parks and open spaces was, “working together to create valued and sustainable parks and open spaces in South Lakeland.”

 

To deliver the vision, the following three key themes had been identified:-

 

·        Housing and communities - high quality parks where people meet and communities thrive.

 

·        Health and environment – protecting and enhancing our place, improving wellbeing.

 

·        Economy and culture – enabling and delivering opportunities for sustainable economic growth.

 

The Strategy provided clear direction of the day to day maintenance activities completed by Continental Landscapes Limited, through the Grounds Maintenance Partnership.  It also identified areas to work closely with the Council’s communities, partner organisations and local businesses to improve and enhance its spaces.

 

The Strategy also identified the types of spaces, items it related to which included; trees and woodlands, cemeteries, playgrounds, sports pitches and parks.

 

The delivery of the Strategy was supported by a number of parks and woodland management plans, the Play Audit and the action plan which formed part of the strategy document.

 

The Strategy also identified the continued requirement to maximise the resources available to deliver day to day maintenance, close working with communities and partners to deliver developments and to obtain best value from all resources available to the management of the Council’s parks and open spaces.

 

Details in relation to consultation which had been carried out were included within the report, including the fact that consideration had been given to the Strategy by the Overview and Scrutiny Committee at its meeting on 26 April 2019.

 

The Customer and Commercial Services and People Portfolio Holder, in closing, expressed appreciation for the work carried out by officers.

 

Concern having been raised with regard to limited information on cemeteries within the Strategy, the Green Spaces Officer drew attention to Appendix 2 to the report which provided an example of a Management Plan.  She explained that management plans supported the delivery of the Strategy and that a specific plan for the management of cemeteries was currently in the process of being finalised.

 

The issue of tree management was also discussed and the need for the publication of clear guidelines for the public.  Members were informed that the next edition of South Lakes News would include an article on this topic.

 

It was queried whether tree management services  ...  view the full minutes text for item CEX/20

CEX/21

Arnside and Silverdale AONB Management Plan 2019-2024 - Adoption pdf icon PDF 207 KB

To consider adoption of the Arnside and Silverdale AONB (Area of Outstanding Natural Beauty) Management Plan 2019-2024.

Additional documents:

Minutes:

Summary

 

The Deputy Leader and Housing and Innovation Portfolio Holder presented the new Arnside and Silverdale Area of Outstanding Natural Beauty (AONB) Management Plan for the period 2019-2024.  The Management Plan, together with the recently-adopted AONB Local Plan, would provide a holistic framework for the management and conservation of this landscape of national importance and its communities, which all parties on both sides of the County and District boundary were committed to deliver.

 

The AONB Management Plan 2019-24, attached at Appendix 1 to the report, highlighted the special qualities of the AONB, described the broad range of issues and challenges faced, and explained how the Partnership would manage them to conserve and enhance the area for future generations.  It set out a long-term vision for the future of the AONB and defined three key outcomes that would help achieve it, including an outstanding landscape rich in natural and cultural heritage, vibrant and sustainable communities and a strong connection between people and the landscape.

 

The Management Plan was framed around 14 strategic objectives, details of which were provided within the report.  For each strategic objective, the Management Plan set out a series of actions that would be necessary to achieve them, and listed the key partners that would be responsible for delivery.  The actions were wide-ranging and would require partnership working from the numerous organisations and bodies involved, including the local authorities that were jointly responsible for the area.  Unlike the current Management Plan, the new plan was not accompanied by a specific delivery plan, as it was considered that it could become out of date too quickly.  It was the intention that the Management Plan provided a strategic framework for delivery, and that annual business plans prepared by the AONB unit would provide additional detail on delivery actions in the short term.  This was consistent with the approach being taken by other AONBs.

 

The Council and the AONB team had worked closely together in recent years to ensure that both the Management Plan and the AONB Development Plan Document (DPD), which had been adopted in March 2019 and now formed part of the Council’s Local Plan, were complementary and mutually beneficial in ensuring new development in the AONB helped maintain the special qualities of the area.

 

Details of consultation carried out were provided within the report.

 

The Deputy Leader and Housing and Innovation Portfolio Holder expressed thanks to the officers involved, in particular the Specialist (Strategy), for their work.

