Council
Please Contact: Emma Denny
Please email: emma.denny@north-norfolk.gov.uk
Please Direct Dial on: 01263 516010
09 September 2014
A meeting of the North Norfolk District Council will be held in the Council Chamber at the
Council Offices, Holt Road, Cromer on Wednesday 17 September 2014 at 6.00 p.m.
Members of the public who wish to ask a question or speak on an agenda item are
requested to arrive at least 15 minutes before the start of the meeting. It will not always be
possible to accommodate requests after that time. This is to allow time for the Chairman to
rearrange the order of items on the agenda for the convenience of members of the public.
Further information on the procedure for public speaking can be obtained from Democratic
Services, Tel: 01263 516010, Email: democraticservices@north-norfolk.gov.uk
Anyone attending this meeting may take photographs, film or audio-record the proceedings
and report on the meeting. Anyone wishing to do so must inform the Chairman. If you are a
member of the public and you wish to speak on an item on the agenda, please be aware that
you may be filmed or photographed.
Sheila Oxtoby
Chief Executive
To: All Members of the Council
Members of the Management Team, appropriate Officers, Press and Public.
If you have any special requirements in order
to attend this meeting, please let us know in advance
If you would like any document in large print, audio, Braille, alternative format or in a
different language please contact us
Chief Executive: Sheila Oxtoby
Corporate Directors: Nick Baker and Steve Blatch
Tel 01263 513811 Fax 01263 515042 Minicom 01263 516005
Email districtcouncil@north-norfolk.gov.uk Web site northnorfolk.org
AGENDA
1.
PRAYER
Led by Reverend Ronald O’Toole, Deacon, Sacred Heart Church, North Walsham
2.
CHAIRMAN’S COMMUNICATIONS
To receive the Chairman’s communications, if any.
3.
TO RECEIVE DECLARATIONS OF INTERESTS FROM MEMBERS
Members are asked at this stage to declare any interests that they may have in any
of the following items on the agenda. The Code of Conduct for Members requires
that declarations include the nature of the interest and whether it is a disclosable
pecuniary interest.
4.
APOLOGIES FOR ABSENCE
To receive apologies for absence, if any.
5.
MINUTES
(page 1)
To confirm the minutes of the meeting of the Council held on 23 July 2014.
6.
ITEMS OF URGENT BUSINESS
To determine any other items of business which the Chairman decides should be
considered as a matter of urgency pursuant to Section 100B (4)(b) of the Local
Government Act 1972.
7.
PUBLIC QUESTIONS
To consider any questions received from members of the public.
8.
APPOINTMENTS
To consider any appointments
9.
RECOMMENDATIONS FROM CABINET 08 SEPTEMBER 2014
a) AGENDA ITEM 13: FINANCIAL STRATEGY 2015/16 TO 2017/18
(Cabinet Agenda 08 September 2014 – p.31)
(Strategy document, Cabinet Agenda – p.33)
(Appendix E, Cabinet Agenda – p. 60)
RECOMMENDATIONS TO COUNCIL:
a) Continuation of the current Local Council Tax Support Scheme for 2015/16;
b) That the Local Council Tax Support Scheme grant for parishes be offered
to those parish and town councils that accepted the grant in 2014/15 and
the total amount available is reduced in line with the Council’s relative
funding reductions as outlined at section 2.8.5;
c) The revised reserves statement as included at Appendix E to the financial
strategy;
RECOMMENDATIONS FROM OVERVIEW AND SCRUTINY COMMITTEE
The Overview and Scrutiny Committee considered the above recommendations from
Cabinet at their meeting on 10 September 2014. The Chairman will provide an oral
update at the Council meeting.
10.
ANY RECOMMENDATIONS FROM THE OVERVIEW AND SCRUTINY
COMMITTEE 11 SEPTEMBER 2013
To receive any further recommendations from the Overview and Scrutiny Committee
10 September 2014.
11.
RECOMMENDATIONS FROM THE AUDIT COMMITTEE 16 SEPTEMBER 2014
The Annual Governance Statement 2013/14 and the 2013/14 Statement of Accounts
will be considered at the Audit Committee meeting on 16 September 2014. The ViceChairman of Audit Committee will provide an oral update at the Council meeting and
introduce agenda items 12 and 13.
12.
ANNUAL GOVERNANCE STATEMENT 2013/14
To receive the Annual Governance Statement 2013 – 2014
(Page 6)
(Source: Karen Sly, Head of Finance, Tel: 01263 516243,
email: karen.sly@north-norfolk.gov)
13.
2013/14 STATEMENT OF ACCOUNTS
Agenda note: The Statement of Accounts is available electronically and has been
sent to all members by email. Hard copies can be obtained from Democratic Services
on request.
To approve the Statement of Accounts2013/14
(Source: Karen Sly, Head of Finance, Tel: 01263 516243,
email: karen.sly@north-norfolk.gov)
14.
TO RECEIVE THE APPROVED MINUTES OF THE UNDERMENTIONED
COMMITTEES
Members are requested to note that the minutes of the undermentioned committees
have been approved. Copies of all the minutes are available on the Council’s website
or from Democratic Services.
a)
b)
c)
d)
e)
15.
Overview and Scrutiny Committee – 18 June 2014
Cabinet – 07 July 2014
Development Committee – 12 June 2014
Development Committee – 24 July 2014
Development Committee – 07 August 2014
REPORTS FROM THE CABINET OR MEMBERS OF THE CABINET
To receive reports from the Cabinet or Members of the Cabinet.
16.
QUESTIONS RECEIVED FROM MEMBERS
The following questions have been received from Councillor G Jones:
Question 1
1. The number of staff employed [as per the budget book] for each of three years
are as follows: 2014 /2015 = 267, 2013/2014 = 274, 2012/2013 292 [full time
equivalent posts]. This represents a reduction of some 23 full time equivalent
posts.
2. Amongst the posts permanently deleted are the Arts Officer, Community Liaison
Officer, Economic and Tourism Development Officer, Economic and Tourism
Development Support, Sustainability Assistant,
3. Existing posts that are still vacant include: Senior Coastal Engineer, Growth and
Communities Manager, Conservation and Design and Landscape Manager,
Revenues and Benefits Manager, Trainee Accountant, Fraud Manager and
Graphic Designer.
4. Between April 2011 and April 2014 102 staff left the employment of the council
[this is a not inconsiderable level of turnover]. The reasons for their leaving was
