Please contact: Lydia Hall
Please email: lydia.hall@north-norfolk.gov.uk
Please direct dial on: 01263 516047
01 December 2015
A meeting of the Overview and Scrutiny Committee of North Norfolk District Council will be held in
the in the Council Chamber at the Council Offices, Holt Road, Cromer on Wednesday 09 December
2015 at 9.30am.
At the discretion of the Chairman, a short break will be taken after the meeting has been running for
approximately one and a half hours.
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 Committee Chair 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: Mrs S Butikofer, Mrs A Claussen-Reynolds, Mrs J English, Ms V Gay, Mrs A Green, Mr M Knowles,
Mr P Moore, Mrs M Prior, Mr E Seward, Mr B Smith, Mr D Smith and Mr N Smith.
All other Members of the Council for information.
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 & Steve Blatch
Tel 01263 513811 Fax 01263 515042 Minicom 01263 516005
Email districtcouncil@north-norfolk.gov.uk Web site northnorfolk.org
AGENDA
1.
TO RECEIVE APOLOGIES FOR ABSENCE
2.
SUBSTITUTES
3.
PUBLIC QUESTIONS
To receive questions from the public, if any
4.
MINUTES
(page 1)
(9.30 – 9.35am)
To approve as a correct record the minutes of the meeting of the Overview and Scrutiny
Committee held on the 11th November 2015.
5.
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.
6.
DECLARATIONS OF INTEREST
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.
7.
PETITIONS FROM MEMBERS OF THE PUBLIC
To consider any petitions received from members of the public.
8.
CONSIDERATION OF ANY MATTER REFERRED TO THE COMMITTEE BY A MEMBER
To consider any requests made by non-executive Members of the Council, and notified to the
Monitoring Officer with seven clear working days’ notice, to include an item on the agenda of the
Overview and Scrutiny Committee.
9.
RESPONSES OF THE COUNCIL OR THE CABINET TO THE COMMITTEE’S REPORTS OR
RECOMMENDATIONS
To consider any responses of the Council or the Cabinet to the Committee’s reports or
recommendations.
10.
DIGITAL TRANSFORMATION (DTP) UPDATE
(page 7)
(Appendix A – p.17)
(9.40 – 10.00)
Summary:
This report is brought to provide the fourth, six monthly update on
progress within the Digital Transformation Programme (DTP), in
accordance with the original Cabinet Resolution for the
Programme.
Overall, the technology infrastructure improvement work required
in the Programme continues to progress well and we are starting
to see some benefits arising.
The Programme is now moving to the service and process reviews
that will identify the best ways of utilising the technology to drive
the improvements and efficiencies we require.
The first such review, in Planning, continues to progress well. The
Implementation Plan for revised ways of working has been
approved with a target for completion of Spring 2016. Staff
consultation is underway and the IT changes to support the new
operating model are being implemented.
The next areas for review are being considered to identify the area
which will deliver the most significant improvements in customer
service and efficiency.
Other projects and workstreams are progressing well and are
broadly on target.
The report identifies a requirement for short term specialist
resource to assist in the commissioning and configuration of the
infrastructure necessary to support Agile Working, Electronic
Document Management and the website upgrade. In addition,
temporary staff resources are identified to support Planning BPR
Implementation. These will require funding to be released from the
previously identified Digital Transformation budget and this is the
subject of a recommendation.
The timelines, expected outcomes and anticipated costs for the
various workstreams are identified within the report and the
Appendix which is attached.
Conclusion
The Digital Transformation Programme business model remains
viable and is on track to deliver as planned.
Recommendations
1. That Cabinet notes the progress made on the Digital
Transformation Programme.
Cabinet
Decision
2. That Cabinet approve the release of £35,000 from the
Invest to Save budget to allow for the contracting of
technical specialist resource to facilitate upgrades and
enhancements to the IT infrastructure.
3. That Cabinet approves the release of £93,000 from the
Invest to Save budget for the provision of temporary
staffing to map key processes and produced scripts, for
the Planning BPR project.
4. That Cabinet approve a capital budget of £52,000 in the
current year to be funded from the Invest to Save capital
budget to fund additional back up storage capacity for the
Council’s IT system and delegates authority to the
Corporate Director to complete the necessary
procurement process.
Reasons for
Recommendations:
1. To provide appropriate governance and oversight of the Digital
Transformation Programme.
2. To provide funding to allow the provision of specialist technical
resources to support the roll-out of the infrastructure to support the
Digital Transformation Programme.
3. To provide funding to allow the provision of staff to support
Implementation of the Planning service BPR.
4. To ensure capacity for daily back up of data contained on the
Council’s IT systems, thus reducing the risk of data inaccessibility.
Cabinet member(s):
Ward member(s)
Contact Officer
Telephone
Email
11.
Councillor T FitzPatrick
All
Sean Kelly, Nick Baker
01263 516276, 01263 516221
sean.kelly@north-norfolk.gov.uk; nick.baler@north-norfolk.gov.uk
MANAGING PERFORMANCE Q2 2015/16
(page 23)
(Appendix B – p.26)
(10.00 – 10.20)
Summary:
The purpose of this report is to give a second quarter progress
report of the performance of the Council. More specifically it
reports delivery of the Annual Action Plan 2015/16 and achieving
targets. It gives an overview, identifies any issues that may affect
delivery of the plan, the action being taken to address these
issues and proposes any further action needed that requires
Cabinet approval.
Options
considered:
Options considering action regarding performance are presented
separately, issue by issue, to the appropriate Council Committee.
Conclusions:
Cabinet
Decision
1. The majority of the 55 activities in the Annual Action Plan
2015/16 are on track (46). Performance is being closely
monitored, particularly for the activities where issues or
problems have been identified (four). Some activities have
already been completed successfully (three), one is on
hold and one is not started.
2. Of the 18 performance indicators where a target has been
set 12 are on or above target, two close to target and four
below target. Where assessment against the same period
last year is possible (21 indicators), eight are improving,
seven are static and six are worsening.
3. The delivery of the Annual Action Plan is progressing
according to plan. However, there are a few performance
issues in achieving targets and improvement. The issues
involved, and action being taken in each case, are detailed
in the remainder of the document.
Recommendation:
That Cabinet notes this report, welcomes the progress
being made and endorses the actions laid out in Appendix
B being taken by management where there are areas of
concern.
12.
Reasons for
Recommendations:
To ensure the objectives of the Council are achieved.
Cabinet member(s):
Ward member(s)
Contact Officer
Telephone
Email
Councillor T FitzPatrick
All
Helen Thomas
01263 516214
helen.thomas@north-norfolk.gov.uk
LEISURE STRATEGY UPDATE
(10.20 – 10.40)
Report to follow
13.
THE CABINET WORK PROGRAMME
(page 69)
(10.40 – 10.50)
To note the upcoming Cabinet Work Programme.
14.
OVERVIEW & SCRUTINY WORK PROGRAMME AND UPDATE
(page 73)
(10.50 – 11.00)
To receive an update from the Scrutiny Officer on progress made with topics on its agreed work
programme and to receive any further information which Members may have requested at a
previous meeting.
15.
EXCLUSION OF THE 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 items of business on the grounds that they involve the likely
disclosure of exempt information as defined in paragraph _ of Part I of Schedule 12A (as
amended) to the Act.”
16.
TO CONSIDER ANY EXEMPT MATTERS ARISING FROM CONSIDERATION OF THE PUBLIC
BUSINESS OF THE AGENDA
Agenda item no._______4_______
OVERVIEW AND SCRUTINY
Minutes of a meeting of the Overview and Scrutiny Committee held on 11 November
2015 in the Council Chamber, North Norfolk District Council, Holt Road, Cromer at
9.30 am.
Members Present:
Committee:
Mr E Seward (Chairman)
Mrs S Butikofer
Mrs A Claussen-Reynolds
Mrs J English
Ms V Gay
Mrs A Green
Officers in
Attendance:
Members in
Attendance:
Mr M Knowles
Ms M Prior
Mr B Smith
Mr D Smith
The Head of Finance, the Technical Accountant, the Head of Economic
Growth & Communities, the Economic Growth Manager, the Economic
Development Officer, the Leisure and Localities Services Manager, the
Contracts and Facilities Manager, the Housing Strategy and Community
Development Manager, the Democratic Services Team Leader and the
Democratic Services Officer
Mr T FitzPatrick, Mrs P Grove-Jones, Mr P W High and Mr R Reynolds
The Democratic Services Team Leader informed Members that the Chairman and ViceChairman were unable to attend and therefore a Chairman for the meeting should be
nominated. The Committee nominated Cllr E Seward as Chairman for the meeting.
62. APOLOGIES
Mr P Moore, Mr N Smith, Mr N Dixon and Miss B Palmer.
63. SUBSTITUTES
None.
64. PUBLIC QUESTIONS
None.
65. MINUTES
Overview and Scrutiny Committee
1
11 November 2015
The minutes of the Overview and Scrutiny Committee held on 14 October 2015 were
accepted as an accurate record.
66. ITEMS OF URGENT BUSINESS
None.
67. DECLARATIONS OF INTEREST
Mrs A Claussen-Reynolds and Mrs A Green both declared pecuniary interests of holiday
accommodation regarding the Tourism item.
Mr T FitzPatrick and Mr E Seward both declared non-pecuniary interests in the
Information and Advice Service item as County Councillors.
68. PETITIONS FROM MEMBERS OF THE PUBLIC
None.
69. CONSIDERATION OF ANY MATTER REFERRED TO THE COMMITTEE BY A
MEMBER
None.
70. RESPONSES OF THE COUNCIL OR THE CABINET TO THE COMMITTEE’S
REPORTS OR RECOMMENDATIONS
None.
71. TOURISM UPDATE
The Economic Growth Manager gave a presentation to Members on tourism across the
district including information on successes and challenges. This was followed by a
presentation by the Managing Director, Steve Cutbush, and General Manager, Jo
Artherton, from Cromer Pier. After both presentations, Members were invited to ask
questions. The Brand Manager from Visit North Norfolk was also present.
Ms V Gay asked how they could persuade more people to stay over in North Norfolk
and asked whether encouraging international visitors was the solution. She commented
that this was seldom discussed.
The Visit North Norfolk representative (Kayla Dunne) said that information online was
making North Norfolk more accessible, for example videos have been uploaded on
geocast which has an international viewership, with 750,000 of viewers from America.
Visit North Norfolk will be doing more promotional activity on their website in the coming
year.
The Leader said that the Council were encouraging tourism and that international
visitors went to London and stayed in London and that Visit England were working on
encouraging these visits to see other parts of the Country.
The Economic Growth Manager said that an international visitor might visit the Country
or the District only once in a year, but that national visitors are more likely to choose
Norfolk for last minute weekend breaks and that this presented a greater opportunity for
repeat visits and therefore greater spend in the District.
Overview and Scrutiny Committee
2
11 November 2015
Mrs A Claussen-Reynolds commented that the presentation was very encouraging and
asked how Visit North Norfolk could encourage people to stay longer.
The Economic Growth Manager said that Visit North Norfolk and partners were looking
at visitors’ itineraries for their stays thus encouraging a family to visit over multiple days
and generating greater revenue and income for the district; this could lead to more
significant partnerships between attractions.
The Managing Director from the Pier said that the ‘Folk on the Pier’ event in the Autumn
resulted in accommodation selling out and that they were looking to have a similar event
for the Spring.
Mr D Smith said that Cromer Pier had the last ‘End of the Pier Show’ in Europe and
perhaps the World and commented that others had fallen foul to financial unviability. He
asked whether the Pier was financially viable and worthwhile.
The Managing Director from the Pier said that they had suffered financial losses in the
previous 3-4 years and that the tidal surge had impacted on the business. He said that
late payments from insurance companies resulted in the Pier taking on debt, but that
they were now back in the black and for the first time were able to make a profit
contribution to NNDC which had happened the previous day. He added that they had
fought the recession and the tidal surge and that they were back on track.
Mrs A Green asked how the Pier distributed it’s advertising apart from social media and
the internet.
The Managing Director from the Pier said that they had a traditional core market and
that they used traditional methods including a mailing list.
The General Manager from the Pier added that the Folk on the Pier event meant that
visitors booked for the next year at the event itself so it was self-contained marketing.
The Visit North Norfolk representative said that they had networking events every two
months where social and digital strategies were discussed and where they encouraged
small businesses without the knowledge how to improve their marketing.
The Chairman thanked everyone for attending.
72. BUDGET MONITORING – PERIOD 6
The Head of Finance introduced the report and informed Members that it compared the
actual against the profile budget. She said it highlighted significant variances including
an underspend of £126,000.
The Chairman asked for clarification on business rates in paragraph 4.7 on page 26.
The Head of Finance explained that the variances of the business rates were impacted
by trackers outside of the Council’s control. She said that the small business rates relief
collected in cash was less but that the section 31 grant from Central Government
covered this.
The Head of Finance said that appeals could have a significant impact (back dated from
previous refunds) but that there was a provision for appeals in the earmarked reserves
Overview and Scrutiny Committee
3
11 November 2015
and that mitigated the risk.
The Chairman asked whether appeals were increasing or whether they were relatively
static.
The Technical Accountant said that they were not increasing and that there were over
300 appeals yet to be settled in North Norfolk.
The Chairman asked what the average settlement period was.
The Technical Accountant said that he was not certain but that he could find this
information for Members.
Mrs S Butikofer asked for more information regarding FLAG funding in paragraph 6.6 on
page 28.
The Head of Finance said that the flag money had to be drawn down and spent by
December. She commented that the project was ambitious and that the West Prom
refurbishment included the damage from the tidal surge. She said that it had not
delivered within the time scales.
Mrs Butikofer said that it was disappointing that they could not make use of the money.
The Leader said that it had been extended to the current year and that there was an
attempt to draw down extra money but that the time restraints meant that it wasn’t
possible.
Ms V Gay expressed her appreciation for the extra funds for landscaping at 4 Market
Street in North Walsham. In respect of the loan to Broadland Housing and the delay due
to planning permission, Ms Gay asked when this was expected to be resolved.
The Head of Finance said that the loan discussed was subject to meeting particular
triggers with the first trigger as planning permission. She said that she was not sure as
to the reason for the delay but that everything would be per the loan agreement.
The Leader said that they were consulting with local communities and that it was taking
longer than anticipated but that they were looking to put forward planning applications
soon.
The Committee NOTED the report.
73. HALF YEARLY TRASURY MANAGEMENT REPORT FOR 2015/16
The Technical Accountant introduced the report and explained that it was presented to
Members every six months on treasury performance against strategy. He said that £30m
had been invested at 1.5% interest and that it had earned £240,000. He informed
Members that the LAMBIT fund was a good investment which had 136 Councils
investing with investments paid in full.
The Technical Accountant said that they were pooled funds where money was put
together and given to a fund manager to buy investments. He said that this spreads the
risk and gains a greater level of expertise. He said that the greater the pool of money,
the greater return with the LAMBIT fund at 6%.
Overview and Scrutiny Committee
4
11 November 2015
Ms V Gay said that the Treasury Management Report was one of the best reports
received by the Committee.
It was PROPOSED by Cllr B Smith, SECONDED by Cllr S Butikofer and
RESOLVED To SUPPORT the report at Full Council.
74. INFORMATION AND ADVICE SERVICE
The Leader introduced the report by saying that there had been concerns raised
regarding the level of service provided by Norfolk CAB. He added that the Mid-Norfolk
CAB covering Holt and Dereham was separate and that there were no concerns
regarding their service. He said that similar levels of dissatisfaction with Norfolk CAB
had also been raised at Norfolk County Council.
The Leader said that they had specified the level of service they wanted for the district
and then tendered for the service. He informed Members that the Age UK had
responded but that their service would only be for the over 55s. The Leader said that the
combined tender from Norfolk CAB and Mid-Norfolk CAB had been accepted and would
be managed by Mid-Norfolk CAB. He added that it would be managed very carefully and
that it was a more imaginative service that they were offering.
Members discussed the importance regarding footfall not being an accurate portrayal of
the needs of each town as people were likely to travel outside of their own location to
avoid being recognized and that the telephone service was used which did not provide
location details.
The Housing Strategy and Community Development Manager said that the approval
was made by Cabinet on 2nd November and that the ten day call-in period ended the
following day of the Committee. She said that following this they could start work on the
contracts, there will be a contract between the Council and Norfolk County Council in
relation to the NCC funding and that there would be a partnership agreement between
Norfolk CAB and Mid-Norfolk CAB but that the contract for the service would be
between NNDC and Mid-Norfolk CAB.
The Chairman asked whether there was still the expectation that the new service would
begin in January 2016 and the Housing Strategy and Community Development Manager
confirmed that it was.
The Chairman said that it was a real job for the Committee to monitor the new service
every few months and that it was all in the detail of the service provided.
The Chairman said that the Norfolk CAB had received funding from Town and Parish
Councils previously and that North Walsham Town Council had given £4,000. He asked
how the Town and Parish Councils would be informed of the changes and whether they
would be assisting with funding as they had before. He also asked whether the four staff
mentioned in the report would be new or existing staff.
The Leader said that what funds were received from Town and Parish Councils was
separate to the contract made with NNDC. The whole of the service would run on the
funding provided by NNDC and Norfolk County Council and who they employed would
be entirely up to the service. He said that they expected a good constant level of service
managed by Mid-Norfolk CAB.
The Housing Strategy and Community Development Manager said that the new service
Overview and Scrutiny Committee
5
11 November 2015
will be publicized and promoted and that Town and Parish Councils would be informed
of the new service and when it starts.
The Chairman asked that the information was included in the Members’ Bulletin to help
explain the changes.
Mr B Smith said that the CAB used to have representatives at Parish meetings and that
this would be lost. He asked how the Parish and Town Councils would know what was
happening.
The Leader said that it was a new system and that an oversight board would be
established. He said that the Overview and Scrutiny Committee had a valuable role in
monitoring the service.
The Chairman suggested that an annual newsletter was issued to town and Parish
Councils so that they could see what the CAB was achieving locally.
The Leader said that this could be discussed at the six-month review and that Parishes
would be invited to the meeting where an update took place and the Chairman agreed.
The Committee NOTED the report.
75. OVERVIEW & SCRUTINY ANNUAL REPORT
The Committee NOTED the Overview & Scrutiny Annual Report.
76. THE CABINET WORK PROGRAMME
The Committee NOTED the Cabinet work programme.
77. OVERVIEW & SCRUTINY UPDATE
The Democratic Services Team Leader said that the Police and Crime Commissioner
would be attending the January meeting and the Clinical Commissioning Group would
be attending the February meeting to talk about their plans and to touch on mental
health provision.
The Chairman said that he would like for the CCG to provide the financial formula used
for revenue and how the population increase affected this.
The Committee NOTED the Overview & Scrutiny work programme.
The meeting concluded at 10.47am
_____________________________
Chairman
Overview and Scrutiny Committee
6
11 November 2015
Agenda Item No 10
Digital Transformation Programme (DTP) Update
Summary:
This report is brought to provide the fourth, six
monthly update on progress within the Digital
Transformation Programme (DTP), in accordance
with the original Cabinet Resolution for the
Programme.
Overall, the technology infrastructure improvement
work required in the Programme continues to
progress well and we are starting to see some
benefits arising.
The Programme is now moving to the service and
process reviews that will identify the best ways of
utilising the technology to drive the improvements
and efficiencies we require.
The first such review, in Planning, continues to
progress well. The Implementation Plan for revised
ways of working has been approved with a target
for completion of Spring 2016. Staff consultation is
underway and the IT changes to support the new
operating model are being implemented.
The next areas for review are being considered to
identify the area which will deliver the most
significant improvements in customer service and
efficiency.
Other projects and workstreams are progressing
well and are broadly on target.
The report identifies a requirement for short term
specialist resource to assist in the commissioning
and configuration of the infrastructure necessary to
support Agile Working, Electronic Document
Management and the website upgrade. In addition,
temporary staff resources are identified to support
Planning BPR Implementation. These will require
funding to be released from the previously identified
Digital Transformation budget and this is the
subject of a recommendation.
The timelines, expected outcomes and anticipated
costs for the various workstreams are identified
within the report and the Appendix which is
attached.
7
Conclusion
The Digital Transformation Programme business
model remains viable and is on track to deliver as
planned.
Recommendations
1. That Cabinet notes the progress made on
the Digital Transformation Programme.
2. That Cabinet approve the release of £35,000
from the Invest to Save budget to allow for
the contracting of technical specialist
resource to facilitate upgrades and
enhancements to the IT infrastructure.
3. That Cabinet approves the release of £93,000
from the Invest to Save budget for the
provision of temporary staffing to map key
processes and produced scripts, for the
Planning BPR project.
4. That Cabinet approve a capital budget of
£52,000 in the current year to be funded from
the Invest to Save capital budget to fund
additional back up storage capacity for the
Council’s IT system and delegates authority
to the Corporate Director to complete the
necessary procurement process.
Reasons for
Recommendations:
1.
To provide appropriate governance and
oversight of the Digital Transformation
Programme.
2.
To provide funding to allow the provision
of specialist technical resources to
support the roll-out of the infrastructure
to support the Digital Transformation
Programme.
3.
To provide funding to allow the provision
of staff to support Implementation of the
Planning service BPR.
4.
To ensure capacity for daily back up of
data contained on the Council’s IT
systems, thus reducing the risk of data
inaccessibility.
8
LIST OF BACKGROUND PAPERS AS REQUIRED BY LAW
(Papers relied on to write the report, which do not contain exempt information and which are not
published elsewhere)
Cabinet Member(s)
Cllr T Fitzpatrick
Ward(s) affected
All
Contact Officer, telephone number and email:
Sean Kelly, 01263 516276, sean.kelly@north-norfolk.gov.uk
Nick Baker, 01263 516221, nick.baker@north-norfolk.gov.uk
1.
Introduction
1.1
Members will recall that the Digital Transformation Programme (DTP)
was approved by Cabinet in October 2013. Fundamentally, the
programme sought to achieve two key objectives. Firstly, improving
overall customer service, for both internal and external customers; and
secondly, being more efficient in the way we work.
It was agreed that six monthly progress reports would be submitted,
along with updates on the workstreams within the programme as these
were developed. This is the fourth of those updates.
1.2
In general terms, the Programme set out to deliver a range of IT
foundation projects, on which later transformational changes to the
Council’s business could be built. These changes would be identified
through a series of service level reviews across the Council and then
implemented to take advantage of the IT improvements already made.
1.3
The guiding principles of the Programme were as follows:
 Making our processes digital by default, but with alternative
access channels where appropriate
1.4

