Agenda and draft minutes

To receive any apologies for absence.

An apology for absence was received from Cllr Derbyshire.

To receive declarations of interest by Members of interests in respect of items on this Agenda, and to consider any dispensations.

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.

Cllr Hughes declared a non pecuniary interest in Agenda Item No 12 – Social Value Statement in connection with voluntary work he used to do.

To consider whether the press and public should be excluded from the meeting during consideration of any items of business on the agenda.

RESOLVED,     that the press and public be not excluded during consideration of any items on the agenda today.

To receive the minutes of the previous meeting held on 26 March 2024 (copy enclosed)

RESOLVED,     that the minutes of the previous meeting held on 26 March 2024 be agreed as a true and accurate record.

To receive any questions or statement which have been received from members of the public and to receive any petitions.

(note questions or statement must be received in writing (including email) by the Council at least 3 clear working days before the day of the meeting (not including the day of the meeting). So, for example, if the meeting is on Tuesday requests must be received by 11.59 pm on the previous Wednesday by the person named on the front of the agenda.  Petitions must have been presented to the Monitoring Officer 9 working days before the date of this meeting to be valid).

The Chair invited Ms Daphne Knipe of Laurel Garth, Allithwaite, Grange Over Sands to address Cabinet.  She spoke to say:

‘I would like to make the members of the Cabinet aware of the issues which have emerged at all stages of the Neighbourhood Planning process for Allithwaite and Cartmel Parish Council, before you all consider voting for the ('making' (adoption)of the plan).

There are un-resolved issues which many of you are aware of, these should not allow this item on the agenda to be even considered to be voted for and used in future development decisions in the Parish without these issues being resolved, and if need be, taken to a legal stage.  

This is regarding a "Plot of land and adjoining field west of the plot of land in Allithwaite, which has been owned by the Knipe family since the 1930's and has been designated as Amenity Open Space (No public access) without the owners permission and is included with reference to Local District Policy's within the Neighbourhood Plan.

I was made aware by your development department that this designation could have been removed during the process of the preparation of the Neighbourhood plan, no attempt was made by the Parish Council. These are the points I wish to cover.

·         Initial knowledge of designation

·         Evidence of designation --  Parish Council versus District Council

·         Parish Council Meetings

·         Neighbourhood Plan/Design Code

·         Local District Council Policy LA1 10

·         Written Representation

·         Independent Examiner

·         Basic Conditions

·         Advice Local District Council to Parish Council

·         Unanswered questions/ Delayed tactics

·         Land valuation

• Local MP/Summing up.

The Chair thanked Ms Knipe for her statement and noted that the relevant officer would provide a written response following the meeting. He responded to say ‘I understand that your concern relates to land you own at Jack’s Hill, Allithwaite.  I understand your concern that land which you own is identified in the Local Plan as open space and that you feel that this is unjustified because it is private land.  I am also aware that you have submitted applications for planning consent to develop the site and also sought a certificate of lawful development based on planning applications made in the 1930s and that all were refused. 

I note that you are also concerned that you were unaware of the local plan designations affecting the site.  I note that you consider that the Allithwaite and Cartmel Neighbourhood Plan represents an opportunity to change the designation which has not been taken.

The site has been protected as open space for more than 25 years. It forms part of a large open area which was identified as Important Open Space in the South Lakeland Local Plan, adopted in 1997.  This old local plan was reviewed through preparation of the South Lakeland Land Allocations Development Plan Document which was adopted in 2013.

As part of that process, existing Local Plan designations were reviewed. Part of the wider open space was allocated as the Jack’s Hill housing allocation.  The remainder (including the land which  ...  view the full minutes text for item 156.

To receive statements by the Leader of the Council and Cabinet Members.

The Leader made a statement about the first year of Westmorland and Furness Council, and that the items on the agenda today were testament to the progress being made, especially the production of the all of the strategies and policies being presented.  He thanked staff for all their hard work.

The Cabinet Member for Highways and Assets informed members that winter would officially be over on 5 May 2025.  Although it was unlikely to snow in the next few months, there was a very real possibility of flooding.

The Cabinet Member for Transport and Environmental Services thanked the public for responding to the recent public consultation of the bus service improvement plan funding.  Over 1500 people had responded and the responded were now being analysed.

This item gives Councillors an opportunity to put questions to Cabinet Members.