as follows:Dismissal – redundancy
Dismissal – end of contract
Dismissal - conduct
Resignation personal reasons
Resignation – transfer to other public
bodies
Resignation transfer to private sector
Retirement - natural
Retirement Employers Consent
Retirement - |voluntary
Retirement - redundancy
Retirement – ill health
15
15
1
30
9
8
10
11
2
1
2
Exit Interview Information as at September 2014
Of those staff who voluntarily completed the exit questionnaire, the reasons
recorded for leaving their current post are shown below. Figures shown are
against a percentage of leavers (excluding fixed term contracts) not as a
percentage of staff who completed
.
Reason
%
Change of career
2
Career progression
5
Set up own business
2
Further education
2
Relocation
2
Poor relationships with
colleagues
2
Poor management
2
Ill health
2
Retirement
4
Domestic and personal
reasons
4
Travel difficulties
4
Lack of worklife balance
4
Better pay and benefits
Lack of recognition and
working conditions
5
4
It is disappointing, given the likely long term effect on employment and tourism,
that the Arts, Economic and Tourism Development, Coastal Engineering,
Conservation and Design and Landscape posts have been removed or are still
not replaced. How are these important functions being managed, what impact
has the reduction in staff numbers had on the workload of the remaining staff,
and what is the likelihood of further staff redundancies in the next financial year?
Question 2:
In the six months between September 2013 and March 2014 there were 167
questions from the MP Norman Lamb. In the period between April 2014 and July
2014 there were 105 questions. This is an average of 25 a month.
2. The analysis of the questions is attached and it seems difficult to understand why
so many questions are being asked on such seemingly mundane subjects. It
would suggest that the District Council is failing to provide adequate services or
failing to communicate with residents.
3. In these times of austerity the cost to the authority in answering these
questions, in officer’s time etc. must be considerable.
What is the estimated cost of receiving, forwarding and responding to the 272 MP’s
questions and what evidence is there that the questions have led to any changes in
the activities of the District Council and would it be appropriate to arrange a meeting
with the MP to find a more cost effective way to maintain the MP/District Council
relationship and develop a protocol whereby the MP can direct his questions, more
appropriately, to the relevant district councilors to take up?
17.
OPPOSITION BUSINESS
To receive any opposition business.
18.
NOTICE(S) OF MOTION
None received
19.
EXCLUSION OF PRESS AND PUBLIC
To pass the following resolution – if necessary:
“That under Section 100A(4) of the Local Government Act 1972 the press and public
be excluded from the meeting for the following item(s) of business on the grounds
that they involve the likely disclosure of exempt information as defined in
paragraph(s) _ of Part 1 of Schedule 12A (as amended) to the Act.”
20.
PRIVATE BUSINESS
Circulation:
All Members of the Council.
Members of the Management Team and other appropriate Officers.
Press and Public
COUNCIL
Minutes of a meeting of North Norfolk District Council held on 23 July 2014 at the Council
Offices, Holt Road, Cromer at 6.00 pm.
Members Present:
Officers in
Attendance:
Mrs S A Arnold
Mrs L Brettle
Mr B Cabbell Manners
Mrs A ClaussenReynolds
Mrs H Cox
Mr N D Dixon
Mrs A M Fitch-Tillett
Mr T FitzPatrick
Ms V R Gay
Mrs A Green
Mrs P Grove-Jones
Mr P W High
Mr T Ivory
Mr J Lee
Mr N Lloyd
Mrs B McGoun
Mrs A Moore
Mr P W Moore
Mr W J Northam
Mr J Perry-Warnes
Mr R Price
Mr R Reynolds
Mr E Seward
Mr R Shepherd
Mr N Smith
Mr R Smith
Mr R Stevens
Mrs A Sweeney
Mrs V Uprichard
Mrs L Walker
Mr S Ward
Mr G Williams
Mr P Williams
Mr R Wright
Mr D Young
The Chief Executive, The Corporate Directors, the Monitoring Officer, the
Head of Finance, the Head of Organisational Development and the
Democratic Services Officer
37.
PRAYERS
The Chairman invited member and lay preacher Mrs B McGoun to lead prayers.
38.
CHAIRMAN’S COMMUNICATIONS
The Chairman stated his privilege at being able to attend the Big Society Awards at North
Walsham, stating that he was very pleased so many members had attended. He commented
that it was a very special night and wished to convey his formal congratulations to all winners
and finalists. He also gave thanks to the staff who helped to organise the event, and to the
EDP editor for his attendance. He explained that the vice-Chairman had recently attended the
Lord Mayors procession on his behalf which she had found particularly enjoyable.
The Chairman then passed on a number of dates of interest for members. On the 29th July a
member briefing on the financial strategy and performance indicators was due to take place,
and email about which had been circulated to members. He also mentioned the North
Walsham Round Table Beer Festival which was due to take place on the 1st and 2nd of August
with all proceeds going to charity. Finally he explained that to raise money for his two
Chairman‟s charities, on the August Dress Down Day the Chairman, the Leader and the Chief
Executive would be partaking in a charity event which he encouraged all members and staff to
get involved in.
39.
TO RECEIVE DECLARATIONS OF INTEREST FROM MEMBERS
Member(s)
Minute
Item
Interest
Review of Discretionary Pension
Policy Statements
Pecuniary Interest:
receives a LGPS
pension.
No.
Mr P Moore
Council
11
23 July 2014
40.
APOLOGIES FOR ABSENCE
Apologies for absence were received from Mr M Baker, Mrs H Eales, Mr B Hannah, Mr G
Jones, Mr R Oliver, Miss B Palmer, Mr J Punchard, Mr J Savory, Mr B Smith and Mr P
Terrington.
41.
MINUTES
The minutes of the annual meeting of Council held on 24 June 2014 were approved as a
correct record.
42.
ITEMS OF URGENT BUSINESS
None
43.
PUBLIC QUESTIONS
None
44.
APPOINTMENTS
It was proposed by Mr T FitzPatrick, seconded by Mr R Reynolds and
RESOLVED
To appoint Mrs H Cox as a substitute on the Big Society Fund Grants Panel
45.
RECOMMENDATIONS FROM THE CONSTITUTION WORKING PARTY 14 MAY 2014