Building in automated features wherever possible, to enable
customers to self-serve as far as possible

Developing an integrated IT platform, thus enabling better
sharing of information and data across the Council, and ensuring
that our digitised systems are seamless to the user

An assumption, that the “front office”, or customer services,
function will become wider, thus ensuring that as many contacts
are dealt with as efficiently as possible, at the first point of
contact.
Whilst the original resolution committed a Programme budget of £1.4m
over five years, this was conditional upon individual projects
subsequently being brought forward to Cabinet with a business case
9
for the release of the required budget. The Programme will greatly
improve customer service and is expected to deliver direct savings in
the region of £375k a year, this being phased in from year 2 of the
Programme, as well as a number of other benefits arising from better
use of customer and management information.
1.5
During the period covered by this report, two further such reports have
been brought forward and Cabinet approved the release of £60,000 to
support the procurement and delivery of Document Management
Software and £44,000 to implement a new website management
system both of these form critical technology elements of the Digital
Transformation programme.
1.6
Risks associated with the delays in recruitment of specialist technical
posts remain. The recruitment of a replacement Applications Manager
has, so far been unsuccessful despite extensive recruitment activities.
To address the risks of being unable to recruit technical staff, the
Council is re-examining a number of recruitment and retention options.
1.7
In line with the original plan, now that the technology and infrastructure
improvements have been initiated, and are progressing well, the
programme is moving onto implementing the improvements to service
business processes, which will deliver the efficiency and service level
improvements it has been designed to deliver.
2.
Current Position
2.1
Since the last update, officers have been primarily focused on:

Completing the commissioning of the Unified Communications
infrastructure and delivering the user training to support its
successful implementation.

Developing and deploying the pilot website transactional service
and its integration with the Environmental Health service software.

Extending this pilot to deliver additional on-line services.

Undertaking the review of the Planning Service with external
consultancy support and high levels of staff engagement.

Preparing the IT infrastructure to support the outcomes of the
Business Review within Planning.

Preparing a specification for the procurement of printing services to
replace the existing reprographics facilities which are at contract
end. The specification includes printing equipment, access to cloud
based bulk print and “print and post” services.

Significant works in support of the sharing of Council offices at
Fakenham and Cromer with the DWP.

In terms of IT systems change, this work has included:
o a system upgrade to the service specific software
10 mapping system
o provision of a public facing
o preparation for the implementation of a digital mailroom facility,
initially for planning
o trials of mobile computing hardware to support field workers
2.2
The Geographical Information Systems (GIS) project is progressing
well. The software has been deployed and officers are undertaking
training to allow it to be configured to display planning application
information. Further data will then be added to allow customers to
access information at any time.
2.3
The Back Scanning project is also progressing and temporary resource
has been recruited to deliver a digital archive. The paper archive of files
in Environmental Health has been scanned and stored digitally, thus
enabling additional office space to be let out at a commercial rent. The
focus of this work will now shift to the large paper archive in the
Planning service. Having a digital document archive will facilitate the
new business processes being designed, as a part of the Planning
service BPR.
2.4
The Mobility project is now identifying suitable mobile computing
equipment to support Agile working within the Council. Two different
potential solutions are being piloted as part of the Planning BPR, to
identify which will best support the new ways of working.
A draft Agile Working Policy has been produced, which is now being
refined. This will provide a framework to manage all of the HR policy
issues arising from reconfiguring the workforce to carry out an
increasing proportion of their duties away from the Council Offices.
In order to provide the capacity and specialist skills to deploy and
enhance the Council’s IT infrastructure, in support of a number of the
transformation projects, it will be necessary to augment the Council’s
existing staff with short term contractors who can provide capacity and
specialist technical capabilities. This covered in section 5 below.
2.5
In terms of Website Improvement, the Fly Tipping reporting web form,
which was our pilot project, is now live. This allows customers to report
Fly Tipping on-line and the information is then automatically entered
into the service system to arrange action without any need for data to
be re-entered.
Other similar forms have also been developed and deployed to cover a
range of environmental health complaint types and, currently in
development, are forms to allow on-line requests for service. Again,
this piloting approach ensures that new developments are tested
before being rolled out wider across the Council and this will be
important when delivering a more transactional website.
2.6
Building upon the technology changes already delivered, and still to be
deployed, the Planning Service Review is progressing well. Subject to
consideration of issues arising from consultation, it is planned to realise
savings of £92,548 per annum from spring 2016.
11
2.6.1 With the assistance of external facilitators, the review of key processes
in Planning is virtually complete and now approaching the
implementation stage. Following on from workshops with Planning and
associated staff, new ways of working have been identified within the
Planning processes.
2.6.2 These ways of working will be built on, and supported by, the
technology improvements being implemented as part of the Digital
Transformation Programme. The business case for the changes has
been developed and signed off by CLT, and staff are now being
consulted, before finalising the detailed Implementation Plan.
2.6.3. The changes will be brought in across the next six months or so and as
part of that, there will be significant stakeholder engagement. This will
be essential, to ensure that we get as many customers as possible
using the new systems as soon as they are in place. In turn, this will
deliver the efficiencies and service improvements for the public
which we need to deliver.
2.6.4. Essentially, the key features of the Planning Service Implementation
Plan are as follows:




Provision of a Digital mailroom, so that all documents going into,
and as many as possible going out of Planning, are in digital, not
paper format, giving reduced paper costs and faster processing
Automated workflow, so that many of the actions which currently
require manual action are designed out, giving significant
efficiencies, better service and improved customer information, for
example on the progress of their Planning Application
Mobile working, allowing officers to work better on site and to get
information back into the service systems more quickly
Freeing up of professional and technical staff capacity to deal with
higher level issues
2.6.5. Transitional resources to support the delivery of the new way of
working have been agreed, in order to allow business as usual in the
Service. This is especially important given the need to respond to the
current level of additional demand being experienced for Planning
work.
The requirement for transitional staff resources falls across our
services, including IT, Communications, Customer Services and HR
and are being augmented by temporary posts and external consultancy
2.6.6 Part of the implementation will require specific staff to undertake the
very significant task of process mapping and analysis for all work
processes in Planning, and subsequent scripting. Together, these will
allow the technical Planning processes to be configured into the IT
systems, and for the correct interactive information to then be provided
on the website. In turn, this 12
will ensure that as many matters as
possible can be accessed and dealt with through the most efficient
channels. The financial requirements associated with these posts are
shown at section 5 below.
2.6.7 Importantly, by reviewing Planning first, we will maximise the gains for
the rest of the Council as well as the actual service improvements in
planning. All of the main technology and work change investments
(enhanced website, digital mailroom, agile working, etc.) needed for
Planning will be required elsewhere, so this Service Review will provide
clear benefits for the future reviews to be carried out in other areas.
2.6.8. The projects are detailed further at Appendix A and reflect the current
and future projects and workstreams for the Programme as they are
known at the present time. They will evolve over time as business
requirements change, projects are completed and new requirements
are identified.
3.
Procurement
3.1
Procurement activities will be controlled and co-ordinated to ensure
value for money on all expenditure across the Programme. Goods and
services will be procured in accordance with the existing NNDC
Procurement protocols.
3.2
Procurement will be executed using existing approved framework
contracts wherever these provide the best value. Small to Medium
Enterprises (SMEs) will be encouraged to bid submit bids for contracts.
3.3
The contract for Print Services for the Council is being prepared for
procurement. External procurement expertise has been engaged to
advise on how best to take this procurement forward.
This will lead to significant changes in service delivery methods for
printing services, and is expected to deliver annual revenue savings of
at least £50,000, although this cannot be detailed until the tenders
have been analysed. Whilst this project has been added to the
Programme, in financial terms, it directly affects only the Printing and
Posting budget areas, but will have been enabled by the Digital
Transformation investment
4.
Financial Implications and Risks
4.1
All major expenditure within the Digital Transformation Programme will
continue to be submitted for approval by Cabinet and, to date, six such
approvals have been received:

September 2015: Implementation of website software - £44,000
capital funding for goods and services associated with the
implementation of new website Content Management Software
(CMS)
13

September 2015: Implementation of Council Electronic Documents
Management System - £60,000

April 2015: Integration Software - £82,000 capital funding for the
procurement Integration Software to link the website to Service
back-office systems
.
September 2014: Standardised Printing - £60,000 capital funding
for the procurement of Multi-Functional Devices.


June 2014: Website Infrastructure Refresh - £37,000 revenue
funding for the establishment of a new, permanent Web Developer
post within the Applications Development Team and £37,500 capital
funding for Web Infrastructure.

April 2014: Telephony – £90,000 capital funding for the
procurement
of
replacement
Telephony
and
Unified
Communications
Together, these investments total £410,500.
As a result of improvements funded by these investments, across a
range of services, savings have been identified totalling in the region of
£220,000 per annum, as follows:





Planning Review
Housing Administration
Provision of multi-functional print devices
Print Procurement and other savings
Reduced telephony costs
£92,000
£20,000
£10,000
£90,000
£10,000
Some of the savings detailed above have started to be achieved in the
current year, but most will start to be delivered from 2016/17 onwards.
4.2
As described above, additional temporary staffing is required to
undertake process mapping and analysis, and scripting, which together
will allow, respectively, the technical Planning processes to be
configured in the Council’s IT systems and for the correct interactive
information to be provided on the website.
This will initially be a resource dedicated to the Planning Service
implementation and once this is completed, will be utilised for the
service and process reviews which follow
The requirement is for three, one year temporary posts at a total (salary
plus on costs) cost of £93,512 and a recommendation is contained
within this report for the release of these funds from the Invest to Save
reserve.
4.3
In addition, and again as described earlier, there is a need to provide
the additional capacity, across a14range of specialist skills, to deploy and
enhance the Council’s IT infrastructure in support of a number of the
projects. It will therefore be necessary to augment the Council’s
existing staff with a number of short term external providers, who can
provide the required capacity and specialist technical capabilities.
Estimated costs for these services for the period required is £35,000
and a recommendation is contained in the report for this to be funded
from the Reserve.
4.4
As a result of the increased deployment and use of IT systems, the
capacity for the daily backing up of data has become reduced far
sooner than anticipated, resulting in a need to increase the storage
capacity and speed for the backup function. Whilst there is no
likelihood of a system failure as a result, there is an increase of not
being able to retrieve data if required.
An option for cloud based back up has been considered but at this
stage is far more expensive than extending our back up capacity from
our existing provider. As such, there is a requirement for a further
capital investment of £52,000 and a further recommendation is
contained elsewhere in this report for this to be funded from the Invest
to Save reserve. Because this is an extension to our existing system
there is only one provider, and a procurement exemption will need to
be completed before perchase.
Risks
4.5
The funding estimates were calculated some time ago against the likely
business requirements and estimated technology costs. Current
indications are that the full range of deliverables can be achieved within
the current funding limits.
However, should business requirements alter significantly as a result of
external legislative or other influences, there is a risk to programme
timescales and or costs. This will be managed by change control
processes which will assess the impact on the project of all such
external influences. Any such changes which significantly affect the
programme will be referred to Cabinet.
4.6
Although with the recent appointments to the web related vacancies the
risk has reduced, our ability to recruit specialist technical staff, in both
IT and Planning, in a timely manner remains a cause for concern.
Recruitment to approved permanent and temporary posts for some
technical staff may take an extended time with associated implications
for planned project timescales and the business benefits which they are
planned to deliver.
This will be mitigated by adopting a flexible approach to securing
appropriately skilled resources from a variety of internal and third party
sources. A variety of approaches to secure the necessary skills and
expertise will be explored, including the following options:
15



buying in consultancy services, wherever possible including
a requirement for training and or skills sharing
developing internal talent (with appropriate backfilling)
utilising the potential expertise from local higher education
establishments through, for example, graduate development
programmes
4.7
The Digital Transformation programme is a complex wide ranging
project based upon a rapidly evolving technology landscape.
Consequently, there is a risk that the programme fails to deliver the
planned outcomes. In order to mitigate this risk, the programme and
the projects within it will be managed using standard governance and
programme management tools and techniques. This will include the
tracking of the potential benefits and indeed, risks, through the life of
each project, right through to delivery.
4.8
There is also a risk that stakeholders will be resistant to change, thus
reducing the potential benefits of the programme. However, on the
basis of more and more business being done via digital means, this risk
is believed to be a relatively low.
However, this risk will be mitigated by a programme of communication,
training and development for staff and members, in order to maximise
uptake and use of the new methods of working. For customers, this will
be more through communicating and ensuring that the new channels
are easy to use, thus giving customers a better service.
5.
Equality and Diversity
5.1
Requirements will be included in all specifications for systems to
ensure as far as possible they can be used by customers and staff with
disabilities or those without the ability or connectivity to access services
via a digital route.
5.2
In addition, it is accepted that some customers may not wish to use
some of the services, which may become automated as part of the
Business Transformation Programme. The Council will continue to
provide mediated services where this is required by customers.
6.
Section 17 Crime and Disorder considerations
6.1
There are no section 17 implications arising from the report.
7.
Conclusion
7.1
The Digital Transformation Programme business models remains
viable and is on track to deliver as planned.
16
Appendix A
Digital Transformation Programme
Programme Update June 2015
Status
Title
1
2
Unified
Communications
(UC)
Council
Document
Management
System
Outcomes
Update
Key Dates
Will deliver a Councilwide, fully integrated
solution allowing Officers
and Members to
communicate effectively
and efficiently using:
 Telephony
 Video Conferencing
 Instant Messaging
 Document Sharing
Lync UC now delivered to all
staff. 2 Video Conferencing
Systems in place. Advanced
configuration including mobile
facilities will now be added.
We will deliver a central
repository and
management system for
all electronic records.
This will also include
implementation of
document workflow to
manage the creation,
approval, distribution
and access to, all
documents used by the
Council.
Soft Market research and
development completed.
Technical evaluation
installation complete.
Cabinet report requesting
funding for Council wide
roll-out submitted and
approved. Procurement of pilot
now in progress which will be
followed by full deployment.
Pilot:
Jan 2015
Project
Manager
Kate
Wilson
Original
Capital
Estimate
£90,000
Cabinet Expenditure
Approval
To Date
£90,000
£24,000
£60
£0
Commence
Rollout:
Mar 2015
Completion:
Sep 2015
17
Development
Environment:
Dec 2015
Live
Environment:
May 2016
Rollout (Ongoing from):
Aug 2016
Kate
Rawlings
£120,000
Appendix A
Digital Transformation Programme
Programme Update June 2015
Status
Title
3
Electronic
Document and
Workflow
Management
Outcomes
Update
Key Dates
Project
Manager
We will migrate, as far
as practicable, all paper
based activities to digital
for optimum efficiency
and customer service.
Transition will be
prioritised to deliver
maximum benefits.
The Planning BPR business
case approved.
Implementation plan now
being developed for delivery in
spring 2016.
Planning BPR
Completed by
Spring 2016.
Planning
BPR
Nicola
Baker
Key Planning processes
reviewed,
implementation plan
agreed and rolled out.
Examination of other services
and process to identify the
next area for improvement is
now underway.
Other services and
corporate processes
reviewed similarly.
18
Other process
and Services
ongoing from
Jan 2016.
Original
Capital
Estimate
£180,000
Cabinet Expenditure
Approval
To Date
£144,500
£ 144,500
Appendix A
Digital Transformation Programme
Programme Update June 2015
Status
Title
4
Agile Working
Outcomes
Update
Key Dates
Project
Manager
We will integrate all
mobile devices into the
systems and
infrastructure used
within the rest of the
council including:
Access to the Intranet,
Document Management
System, Unified
Communications and to
back office systems for
field workers.
Members and CLT tablets able
to remotely access files, email
and intranet.
Initial
Infrastructure:
Dec 2014
Kate
Wilson
Draft Agile Working Policy
produced and in consultation.
User Access:
May 2015
Mobile computing hardware
for field workers in trial in
planning.
Field Worker
Access
Systems:
(Ongoing from)
Jan. 2016.
We will improve the
ability to work from
home and other
locations where
appropriate.
6
Management
Information
We will commission
software and systems
which provide
personalised, up to date
management and
performance information
as a business
“dashboard” which is
configured to the
requirements of the
user’s role.
Requirement for short term
contract resource to assist
with infrastructure deployment
and configuration included in
Cabinet Update.
Soft Market testing of potential
solutions and high level
requirements gathering in
progress.
Cabinet report Feb 2016
Procurement March 2016
19
Agile working
Policy live Jan
2016
Pilot:
Apr 2016
Full rollout Sep
2016
Original
Capital
Estimate
£80,000
Cabinet Expenditure
Approval
To Date
£0
£0
£0
£0
Alex Higgs
Helen
Thomas
£50,000
Appendix A
Digital Transformation Programme
Programme Update June 2015
Status
Title
7
Web
Technology
Outcomes
Update
Key Dates
Project
Manager
We will re-engineer the
existing Website and
Intranet to a single
technology, enabling
efficient development
and deployment of
modern transactional
services. This will
support both the internal
processes of the Council
and the interactions with
service users. The
facilities will act as a
portal for a single route
into the services and
facilities delivered by the
Council.
A number of transactions
deployed to existing website
which are fully integrated with
back office systems. Other
forms and processes rolling
out on an ongoing basis
.
Cabinet report for new Content
Management Software
submitted and approved.
Port of existing
intranet to new
CMS:
Jan 2016
Luke
Munday
Integration of
Social Media:
Jan 2016
CMS Procurement in
progress.
Rollout of
webforms:
(ongoing from)
Aug 2015
Payments and Bookings
engine installed and
commissioning in progress.
Citizen User
accounts:
Mar 2016
Website on new
technology
E-mail & Messaging
Alerts
“Webforms” to replace
existing paper forms.
Social Media Integration.
Intranet re-launch.
“My NNDC” User
registration and
management.
20
Original
Capital
Estimate
£145,000
Cabinet Expenditure
Approval
To Date
£149,500
£1,000
Appendix A
Digital Transformation Programme
Programme Update June 2015
Status
Title
8
Customer
Information
Management
Outcomes
Update
We will migrate user
contact information and
systems to a single,
efficient facility. This will
provide a single view of
all contacts and activities
for users of NNDC
services and
information.
Following completion of UC
project focus now on
implementing Customer
Contact and information
management solution.
Contact Centre system
deployed (initial
functionality pilot only)
Development of Customer
Accounts system commenced.
Following a number of initial
demonstrations, the top level
requirements have been
finalised.
Key Dates
Project
Manager
Functionality
Pilot:
Mar 2016
Website and
Social Media
Integration:
May 2016
David
Williams
Back Office
Integration:
(On-going
from) Nov
2015
Software
Procurement
completion
TBC.
Website Integrated with
Contact Centre
Social Media Integration
Back Office Systems
Activity Integration
21
Original
Capital
Estimate
£110,000
Cabinet Expenditure
Approval
To Date
£0
£0
Appendix A
Digital Transformation Programme
Programme Update June 2015
Status
Title
9
10
Corporate
Geographical
Information
System (GIS)
Back
Scanning
Outcomes
Update
Key Dates
We will deliver an easy
to use, Council-wide
Geographical
Information System for
use by members of the
public, Council
employees and partners.
The GIS coordinator post
recruitment complete ( Laura
Hanley).
Development
system Nov
2015
Software procured and
installed.
Public Site Jan
2016
Development and
commissioning in progress.
Additional data
deployed on
an ongoing
basis.
We will digitise existing
paper based information
in a standard manner
across the Council.
Back Scanning commenced.
Temporary staff recruited .
Additional storage and
scanning infrastructure in
place.
EH Back scanning completed.
Planning service scanning
now in progress.
Initiate Project
Jun 2015
TOTAL
22
Project
Manager
Laura
Hanley
Jane
Wisson
Original
Cabinet Expenditure
Capital
Approval
To Date
Estimate
Not included in
£0
£0
original
programme.
£20,000 now
identified
in
the BTP as
project
has
moved
from
Planning
Service to a
Corporate
lead.
£120,000
£0
£0
Scope
Requirement
Sep 2015
Commence
Back Scanning
Oct 2015
p£825,000
£234,500
£93,314
Cabinet 30 November 2015
Overview and Scrutiny 9 December 2015
Agenda Item No_____11_______
MANAGING PERFORMANCE QUARTER 2 2015/16
Summary:
The purpose of this report is to give a second quarter
progress report of the performance of the Council. More
specifically it reports delivery of the Annual Action Plan
2015/16 and achieving targets. It gives an overview,
identifies any issues that may affect delivery of the plan,
the action being taken to address these issues and
proposes any further action needed that requires
Cabinet approval.
Options considered:
Options considering action regarding performance are
presented separately, issue by issue, to the appropriate
Council Committee.
Conclusions:
1. The majority of the 55 activities in the Annual
Action Plan 2015/16 are on track (46).
Performance is being closely monitored,
particularly for the activities where issues or
problems have been identified (four). Some
activities have already been completed
successfully (three), one is on hold and one is
not started.
2. Of the 18 performance indicators where a target
has been set 12 are on or above target, two
close to target and four below target. Where
assessment against the same period last year is
possible (21 indicators), eight are improving,
seven are static and six are worsening.
3. The delivery of the Annual Action Plan is
progressing according to plan. However, there
are a few performance issues in achieving
targets and improvement. The issues involved,
and action being taken in each case, are
detailed in the remainder of the document.
Recommendation:
That Cabinet notes this report, welcomes the
progress being made and endorses the actions laid
out in Appendix B being taken by management
where there are areas of concern.
Reasons for
Recommendations:
To ensure the objectives of the Council are achieved.
Cabinet Member(s)
Ward(s) affected
Tom FitzPatrick
All
Contact Officer, telephone number and email:
Helen Thomas, 01263 516214, Helen.thomas@north-norfolk.gov.uk
23
Cabinet 30 November 2015
Overview and Scrutiny 9 December 2015
1.
Introduction
The purpose of the ‘Managing Performance Quarter 2 2015/16’ report is to
identify good practice and disseminate it, highlight any performance issues to
help the Council identify areas for discussion and take action to secure
improvement in the future where it is needed.
It is a key part of the Council’s Performance Management Framework.
2.
Content of the Report
The second quarter performance report shows progress against the
Corporate Plan 2012-2015 priorities together with any other relevant
performance achievements and issues.
Each priority has a strategic assessment of progress achieved during the
quarter in delivering the Annual Action Plan 2015/16 and achieving targets.
Performance information for each priority is broken into two sections: Strategic Overview including assessment of overall performance within each
priority, key achievements and issues
 Performance Indicators – progress reporting
In addition, detailed progress reports for each activity in the Annual Action
Plan 2015/16 are presented as Appendix 1.
3.
Conclusion
3.1
The majority of the 55 activities in the Annual Action Plan 2015/16 are on
track (46). Performance is being closely monitored, particularly for the
activities where issues or problems have been identified (four). Some
activities have already been completed successfully (three), one is on hold
and one is not started.
3.2
Of the 18 performance indicators where a target has been set 12 are on or
above target, two close to target and four below target. Where assessment
against the same period last year is possible (21 indicators), eight are
improving, seven are static and six are worsening.
3.3
The delivery of the Annual Action Plan is progressing according to plan.
However, there are a few performance issues in achieving targets and
improvement. The issues involved, and action being taken in each case, are
detailed in the remainder of the document.
4.
Implications and Risks
Prompt action to deal with any performance issues identified by this report will
reduce the risk to delivery of the Annual Action Plan and the achievement of
the priorities in the Corporate Plan 2012-15. The recommendations of this
report outline the action being taken to reduce or remove the risk of not
delivering the Corporate Plan.
24
Cabinet 30 November 2015
Overview and Scrutiny 9 December 2015
The Corporate Risk Register which includes the risk associated with nondelivery of the Corporate Plan is reviewed regularly by the Audit Committee
and the Performance and Risk Management Board.
5.
Financial Implications and Risks
Prompt action to deal with any performance issues identified by this report will
reduce the financial risk to the Council.
6.
Sustainability
There are no sustainability implications of this report.
7.
Equality and Diversity
There are no equality and diversity implications of this report.
8.
Section 17 Crime and Disorder considerations
There are no Section 17 Crime and Disorder implications of this report.
25
Managing
Performance
Quarter 2 2015/16
Version 1.0
Any queries please contact Policy and Performance Management Officer, Helen Thomas
Tel. 01263 516214
Managing Performance Quarter 2 2015-16 v1.0
26
Page 1 of 43
Contents
Contents .................................................................................... 2
Introduction............................................................................... 3
Key............................................................................................. 3
Overview ................................................................................... 4
Jobs and the Local Economy .................................................. 5
Housing and Infrastructure ...................................................... 7
Coast, Countryside and Built Heritage ................................... 9
Localism .................................................................................. 16
Delivering the Vision .............................................................. 18
Appendix 1: Delivering the Annual Action Plan 2015/16 ..... 25
Jobs and the Local Economy ............................................................ 25
Housing and Infrastructure ................................................................ 30
Coast, Countryside and Built Heritage............................................... 33
Localism ............................................................................................ 38
Delivering the Vision .......................................................................... 40
Version Control....................................................................... 43
Managing Performance Quarter 2 2015-16 v1.0
27
Page 2 of 43
Introduction
The quarterly performance report for Cabinet shows progress against the Corporate
Plan 2012-2015 Priorities, together with any other relevant performance achievements
and issues.
Each priority has a strategic assessment of progress achieved during the quarter in
delivering the Annual Action Plan 2015/16 and achieving targets.
Performance information for each priority is broken into two sections:


Summary, including assessment of overall performance within each priority
Performance Indicators – progress reporting
Progress in delivering each activity in the Annual Action Plan 2015/16 is reported in
Appendix 1.
The purpose of the report is to highlight any performance issues to help the Council
identify areas for discussion and take action to secure improvement in the future where
it is needed.
Signifies an action or target achieved that has an outcome that meets our
equalities objectives.
Key
NA = Not
applicable
Target achieved or exceeded
Improving compared to the same period
last year
Close to target
Close to the same period last year’s
result
Significantly below target
Significantly worse compared to the same
period last year
Indicators can be labelled as not applicable as this is important information for the Council
where the influence and actions of the Council may make improvements but there is not
sufficient control over the outcome to set a target
Managing Performance Quarter 2 2015-16 v1.0
28
Page 3 of 43
Overview
1. The majority of the 55 activities in the Annual Action Plan 2015/16 are on track (46).
Performance is being closely monitored, particularly for the activities where issues or
problems have been identified (four). Some activities have already been completed
successfully (three), one is on hold and one is not started. See Chart 1 below.
2. Of the 18 performance indicators where a target has been set 12 are on or above target, two
close to target and four below target. Where assessment against the same period last year
is possible (21 indicators), eight are improving, seven are static and six are worsening.
3. The delivery of the Annual Action Plan is progressing according to plan. However, there are
a few performance issues in achieving targets and improvement. The issues involved, and
action being taken in each case, are detailed in the remainder of the document.
Activities
2%
7%
2%
5%
Completed Successfully
On Track
Some Problems
Not Started
84%
On Hold
Chart 1 : Progress of the activities in the Annual Action Plan 2015/16
Managing Performance Quarter 2 2015-16 v1.0
29
Page 4 of 43
Jobs and the Local Economy
Strategic Overview
There has been a considerable amount of activity against this priority. All actions are on track
(18 of 18). Performance against all of the four performance indicators are on or above target.
Performance against all but one of the four performance indicators have improved since the
same period last year.
The Council has:
1. Delivered growth and development initiatives, as well as supported new
investment in the District
a. Our own small grants scheme and training support has continued to
invest in start-up businesses and small-scale enterprises and has
proved valuable to them
b. On a larger scale, valuable evidence has been gathered relating to
growth and investment opportunities with a study nearing completion,
which will specify the actions that the Council can take to unlock the
further potential.
2. Successfully delivered marketing and promotional campaigns resulting in a
bumper peak tourist season this year
3. Successfully applied for funding support for a Coastal Community Team in
support of the ‘Deep History Coast’ concept, which presents an exciting
branding opportunity for the future
Issues and challenges
1. Building an inward investment strategy from the results of the Business Growth
and Investment Opportunities Study presents a challenge; as does capitalising on
the Deep History Coast initiative to propagate a coherent and comprehensive
approach to further growth and investment in the area
Managing Performance Quarter 2 2015-16 v1.0
30
Page 5 of 43
Performance Indicators
Indicators and Measures
Number of businesses assisted to
retain jobs and/or increase
employment each year (monthly
cumulative) (J 004)
Q2
13/14
Q2
14/15
Q2
15/16
Target
Q2
15/16
Result
20
49
18
18
Target
2015/16
36
This activity has resulted from a combination of following-up
businesses identified in a skills survey and assistance to new
and fledgling businesses.
Number of member businesses of
the Destination Management
Organisation (DMO) for the North
Norfolk coast and countryside
(quarterly) (J 015)
154
154
160
188
250 by
December
2015
The Destination Management organisation has maintained
effective networking meetings and this continues to be of
value to local tourism-related businesses. It has run
successful marketing campaigns and the newly recruited
brand manager has brought fresh ideas for the future. The
success of the activities and the organisation, is not
dependent upon the number of members, however, healthy
membership is critical to its financial position under the current
funding model.
Number of new business start-ups
supported by Enterprise North
Norfolk (quarterly cumulative) (ED
023)
21
32
30
50
45
Take-up of training and support for business start-ups remains
steady and feedback suggests that the service remains valued
by those who have been engaged in it.
Number of people supported with
Information, Advice and Guidance
(IAG) (quarterly cumulative) (ED
025)
-
302
250
324
450
(annual)
Demand for the service continues. We have begun our digital
by default webinars as well as our face to face service.
Managing Performance Quarter 2 2015-16 v1.0
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Housing and Infrastructure
Strategic Overview
Six of the eight activities in the Annual Action Plan 2015/16 are on track, one is having some
problems and one has not started. Performance against both of the indicators where an
assessment against the same period last year is possible are worsening.
The Council has:
1. Launched the first consultation starting the process to produce a new Local
Plan 2016 - 2036
Issues and challenges
:
1. The Council plans to identify appropriate and perhaps novel ways of reducing the
number of long-term empty homes, the drivers for which are often beyond our local
authority control as despite concerted efforts to reduce the number of empty homes,
the net figure has remained at the 2013/14 level
2. Development of new homes, including affordable homes, has slowed during this
period; although this is expected to pick up following the implementation of recent
planning permissions.
The reason that planning schemes are not yet built out is very complex as there may
be many reasons why developers do not proceed with approved developments.
 Around 8% of all planning permissions granted never get built.
 At the point that planning permission is granted the developer may not own the
development site, may not have agreed development finance, may need to
address legal restrictions and will need other consents such as building
regulations approval, drainage consents and so on. They may also need to
reach agreement with an affordable housing provider to take the affordable
homes element of the scheme.
 Additionally, it is routinely the case that planning permissions will be subject to
conditions and or Section 106 Legal Agreements which require the approval of
further details prior to commencement of development. For larger scale
residential proposals these post decision processes can take months, or in
some cases years to complete.
 Market conditions are the main determining factor. Volume house builders will
monitor finished development values and sales rates on a continuous basis
and will adjust development rates accordingly as they do not wish to hold
unsold stock.
 There is no evidence of land banking in North Norfolk. Where sites have
secured full planning permissions development has commenced shortly
thereafter and the Housing Incentive Scheme, which includes one year
commencement and completion conditions, is designed to minimise delays
Managing Performance Quarter 2 2015-16 v1.0
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Performance Indicators
Indicators and
Measures
Number of long term
empty homes (6
months or more)
(monthly) (H 002)
Q2
13/14
Q2
14/15
554
482
Q2 15/16
Target
Q2 15/16
Result
-
554
Target 2015/16
-
Monitor
(Low is good)
Investigations are routinely carried out to determine the reasons for homes
becoming empty and then action is taken to combat it.
Number of
affordable homes
built (monthly
cumulative) (H 007)
50
27
N/A
17
-
Carry out
trend analysis
Housing completions are expected to pick up following the implementation
of recent planning permissions. However, few affordable housing
completions recorded in this quarter.
Managing Performance Quarter 2 2015-16 v1.0
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Page 8 of 43
Coast, Countryside and Built Heritage
Strategic Overview
Activities and outcomes are being delivered against this priority. Two of the eleven activities in
the Annual Action Plan 2105/16 have been successfully completed and a further seven are on
track. Two activities are having some problems. Performance against four of the eight targeted
performance indicators are on or above target, two close to target and two below target. Where
an assessment against the same period last year is possible performance against one of the
eight indicators is improving, five are static and two worsening.
The Council has:
1. Introduced a new contract for textile bank collections and will look to increase the number
of facilities available for residents to reuse or recycle their unwanted clothing and other
textiles
2. As part of a trial project funded by BIS, undertook two collections of waste electrical and
electronic equipment from the kerbside from around 2,000 properties, collecting over 10
tonnes of material which has been sent for reuse/recycling
3. Developed and launched a new web reporting form allowing the public to report fly tipping
details. The details provided transfer directly to the back office system with no need for
rekeying data
4. The Environmental Protection Team have engaged with 4 schools on an anti-dogfouling “POOSTER” campaign to raise awareness amongst school children a provide a
local dimension to signage campaigns
5. Started work to re-align the sea defences on Happisburgh beach
6. Made good progress towards addressing the financial and staffing resources needed to
manage the coast effectively: through the implementation of coastal works and the
development of the business model for a wider Coastal Partnership in Norfolk and Suffolk
7. Seen a rise in planning application numbers and income on last year from 861 to 872 and
£356,660 to £444,544 respectively. While this is only a small rise in overall numbers there
has been a significant rise in major applications from 27 to 36.
Issues and challenges
1. Attracting sufficient third party funding to enable important coast protection works,
such as the embryonic scheme at Bacton/ Walcott coastal frontage, is a key
challenge. Authorities intending to share coastal management services across certain
maritime Local Authorities in Norfolk and Suffolk are expected to formally agree to the
new arrangements this autumn. This is expected to be a milestone in gaining the
resources to foster the innovation, expansion and development of coastal
management across the two counties; managing the change process to bring this
about, however, will bring inevitable challenges
Managing Performance Quarter 2 2015-16 v1.0
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Performance Indicators
Indicators
and
Measures
Percentage
of planning
appeals
allowed
(monthly
cumulative)
(C 002)
Number of
planning
appeals
allowed
(monthly
cumulative)
(C 002a)
Q2 13/14
-
-
Q2 14/15
Q2
15/16
Target
Q2
15/16
Result
35.7%
30.0%
33.3%
5.0
-
3.0
Target
2015/16
Review and
report. Less
than 30%.
-
-
-
N/A
The appeal decisions are reviewed on a regular basis by
Development Committee.
Percentage
of MAJOR
planning
applications
processed
within
thirteen
weeks
(monthly
cumulative)
(C 003)
68.75%
66.67%
80.00%
80%
63.16%
Major application workload is still significant and a number of those
applications are requiring S106 obligations, some of which have
become protracted due to challenges to proposed uplift clauses.
There have also been significant issues in recruitment of a Team
Leader in the Major Projects Team. This has remained unfilled for
12 months. The inability to recruit reduces overall capacity in the
team and this will continue to have adverse performance
consequences in helping make development happen. Use of
temporary agency staff has been employed to try and ensure key
tasks are not derailed.
Managing Performance Quarter 2 2015-16 v1.0
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Indicators
and
Measures
Percentage
of MINOR
planning
applications
processed
within eight
weeks
(monthly
cumulative)
(C 004)
Q2 13/14
Q2 14/15
Q2
15/16
Target
Q2
15/16
Result
34.21%
59.06%
70.00%
43.15%
Target
2015/16
70%
The workload has increased, at the same time as we have been
unable to fill a Planning Officer position, so has reduced our overall
capacity. This quarter shows an improvement over Quarter 1, and
measures are being taken to try and ensure this continues.
Percentage
of OTHER
planning
applications
processed
within eight
weeks
(monthly
cumulative)
(C 005)
52.57%
81.28%
70.00%
70%
68.71%
The workload has increased, at the same as we have been unable
to fill a Planning Officer position, so has reduced our overall
capacity. This quarter shows an improvement over Quarter 1, and
measures are being taken to try and ensure this continues.
Percentage
of MAJOR
planning
applications
processed
within
thirteen
weeks over
the last 24
months
(monthly
cumulative)
(DM 005)
52.94%
73.68%
50.00%
Target
threshold
revised by
Government
from 30% to
40% in June
2014 and
from 40% to
50% in
September
2015.
74.12%
Our performance is well above the Government target which has
been increased to 50% in September.
Managing Performance Quarter 2 2015-16 v1.0
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Indicators
and
Measures
Percentage
of MAJOR
planning
applications
refused and
then
overturned
on appeal
over the last
24 months
(monthly
cumulative)
(DM 006)
Q2 13/14
0.00%
Number of
MAJOR
planning
applications
refused and
then
overturned
on appeal
over the last
24 months
(monthly
cumulative)
(DM 006a)
-
Q2 14/15
1.31%
1
Q2
15/16
Target
Q2
15/16
Result
Target
2015/16
20.00%
3.50%
Target
threshold set
by
Government
at 30% and
confirmed by
the
Department
of
Communities
and Local
Government
at 20% in
June 2014.
NNDC target
20%.
4
3
Less than 5.
Our performance is well above the Government target. Three major
decisions have been overturned on appeal:



Magistrates Court Cromer
Crematorium decision
Happisburgh Caravan site
Managing Performance Quarter 2 2015-16 v1.0
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Indicators
and
Measures
Target
response
time to fly
tipping and
all other
pollution
complaints
(within 2
working
days)
(monthly
cumulative)
(C 007)
Q2 13/14
Q2 14/15
Q2
15/16
Target
Q2
15/16
Result
90.00%
87.00%
84.00%
87.00%
Target
2015/16
80%
Throughout the quarter the response to complaints has been
consistent and maintained the cumulative response time of 84%
We received 206 requests for service over the quarter of which 167
(81%) were responded to within 2 working days.
This percentage comprises the following data:
90% of Nuisance cases were responded to within two days.
83% of Drainage cases were responded to within two days.
64% of fly tipping cases were responded to within two days.
Having looked into the fly tipping cases in more details it appears
there have been some data entry issues with our contractors, this
has been passed onto them to correct. The fly tipping has been
being cleared on time but the information received back is
inaccurate.
Number of
pollution
enforcement
interventions
(quarterly
cumulative)
(C 008)
17
15
-
Managing Performance Quarter 2 2015-16 v1.0
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14
-
-
Review and
report.
Page 13 of 43
Indicators
and
Measures
Q2 13/14
Q2 14/15
Q2
15/16
Target
Q2
15/16
Result
Target
2015/16
Within the quarter there were eight new pollution cases which were
investigated with a view to potential prosecution. Seven of these are
related to fly tipping, one related to waste duty of care. Two of these
were completed with no evidence to proceed. The other cases are
still pending further investigation/action.
In addition, two further fly tipping cases were completed during the
quarter. One of these being closed due to there being no evidence
to proceed. The other was completed with a warning letter being
sent. Also, a waste duty of care case was closed with a simple
caution being issued
Three noise abatement notices were served two of these on
licenced premises. Another abatement notice was served in relation
to odour.
Number of
fixed penalty
notices
issued
(quarterly
cumulative)
(C 009)
2
0
-
0
-
-
Carry out
trend
analysis
The team continues to issue Fixed Penalty Notices (FPN) when
incidents are witnessed.
Number of
defaults
issued to the
waste and
related
services
contractor
for
cleanliness
(monthly
cumulative)
(C 010)
27
83
-
129
-
-
Review and
report.
A significant number of contract default financial penalties have
been applied for failures to collect residents’ bins on the allocated
day during August and September. Performance across other
areas of the contract remains stable.
Managing Performance Quarter 2 2015-16 v1.0
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Indicators
and
Measures
Number of
rectifications
issued to the
waste and
related
services
contractor
for
cleanliness
(monthly
cumulative)
(ES 015)
Q2 13/14
102
Q2 14/15
165
Q2
15/16
Target
-
Managing Performance Quarter 2 2015-16 v1.0
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Q2
15/16
Result
157
Target
2015/16
-
-
No target.
Report to
Head of
Service and
Management
Team
Page 15 of 43
Localism
Strategic Overview
There has been a considerable amount of activity against this priority. All six activities are on
track.
The Council has:
1. Successfully transferred the Station Approach Tourist Information Centre (TIC)
and public conveniences to the North Norfolk Railway (NNR) which will result in
a brand new building and facilities as well as financial savings to the Council
2. Successfully delivered two clubs in Sidestrand in martial arts and street dance,
a badminton club in Sheringham with a further club at Sheringham High School
in american football (Flag football) due to open in November 2015
3. Recruited a further 8 Community Dog Wardens during the second quarter
bringing the current total to 21 across the district
4. Enabled the Friends of North Lodge Park to open the North Lodge Park café in
August
5. Hosted the start of Stage 7 of the Cycling Tour of Britain starting at Fakenham
Racecourse
6. Given support for community initiatives which continues to yield valuable
results and communities of all sizes and locations across the District have
benefited from investment and support from the Big Society Fund
Managing Performance Quarter 2 2015-16 v1.0
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Performance Indicators
Indicators and Measures
Q2
13/14
Q2
14/15
13
11
N/A
16
-
-
Review
and
report
101,007
59,006
N/A
83,595.31
-
-
Review
and
report
Number of grants awarded to
local communities from the Big
Society Fund (monthly
cumulative) (L 005)
Amount of funding investment
in community projects (from the
Big Society Fund) (£) (monthly
cumulative) (L 006)
Q2
15/16
Target
Q2 15/16
Result
Target
2015/16
The Big Society Fund Panel met on 7 September 2015.
13 applications totalling £111,950.55 were presented to the
Panel