Questions must relate to the powers, duties or responsibilities of the Cabinet and must relate to their portfolio responsibilities.  Questions should be brief, clear and focussed. 

This item will last for a maximum of 20 minutes.

Cllr Drake asked the Cabinet Member for Sustainable Communities and Localities whether she was aware that students in Barrow could only study arts and culture in Ulverston.  She asked if the Cabinet Member would be willing to talk to her about the infrastructure for arts and culture in Ulverston.

The Cabinet Member said she had been holding discussions about the infrastructure for arts and culture in Ulvertston and in fact Cabinet were visiting the Coronation Hall this afternoon.  Culture and libraries were very important and the Council was looking to extend the offer for these in Ulverston.  The issue was the real estate in this location and Cabinet would be considering a sustainable solution for the area going forward.

The Cabinet Member thanked Cllr Drake for her question.

For Cabinet to consider any referrals from Council or any of the Overview and Scrutiny Committees.

There were no referrals from Council or Overview and Scrutiny Committees.

To consider a report from the Leader of the Council (copy enclosed)

Cabinet considered a report which sought agreement to recommend to  Council for approval two related documents – the 2024/25 update of the Westmorland and Furness Council Plan Delivery Framework including a review of 2023/24 delivery activity and a new Westmorland and Furness Council Performance Management Framework and associated set of corporate performance indicators for reporting in 2024/25.

The Council Plan Delivery Framework built on the Council Plan that was approved by Shadow Authority Councillors in December 2022. The first edition of the framework was agreed by Council in September 2023, with agreement that it be updated annually.

The Framework was intended to set the strategic direction for the organisation and help explain how the Council would facilitate improved outcomes for residents, communities and businesses, identifying specific activities and deliverables each year, and setting out how the Council would use its convening powers through collaborative partnership working to facilitate the delivery of these outcomes.

The Westmorland and Furness Council Performance Management Framework (PMF) provided the overarching framework for how performance would be monitored and managed by the council to ensure progress was being made towards achievement of the council’s priority outcomes. The associated set of corporate performance indicators provided the specific measures that would be used to help assess performance and would be reported publicly on a quarterly basis.

The Framework identified 10 strategic themes and explained the related ambition for these themes as mission statements. These elements were unchanged from 2023/24.

For each strategic theme and mission statement there was set of success measures, which outlined the outcomes that the Council was seeking to achieve.

There was also a list of key deliverables associated with each theme. This provided a clear picture of the council’s priority focus and the practical action that would happen to drive progress each year.

Approval of the Framework would support the continued delivery of the Westmorland and Furness Council Plan, its vision, values and strategic objectives. It also restated the council’s commitment to the three principles of sustainable development that cut across all 10 themes, relating to equity, environment and economy.

The Performance Management Framework (PMF) provided an overarching framework for how performance would be monitored and managed by the council to ensure progress was being made towards achievement of the council’s priority outcomes as set out in the Delivery Framework.

The PMF explained the process of performance management, roles and responsibilities of officers and members, governance and the relationship between the Council Plan and individual performance, as well as how the data would be used, and analysed to inform decision making and performance management.

As with the Delivery Framework, approval of the PMF would support the continued delivery of the Westmorland and Furness Council Plan, its vision, values and strategic objectives.

The Leader moved the recommendations which were seconded by Cllr Jarvis.  He thanked officers for this comprehensive work. The performance report included a broad range of KPIs which would show in future how the council how delivering against the themes.

Cllr Thornton remarked  ...  view the full minutes text for item 160.

To consider a report from the Cabinet Member for Finance (copy enclosed)

The Cabinet Member for Finance presented a report which asked Cabinet to approve the Commissioning Strategy 2024 – 2027.

The Commissioning Strategy set out the organisational approach to commissioning with an overall objective of achieving better outcomes for residents.  It was intended to be an easy read high level summary which provides stakeholders with an overview of the Council’s approach to commissioning.

The Commissioning Strategy was one of the Council’s foundational strategies that would support the delivery of the Council’s vision and priorities.  It described the approach to become an “innovative and effective commissioning organisation, with access to vibrant and sustainable markets whilst maintaining positive trusted relationships with our partners.”

The expectation was that through the delivery of this commissioning approach the Council would start to change the focus and impact it wanted to achieve through the delivery of its services.  

It would also ensure that for each service area, options around future delivery were challenged and assessed through the commissioning approach with no bias towards any preference to insourcing/outsourcing.