MINUTE NO 6: REVIEW OF THE POLICY FRAMEWORK
Mrs H Cox, Chairman of the Constitution Working Party introduced this item. She informed
members that changes to the policy framework as detailed in the agenda were proposed to
keep the constitution viable and up to date.
RESOLVED
To include the listed plans and strategies within the Policy Framework and that the constitution
should be amended to reflect these changes
46.
RECOMMENDATIONS FROM CABINET 07 JULY 2014
a) AGENDA ITEM 10: SUPERFAST BROADBAND
The Leader introduced this item. He explained that the funding via Better Broadband for
Norfolk (BBfN) would provide faster broadband speeds across north Norfolk, whilst the
authorities‟ earmarked £1 million would provide faster speeds for the especially hard to reach
areas in the district. He further explained the recommendation was an „in principle‟ agreement
and funding would only be committed following BBfN‟s survey work and further details being
provided to members.
He explained that recommendation 3 had been completed following a presentation to the
Overview and Scrutiny committee, so therefore proposed recommendations 1 and 2.
Mr P Moore commented as Chairman of the Overview and Scrutiny committee. He explained
the committee had had a wide ranging debate, but one clear point had been that the funding
would all be spent in north Norfolk and asked for the leader to guarantee this.
Council
22
23 July 2014
Mrs A Moore commented that whilst she was in favour of better and faster broadband for north
Norfolk, it would have been better for funding to be sourced from the capital budget as
opposed to from revenue spending, as this would result in restricting the authority‟s cash flow.
Mr P Williams asked for a guarantee that should the scheme for north Norfolk not work out as
hoped that all funding would be returned to the authority.
The Leader provided assurances that as written in recommendation number 2, that no funding
would be committed until satisfactory analysis had been made of survey results, and no
funding would be spent outside of north Norfolk. He explained this had been made clear at the
meeting of Cabinet.
The Leader proposed and Mr W Northam seconded. The Leader then called for a recorded
vote which can be found at Minutes Appendix A and it was
RESOLVED
1. That £1million is earmarked (in a reserve) from the current year balance and future year
allocations return of the second homes council tax funding and unallocated New Homes
Bonus.
2. That no commitment to spend this earmarked fund is made until the BBfN Programme has
let the next call-off contract and this has been analysed by the District Council, the detail
shared with Members and a recommendation made to Council.
47.
RECOMMENDATIONS FROM OVERVIEW AND SCRUTINY COMMITTEE 16 JULY 2014
The Chairman of the Overview and Scrutiny committee had no recommendations but spoke to
the meeting of Overview and Scrutiny on the 22 July. The meeting had been organised to
discuss housing in the district and local housing associations had been invited to attend. He
explained that he was very disappointed that Victory housing and Flagship housing had both
cancelled their attendance at the last minute and hoped that they would be able to attend
committee soon.
48.
REVIEW OF DISCRETIONARY PENSION POLICY STATEMENTS
The Leader introduced this item. He explained that the introduction of the new Local
Government Pension Scheme from 1 April 2014 required all scheme employers to review their
current discretionary policy statements and publish new statements. He further explained that
the attached pension policy statement summarised the key changes and made a
recommendation for the adoption of revised pension policy statements for the authority. He
also explained that UNISON had been consulted on the changes and confirmed that they had
no objection.
The Leader proposed, Mr W Northam seconded and it was
RESOLVED to approve
The revised Pension Policy Statement.
49.
TO RECEIVE THE APPROVED MINUTES OF THE UNDERMENTIONED COMMITTEES
The minutes of the meetings below were noted as a correct record.
a)
b)
c)
Council
Overview & Scrutiny Committee – 20 May 2014
Cabinet – 09 June 2014
Development Committee – 15 May 2014
33
23 July 2014
50.
REPORTS FROM THE CABINET OR MEMBERS OF THE CABINET
The Chairman invited members of the Cabinet to speak.
Mr W Northam discussed a presentation he had attended in the previous week regarding
dementia care in the district. He stated himself and the vice-Chairman, who had also been in
attendance, had found it very informative and suggested it may be useful for the presentation
to be provided to other district members. He commented he would pass the contact details on
to the relevant officers.
The Leader discussed changes to recycling and waste collection in the district, explaining that
they were on target and new arrangements were in place. He explained that the advertising
campaign would begin at Greenbuild in September ready for the roll out of the new system in
October.
Mr J Lee thanked members for their attendance at the Big Society Awards and brought to
members‟ attention a card he had received from the parents of Craig Prior, one of the
recipients of the “Outstanding Contribution by a Young Person to a Big Society Funded
Project” award, thanking the Big Society Fund for recognising their son‟s hard work. Mr J Lee
commented that it was humbling to receive the card and thanked officers for their exceptional
hard work in their arranging of the evening.
The Chairman reiterated Mr J Lee‟s remarks, commenting that following Craig Prior‟s passing
in February, the award was a fitting tribute for such a hardworking and engaged young man.
Mr W Northam then went on to discuss the Council Tax Support working party which had
convened on the 15 July to discuss changes to the scheme. He explained he would keep
members up to date with any changes to the scheme.
At this point, the Chairman invited Mr R Price to speak. Mr R Price wished to convey his
congratulations to Rev Canon David Court, former Vicar of Cromer, for his appointment as
Bishop of Grimsby. He explained that as Vicar, Reverend Court had done excellent work in