11 applications were approved
One was deferred
One was declined
Total funding awarded £62,095.31
Managing Performance Quarter 2 2015-16 v1.0
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Delivering the Vision
Strategic Overview
The majority of actions in the Annual Action Plan delivering this priority are on track (nine of
twelve), one has been completed successfully, one is on hold and one is having some problems.
Performance against four of the six performance indicators where a target has been set are on
or above target and two are below target. Performance against four indicators are improving
compared to the same period last year, two are static and one worsening.
The Council has:
Service Improvement
1. Investigated the legal issues associated with the issuing of electronic licences,
as an alternative to paper copies, which will make the processing of licences
much more efficient both for the Council and customers
2. Worked internally and with our insurers to ensure that our response to
insurance claims against the Council is robust. This has led to fewer insurance
claims and more claims being defended successfully
3. Completed the inspections necessary to allow the Flood Support Grant funding
to be claimed back from Government
4. Launched the new, automated, canvass process to ensure that everyone that is
entitled to is registered to vote
Managing Performance Quarter 2 2015-16 v1.0
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Performance Indicators
Indicators and
Measures
Percentage of
Priority 2
(Important) audit
recommendations
completed on time
(quarterly
cumulative) (V
001)
Q2
13/14
-
Q2
14/15
-
Q2
15/16
Target
-
Q2
15/16
Result
*
Target 2015/16
-
-
80%
*Not yet produced. Audit Recommendation follow up exercise commences
October 2015.
Percentage of
Priority 1 (Urgent)
audit
recommendations
completed on time
(quarterly
cumulative) (V
002)
Percentage of
audit days
delivered
(quarterly
cumulative) (V
004)
Working Days Lost
Due to Sickness
Absence (Whole
Authority days per
Full Time
Equivalent
members of
staff) (quarterly
cumulative) (V
007)
-
-
40.0%
29.0%
3.14
3.05
100%
34%
3.00
100%
64%
2.59
-
-
100%
100%
6 days per full
time equivalent
(FTE)
employee
The cumulative figure for the first two quarters is the lowest since 2011/12.
The figures will be analysed to see if there are any trends and reported to the
Joint Staff Consultative Committee.
Managing Performance Quarter 2 2015-16 v1.0
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Indicators and
Measures
Percentage of
Council Tax
Collected (monthly
cumulative) (RB
009)
Q2
13/14
Q2
14/15
Q2
15/16
Target
Q2
15/16
Result
56.07%
56.22%
56.10%
56.19%
Target 2015/16
98.5% (annual)
There has been an improvement in the percentage collected each month
against target and collection is only marginally behind the same period last
year.
Percentage of
Non-domestic
Rates collected
(monthly
cumulative) (RB
010)
63.74%
62.28%
62.00%
60.54%
99.2% (annual)
We are significantly behind target by 1.46% as at 30 September 2015
compared to the previous month. This equates to a drop in anticipated
collection of £362,061.33.
The main reason for this is that we increased our debit by growing our NNDR
Rating List. The Rateable Value total has increased by £913,995 from
£65,346,270 to £66,260,265 within the first 6 months of this Financial Year.
The solar farm at Blenheim Way, West Raynham, Fakenham, came into
rating with a Rateable Value of £400,000 which has increased our debit by
£197,200. The debt here will be paid between November 2015 and March
2016 and so will affect our performance negatively until the end of the
financial year.
Average time for
processing new
claims (Housing
and Council Tax
Benefit) (monthly
cumulative) (RB
027)
25.0
20.0
18.0
Managing Performance Quarter 2 2015-16 v1.0
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17.0
18 days
Page 20 of 43
Indicators and
Measures
Q2
13/14
Q2
14/15
Q2
15/16
Target
Q2
15/16
Result
Target 2015/16
During September, a total of 247 new claims have been processed, taking on
average 17 days to complete. This processing time includes delays by the
customer to provide the information required to process their application.
91% of new claims were processed within 14 days of receiving all information
required from the customer.
Further analysis shows that 58% of new claims were processed within 3 days
of receiving all information required from the customer.
The department has recruited three new Benefits Officers, who have been in
post from 11/08/2015. Following comprehensive training, the new officers
began to process new claims from September.
Work has also been carried out to prepare for the implementation of Universal
Credit. This included all staff attending a training day in September.
Speed of
processing:
change in
circumstances for
Housing and
Council Tax
Benefit claims
(average calendar
days) (monthly
cumulative) (RB
028)
19.0
13.0
10.0
18.0
10 days
During September, a total of 2156 changes in circumstances have been
processed, taking on average 15 days to complete. This processing time
includes delays by the customer to provide the information required to
process their application.
76% of changes in circumstances were processed within 14 days of receiving
all information required from the customer.
Further analysis shows that 46% of changes in circumstances were
processed within 3 days of receiving all information required from the
customer.
In July, August and September the department has been working on
completing the oldest outstanding work by setting aside specific time to focus
on processing this. It is acknowledged that the processing of this work has
had a negative impact on the speed of processing performance. However,
once complete, it will enable the speed of processing to improve to a more
maintainable level. This is already demonstrated by the improvement from 25
days to 15 days between August and September.
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Indicators and
Measures
Q2
13/14
Q2
14/15
Q2
15/16
Target
Q2
15/16
Result
Target 2015/16
The department has also recruited three new Benefits Officers, who have
been in post from 11/08/2015. The new officers have now completed
comprehensive training and began to process new claims from September.
This will enable existing staff to work on changes of circumstances to further
improve and maintain speed of processing thus improving the service
received by the customer and prevent overpayments accruing.
Work has also been carried out to prepare for the implementation of Universal
Credit. This included all staff attending a training day in September.
Percentage of
Ombudsman
referrals
successful
outcomes for the
Council (monthly
cumulative) (PA
002)
-
Number of
Ombudsman
referral decisions
(monthly
cumulative) (PA
001)
-
66.7%
3
N/A
100%
-
N/A
1
-
No target set.
Report to
Management
Team.
-
No target set.
An excellent result so far this year, with reduced numbers of complaints
accepted compared to last year and the only one that was investigated, was
found in favour of the Council.
Percentage of
customers who
were quite or
extremely satisfied
they were dealt
with in a helpful,
pleasant and
courteous way
(quarterly) (CS
053)
Percentage of
customers who
were quite or
extremely satisfied
they were dealt
with in a
competent,
knowledgeable
-
-
-
-
-
-
Managing Performance Quarter 2 2015-16 v1.0
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100%
100%
-
-
-
-
No target set.
Report to
Transformation
Board.
No target set.
Report to
Transformation
Board.
Page 22 of 43
Indicators and
Measures
Q2
13/14
Q2
14/15
Q2
15/16
Target
Q2
15/16
Result
Target 2015/16
and professional
way (quarterly)
(CS 054)
Percentage of
customers who
were quite or
extremely satisfied
with the time taken
to resolve their
enquiry (quarterly)
(CS 055)
Percentage of
customers who
were quite or
extremely satisfied
they got
everything they
needed (quarterly)
(CS 056)
Average wait time
(minutes) Customer
Services (monthly)
(CS 057)
Average
transaction time
(minutes) Customer
Services (monthly)
(CS 058)
-
-
-
-
-
6 min 2
sec
(Sept)
-
8 min
56 sec
(Sept)
-
97.9%
-
100%
-
3 min
26 sec
(Sept)
-
8 min
15 sec
(Sept)
-
-
-
-
-
-
-
-
No target set.
Report to
Transformation
Board.
No target set.
Report to
Transformation
Board.
No target set.
Report to
Transformation
Board.
No target set.
Report to
Transformation
Board.
The reduction in both customer waiting time and transaction time by Customer
Services has been achieved through better use of performance management
information and allocation of staff resources to cover identified customer
demand patterns.
Average wait time
(minutes) Housing Options
(monthly) (CS
059)
-
5 min
25 sec
(Sept)
-
6 min
12 sec
(Sept)
-
-
No target set.
Report to
Transformation
Board.
A number of more complex cases have resulted in spending longer times with
Managing Performance Quarter 2 2015-16 v1.0
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Indicators and
Measures
Q2
13/14
Q2
14/15
Q2
15/16
Target
Q2
15/16
Result
Target 2015/16
individual customers.
Managing Performance Quarter 2 2015-16 v1.0
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Page 24 of 43
Appendix 1: Delivering the Annual Action Plan 2015/16
Key
Activity Status
Symbol
Description
Completed
Successfully/ On
Track
Activity has started on schedule, and is on track to be completed by the predicted end
date, to budget and will deliver the expected outputs and outcomes/ impacts or already
has.
Not Started
This is for activities that are not programmed to start yet.
Postponed, Delayed
or On Hold
This is for activities that should have started by now but have not or activities that have
started but have had to pause or are taking longer than expected.
Some Problems
Lead officers should have described the problems and the action being taken to deal
with them.
Needs Attention/ Off
Track/ Failed
Activity is off track (either by starting after the predicted start date or progress slower
than expected), and it is anticipated that it will not be completed by the predicted end
date. Attention is needed from the lead officer and others to get this activity back on
track.
Failed - Activity not delivered and there is no way that it can be.
Jobs and the Local Economy
A - Increase the number of new businesses and support the growth and expansion of
existing businesses
Activity
Status
Progress/ Action Note
AAP 15/16 - J A 01 - We will formulate and
deliver a Growth Plan for North Norfolk,
linked to the New Anglia Strategic
Economic Plan and Norfolk Growth
Prospectus, and identify and promote
future projects which could receive grant
funding support through these programmes
On
Track
A Growth Plan was approved by
Cabinet and the activities
identified within it are in train. Key
projects have been successful in
achieving grant funding from a
variety of sources (including the
Norfolk Business Rate pool).
AAP 15/16 - J A 02 - We will work with
partners to deliver the Enterprise North
Norfolk Business Start Up and Support
Scheme
On
Track
The support scheme has been
operating effectively. Following
monitoring and review, the
contract for its delivery has been
extended to 31/12/15.
AAP 15/16 - J A 03 - Working in
partnership we will develop an Investment
Strategy to increase investment
opportunities in the district through seeking
to remove constraints from allocated
employment sites and promote their
potential to accommodate new job-creating
development
On
Track
BE Group have been appointed
as third party consultants to
develop a Business Growth and
Investment Opportunities
Strategy. This is well underway
and will be due for completion by
October 2015.
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Activity
Status
Progress/ Action Note
AAP 15/16 - J A 04 - We will promote the
Egmere Business Zone to offshore wind
energy businesses and their suppliers and
partners
On
Track
Actively promoting Egmere
Business Zone as a desirable
inward investment location.
AAP 15/16 - J A 05 - We will work with
Norfolk County Council to promote new
job-creating development at the Scottow
Enterprise Park (formerly RAF Coltishall)
site
On
Track
The Council is engaged as a key
player in the development/
approval of proposals at the
Scottow Enterprise Park site.
AAP 15/16 - J A 06 - We will develop our
corporate position and consult with a wide
range of stakeholders in respect of
emerging renewable energy policy and
technologies through preparation of an
Energy Strategy
On
Track
A sound evidence base has been
established which will inform
future policy development
through the revision of the Local
Plan.
AAP 15/16 - J A 07 - We will ensure
regular engagement with business through
established Forums such as the Norfolk
Chamber of Commerce, the Federation
of Small Businesses and local Chambers
of Trade to better understand business
need and where public sector intervention
and/or support is required.
On
Track
A Business Engagement Strategy
has been formulated, which
includes proposed new methods
of engaging with the business
community and fostering greater
collaboration of the existing
business fora.
Application for investment
funding from the Business Rates
Pool for £450k was successful.
Detailed project proposal now to
be worked up.
B - Improve the job prospects of our residents by developing a skilled and adaptable
workforce that is matched to business growth and development
Activity
Status
Progress/ Action Note
AAP 15/16 - J B 01 - Through the
Council's Learning for Everyone (L4E)
Team we will provide information,
advice and guidance to local people
wishing to enter employment or improve
their levels of skills and raise aspiration
On
Track
The service is undergoing a review
to focus delivery where it will have
the most impact. Demand for the
services remains high. We have
developed a digital by default
service through webinar workshops
which are being promoted.
AAP 15/16 - J B 02 - We will offer
bespoke programmes of advice and
support to people faced with
redundancy from local companies as
and when such events occur
On
Track
We are engaging as appropriate with
businesses that experience
difficulties to ensure the impacts
upon staff and the local economy
are minimised and that those staff
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Activity
Status
Progress/ Action Note
value of those staff to the local
labour market is maximised.
AAP 15/16 - J B 03 - We will put in place
a sustainable programme of delivery for
the Learning for Everyone Team
recognising the changing policy and
delivery framework of advice and
guidance services, opportunities to work
differently with existing partners and
develop bespoke programmes of skills
training on behalf of local employers
On
Track
The team has been delivering
employment support initiatives with
external partners. We are in the
process of aligning the provision of
skills support to other programmes
and will utilise the outcomes of the
skills analysis to orientate the skills
support towards the local business
needs.
AAP 15/16 - J B 04 - We will promote
work experience and apprenticeship
initiatives as part of our role as an
intermediary member of the
Apprenticeships Norfolk Network
On
Track
We are continuing to represent the
Apprenticeship Norfolk Network at
North Norfolk events. We are also
handing the general enquiries to the
County website that originate in
North Norfolk. In addition we are
engaging reactively with businesses
to help them with their
apprenticeship ambitions.
AAP 15/16 - J B 05 - We will undertake
an audit of employment opportunities
and skills needs amongst local
businesses and share the findings with
our partners and key strategic bodies
On
Track
We have completed a skills analysis
of the local labour market which is
expected to yield some valuable
lessons in how the Council should
orientate its resources and work with
partner organisations such as NCC
and NALEP to refine skills provision
in North Norfolk.
C - Improve access to funding for businesses
Activity
Status
Progress/ Action Note
AAP 15/16 - J C 01 - We will
administer, monitor and review a
North Norfolk Small Business
Grant programme and review
effectiveness after 12 months
operation
On
Track
The BESt grant is now mostly committed. A
recent interim report noted the
effectiveness of the grant with a more
formal evaluation due once all funds are
committed.
AAP 15/16 - J C 02 - We will seek
to influence Local Enterprise
Partnership programme delivery
in North Norfolk, particularly in
respect of monitoring the take-up
of grant funding programmes by
North Norfolk businesses
On
Track
The Economic Growth team has
contributed to the development of the
emerging NALEP Growth Programme and
works in close liaison with the Local
Enterprise Partnership in relation to the
operation of the Growth Hub. More work is
underway to ensure that business support
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Activity
Status
Progress/ Action Note
remains proactive and effective.
D - Reduce burdens to business by removing unnecessary red tape and bureaucracy
at the local level
Activity
Status
Progress/ Action Note
AAP 15/16 - J D 01 - Working
with partners we will achieve
more than 90% coverage of
the district with superfast
broadband speeds (minimum
24 megabits per second)
On
Track
An additional £5.3 million investment for fibre
broadband has been secured for Norfolk,
bringing the total investment to over £12m
including investment of £1m from the Council.
AAP 15/16 - J D 02 - We will
ensure advice and guidance is
readily available to help
business comply with the law
and our approach to
enforcement will consider the
needs of local business
On
Track
Through our interactions with businesses,
advice and guidance is provided on regulatory
compliance and achieving best practice.
In the quarter, 160 visits to food premises
were undertaken, including to a number of low
risk premises, to ensure that standards of
hygiene are maintained. The level of
compliant food premises remains high. Where
premises do not meet the standard required
officers provide advice and guidance to
secure compliance with enforcement only
considered as a last resort.
Our responses to planning consultations
ensure that compliance on environmental
matters is provided through suitable
conditions on development. For existing
businesses officers work closely on often
complex issues in order to ensure the most
effective solutions having regard to the cost of
compliance.
AAP 15/16 - J D 03 - We will
streamline the planning
process to facilitate new jobcreating investment in the
district through improved
engagement with businesses
and improved planning
performance
On
Track
Planning Business Review is progressing and
will move to the implementation stage over the
forthcoming months
This investment brings an additional £1m to
North Norfolk to help achieve more than 90%
superfast broadband coverage across the
district.
E - Promote a positive image of North Norfolk as a premier visitor destination
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Activity
Status
AAP 15/16 - J E 01 - We will work with
the North Norfolk Destination
Management Organisation, which is
currently funded by the District Council,
to ensure the positive promotion of
North Norfolk as a leading visitor
destination.
On
Track
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Progress/ Action Note
The Destination Management