The implementation of the strategy would allow the council to:

•      Deliver better outcomes for residents by designing services which are needs-led, data and intelligence driven and informed by experience

•      provide the most efficient and best value use of Council resources in the most economic, efficient, effective and sustainable way

•      facilitate transformational change and continuous improvement to deliver improved outcomes for our residents whilst delivering our operating model principles

•      ensure we are a responsible organisation enabling our services to deliver on our responsibilities for environmental, social and governance factors

The Cabinet Member then moved the recommendations, which were seconded by the Leader and put to a unanimous vote.

RESOLVED,     that Cabinet agrees the Commissioning Strategy 2024 – 2027.

To consider a report from the Cabinet Member for Finance (copy enclosed)

The Cabinet Member for Finance presented a report which sought approval of the Procurement Strategy 2024 – 2027.

The strategy set out the Council’s approach to the procurement of goods, works, services and utilities to ensure it delivered value for money, whilst maximising every pound spent and delivering financial sustainability.

The Procurement Strategy was one of the Council’s foundational strategies that would support the delivery of the Council’s vision and priorities.  It defined the strategic approach to procurement for the next 3 years until 2027; and set out the vision and priorities, incorporating the latest government procurement legislation whilst considering local and national priorities.

The vision for procurement was to work in partnership with internal and external stakeholders ensuing that procurement was carried out in a ethically, social and environmentally responsible way, that delivered value for money and long term benefits for the Council and the residents in Westmorland and Furness.

To support this vision, a number of core principles have been established and the Cabinet Member for Finance took members through these.

This strategy also introduced the Procurement Cycle (as defined by the Chartered Institute of Procurement and Supply) as the model the Council would use in its procurement activity.

The Cabinet Member then moved the recommendations, which were seconded by the Leader and put to a unanimous vote.

RESOLVED,     that Cabinet agrees the Procurement Strategy 2024 – 2027.

To consider a report from the Cabinet Member for Finance (copy enclosed)

Cabinet members had before them a report from the Director of Resources (Section 151 Officer) which sought Cabinet approval of the Social Value Statement.

The statement set out more detail about why Social Value was important to the Council and the steps it was taking to seek this added value in the commissioning and procurement of goods, works, services and utilities for residents in Westmorland & Furness.   Social Value in its wider context and clarity of its offer across the Council would be considered in further documents/strategies.

The Social Value Statement, in relation to commissioning and procurement,  would support the delivery of the Council’s vision and priorities.  It was an ambitious council, and ambitious for its communities too.  The Council would work hard to enable all its villages and towns to thrive; and for residents to lead healthy, happy lives.

The Cabinet Member for Finance said officers were working with suppliers to look beyond the financial cost of a contract to consider how the services commissioned and procured could improve the economic, social and environmental wellbeing of an area.

It was also important to maximise those opportunities to ensure that natural resources were protected, whilst striving to become carbon net zero and addressing biodiversity loss.

Without an agreed approach to managing and measuring Social Value in the commissioning and procurement process and the contracts with independent providers there was little consistency to the agreeing and measing any social gains.

The Cabinet Member then took members through the Social Value ‘gains’ and why this was a crucial part of the strategy.

The Cabinet Member then moved the recommendation, which was seconded by the Leader, and put to a vote.

With 8 members voting for and 1 abstention it was

RESOLVED,     that Cabinet agrees the Social Value Statement.

To consider a report from the Cabinet Member for Customer Services and Waste (copy enclosed)

The Cabinet Member for Customer Services and Waste presented a report which recommended that Cabinet approve the ICT Strategy 2024–2029 and associated ICT Delivery Plan for 2024–2025.

The ICT Strategy set out a high-level approach and direction of travel for the organisation’s ICT that would provide the building blocks and foundation for the future technical requirements of Westmorland and Furness Council.

The ICT Strategy was supported by a delivery plan for 2024-2025, which would be updated on an annual basis.

Strong and secure ICT infrastructure was essential to deliver a wide range of council functions in an effective manner. Innovative design and the use of technology had the power to transform, making services simpler, easier to access, and efficient without compromising on quality.

Cabinet understood that bringing four legacy councils into one had created significant long-term opportunities for The Council. It had also however created significant technical challenges in the short to medium term that would take careful planning, time and resources to overcome.