Cromer, encouraging attendance and involvement in the church. The Chairman agreed and
members of the council gave their congratulations for his new appointment as Bishop of
Grimsby and wished him well for the future.
51.
NOTICE(S) OF MOTION
None received.
The meeting concluded at 6.29 pm.
_________________________
Chairman
Council
44
23 July 2014
Minutes Appendix A
COUNCIL RECORDED VOTE FORM
Motion: Superfast Broadband (Agenda Item 10)
Date: 23 JULY 2014
For
Arnold, Mrs S A
Against
Abst
For
Abst
Oliver, R
X
Baker, M
Palmer, B
Brettle, L
X
Perry-Warnes, J H
X
Cabbell Manners, B
X
Price, R
X
ClaussenReynolds, A
Cox, H
X
Punchard, J
X
Reynolds, R
Dixon, N
X
Savory, J D
Eales, H
X
Seward, E
X
X
Fitch-Tillett, A
X
Shepherd, R
FitzPatrick, T
X
Smith, B
Gay, V R
X
Smith, N
X
Green, A R
X
Smith, R
X
Grove-Jones
X
Stevens, R
X
Sweeney, A C
X
Hannah, B J
High, P W
X
Terrington, P
Ivory, T
X
Uprichard, V
X
Jarvis, B
Walker, L
X
Jones, G R
Ward, S
X
Lee, J H A
X
Williams, G
X
Lloyd, N
X
Williams, P
X
McGoun, B M
X
Wright, R
X
Moore, A
X
Wyatt, J A
X
Moore, P W
X
Yiasimi, A
Northam, W J
X
Young, D
Council
Against
15
X
23 July 2014
Agenda Item 12
Annual Governance Statement 2013/14
1. SCOPE OF RESPONSIBILITY
1.1.
North Norfolk District Council (NNDC) is responsible for ensuring that its business is conducted in accordance with the law and proper
standards, that public money is safeguarded and properly accounted for and used economically, efficiently and effectively. NNDC also has a
duty under the Local Government Act 1999 to make arrangements to secure continuous improvement in the way in which its functions are
exercised, having regard to a combination of economy, efficiency and effectiveness.
1.2.
In discharging this overall responsibility, NNDC is responsible for putting in place proper arrangements for the governance of its affairs,
facilitating the effective exercise of its functions, which includes arrangements for the management of risk.
1.3.
NNDC has approved and adopted a local code of corporate governance, which is consistent with the principles of the CIPFA/SOLACE
Framework “Delivering Good Governance in Local Government” (2007) as well as the update “Guidance note for English Authorities” (2012).
A copy of the Council‟s local code is on our website at www.northnorfolk.org or can be obtained from the Head of Finance at the Council
Offices, Holt Road, Cromer. This statement explains how NNDC has complied with the code and also meets the requirement of regulation 4[3]
of the Accounts and Audit (England) Regulations 2011 in relation to the publication of an annual governance statement, prepared in
accordance with proper practises in relation to internal control and is reviewed annually or more frequently as required.
2. THE PURPOSE OF THE GOVERNANCE FRAMEWORK
2.1.
The governance framework comprises the systems and processes, and culture and values, by which the authority is directed and controlled
and its activities through which it accounts to, engages with and leads the community. It enables the Council to monitor the achievement of
its strategic objectives and to consider whether those objectives have led to the delivery of appropriate, cost-effective services.
2.2.
The system of internal control is a significant part of that framework and is designed to manage risk to a reasonable level. It cannot eliminate
all risk of failure to achieve policies, aims and objectives and can therefore only provide reasonable and not absolute assurance of
effectiveness. The system of internal control is based on an ongoing process designed to identify and prioritise the risks to the achievement of
the Council‟s policies, aims and objectives, to evaluate the likelihood and impact should those risks be realised and to manage those risks
efficiently, effectively and economically.
2.3.
The governance framework has been in place at NNDC for the year ended 31 March 2014 and up to the date of approval of the statement of
accounts.
AGS 2013/14, Page 1 of 16
6
Annual Governance Statement 2013/14
3. THE GOVERNANCE FRAMEWORK
3.1.
The Councils governance framework is derived from the following principles:
3.1.1.
focusing on the purpose of the authority and on outcomes for the community and creating and implementing a vision for
the local area;
3.1.2. members and officers working together to achieve a common purpose with clearly defined functions and roles;
3.1.3. promoting values for the authority and demonstrating the values of good governance through upholding high standards of conduct and
behaviour;
3.1.4. taking informed and transparent decisions which are subject to effective scrutiny and managing risk;
3.1.5. developing the capacity and capability of members and officers to be effective; and
3.1.6. engaging with local people and other stakeholders to ensure robust public accountability.
3.2.
The system of internal control is a significant part of that framework and is designed to manage risk to a reasonable level. It cannot eliminate
all risk of not fully achieving policies, aims and objectives and therefore provides a reasonable rather than absolute assurance of
effectiveness. The system of internal control is based on an ongoing process designed to identify and prioritise the risks to the achievement of
NNDC policies, aims and objectives, to evaluate the likelihood of those risks being realised and the impact should they be realised, and to
manage them efficiently, effectively and economically.
3.3.
The following section goes through in detail each of the key principles of the governance framework.
4. THE SIX KEY PRINCIPLES
4.1.
Focusing on the purpose of the authority and on outcomes for the community and creating and implementing a vision for the local area
4.1.1. The Council‟s aims and objectives are set out in the Corporate Plan covering the period 2012 to 2015. This contains a statement of
the Council‟s vision for the area, priorities and business strategy over the same period.
AGS 2013/14, Page 2 of 16
7
Annual Governance Statement 2013/14
4.1.2. The Corporate Plan identifies five key strategic priorities for the Council up to 2015 including clear statements of intent under each of
the following priority areas:

To boost employment and create more jobs

To enable the provision of new homes and the infrastructure that goes with them

To protect our coastline and the character of our countryside and built heritage

To empower individuals and local communities to have a greater say in their own futures

To reform the organisation to deliver high quality services that achieve our priorities in an efficient manner that represents good
value for local taxpayers.
4.1.3. The Corporate Plan contains details of what we want to achieve and the methods we will employ in delivering the key priorities and is
accompanied by a detailed annual work programme “Small Government, Big Society” setting out the details which underpin the
Corporate Plan. Additionally the Cabinet receives an annual Medium Term Financial Strategy which draws on other strategies,
including ICT, asset management and human resources covering a rolling four-year period, which is used to set initial parameters for
the annual budget process.
4.1.4. The Council has an effective performance management framework – utilising a dedicated IT system to record and report upon
performance management information. The system is driven by the Corporate Plan which focuses attention on Council priorities. This
is cascaded through departmental service plans, individual employee appraisals and action plans. It is clearly established in the
annual service and financial planning and performance management cycle.
4.1.5. The Annual Report and Performance Plan represents the culmination of the annual planning and reporting process. The report
evidences the compliance of the Council with its Performance Management Framework and is reported in June each year.
4.1.6. The Council‟s Cabinet and the Performance and Risk Management Board monitor and scrutinise progress against targets and
performance in priority areas affecting relevant service areas, and consider and approve corrective action on a regular basis where
necessary. These reports also include a minimum of five budget monitoring reports including the outturn report, covering the revenue
account, capital projects, key prudential code indicators and certain specific budget areas regarded as particularly sensitive. The
reporting process is under constant review in order to develop its maximum potential, and we are conscious that the financial
information needs to be closely linked to the service performance information.
4.1.7. The Council maintains an objective and professional relationship with external auditors and other statutory inspectors, as evidenced
by the Annual Audit Letter.
4.1.8. Through reviews by external agencies, and Internal Audit, the Council constantly seeks ways of ensuring the economic, effective and
efficient use of resources, and for securing continuous improvement in the way in which its functions are exercised.
AGS 2013/14, Page 3 of 16
8
Annual Governance Statement 2013/14
4.1.9. During the year the Constitution Working Party met ## times to review and recommend changes as applicable.
4.1.10. All budget headings are allocated to a named budget officer, who is responsible for controlling spend against a budget. This control is
reinforced by regular budget monitoring reports to Cabinet and Overview and Scrutiny Committee culminating in the annual outturn
report.
4.1.11. The Performance and Risk Management Board has defined terms of reference to develop a comprehensive performance framework
for risk management and to embed risk management across the Council. The Performance and Risk Management Board maintains
the risk register, and submits it to the Audit Committee on a regular basis. The Business Continuity Working Group continues to meet
regularly. Business Impact Assessments are now in place for critical areas and Business Continuity Plans have been strengthened
with critical services having complete documentation. Work is on-going with other non-critical services to develop their documentation
so that a comprehensive base is produced to assess staffing and equipment needs during a period of service disruption.
4.2.
Members and Officers working together to achieve a common purpose with clearly defined functions and roles
4.2.1.
The Council aims to ensure that the roles and responsibilities for governance are defined and allocated so that accountability for
decisions made and actions taken are clear.
4.2.2.
The Council has adopted a constitution which sets out how the Council operates, how decisions are made and the procedures which
are followed to ensure these are efficient, transparent and accountable to local people. It does this by electing a Leader and
appointing a Cabinet. The Leader then allocates executive responsibilities to the members of the Cabinet.
4.2.3.
The Council publishes a forward plan which contains details of key decisions to be made by the Cabinet. Each Cabinet member has a
specific portfolio of responsibilities requiring them to work closely with senior officers and other employees so as to achieve the
Council‟s ambitions. The Cabinet operates on the basis of collective responsibility.
4.2.4.
Additionally, the Council appoints a number of committees to discharge the Council's regulatory and scrutiny responsibilities. These
leadership roles, and the delegated responsibilities of officers, are set out in the Constitution, revisions to the constitution were
recommended by the constitution working party during the year.
4.2.5.
All Committees have clear terms of reference and work programmes to set out their roles and responsibilities. An Audit Committee
provides assurance to the Council on the effectiveness of the governance arrangements, risk management framework and internal
control environment.
AGS 2013/14, Page 4 of 16
9
Annual Governance Statement 2013/14
4.2.6.
Meetings are open to the public except where personal or confidential matters are being discussed. Public speaking was introduced
to all Committees and Full Council some years ago to improve openness and accountability. In addition, senior officers of the Council
can make decisions under delegated authority, the extent of these delegations is set out in the Constitution.
4.2.7.
The Constitution also includes a Member/Officer protocol which describes and regulates the way in which Members and Officers
should interact to work effectively together.
4.2.8.
The Council's Chief Executive (and Head of Paid Service) leads the Council's officers and chairs the Corporate Leadership Team. All
staff, including senior management, have clear conditions of employment and job descriptions which set out their roles and
responsibilities.
4.2.9.
The Head of Finance has been appointed as the s151 Officer under the Local Government Act 1972, carrying overall responsibility for
the financial administration of the District Council and is member of the Management Team. The Council complies with the
requirements of the CIPFA statement on the Role of the Chief Financial Officer in Local Government. The corporate finance function
headed by s151 Officer, provides support to each service area of the Council in respect of budget preparation, financial monitoring
and advice.
4.2.10. The Monitoring Officer position is provided under contract with NP Law and carries overall responsibility for legal compliance
supported by a legal team. The Council employs two practising solicitors.
4.2.11. The Council‟s Corporate Leadership Team (CLT) is made up of the Chief Executive and two Corporate Directors who meet on a
weekly basis to develop policy issues commensurate with the Council‟s aims, objectives and priorities. CLT also considers other
internal control issues, including risk management, performance management, compliances, value for money and financial
management. CLT also meets with portfolio holders on a regular basis to review progress in achieving the Council‟s ambitions,
priorities for action, performance management and forward planning for major issues.
4.2.12. Below CLT the management structure is well defined in a hierarchical manner, comprising the following teams:
Title
Principal Objectives
Corporate Leadership Team
(CLT)
Weekly meetings that deal with forward workplan and media issues
(Consists of Chief Executive
and Corporate Directors)
•
Provides collective responsibility for:
Providing corporate leadership;
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Title
•
Employee development ;
•
Internal and external communications;
•
Performance management; and
•
Co-ordinating and delivering corporate objectives and priorities for action;
•
Reviews corporate policy implementation;
•
Agrees corporate standards; and
•
Considers key operational matters
Principal Objectives
Management Team (MT)
To work with the Corporate Leadership Team in the leadership of the Council so as to deliver the
Council‟s Corporate Plan and provision of high quality services to the District‟s residents,
(Consists of CLT and Heads of businesses and visitors.
Service)
To work as one team to deliver the Council‟s objectives and vision by
•
Leading by example - promoting the values and principles of the Council
•
Utilising collective skills, knowledge and experience
•
Creating a safe, collaborative and respectful environment where robust challenge and
informed and managed risk taking is acceptable
•
Keeping colleagues informed on matters which may impact on other service areas
•
Collectively updating CLT on matters of strategic or reputational importance
•
Providing consistent and regular communication to staff on key issues and activities
•
Listening to, sharing and reacting to feedback from staff, Councillors and service users
•
Deputising on generic management issues for other Heads of Service as required
•
Providing shared understanding of the changes the Council needs to take in order to gain „buy
in‟ from staff
•
Taking joint responsibility to empower and motivate staff to provide the best possible service
and be proud of their achievements
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Title
Principal Objectives
•
Continually challenging current working practices and identifying flexible and innovative ways
to maximise efficiency and effectiveness
•
Taking responsibility for implementing changes (within budget) to service delivery, including
across services
•
Driving a customer service ethos throughout the organisation
•
Measuring and managing performance against key indicators
Title
Principal Objectives
Extended Managers Group
•
(Consists of all Managers that •
Report to a Head of Service)
•
Quarterly meetings of all Managers that report to a Head of Service
Deliver consistent messages through the organisation
Keeping managers informed on matters which may impact on their teams and services
In addition there are specific groups established to progress issues on a corporate basis, examples include the following:
Group
Principal objectives
Coastal Management Board
•
The Board meets on a quarterly basis, with additional meetings if required;
•
To oversee coastal adaptation and policy and coast defence capital works;
•
Providing strategic steer for the overall management of the coastal issues at NNDC;
•
Provides an officer/member corporate group to ensure an integrated approach is taken to all
coastal issues and inform the development of an Integrated Coastal Management Plan;
•
Make recommendations to Cabinet as appropriate;
•
Reports into the Coastal Forum.
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Group
Performance and Risk
Management Board
Housing and Planning Policy
Board
Big Society Grant Panel
4.3.
Principal objectives
To maintain a performance management framework that is understood and implemented by all;
•
To identify and manage the Council‟s strategic and operational risks and strengthen business
continuity;
•
To ensure that all staff and Members have a shared understanding of the council‟s priorities
and of what is needed to be done to realise those priorities;
•
To ensure that the commitment given to performance and risk management is commensurate
with the importance placed on embedding a successful performance and risk management
culture;
•
To ensure that services deliver the corporate objectives by challenging the measures and
targets put forward by service heads / managers;
•
To ensure that management and Council decisions are based on valid, accurate and timely
information;
•
Report to Audit Committee, Scrutiny or Cabinet.
•
Provide a steer to the work of the Housing and Planning Policy Teams to ensure a strategic
approach to deliver the Council‟s Growth Agenda;
•
Report to Planning Policy and Built heritage Working Party.
•
•
Receive and determine applications for Big Society and Enabling funding;
Make recommendations to Cabinet on large grant applications.
Promoting values for the community and demonstrating the values of good governance through upholding high standards of conduct and
behaviour.
4.3.1.