Organisation (DMO) continues to
develop and support a wide network
of tourism related organisations and
has developed effective marketing
campaigns for the area.
Page 29 of 43
Housing and Infrastructure
A - Increase the number of new homes built within the district and reduce the
number of empty properties
Activity
Status
Progress/ Action Note
AAP 15/16 - H A 01 - We will
bring forward detailed proposals
on allocated sites by pro-active
engagement with developers
On Track
Ten of the larger allocations within the
Site Allocation Plan are already under
construction. Discussions are
continuing with developer to bring
forward other schemes.
AAP 15/16 - H A 02 - We will
seek to increase the number of
homes built of all tenures by
reviewing the Housing Incentive
Scheme and exploring other
innovative means of improving
delivery
On Track
The Council took the decision to
continue with the Housing Incentive
Scheme during 2015 and the review of
the Local Plan, which has now
commenced, will consider delivery of
housing and the implications of the
Strategic Housing Market Assessment
2015.
A further report on the success of the
Local Investment Strategy will be
undertaken and a report brought
forward later in 2015.
AAP 15/16 - H A 03 - We will
develop a Property Investment
Strategy to supplement the
delivery of additional housing
On Track
An initial report on options on the
opportunities and delivery mechanisms
of holding property has been
commissioned and work due to
complete during winter 2015.
AAP 15/16 - H A 04 - We will
support the development of
neighbourhood plans by aligning
the wishes of towns and parishes
with the local plan review
On Track
Two Neighbourhood Plans are being
prepared for Holt and Corpusty and
Saxthorpe. Interest has been expressed
for a number of other Parishes/Towns
to investigate the benefits of
neighbourhood plans.
AAP 15/16 - H A 05 - We will
support owners to bring empty
homes back into use and provide
opportunities to do so through the
application of our statutory
powers
Some
Problems
Good progress being made to bring
long term empty homes back into use
through the Council’s Enforcement
Board activity although despite these
efforts to reduce the number of empty
homes the net figure has remained at
the 2013/14 level.
Cabinet agreed to extend the Empty
Homes Manager post to March 2016.
Whilst the processes relating to long
term empty homes have been improved
and Enforcement Board continues to
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Activity
Status
Progress/ Action Note
deal with a number of these cases and
bring them back into use, numbers of
LTEs have risen this year partly due to
the changes in staffing for housing
inspection within the revenues team,
which has meant that some properties
have not been dealt with as quickly as
would normally have been expected.
Recruitment to a vacant post in the
team will be made as soon as possible
and it is hoped that further efficiencies
in this area of work can also be made
with a wider review of the Council’s
enforcement activity.
AAP 15/16 - H A 06 - We will
gather the evidence in support of
the review of the local plan
including publishing the joint
strategic housing market
assessment, including identifying
specialist housing need in
response to the prospective age
profile of the district.
On Track
A joint Strategic Housing Market
Assessment (SHMA) has been
produced and a Business Growth and
Investment Opportunities Study is
underway.
B - Increase the number of affordable homes with a range of tenure types
Activity
Status
Progress/ Action Note
AAP 15/16 - H B 01 - We will
seek to increase the number of
affordable homes provided
across the district through a
range of delivery mechanisms
and including the local
investment strategy loan to
registered providers
On
Track
It is expected that 75 affordable dwellings will
be completed across the district during
2015/16 of which seven will be sold as
shared equity or shared ownership. The first
planning applications for schemes funded
through the Local Investment Strategy loan
to Registered Providers have been submitted
over the summer. The first mixed tenure
Exception Housing Scheme has planning
permission and details of when it will start on
site are awaited.
C - Secure investment in new infrastructure
Activity
Status
Progress/ Action
Note
AAP 15/16 - H C 01 - We will consult and then obtain
agreement on a process for securing contributions
towards infrastructure from development proposals in
Not
Started
Work on this project
is being delayed,
due to other
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Activity
Status
Progress/ Action
Note
the district known as section 106 agreements
priorities.
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Coast, Countryside and Built Heritage
A - Maintain the integrity of special landscape designations and balance the
development of housing and economic activity with the need to preserve the
character and quality of the district's countryside and built heritage
Activity
Status
Progress/ Action Note
AAP 15/16 - C A 01 - We
will assess and implement
requirements for new
Green Flag Awards and
work to retain the existing
awards
Completed
Successfully
Green Flag awards retained at all three
sites including Holt Country Park, Pretty
Corner Woods in Sheringham and Sadler’s
Wood in North Walsham.
AAP 15/16 - C A 02 - We
will work with other
agencies to retain four of
the district's Blue Flags for
the quality of the beaches
and to achieve Quality
Coast Awards elsewhere
Completed
Successfully
Blue Flags successfully retained at all four
beaches including Sheringham, Cromer,
Sea Palling and Mundesley with Quality
Coast Awards for East Runton and Wells.
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Activity
AAP 15/16 - C A 03 - We
will manage the waste and
recycling contracts to
ensure an excellent level
of service and promote
high levels of recycling
Status
Some
Problems
Progress/ Action Note
Kier's performance in terms of bin
collections has been poor across quarter 2,
especially during August and September.
Kier have cited the unreliability of agency
staff to cover leave, a spell of crew sickness
and a number of severe vehicle
breakdowns as significant causal
factors. However, their performance
continues to be closely monitored. The
contract clause, where a default is issued
per 100 (or part thereof over 100) bins not
collected on the scheduled day, is being
used to drive improvements - 24 defaults
were issued in August and a further 79 in
September which has resulted in a contract
penalty of almost £5000 for this period.
Missed assisted collections remain
unacceptably high. Kier report they have
recruited into positions that were being filled
too often by agency staff (drivers and
loaders) which they believe will overcome
some of these performance issues.
One of the mobile cleansing teams,
removed through the cost savings
implemented in April 2015, was reinstated
for the school summer holidays at a cost of
£6k. This ensured that delivery of cleansing
services over the summer was generally
good and dealt with reports of problems
early in the season. A review the
cleansing specification will take place
across the quieter winter months to create a
system that will work for both parties whilst
delivering acceptable outcomes for the
public.
The lack of consistent senior management
support at Kier has been the root cause of
many of the issues which filters down to
local management practices. Locally the
relationship with the Kier management is
good with a refreshingly pragmatic and
responsive approach being taken.
The poor performance in some areas needs
also to be balanced against the very high
standards which are maintained elsewhere
and for which the council does receive
praise.
These matters will be taken up further at
the Contract Board meeting to ensure a
longer term solution toPage
the problems
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59
have experienced.
Activity
Status
AAP 15/16 - C A 04 - We
will ensure that all
reported fly-tipping and
pollution complaints will
be responded to within
two working days
Progress/ Action Note
On Track
Throughout the quarter the response to
complaints has been consistent and
maintained the cumulative response time of
84%
We received 206 requests for service over
the quarter of which 167 (81%) were
responded to within 2 working days.
This percentage comprises the following
data:
90% of Nuisance cases were responded to
within two days.
83% of Drainage cases were responded to
within two days.
64% of fly tipping cases were responded to
within two days.
Having looked into the fly tipping cases in
more detail it appears there have been
some data entry issues with our
contractors, this has been passed onto
them to correct. The fly tipping has been
being cleared on time but the information
received back is inaccurate.
B - Recognise the District's built environment as a heritage asset when promoting
North Norfolk
Activity
Status
Progress/ Action Note
AAP 15/16 - C B 01 Through the work of the
Council's Enforcement
Board we will take
appropriate action
where listed buildings
and buildings within
conservation areas are
considered to be at risk
On
Track
The complex nature of the cases presented to
the Enforcement Board, means these are
resource heavy, and this is a challenge when
our overall workload (no. of planning
applications) is increasing.
C - Design a more cohesive framework for coastline management
Activity
Status
Progress/ Action Note
AAP 15/16 - C C 01 - We will
investigate options to improve
coastal management with
On
Track
Discussions are well advanced with Local
Authorities, related organisations and
academic institutions and a new model of
coastal management through an
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Activity
Status
neighbouring coastal councils
AAP 15/16 - C C 02 - We will work
with coastal communities and
other agencies to identify coastal
management schemes and
sources of funding working with
the Environment Agency to explore
the best possible solutions for all
our communities
Progress/ Action Note
appropriate partnership is expected to be
operational from the start of the next
financial year.
On
Track
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61
2015 submission into Environment
Agency capital programme completed.
Continual work in assessing opportunities
for funding. Continued engagement with
local communities through Coastal Forum
and one-to-one contact where required.
On-going improvements and innovation in
coastal awareness raising.
Page 36 of 43
D - Continue to defend coastal settlements against erosion wherever practicable
Activity
Status
Progress/ Action Note
AAP 15/16 - C D 01 - We
will manage the final
delivery of the £8.6m
Cromer Defence Scheme
On Track
The third winter campaign of works will
commence in September 2015. Due to
additional storm surge works and difficult
working conditions in the winter months, the
scheme will continue into a third season of
operations. Progress has been made with
significant effort now focused on seeking
completion of this phase of the Cromer Coast
Protection Scheme.
AAP 15/16 - C D 02 - We
will consider plans to
redevelop sea front property
assets in Cromer for
completion following the
Cromer Defence scheme
Some
Problems
The Cromer sea defence scheme was due to
be completed by March 2015 but due to
delays encountered following the storm surge
this has not been possible. The contractors
Volker Stevin are therefore due to return to
complete the works between September
2015 and March 2016, following which the
redevelopment plans can be further
progressed.
AAP 15/16 - C D 03 - We
will work with other
agencies to assess and
respond to the issues
arising from the proposed
Bacton Gas Terminal
coastal defence scheme
On Track
The Coastal Management Team has
continued with the development of a coastal
management study for the Bacton Terminal,
Bacton and Walcott coastal frontage. It
evaluates the viability and feasibility of a joint
coastal management solution which can
dovetail with any proposed coast protection
work coming forward from the operators of
Bacton Gas Terminal. This has involved
close working with the operators of the
terminal, The Crown Estate and the
Environment Agency. This has linked to
information sharing with Department for
Environment, Food & Rural Affairs (DEFRA),
Department of Energy & Climate Change
(DECC) and Cabinet Office.
AAP 15/16 - C D 04 - We
will manage the delivery of
the £800k Sheringham
West Sea Wall
Improvement Scheme
On Track
The second season of works will begin in
September 2015, this will include an
additional 26.5m of seawall refurbishment
below the Royal National Lifeboat Institution
(RNLI) station which will be part funded by
the RNLI.
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Localism
A - Recognise the important role that Town and Parish Councils have as the
democratic embodiment of their communities
Activity
Status
Progress/ Action Note
AAP 15/16 - L A 01 - We will respond positively
to a Community Right to Challenge to take over
the running of services within their
area/communities if they can be run more
efficiently (to our Service Level Agreement)
On
Track
Transferred Sheringham
Tourist Information Centre
(TIC)/Toilet assets to North
Norfolk Railway as of 1
October 2015.
Building works underway by
NNR to provide new TIC
and Toilets
Temporary toilets are in
place and transfer of
services are anticipated 1
April 2016
AAP 15/16 - L A 02 - We will maintain a regular
dialogue and work with Town and Parish
Councils
On
Track
Town and Parish Fora are
scheduled for November.
AAP 15/16 - L A 03 - We will hold workshops for
training and development, in particular to
encourage wide community participation in the
planning and democratic processes
On
Track
Town and Parish Fora are
scheduled for November.
B - Encourage communities to develop their own vision for their future and help
them to deliver it
Activity
Status
Progress/ Action Note
AAP 15/16 - L B 01 - We will
support and encourage
Community Engagement
Schemes in those parishes
where there is a local
demand
On
Track
Training of all new volunteers has been
completed, officers are undertaking patrols with
the new volunteers, there are now 21 volunteers
working across the district.
We are also working with a number of schools
on a Poster (pooster) campaign, this will be
progressed over the next quarter, looking at
ensuring local community involvement in their
key issues.
Engagement with Flood Warden teams around
the coast continues and a live exercise to test
working practices and links with other agencies
has been planned with delivery in early October.
Work to extend the Flood warden approach to
parishes at risk of flooding outside of the coastal
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Activity
Status
Progress/ Action Note
areas continues with good community interest
shown in several areas.
AAP 15/16 - L B 02 - We will
implement a Community
Resilience Planning
programme to increase
uptake amongst local
communities so that
communities are able to
help and support each other
in the face of a common
crisis
On
Track
Engagement with Flood Warden teams around
the coast continues and a live exercise to test
working practices and links with other agencies
has been planned with delivery in early October.
Work to extend the Flood warden approach to
parishes at risk of flooding outside of the coastal
areas continues with good community interest
shown in several areas.
Support to communities that have or wish to
create community resilience groups locally is
continuing. Arrangements have been made to
discuss this with Stalham and Hickling booked in
for late October/November.
C - Encourage the growth of The Big Society within communities
Activity
Status
Progress/ Action Note
AAP 15/16 - L C 01 - We will
continue to support local
communities to obtain
funding and other
assistance to deliver their
local priorities
On
Track
The Big Society Fund has approved 16 grants to
support community initiatives since April. The
prospectus for the Enabling Fund has been
agreed, grant applications will be able to be
submitted shortly as the LEADER funding which
aligns with the Enabling Fund will launch by the
end of the year.
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Delivering the Vision
A - Deliver strong governance arrangements
Activity
Status
Progress/ Action Note
AAP 15/16 - V A 01 - The Audit
Committee will oversee a
review programme to ensure
that audit coverage reflects the
risks facing the Council
On Track
Work Programme of reports presented to
Audit Committee as a standing item,
quarterly progress reports on track to be
presented to the committee.
AAP 15/16 - V A 02 - We will
set and achieve 100%
compliance with deadlines
agreed with Internal Audit for
recommendations rated as
Important and Urgent
Some
Problems
Revised implementation dates set for
previous year recommendations that are
still outstanding, some medium and low
recommendations are outstanding, follow
up work to be carried out in October 2015.
AAP 15/16 - V A 03 - We will
maintain a robust performance
management framework for
managing the Business
Transformation Programme
On Track
Project Manager has been recruited and
is undertaking a review of the programme
and project management processes and
tools of the Digital Transformation
Programme. Following the review revised,
standardised methodology will be used for
all programme elements.
B - Ensure that effective communications exist
Activity
Status
Progress/ Action Note
AAP 15/16 - V B 01 - As part of
the Business Transformation
Programme we will work to
develop our approach to digital
and social media and work to
improve our services for
residents and other customers
On
Track
A draft Communications Strategy has been
produced by the Communications Manager
and this will be used to inform the project to
procure the Council Contact Management
system which will include Social Media
facilities.
AAP 15/16 - V B 02 - Following
the Member Induction
Programme we will provide a
programme of Member
Development to allow Members
to be effective in their roles
On
Track
First phase of Members induction
completed, including committee training.
Phase 2, the on-going programme, has
started. The Member Development Group is
trialling e-learning and media training has
been organised for Cabinet Members. The
bus tour of the District has taken place and
has received good feedback. Next Member
Development Group, on 1 December 2015,
will review the e-learning pilot.
AAP 15/16 - V B 03 - We will
implement a unified
On
Track
Unified communications deployment is
continuing and will be complete by
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Activity
Status
Progress/ Action Note
communications approach for all
of our digital media documents
and will procure a customer
information system
November 2015
Document management - we will implement
Microsoft Sharepoint as a Corporate
Document Management System and
integrate this with service systems as
necessary. A pilot deployment will be in
place by January 2016
A number of products have been evaluated
to inform the production of an Invitation to
Tender (ITT) which will be issued in
September 2015.
Lync rolled out to 85%+ of Cromer Office.
Project is on track with some benefits
already being realised
C - Deliver strong and proportionate organisational management in the Council