The Cabinet Member said the council was ambitious for the future, but also realistic. This strategy laid out plans for the next five years, bringing together legacy council ICT services with new emerging technology, supporting our modern workforce, designing, strengthening and improving the offer and customer experience, ensuring always that Westmorland and Furness was ‘a great place to live, work and thrive’.

The ICT Strategy would consider developments in technology to ensure service teams and customers had the best possible applications to support members and officers to carry out their duties in the best possible way.

The ICT Strategy was one of the council’s foundational strategies that would  support the delivery of the Council’s vision and priorities.

The strategy described the changes and improvements needed to take place to ensure that the council had a fit-for-purpose, efficient, effective and secure ICT Service and infrastructure for the future.

The 2024 -2025 Delivery Plan set out the key activities for year one of the ICT strategy, many of which were important to lay a firm foundation and building blocks for changes that would be implemented in short, medium and long term. The consolidation of teams, ICT infrastructure, disaggregation and aggregation of systems and the introduction of single policies and procedures was important, to get the basics right before making more significant changes.

The Cabinet Member ended by thanking officers and colleagues who had contributed and worked on this strategy during an unprecedented period maintaining safe and legal services, business as usual, and most importantly the beginning of transformational work.

She then moved the recommendations which were seconded by Cllr Bell, who thanked the Cabinet Member for Customer Services and Waste for driving this forward.  The recommendation was then put to a vote, which was unanimous.

RESOLVED,     that Cabinet agrees the ICT Strategy 2024 – 2029 and Delivery Plan 2024 – 2025.

To consider a report from the Cabinet Member for Customer Services and Waste (copy enclosed)

The Cabinet Member for Customer Services and Waste presented a report which asked it to approve the Customer Strategy 2024–2027 and Customer Strategy Delivery Plan 2024–2025.

She was delighted to present this, the first Westmorland and Furness customer strategy. It was a strategy that was supported by a one year delivery plan, a living document that could be reviewed as required, responsive to change, which would be visited and updated annually.

This was another important foundational strategy and plan which supported delivery of the Council’s vision and priorities. The Council Plan had a commitment to putting communities and customers at the heart of what we do and this Strategy and plan provided clarity on what this meant, how it would  be achieved, and what success looked like.

This strategy described the changes and improvements needed to make a positive and lasting difference to its customers, and the Cabinet member took members through these.

The Delivery Plan 2024-2025 set out the key activities for year 1 of the strategy, many of which were important to lay a firm foundation for changes that would be implemented in future years.

The consolidation of teams, systems and introduction of single policies and procedures was important, to get the basics right as a new Unitary Council before making more significant changes in the medium to longer-term.

Given the emphasis in the Council Plan and operating model on taking a customer focused approach,  it was important to describe what this meant and how the council intended to deliver on its ambition.

There was always more to do, to do things better, and anticipating this journey would take a number of years given the scale of change needed as a new authority, this strategy was an important step forward, setting out ambitions and direction in the short term critical phase of change.

Developing this strategy involved input from a range of stakeholders and the Cabinet Member wanted to place on record her thanks to members and others, who took the time to share their thoughts as part of that development process. Ideas, suggestions and feedback came from a variety of interested and relevant communities.

The Cabinet Member them moved the recommendations which were seconded by Cllr Jarvis.

Cllr Jarvis felt this to be one of the most fundamental strategies for this council, and it was extremely comprehensive and outlined where the Council wanted to be in the future, and how this would be achieved.

Cllr Hughes supported this strategy and hoped that the council would recognise that not everyone had access to IT equipment.  Cllr Thornton supported this as not everyone lived in the ‘digital world’.

The recommendations was then put to a unanimous vote.

RESOLVED,     that Cabinet agrees the Customer Strategy 2024-2027 and Customer Strategy Delivery Plan 2024 – 2025.

To consider a report from the Leader of the Council (copy enclosed)

The Leader presented a report which recommended the approval of the People Plan 2024 – 2027.

The People Plan set out the high-level direction of travel and aspirations for the workforce and was supported by a delivery plan which would be updated on an annual basis. 

The People Plan was one the Council’s foundational strategies that would  support the delivery of the Council’s vision and priorities.  The vision for its workforce had been shaped by the Westmorland and Furness Council Plan, Council Plan Delivery Framework and Target Operating Model.  It described its aspiration to have a confident, empowered and inclusive workforce.