The Council has adopted a number of codes and protocols that govern both Member and Officer activities. These are:
Members Code of Conduct;
Officers Code of Conduct;
Planning Protocol;
Members‟ declarations of interest;
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Annual Governance Statement 2013/14


4.3.2.



4.4.
Member/Officer relations; and
Gifts and hospitality
The Council takes fraud, corruption and maladministration very seriously and has the following policies in place which aim to prevent
or deal with such occurrences:
Anti-Fraud and Corruption Policy;
Whistle Blowing Policy; and
HR policies regarding the implications for staff involved in such incidents.
4.3.3.
It is part of the function of the Monitoring Officer to ensure compliance with established policies, procedures, laws and regulations.
After consulting the Chief Executive and Head of Finance, the Monitoring Officer can report to the Full Council if any proposal,
decision or omission would give rise to unlawfulness or maladministration. Such a report will have the effect of stopping the proposal
or decision being implemented until the report has been considered.
4.3.4.
The financial management of the Council is conducted in accordance with the financial rules set out in the Constitution and with
Financial Regulations. The Council has designated the Head of Finance as its Chief Finance Officer in accordance with Section 151
of the Local Government Act 1972. The Council has in place a four-year Financial Strategy, updated annually, to support the mediumterm aims of the Corporate Plan.
4.3.5.
The Council maintains an externalised Internal Audit function, which operates to the standards set out in the „Code of Practice for
Internal Audit in Local Government in the UK” produced by the Chartered Institute of Public Finance and Accountancy (CIPFA). This
is the fifth year of the arrangement with South Norfolk District Council to provide internal audit services to a consortium of client
authorities under a contract with Mazars Public Sector Internal Audit Ltd.
4.3.6.
Individual services have produced Service Plans. These Service Plans are updated each year so as to translate the Corporate Plan
requirements into service activities and to take into account available funding. In this way services identify and plan to achieve the
Council‟s priorities and ambitions. These plans also identify any governance impact.
4.3.7.
At employee level the Council has established an Employee Development Scheme so as to jointly agree employee objectives and
identify training and development needs. The Scheme provides for an annual appraisal for each member of staff at which past
performance is reviewed, work objectives are planned and also provides for regular monitoring of performance during the year.
Taking informed and transparent decisions which are subject to effective scrutiny and managing risk.
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4.4.1.
The Council‟s Constitution sets out how the Council operates and the process for policy and decision making.
4.4.2.
Full Council sets the policy and budget framework. Within this framework, all key decisions are made by the Cabinet. Cabinet
meetings are open to the public (except where items are exempt under the Access to Information Act).
4.4.3.
The Leader‟s Forward Plan of key decisions to be taken over the next three months is published on the Council‟s website.
4.4.4.
All decisions made by Cabinet are made on the basis of reports, including assessments of the legal and financial implications, policy
and equalities assessments, and consideration of the risks involved and how these will be managed. The financial and legal
assessments are provided by named finance and legal officers as part of the report production stage.
4.4.5.
The decision-making process is scrutinised by a scrutiny function which has the power to call in decisions made, but which also
undertakes some pre-decision scrutiny and some policy development work.
4.4.6.
Other decisions are made by officers under delegated powers. Authority to make day to day operational decisions is detailed in a
departmental Scheme of Delegation.
4.4.7.
Policies and procedures governing the Council's operations include Financial Regulations, Contract Procedure Rules and a Risk
Management Policy. Ensuring the policies are up to date and complied with is the responsibility of managers across the Council. The
Internal Audit, Finance and Legal Services also check that policies are complied with. Where incidents of non-compliance are
identified, appropriate action is taken.
4.4.8.
The Council‟s Risk Management framework requires that consideration of risk is embedded in all key management processes
undertaken. These include policy and decision making, service delivery planning, project and change management, revenue and
capital budget management and partnership working. In addition, a Corporate Risk Register is maintained and the Performance and
Risk Management Board meets regularly to review the extent to which the risks included are being effectively managed. The Audit
Committee oversees the effectiveness of risk management arrangements and provides assurance to the Council in this respect.
Financial Management processes and procedures are set out in the Council‟s Financial Regulations and include:

Comprehensive budgeting systems on a medium term basis;

Clearly defined capital and revenue expenditure guidelines;

Regular reviews and reporting of financial performance against the plans for revenue and capital expenditure and
income;

Overall budgets and a clear Scheme of Delegation defining financial management responsibilities;

Regular capital monitoring reports which compare actual expenditure plus commitments to budgets;
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


4.4.9.
Key financial risks are highlighted in the budgeting process and are monitored through the year by service and
corporately;
Robust core financial systems; and
Documented procedures are in place for business critical financial systems, and these are also checked on a regular
basis by Internal Audit.
Containing spending within budget is given a high priority in performance management for individual managers. Monitoring reports
are submitted to the Cabinet on a quarterly basis linking finance and service delivery performance.
4.4.10. The Council has several committees which carry out regulatory or scrutiny functions. These are:

Development Control Committee to determine planning applications and related matters;

Standards Committee which promotes, monitors and enforces probity and high ethical standards amongst the Council‟s
Members, and this extends to having the same responsibility for all town and parish councils within the District;

Audit Committee to obtain assurance about the adequacy of internal controls, financial accounting and reporting
arrangements, and that effective risk management is in place. The committees work is intended to enhance public trust
in the corporate and financial governance of the council;

A Licensing Committee is responsible for policy issues regarding licensing and will consider licensing applications;

Overview and Scrutiny Committee, which review and/or scrutinise decisions made or actions taken in connection with
the discharge of any of the Council‟s functions.
4.5.
Developing the capacity and capability of Members and Officers to be effective
4.5.1.
The Council aims to ensure that Members and managers of the Council have the skills, knowledge and capacity they need to
discharge their responsibilities and recognises the value of well trained and competent people in effective service delivery. All new
Members and Officers undertake an induction to familiarise them with protocols, procedures, values and aims of the Council.
4.5.2.
All Council services are delivered by trained and experienced people. All posts have a detailed post profile and person specification.
Training needs are identified through the Employee Development Scheme and addressed via the Human Resources service and/or
individual services as appropriate.
4.5.3.
The Council was re-assessed in July 2013 for the Investors in People Standard and was re-accredited at Bronze level.
4.5.4.
In respect of Members, the Council has established a Member Training, Development and Support Group which has continued to
meet to support the Member induction programme. As part of the arrangements for developing and supporting elected Members the
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Council has committed itself to achieving the Members Charter which will provide a structured approach to building elected Member
capacity.
4.6.
4.5.5.
Members who have not undertaken relevant training are not permitted to sit on the regulatory committees. This, along with the
Scrutiny role provides important developmental opportunities for Members.
4.5.6.
The Council is concentrating on delivering improved service for its customers through an information management strategy designed
to enhance the value and usefulness of the corporate resource that information, data and knowledge represents.
Engaging with local people and other stakeholders to ensure robust public accountability
4.6.1.
The Council has an approved Communication Strategy which covers the period 2011 to 2015, this is due to be reviewed in 2014/15.
The Communication Strategy ensures that the work of the Council is and will continue to be open, honest and transparent and will
enhance inclusion by building on our understanding of all residents‟ needs and perceptions, through improved customer service and
community engagement. An annual action plan is agreed and implemented in conjunction with the strategy.
4.6.2.
In line with the implications and opportunities arising from the Localism Act 2011, the Council is currently developing a Customer
Services Strategy and a separate Consultation Strategy is also being developed.
4.6.3.
The Communication Strategy sets the framework for both conveying messages and seeking residents‟ views, and supports the need
for further improvement with clear aims and a set of specific actions.
4.6.4.
The Council has continued to engage with local people and stakeholders on a range of issues, the means of engagement include the
following;

Surveys;

Consultation workshops;

Interviews;

Public meetings;

Road shows;