 

Members echoed thanks to officers, also commending a well-written and comprehensive document.  Regret was, however, raised with regard to the fact that the AONB did not stretch as far as Heversham and Milnthorpe.  Attention was drawn to Arnside and Hazelslack Towers, sites of heritage in private ownership which were felt to be at risk.  In addition, the lack of mention within the document of the archaeological site of Dog Hole Cave was raised and the fact that the public were not permitted access to these sites.  Also mentioned were the  ...  view the full minutes text for item CEX/21

CEX/22

Regulation of Investigatory Powers (RIPA) Act 2000 Annual Review pdf icon PDF 238 KB

To consider the annual review of the Council’s operation of RIPA.

Minutes:

Summary

 

The Customer and Commercial Services and People Portfolio Holder presented a detailed report on the annual review of the operation of the Council’s surveillance policies and practices under the Regulation of Investigatory Powers Act 2000 (RIPA).

 

The report indicated that between 1 April 2018 and 31 March 2019, there had been no applications for authorisation for Directed Surveillance or use of Covert Human Intelligence Source, nor had there been any live authorisations or applications for authorisation at the date on which the report had been submitted.  There had also been no non-RIPA authorisation requests.

 

The review had taken into account the Data Protection Act 2018 (DPA) and the General Data Protection Regulation (GDPR).  In addition, as part of the review, relevant officers had confirmed that the Council’s CCTV Policy had been adhered to throughout the period.

 

The report further outlined that training had been attended by officers in February 2019 and that the Council’s procedures were available on the Intranet, with the Legal, Governance and Democracy Lead Specialist also being available to provide advice to officers on compliance with RIPA.

 

Decision

 

RESOLVED – That the review of the operation of the Council’s policies and procedures as regards the Regulation of Investigatory Powers Act 2000 for the year 2018/19 be noted.

 

Reasons for Decision

 

The decision links to the delivery of the Council Plan values of Excellence, Openness and Transparency.

 

Alternative Options Considered and Rejected

 

The annual review ensures that the Council undertakes a regular review and that its policies are compliant with legislation.  The review has been undertaken and the report is presented for information and note.  An alternative option is not presented.

CEX/23

Cabinet Representation on Outside Bodies 2019/20 Supplementary Groups pdf icon PDF 226 KB

Further to CEX/12 (2019/20), to consider additional appointments to Outside Bodies for 2019/20.

Additional documents:

Minutes:

Summary

 

Further to CEX/12 (2019/20), consideration was given to proposed nominations for the appointments of representatives to serve on an additional number of outside bodies for the forthcoming year 2019/20.

 

Decision

 

RESOLVED – That

 

(1)        the following appointments of representatives to serve on outside bodies for 2019/20 (or for terms as otherwise stated) be made:-

 

ORGANISATION

REPRESENTATIVE

Cumbria Better Connected

Robin Ashcroft

Lake District national Park Business Task Force

Robin Ashcroft

Sedbergh Economic Partnership

Robin Ashcroft; and

 

(2)        those bodies identified within the report and outlined at (1) above be included on the Council’s List of Outside Bodies for 2019/20 and moving forward.

 

Reasons for Decision

 

Appointments to Outside Bodies assist in the delivery of the Council Plan through partnership working: “working across boundaries, with a range of other local authorities, organisations and businesses.”

 

Representation at these bodies helps towards the Council Plan priority for Economy and Culture, working with partners on delivering regional inclusive growth, creating opportunities for young people, understanding the needs of local businesses and growing a green economy.

 

Representation also helps towards the Housing and Communities priority in the Council Plan, enabling better understanding to meet the needs of communities, supporting housing delivery in both South Lakeland and neighbouring authorities, creating balanced communities and delivering affordable homes.

 

It would also enable the Council to influence and work collectively on its priority of the Health and Environment, improving people’s quality of life and encouraging a sustainable environment.

 

Alternative Options Considered and Rejected

 

Not to make appointments to some or all of these additional Outside Bodies, which could negatively affect the Council’s ability to influence and work with partners on important strategic issues.  This would miss the opportunity for the Council to build and strengthen partnerships with businesses, communities and public sector organisations and hinder the Council’s understanding of needs and issues relating to South Lakeland and the wider community.