The Council wanted be an employer of choice, not one of necessity, with a strong focus on improving health, safety and wellbeing, trust and inclusivity.  It recognised that its strength as an organisation was its workforce, who had achieved so much to date, since the new council was formed.

Cabinet recognised that more remained to be done to further create a positive and inclusive workplace culture, where the employees had a sense of belonging and felt valued, could reach their full potential and actively contribute to the Council’s priorities.

The 2024-2025 Delivery Plan set out the key activities for year 1 of the strategy, many of which were important to lay firm foundations for developing a strong and inclusive workplace culture over the medium to longer term. 

The Leader then moved the recommendations, which were voted upon and unanimously agreed.

RESOLVED,       that Cabinet agrees the People Plan 2024-2027 and year 1 Delivery Plan 2024 – 2025.

To consider a report from the Cabinet Member for Climate and Biodiversity (copy enclosed)

Cabinet had before it a report from the Director of Thriving Places and presented by the Cabinet Member for Climate and Biodiversity which sought approval to adopt the Nature and Biodiversity Action Plan Part One for Westmorland and Furness Council.

The Part One Action Plan supported the commitments made in the Council Plan and Climate Change Action Plans Part One and Two, as well as meeting the biodiversity duty for public authorities as introduced in the Environment Act 2021.

The Council Plan outlined the Council’s values, one of which was to be ‘ecologically aware’ and the Nature and Biodiversity Action Plan Part One would underpin this value. The delivery framework outlined its sustainability principles of equity, economy and the environment. With the third focusing on taking action on climate change and biodiversity loss, by seeking to redress damage and protect the environment for the long term.

The Nature and Biodiversity Action Plan Part One outlined how the Council was making nature recovery a priority, setting the scene and beginning conversations across the Council and throughout its communities about how it would work together to protect and enhance biodiversity and ecosystems.

The Part One Action Plan would be followed by a Part Two Action Plan, which would outline in more detail how the Council would work collaboratively with partners and key stakeholders to address the ecological emergency and encourage joined-up thinking. This part two would be developed using the key priorities and measures that come out of the Cumbria Local Nature Recovery Strategy.

The Cabinet Member then moved the recommendations, which were seconded by Cllr Bell. 

Cllr Jones commented that South Lakeland Locality Board has recently discussed the number of people that shared the Council’s passion for nature.  The challenge was that in Westmorland and Furness we had a beautiful landscape and many people wanted to visit.  However, this created conflict and it would always be a challenge to balance this.

The recommendations were then put to a unanimous vote.

RESOLVED,     that Cabinet

(1)      agrees to adopt the Nature and Biodiversity Action Plan Part One in Appendix A and reaffirm the Council’s commitment to enhance nature and address biodiversity loss in Westmorland and Furness;

(2)      agrees to commit to developing and delivering the Nature and Biodiversity Action Plan Part Two;

(3)      asks Council to endorse the decisions of Cabinet in adopting the Nature and Biodiversity Action Plan Part One.

To consider a report from the Cabinet Member for Sustainable Communities and Localities (copy enclosed)

The Cabinet Member for Sustainable Communities and Localities presented a report which informed them that the Allithwaite and Cartmel Neighbourhood Development Plan (ACNDP) was a neighbourhood plan prepared by Allithwaite and Cartmel Parish Council (ACPC). The ACNDP covered Allithwaite and Cartmel Parish and contained local planning policies and local green space designations and was supported by a Design Code. It had recently been the subject of a referendum.

Paragraph 38(A) 4 of the Planning and Compulsory Act 2004 required the Authority to ‘make’ the Neighbourhood Plan if more than half of those voting in the referendum upon the plan had voted in favour of the plan being used to help decide planning applications in the area.  More than half of those voting in the Allithwaite and Cartmel Neighbourhood Development Plan referendum on 29 February 2024 voted in favour of the plan.

Following a positive result, a Neighbourhood Plan became part of the adopted development plan for Westmorland and Furness Council.  This meant it would be given full weight when assessing planning applications that affected land and buildings covered by the plan. The ‘making’ of the plan was a formal procedure that the Council must undertake in such circumstances to endorse and adopt the plan and legally bring it into force. This report sought Cabinet approval to ‘make’ the plan.

A neighbourhood plan was a plan that ultimately formed part of the Development Plan. It was prepared by a Neighbourhood Planning Body. This was the Parish or Town Council(s) where one existed.  In this case the ACNDP had been prepared by Allithwaite and Cartmel Parish Council which was the Neighbourhood Planning Body.