Activity
Status
Progress/ Action Note
AAP 15/16 - V C 01 - We will undertake
reviews of all major business processes
in order to improve customer service
and deliver financial savings detailed in
the financial strategy
On
Track
Work on Planning Business Process
Review business case is nearing
completion and we will be moving
into implementation phase shortly.
D - Prioritise Services and Functions in line with the wishes of our communities and
to deliver our corporate objectives
Activity
AAP 15/16 - V D 01 - We will
review the objectives in the
Corporate Plan to ensure it
takes account of emerging
issues and opportunities
Status
Progress/ Action Note
Completed
Successfully
A new Corporate Plan was approved
by Cabinet and Full Council in
September 2015. An annual action
plan is in the process of being
developed, with a view to be
implemented in April 2016.
E - Deliver year-on-year improvements in efficiency
Activity
AAP 15/16 - V E 01 - We will
review the delivery model for
the Revenues and Benefits
service
Status
On
Hold
Progress/ Action Note
With system stability we will undertake a further
review of processes to ensure the efficient
operation of the service.
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Activity
Status
Progress/ Action Note
AAP 15/16 - V E 02 - We will
continue to drive
improvements and
efficiencies to protect the
District Council's part of the
Council Tax Charge
On
Track
Financial Strategy was presented to Members
in September 2015 ahead of the detailed
budget work to be completed over the Autumn.
AAP 15/16 - V E 03 - We will
identify ways to reward and
recognise staff in the delivery
of high quality services
On
Track
The East of England Local Government
Association (EELGA) are currently undertaking
a market review on the Council's employee
pay-scales and the staff focus group are looking
at reward schemes for staff. Progress will be
reported to the Corporate Leadership Team.
AAP 15/16 - V E 04 - We will
continue to implement the
Business Transformation
Programme to drive
efficiencies into all of our
services
On
Track
The roll-out of the Unified Communications
solution is in progress and will be complete this
year.
The business process review (BPR) of the
Planning Service is progressing well. The
Business Case for the revised operating model
has been approved. Stakeholders are now
developing an implementation plan to deliver
the revised ways of working. Staff consultation
is now in progress.
The Invitation To Tender (ITT) for the
procurement of a Council Contact Centre is
being developed.
The Cabinet have approved the funding for the
implementatrion of both SharePoint document
management facilities and a new Website
Content Management System. Planning is in
progress for deployment of the new technology.
Work on the other enabling technology
programme continues in accordance with
timeline and budget plans.
Managing Performance Quarter 2 2015-16 v1.0
67
Page 42 of 43
Version Control
Version
0.1
Originator
Helen Thomas
0.2
Helen Thomas
0.3
0.4
Helen Thomas
Helen Thomas
0.5
Helen Thomas
Description including reason for changes
First draft for Heads of Service to review and
complete
Second draft for distribution prior to submission to
pre-Cabinet
Third draft for pre-Cabinet
Fourth draft with amendments from Performance and
Risk Management Board
Amendments from pre-Cabinet
Managing Performance Quarter 2 2015-16 v1.0
68
Date
15/10/2015
06/11/2015
06/11/2015
12/11/2015
17/11/2015
Page 43 of 43
North Norfolk District Council
Agenda Item 13
Cabinet Work Programme
For the Period 01 November 2015 to 31 January 2016
Decision Maker(s)
Meeting
Date
Subject &
Summary
Cabinet
Member(s)
Lead Officer
Status / additional
comments
Cabinet
30 Nov 2015
Tom FitzPatrick
09 Dec 2015
Sean Kelly
Head of IT &
Business
Transformation
01263 516276
Cyclical item
Scrutiny
Business
Transformation
Update
Cabinet
30 Nov 2015
Indoor Leisure
Facilities Strategy
Becky Palmer
Karl Read
Leisure & Locality
Services Manager
01263 516002
Cabinet
30 Nov 2015
Sky Lanterns
Angie Fitch-Tillett
Steve Hems
Head of
Environmental Health
01263 516182
At request of Portfolio
Holder
Cabinet
30 Nov 2015
Managing
Performance Q3
Tom FitzPatrick
Cyclical item
Scrutiny
09 Dec 2015
Helen Thomas
Policy & Performance
Management Officer
01263 516214
30 Nov 2015
Key Decision – a decision which is likely to incur expenditure or savings of £100,000 or more, or affect two or more wards. (NNDC
Constitution, p9 s12.2b)
* Schedule 12A of the Local Government Act 1972 (As amended by the Local Authorities (Access to Information) (Exempt Information) (England) Order
2006)
69
North Norfolk District Council
Cabinet Work Programme
For the Period 01 November 2015 to 31 January 2016
Decision Maker(s)
Meeting
Date
Subject &
Summary
Cabinet
Member(s)
Lead Officer
Status / additional
comments
Cabinet
05 Jan 2015
Enforcement Board
Update
Judy Oliver
May contain exempt
appendices
Scrutiny
13 Jan 2015
Nick Baker
Corporate Director
01263 516221
Cabinet
05 Jan 2016
Nigel Dixon
Michelle Burdett
Scrutiny
13 Jan 2015
Business Growth &
Investment
Opportunities
Strategy
Council
24 Feb 2015
Cabinet
05 Jan 2016
Communications
Strategy
Tom FitzPatrick
Sue Lawson
Communications &
PR Manager
01263 516 344
Cabinet
05 Jan 2016
Egmere Business
Zone
Tom FitzPatrick
Steve Blatch
Corporate Director
01263 516232
Cabinet
05 Jan 2016
Appointment of
Development
Partner
John Rest
January 2015
Key Decision – a decision which is likely to incur expenditure or savings of £100,000 or more, or affect two or more wards. (NNDC
Constitution, p9 s12.2b)
* Schedule 12A of the Local Government Act 1972 (As amended by the Local Authorities (Access to Information) (Exempt Information) (England) Order
2006)
70
North Norfolk District Council
Cabinet Work Programme
For the Period 01 November 2015 to 31 January 2016
Decision Maker(s)
Meeting
Date
Subject &
Summary
Cabinet
Member(s)
Lead Officer
Cabinet
05 Jan 2016
Holt car park
John Rest
Duncan Ellis
Head of Assets &
Leisure
01263 516330
Maxine Collis
Property, Project &
Programme Manager
01263 516256
Cabinet
05 Jan 2016
Cabinet
05 Jan 2016
Cabinet
05 Jan 2016
Sign off Phase 1
works & masterplan for West Prom
Review of
Contaminated land
strategy to reflect
legislative changes
John Rest
Angie Fitch-Tillett
Status / additional
comments
may slip to Feb
Steve Hems / James
Wilson
Karen Sly
Head of Finance
01263 516243
Fees & Charges
13 Jan 2016
24 Feb 2016
Feb 2016
Cabinet
08 Feb 2016
Scrutiny
13 Jan 2016
Council
24 Feb 2016
Housing Strategy
John Rest
Nicola Turner
Team Leader –
Strategy
01263 516222
Key Decision – a decision which is likely to incur expenditure or savings of £100,000 or more, or affect two or more wards. (NNDC
Constitution, p9 s12.2b)
* Schedule 12A of the Local Government Act 1972 (As amended by the Local Authorities (Access to Information) (Exempt Information) (England) Order
2006)
71
North Norfolk District Council
Cabinet Work Programme
For the Period 01 November 2015 to 31 January 2016
Cabinet
08 Feb 2016
Property
Investment
Strategy (Housing
Development)
John Rest
Nicola Turner
Team Leader –
Strategy
01263 516222
Decision Maker(s)
Meeting
Date
Subject &
Summary
Cabinet
Member(s)
Lead Officer
Cabinet
08 Feb 2016
Public Space
Protection Orders
Angie Fitch-Tillett
James Wilson
Status / additional
comments
Key Decision – a decision which is likely to incur expenditure or savings of £100,000 or more, or affect two or more wards. (NNDC
Constitution, p9 s12.2b)
* Schedule 12A of the Local Government Act 1972 (As amended by the Local Authorities (Access to Information) (Exempt Information) (England) Order
2006)
72
Agenda item 14
OVERVIEW AND SCRUTINY COMMITTEE WORK PROGRAMME 2015/2016
Period December 2015 – February 2016
December
Leisure Services Update
Business Transformation update
Managing Performance Q2
Becky Palmer
Karl Read
Tom FitzPatrick
Sean Kelly
Tom FitzPatrick
Helen Thomas
Requested by Committee
6 months cyclical
Cyclical
January
Requested by Committee
Police and Crime Commissioner
Office and Building Maintenance
Planning Services Update
Waste Update
Business Growth & Investment
Opportunities Strategy
John Rest
Duncan Ellis
Nick Baker
Requested by Committee
Angie Fitch-Tillett
Steve Hems
Nigel Dixon
Michelle Burdett
6 months cyclical
Requested by Committee
New item
February
Clinical Commissioning Group:
Ageing population – Mark Taylor
Housing Strategy
Managing Performance Q3
Requested by Committee
John Rest
Nicola Turner
Tom FitzPatrick
Helen Thomas
73
New item
Cyclical
Annual Action Plan
Treasury Strategy 2015/16
2014/15 Base Budget
and Projections for
2015/16 to 2017/18
Budget Monitoring – Period 10
Tom FitzPatrick
Helen Thomas
Wyndham Northam
Tony Brown
Wyndham Northam
Karen Sly
Annual report
Wyndham Northam
Karen Sly
Cyclical
Annual report
Annual report
TBC
Asset Strategy
John Rest
Duncan Ellis
Dementia and related mental
health issues
Regulation of Investigatory
Powers Act- Policy
Public Transport
Nick Baker
Angie-Fitch Tillett
74
Date tbc – policy under
review
Offshore Helicopter Flights
Community Impact Information Sheet
Helicopter flights to offshore gas platforms are an everyday part of North Norfolk life, but they do
have an impact on local communities. This briefing note provides a short explanation of flights from
Norwich International Airport (NIA) and what you can do if you think there has been an incident
where you want to voice your concern or make a complaint.
The offshore gas industry
The offshore gas industry is a vital part
of the East of England economy
generating significant income and jobs
for the area. The UK Southern North
Sea gas fields support over 170 rig
platforms that need support and
maintenance to ensure efficient and
successful operation. A combination of
ship and helicopter services provides
the means of providing supplies and
personnel to the platforms. The
helicopter services in this area have
operated from NIA and until recently,
Great Yarmouth Heliport where
services provided by helicopter operator CHC have recently transferred to other locations including
NIA. The main helicopter base for the UK Southern North sea is therefore now NIA.
The industry is highly responsive to oil and gas prices and linked levels of investment and while
some decommissioning of fields is expected significant levels of operation are expected to
continue for the foreseeable future.
Norwich International Airport (NIA)
NIA is the regional airport for this area, providing an open access facility, with capacity to expand
overall operating numbers of both commercial and private flights. Commercial and private fixed
wing aircraft and helicopters both operate from NIA. In 2014 there were 14,250 helicopter air
transport movements (an increase of 9% on 2013). These flights transported 102,237 passengers,
mainly to and from the various gas platforms.
The relocation of CHC headquarters from Yarmouth to NIA is not expected to lead to a significant
increase in helicopter flights as more efficient use of existing aircraft is expected. Contracts are
renewed on a periodic basis and change between differing contractors from time to time. The level
of activity is controlled by the offshore companies. There will however, be one additional helicopter
based at NIA, so a small increase in the total number of daily flights can be expected.
With the closure of RAF Coltishall, NIA now operates an area of ‘controlled airspace’ around the
airport where the route and height of all flights is controlled by air traffic control at the airport within
a defined area.
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The inner (orange) area runs from
Honingham to the west of Norwich, to
Buxton to the north, Blofield to the
east, and Keswick to the south and
from surface to 4000 feet.
The outer (purple) area runs from
approximately Dereham in the west,
to Aylsham in the north, Rollesby to
the east and Keswick to the south,
but starts at 1500 feet and extends
up to 4000 feet. Please note the
Helicopter Main Routes (HMRs) now
start at the coast which was a decision
taken by the Civil Aviation Authority.
NIA
Outside of these areas, NIA has no direct control over aircraft and pilots are free to choose their
own course and height within CAA rules, however, NIA does provide air traffic services to
monitor the air traffic on radar and radio.
Helicopter Flights
Helicopters transfer workers and personnel to the gas platforms in a range of operational time
patterns to cover workers commuting to and from platforms on a daily basis, workers based
offshore for two weeks and then returning for leave and also specific flights to meet operational
needs, as and when they arise.
This results in a series of daily outbound waves typically around the following times:
07.00 hrs; 10.30 hrs; 13.00 hrs; 15.00 hrs and 17.30 hrs
Return flights times will vary depending on the distance to the rig and the time spent on the rig. In
addition, some flights may occur outside these core times to suit operational need. Military, Police
and Air ambulance and not subject to these operational guidelines and could occur at any time
including late at night.
NIA operates to both the Civil Aviation Authority, European Aviation Safety Agency (EASA) and
local operating requirements. Generally all aircraft operators are required to operate in a manner
that is calculated to cause the least disturbance practicable in the area surrounding the airport. For
helicopters specifically, there are minimum noise routings for departing aircraft on route to the
Southern North Sea which remain under the control of NIA until they depart the zone described
above. Once leaving the NIA controlled airspace, pilots are able to select their own routing. There
are three designated routing points on the North coast (known as BAGPA, SORER and RIKPU)
which are at the start of the Helicopter Main Routes (HMRs). Most helicopters complete the
Norwich Noise abatement take-off procedure and then route in straight lines to their destination
and do not use these waypoints.
While there are no designated routes from the airport to the 3 coastal reporting points, operational
requirements usually result in straight line routes to the destination to minimise flight time and fuel
used unless pilots are advised by air traffic control or on-board navigation changes to safely avoid
other aircraft.
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Inbound flights from platforms are likely to be at a lower height to avoid any outward bound aircraft
however, Civil Aviation Authority (CAA) requirements are that all civilian helicopters fly at a
minimum of 1000feet over built up areas and 500ft over open countryside. Exemptions to this
include avoiding adverse weather conditions which induce airframe icing. Military helicopters are
exempt from these rules. Helicopters flying from NIA generally route outbound at 2000 or 3000
feet. Inbound flights will route inbound at 1600 and 2600 feet. Pilots may elect to fly, at their
discretion, different altitudes but the vast majority of flights are operated at these altitudes. The Air
Navigation Order prohibits flight below 1000 feet over a congested area or within 500 feet or any
object.
So what are the potential problems?
There have been occasions where complaints have been made by local residents. These can
include the noise from helicopters, the frequency and timing of flights, the flight paths and when
the height is perceived to be very low - e.g. below the 500 feet.
The civilian helicopter fleet serving the North
Sea rigs is all twin-engined aircraft and
inherent with the design, are relatively high
engine and rotor noise. This will vary
depending on the type of aircraft, some being
noisier than others. There is no legislation that
enables the enforcement of minimum noise
levels for aircraft in general flight. However,
minimum disruption should be achieved via
good practice flying procedures / guidelines as
adopted by NIA and the helicopter operators.
The frequency of flights is outlined above with
the earliest start of approximately 0700hrs.
Civilian late night flying is limited but can
happen on occasions.
It is impractical to achieve flight paths that avoid all possible nuisance locations. These could be
built up areas, lone properties and areas with livestock. In any event, the actual route taken on any
flight will be dependent on circumstances at that time - e.g. weather and to avoid other aircraft in
the vicinity. The commander of the aircraft is ultimately responsible for the safe operation of the
aircraft including routing.
Estimating the height of an aircraft is subjective and often extremely difficult with many people
believing a helicopter is lower than it actually is. One way to help estimating height is by comparing
the size of the aircraft to the height above the ground. Most of the helicopters are approximately
50ft in length so you would need 10 helicopters placed end to end to be the minimum 500 ft.
Another way is to gauge height to that of a football pitch, 1.5 football pitches is approximately
500ft.
It is also possible to monitor local flights in real time via the website flightradar24.com which shows
most local aircraft movements including aircraft registration details, flying height, direction and
speed. This is also available as an App for mobile phones and tablets.
CAA regulations and guidance from NIA helps ensure all flights are within accepted standards to
ensure safety and to minimise nuisance. If you believe the rules outlined above have not been
followed there is a complaints procedure. Where the height of a helicopter is in question, it is
possible to check with NIA as they retain records of all radar information (routes and heights) for up
to 30 days. This includes complaints made to NIA or directly to the CAA, but all complaints
reported to NIA are fully investigated and reported back directly to the complainant.
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If you have any concerns on a particular helicopter flight it is essential that you can record the
time of the incident, the location, the direction of flight (inbound or outbound), and an estimate of
the height together with any other specific issues linked to the incident. If possible any identifying
registration numbers on the aircraft and/or colour is also useful but not essential. This information
can be passed to NIA or CAA for investigation, although the NIA are likely to respond more quickly.
Key Contacts
If you wish to raise an issue on offshore helicopter flights please contact one of the following:NIA - General helicopter queries
NIA - Helicopter flight complaints
www.norwichinternational.com
www.norwichinternational.com
infodesk@norwichinternational.com
customer.services@norwichinternational.com
Telephone: 01603 411923 (option 8)
Telephone: 01603 420607
CAA
www.caa.co.uk
Main switchboard 020 7379 7311
For flying and other alleged breaches of the Air Navigation Order, form FCS1520 should be
downloaded and completed from the CAA website. For assistance in completing the form the
CAA can be contacted via; iet@CAA.co.uk
Link for form FCS1520
https://www.caa.co.uk/application.aspx?
catid=33&pagetype=65&appid=11&mode=form&id=5787
Community Briefing note prepared by North Norfolk District Council
following a presentation to the Overview and Scrutiny Committee in July 2015
November 2015
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