Attendance at parish and Town Council meetings.
4.6.5.
The results of this engagement continue to be used to shape and inform the Council‟s policies and strategies.
4.6.6.
The Council has tried to engage “harder to reach” groups through varying the way in which it conducts consultation so that the views
of a broad spectrum of the community can be well represented.
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4.6.7.
The Council has recognised the opportunities provided by the Localism Act 2011 to engage with local communities. The Corporate
Plan (Small Government – Big Society), and its associated action plan, sets out how the Council proposes to embrace the Localism
agenda. In addition the Council has continued to provide support and funding (from the Big Society Fund) for community oriented
projects, building on the successful approach operated in 2012/13.
5. REVIEW OF EFFECTIVENESS
5.1.
NNDC annually reviews the effectiveness of its governance framework including the system of internal control. The review of effectiveness is
informed by managers within the Council who have responsibility for the development and maintenance of the governance environment, the
work of the internal auditors and from comments made by the external auditors and other inspection agencies.
5.2.
Both during the year and at year end, reviews have taken place. In year review mechanisms include:
5.2.1.
The Cabinet is responsible for considering overall financial and performance management and receives comprehensive reports on a
quarterly basis. It is also responsible for key decisions and for initiating corrective action in relation to risk and internal control issues.
5.2.2.
The Monitoring Officer has a duty to monitor and review the operation of the Constitution to ensure its aims and principles are given
full effect. In addition the Constitution Working Party is in place to review the constitution and make recommendations to Full Council
as appropriate.
5.2.3.
The Council has a Scrutiny Committee which can establish „task and finish‟ groups, to look at particular issues in depth, taking
evidence from internal and external sources, before making recommendations to the Cabinet. Scrutiny can “call-in” a decisions of the
Cabinet which are yet to be implemented, to enable it to consider whether the decision is appropriate. In addition the Scrutiny
Committee can exercise its scrutiny role in respect of any Cabinet function, regardless of service area or functional responsibility, and
will conduct regular performance monitoring of all services, with particular attention to areas identified as under-performing.
5.2.4.
The Local Government and Public Involvement in Health Act 2007 include powers to enable Councillors to formally champion local
issues where problems have arisen in their ward. North Norfolk has embedded the “Councillor Call for Action”. This allows Councillors
to ask for discussion at Overview and Scrutiny Committee on issues where other methods of resolution by the District member have
been exhausted.
5.2.5.
The development of the procurement function across the public sector has led to the establishment of a number of framework
agreements for purchasing where the detailed work on price and quantity with suppliers has already been carried out. Contracts for
supply are only established when goods works or services are called off under the agreement.
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5.2.6.
The Equality Framework builds on the work already undertaken in this area. It is based on three levels of “developing, achieving and
excellent”.
5.2.7.
The Standards and Conduct provisions of the Localism Act 2011 came into force on 1st July 2012. The authority has appointed an
Independent Person pursuant to the Act and has decided to have a Standards Committee (which is now not mandatory). This
committee met five times during the year to consider complaints and issues around the conduct of Members. The Committee has
received a number of items during the year including, reports detailing complaints received by the Monitoring Officer and the status of
such complaints. It has held two full hearings in relation to Members and parish complaints.
5.2.8.
The Audit Committee met four times during the year to provide independent assurance to the Council in relation to the effectiveness
of the risk management framework and internal control environment. The Committee received regular reports on, internal control and
governance matters in accordance with its agreed work programme. During the year 14 internal audit assignments were completed
delivered over 186 days, the level of assurance achieved was adequate overall. Two reviews were not completed during the year as
originally planned due to the timing of the reviews and changes within the internal management, these were carried forward to the
following year.
5.2.9.
Internal Audit is an independent and objective assurance service to the management of the District Council. It completes a
programme of reviews throughout the year (16 reviews completed during 2012/13) to provide an opinion on the internal control, risk
management and governance arrangements. In addition, Internal Audit undertakes fraud investigation and proactive fraud detection
work which includes reviewing the control environment in areas where fraud or irregularity has occurred. All significant weaknesses in
the control environment identified by Internal Audit are reported to senior management and the Audit Committee. It should be noted
that there was only one high risk recommendation raised in the years and this was in relation to the Tourist Information Centres. This
recommendation had been implemented by the time that the report was issued and therefore no high priority recommendations are
outstanding. Internal Audit also carry out bi-annual reviews of the status of implementation of Internal Audit recommendations. During
the year there has been a reduction in the percentage of completed recommendations (medium and low priority). Whilst it is pleasing
to see that the overall numbers of recommendations have reduced, at March 2014 there were still 19 (out of a total of 42
recommendations) outstanding, compared to 13 (out of a total of 59) for the period up to 31 October 2013.
5.2.10. The External Auditor‟s Annual Audit Letter is considered by the Audit Committee and the Performance and Risk Management Board.
5.2.11. The Performance and Risk Management Board monitor Performance Indicators on a quarterly basis and recommend improvements
to the Cabinet. They also continually review corporate risks and ensure that actions are being taken to effectively manage the
Council's highest risks.
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5.2.12. The Council continues to review its treasury management arrangements in line with best practice and in response to regular updates
and advice from the Council‟s Treasury advisors, Arlingclose.
5.2.13. Management Team (Heads of Service and CLT) complete an annual Self-Assessment Assurance Statement which identifies noncompliance in a number of areas including procedures, risk and control, financial management and procurement. Any significant
areas of non-compliance will either be taken account of in service plans or if corporate including in the AGS action plan.
5.3.
The year-end review of the governance and the control environment arrangements by the Performance and Risk Management Board
included:
5.3.1.
Obtaining assurances from Directors and Heads of Service that key elements of the control framework were in place during the year
in their departments.
5.3.2.
The statement itself was considered by CLT and is supported by them as an accurate reflection of the governance arrangements in
place for the year.
5.3.3.
Obtaining assurances from other senior management, including the Monitoring Officer that internal control and corporate governance
arrangements in these essential areas were in place throughout the year.
5.3.4.
Reviewing any high level audit recommendations that remained outstanding at the year end and taking appropriate action if
necessary.
5.3.5.
Reviewing external inspection reports received by the Council during the year, the opinion of the Head of Internal Audit in her annual
report to management and an evaluation of management information in key areas to identify any indications that the control
environment may not be sound.
5.4.
The Audit Committee received assurances from the Head of Internal Audit that standards of internal control, corporate governance
arrangements and systems of risk management were all operating to an adequate standard.
5.5.
The Audit Committee review the effectiveness of the governance framework as part of an annual review of the Local Code of Corporate
Governance, and an improvement plan to address weaknesses and ensure continuous improvement of the system is in place.
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6. SIGNIFICANT GOVERNANCE ISSUES
6.1.
No significant issues requiring action were made within the 2012/13 Annual Governance process and therefore there is no status position
included on these.
6.2.
Following from the review of the Annual Governance Statement for 2013/14 and the Self-Assessment Assurance Statements the following
actions have been identified:
Action
Officer
Target Date
Timely completion of all agreed internal audit
recommendations
Management Team (All Heads of
Service and CLT)
31 October 2014
Recording of all delegated Executive decisions
Chief Executive
30 September 2014
7. CERTIFICATION
7.1.
To the best of our knowledge, the governance arrangements, as defined above, have been effectively operating during the year with the
exception of those areas identified above. We propose over the coming year to take steps to address the above matters to further enhance
our governance arrangement. We are satisfied that these steps will address the need for improvements that were identified during the review
of effectiveness and will monitor their implementation and operation as part of our next annual review.
Leader of the Council:
Tom FitzPatrick
Chief Executive:
Date:
Sheila Oxtoby
Date:
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