Delivery Plan 2025 to 2027 - Theme 3: local economies that work for local people

Supporting the transition to a strong, inclusive and green economy by focusing on our businesses, our people and our assets.

We want to enable the move to an economy that builds wealth locally and offers opportunities for everyone and people have the skills to take them. Overall Cumberland’s unemployment rate is below the national average, but there are significant variations across our area in both unemployment rates and weekly earnings, with serious ‘cold spots’ of worklessness and deprivation. Cumberland’s workforce challenge is significant – our declining working age population presents a major labour supply challenge and we have a limited pool of higher level skills spread across a large geographical area. The rural nature of our area creates accessibility challenges in terms of having the right infrastructure to link communities with employment opportunities. But we have some significant opportunities, not least our outstanding natural environment and landscape providing key current and future resources for the UK in recreation, green energy and food production, and the potential for future major investment in clean energy.

As a major employer in Cumberland we want to make the most of our influence - we want to achieve greater social value in public sector procurements, exploring more ways of retaining wealth within our community. We will seek to utilise our assets as a catalyst for economic activity, generating opportunities for residents, businesses, social enterprises and the community and voluntary sector alike.

Our areas of focus for the next 2 years will be on:

  • enabling people to develop and build the right skills for the future
  • developing the small business community
  • progressive procurement outcomes from anchor institutions
  • increasing affordable housing across Cumberland
  • our town centres are vibrant, and we have a positive approach to culture and leisure
ActivityMilestoneLead DirectorPortfolio Holder
Develop the supply chain by procuring and developing a Capital Works Framework for Cumberland that supports the Cumberland economy and is aligned with the future programmes within the council.By 30 April 2026Corporate and Transformation ServicesFinancial Planning and Assets
Implement a new procurement policy designed to drive transformation and build wealth in the local communities.By 31 May 2027Corporate and Transformation ServicesFinancial Planning and Assets
Grow the social enterprise sector in Cumberland by supporting and encouraging start-ups through Cumbria Social Enterprise PartnershipBy 30 April 2027Public Health, Customer and Community WellbeingPublic Health and Communities

Progress St. Cuthbert's Garden Village Local Plan and special purpose delivery vehicle, including:

  • submission of local plan for examination
  • submission of final business case
By 30 September 2025Corporate and Transformation Services Place and EconomyEnvironment and Planning
Progress early phases of housing delivery within St. Cuthbert's Garden Village.By 31 March 2027Place and EconomyEnvironment and Planning

Develop the Cumberland Local Plan (adapting to new national plan making regulations in late 2025), including: 

  • call for sites and issues and options consultation
  • further evidence base development

By 30 November 2025

By 31 July 2026

Corporate and Transformation Services Place and EconomyEnvironment and Planning
Deliver a programme of Place Standard and Place Based initiatives which respond to the ambitions of our residents and drive our Neighbourhood Invest Plans.5 targeted Place Standard exercises per yearPublic Health, Customer and Community Wellbeing and Place and EconomyPublic Health and Communities
Proactively engage in the national Devolution Priority Programme to inform decision-making on the proposal to establish a Mayoral Strategic Authority in Cumbria and subject to agreement, deliver the programme to create a Cumbria Mayoral Strategic Authority.Ongoing (subject to legislation)Assistant Chief Executive Leader
Develop and begin delivery of an Inclusive Growth Strategy for Cumberland.31 December 2025Place and EconomyLeader
Agree and embed the council's approach to Community Wealth Building.By 31 March 2026Place and EconomyLeader
Delivery of the Cumberland Sports Village to deliver a new community stadium and wider facilities for the community of Workington.By 31 July 2027Place and EconomyLeader
Deliver Place programmes in Wigton, Longtown and Egremont focused on ensuring places and communities look and feel attractive and engaging to residents, business and visitors.OngoingPlace and EconomySustainable, Resilient and Connected Places
Complete Future High Street Programmes in Carlisle and Maryport.By 31 March 2026Place and EconomyLeader
Progress advanced delivery on Town Deal, Borderlands and Levelling Up programmes in Carlisle, Cleator Moor, Millom and Workington.By 31 March 2026Place and EconomyLeader
Develop appropriate delivery models, Special Purpose Vehicles and other partnerships designed to facilitate large pipeline projects such as Moorside and the Port of Workington.OngoingPlace and EconomyLeader
Development and delivery of the Connect to Work programme and the Get Britain Working strategy for Cumberland.OngoingPlace and EconomyLeader
Delivery of support and enforcement activity to coordinate town and city centre renewal programmes.Ongoing Place and EconomyLeader

Deliver masterplans to stimulate investment and regeneration across two key service centres:

  • Whitehaven
  • Carlisle

By 31 December 2025

By 1 April 2026

Place and EconomyLeader
Develop and inward investment programme focused on a pipeline of strategic projects across Cumberland; and, deliver the agreed programme.

By 30 November 2025

Ongoing

Place and EconomyLeader
Deliver Wave 6 and Wave 7 Skills Bootcamp Programme.By 30 September 2027Place and Economy (Enterprising Cumbria)Leader

Under the UKSPF programme operating within Cumberland, we will support economic growth by providing:

  • free business advice for start-ups, supporting 102 people in becoming "enterprise ready"
  • free support and advice for existing businesses, helping 143 businesses to address their challenges and move towards growth
  • small grants for new start-ups, providing twenty grants for individuals in Cumberland to help them start a new business or become self-employed
  • in-depth support on innovation and productivity improvement for SMEs, funding expert 1 to 1 consultancy to assist 30 SMEs to innovate and become more productive
By 31 March 2026Place and Economy (Enterprising Cumbria)Leader

Key performance indicators

Key performance indicatorTarget
Increase the percentage of council spend with local small and medium-sized enterprises.40%
Increase the percentage of tenders advertised with at least 10% social value award criteria.50%
Increase the percentage of major planning applications completed in 13 weeks.80%
Increase the percentage of minor planning applications completed in 8 weeks.90%
Increase the percentage householder planning applications decided within 8 weeks following validation by authority.90%
Increase the percentage of applications determined by Building Control within statutory period of 5 weeks or 2 calendar months (with the consent of the applicant).100%
Increase the percentage of full land searches completed within 10 working days.65%
Increase the percentage of all highways defects completed within agreed response times.80%
Increase the percentage of pothole repairs completed within agreed response times.80%

Outcome measures for local economies that work for local people theme

  • increasing numbers of new businesses
  • productivity gap to UK is reduced
  • an increase in working age population
  • fewer people who are long-term unemployed
  • improved skills levels with more people gaining NVQ3 and NVQ4
  • a reduction in the percentage of residents earning less than the living wage
  • an increase in the proportion of all schools rated good or outstanding
  • number of new homes completed
  • number of affordable homes delivered