The Cabinet Member took members through the detail of how the plan had been progressed, including the referendum and formal examination undertaken by Mr John Mattocks.

A local referendum was held in Allithwaite and Cartmel Parish on 29 February 2024 to decide whether the local community were in favour of the Plan. From the votes recorded, 259 of the 314 votes (82%) received were in favour of the Plan. The turnout of electors was 20.63%.

In accordance with the provisions of Section 38A(9) of the Planning and Compulsory Purchase Act 2004 and Regulation 19 of the Neighbourhood Planning (General) Regulations 2012, the Council must publish a statement on the Council’s website setting out the decision to ‘make’ the plan and draw attention to interested parties of the decision.

The ‘made’ ACNDP would be published on the website and made available for public inspection, and relevant persons and parties would be notified on where it could be viewed in accordance with Regulation 20 of the Neighbourhood Planning (General) Regulations 2012. The current referendum version (Appendix 1) would be updated as the ‘made’ version, following cabinet approval. The updates would be of a minor non-substantive nature.

The Cabinet Member reiterated that the Council had to ‘make’ the plan but that the decision had been made following the referendum by the parish council.

She then moved the recommendation which was seconded by  ...  view the full minutes text for item 168.

To consider a report from the Cabinet Member for Housing and Homelessness (copy enclosed)

The Cabinet Member for Sustainable Communities and Localities presented a report on behalf of the Cabinet Member for Housing and Homelessness, which sought to establish the Homelessness and Rough Sleeping Strategy 2024 – 2029 which had been developed to inform and promote the Council’s approach to the prevention and relief of homelessness and Rough Sleeping.

Cabinet noted the development of a Homelessness and Rough Sleeping was a statutory requirements under the Homelessness Act 2002.

Both nationally and within Westmorland and Furness homelessness presentations were increasing as the demand for affordable accommodation outstripped supply.  The strategy identified the current position with a view to working with partners to ensure an adequate supply of interim and settled accommodations was available.

The Cabinet Member informed Cabinet that the strategy set out how the Council would work with partners to prevent homelessness and the actions it would take to ensure people experiencing homelessness were supported to access accommodation that met their needs.

The Cabinet Member then moved the recommendations which were seconded by Cllr Archibald who gave an insight into his own experience of homelessness.  He was delighted that the Council took this seriously and if implemented this strategy would make a difference to people’s lives.

Cllr Hughes informed Cabinet that in the past he had been a board member of Eden Housing and wondered if this would exclude him from voting.  The Chief Legal and Monitoring Officer confirmed this would not exclude him.

The recommendations were them put to a unanimous vote. 

RESOLVED,     that Cabinet approve the Homelessness and Rough Sleeping Strategy 2024–2029 attached at Appendix 1 of the report.

To consider a report from the Cabinet Member for Children’s Services, Education and Skills (copy enclosed)

Members considered a report which provided Cabinet with an overview of the new strategy for cared-for children in Westmorland and Furness. Unlike the preceding county strategy, concluding in 2023, this new strategy was tailored specifically to its local context.

The Council had a statutory duty to have a strategy in place for cared-for children. This document not only fulfilled that obligation but also went beyond, embodying a commitment to continuous improvement and responsiveness to the evolving needs of the children and young people in its care.

Cabinet noted that the successful delivery of the strategy would depend on effective collaboration with partners, and other stakeholders including statutory agencies and community organisations and networks.

The Cabinet Member for Children’s Services, Education and Skills said establishing robust monitoring and evaluation mechanisms would be crucial to assess the impact of the strategy, and to enable this it was proposed to establish a multi-agency cared for children partnership board. Key performance indicators (KPI’s) and feedback mechanisms to track progress and provide challenge would also be established.

The Cabinet Member for Childrens Services, Education and Skills informed Cabinet that a delivery plan, which would outline specific milestones and timelines for the effective implementation of the strategy would be developed.

She then moved the recommendations, which were seconded by Cllr Bell.

Cllr Bell commented that she hoped the Council would work to raise the profile of the role of all members as Corporate Parents.  The recommendations were then put to a unanimous vote.

RESOLVED,     that Cabinet endorsed the Cared for Children and Care Experienced Young People’s Strategy.

To consider any urgent items of business.

There were no urgent items of business.