Please contact: Lydia Hall
Please email: lydia.hall@north-norfolk.gov.uk
Please direct dial on: 01263 516047
05 January 2016
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 13 January
2016 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
(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 9th December 2015.
4.
MINUTES
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.
POLICE & CRIME COMMISSIONER
(9.40 – 10.25)
To receive an update from the Police and Crime Commissioner.
11.
OFFICE & BUILDING MAINTENANCE
To receive a report on office and building maintenance.
12.
WASTE UPDATE
(page 8)
(10.25 – 10.45)
(page 13)
(10.45 – 11.05)
To receive the waste update.
13.
PLANNING SERVICES UPDATE
(page 16)
To receive an update on planning services and Business Process Review (BPR) (11.15 – 11.50)
14.
THE CABINET WORK PROGRAMME
(page 25)
(11.50 – 12.00)
To note the upcoming Cabinet Work Programme.
15.
OVERVIEW & SCRUTINY WORK PROGRAMME AND UPDATE
(page 29)
(12.00 – 12.10)
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.
16.
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.”
17.
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 9 December
2015 in the Council Chamber, North Norfolk District Council, Holt Road, Cromer at
9.30 am.
Members Present:
Committee:
Mr P Moore (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 E Seward
Mr B Smith
Mr N Smith
The Corporate Director (NB), the Policy and Performance Management
Officer, the Leisure and Locality Services Manager, the Democratic
Services Team Leader and the Democratic Services Officer
Mr T FitzPatrick, Mrs A Fitch-Tillett, Miss B Palmer, Mrs A Moore, Mr P W
High, Mr N Pearce and Mr R Reynolds
78. APOLOGIES
Mr D Smith.
79. SUBSTITUTES
None.
80. PUBLIC QUESTIONS
None.
81. MINUTES
The minutes of the Overview and Scrutiny Committee held on 11 November 2015 were
accepted as an accurate record.
82. ITEMS OF URGENT BUSINESS
Overview and Scrutiny Committee
1
09 December 2015
None.
83. DECLARATIONS OF INTEREST
None.
84. PETITIONS FROM MEMBERS OF THE PUBLIC
None.
85. CONSIDERATION OF ANY MATTER REFERRED TO THE COMMITTEE BY A
MEMBER
None.
86. RESPONSES OF THE COUNCIL OR THE CABINET TO THE COMMITTEE’S
REPORTS OR RECOMMENDATIONS
None.
87. DIGITAL TRANSFORMATION (DTP) UPDATE
The Leader introduced the report and explained that it was the fourth of the six monthly
updates on the progress of the DTP and had been brought forward following a Cabinet
resolution.
The Leader said that overall, the technology infrastructure improvement work required
continued to progress well and that the benefits were beginning to show. He said that
the programme was moving to the service and process reviews that would identify the
best ways of utilising the technology to drive the improvements and efficiencies
required.
The Leader added that the report identified 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 as well as temporary staff resource to support the Planning BPR.
The Leader informed Members that there were four recommendations for consideration
by Cabinet and that the funding was to be released from the budget and that they were
on track to deliver the deadlines agreed.
Mrs A Claussen-Reynolds asked for further clarification on page 11 regarding fly tipping.
She commented that it was excellent that the reporting of fly tipping could be done
online and asked whether people were using it.
The Corporate Director said that the system had gone live in early November and that
people were able to report directly to the department and through to Kier to clear. He
said that they received 30-40 reports of fly tipping a year and as of yet, no one had used
the online system. The Corporate Director said that it was a pilot project to make the
website more transactional and that it wasn’t a big project, but an important one to be
replicated for other projects.
The Chairman asked if there had been any reports on fly tipping from Members.
The Corporate Director said that they continued to received reports through different
Overview and Scrutiny Committee
2
09 December 2015
sources including Members.
The Leader said that the system had been live for just over one calendar month and that
it was early but that the information would be included in the next report when they
would have meaningful data and that this would be shared across the Council.
The Chairman asked if there had been any publicity including press release.
The Leader said that the information was on the website and that anti-fly tipping
campaigns were run regularly but that a press release could be arranged.
Ms V Gay asked about the investment in integrated information systems outlined on
page 14 of the report. She said that £410,000 was a large sum of money. She asked
that as NNDC were seeking to have closer relationship with other councils whether the
system would help or hinder in this.
The Leader said that it was a tool to integrate the work of NNDC and that it was not a
barrier but a building block.
The Corporate Director said that NNDC were working with other councils and that there
was an interim CEO arrangement with Great Yarmouth Borough Council. He said that
the Council had signed off an investigatory budget and that it was flexible and was able
to be used in different ways adding that it was important that transactions were
seamless to the customer. The Corporate Director said this should be able to be done
across the systems of partners and that the only potential difficulty was regarding public
sector compliance. He said that individual firewalls could be worked around with specific
software and that they would share the right data I the right way and let people know
that this would happen.
Mr E Seward asked about the digitalisation of the planning service and electronic
communications to parish and town councils.
The Corporate Director confirmed that this was in the plan.
Mr Seward noted that there were savings of £220,000 per annum outlined in paragraph
4.2 of the report and asked what mechanisms were in place to ensure that these
savings were achieved.
The Leader said that there was an intention to dramatically reduce the amount of paper
used for environment reasons as well as a cost saving exercise. He confirmed that
information would be sent electronically through the planning portal but that town and
parish councils were independent and could not be forced to go electronic. He said that
the intention was to go electronic and that the six monthly report would monitor what
was achieved.
The Corporate Director said that there would be a planning and BPR update at the
January meeting. He confirmed that they would be tracking the benefits and that the
initial investment of £1.2m was signed off by Cabinet two years ago and that the
challenge was that whilst there was an invest to save reserve, the spend would be
attributed to individual service areas. He added that the £410,000 was a part of the
£1.2m previously approved. The Corporate Director said that specific savings had either
already accrued or they were certain that they would save in the coming months. He
said that they were confident of savings of £90,000 and they would appear in next
year’s budget and that what was being delivered would be visible.
Overview and Scrutiny Committee
3
09 December 2015
The Corporate Director said that there was a communications plan to inform people and
parish and town councils about the electronic changes and that they were aware that
this would present a challenge. He added that there were contingencies in place to help
those who were unable to received information electronically and that this would also be
discussed at the January meeting.
Mrs J English said that as a parish clerk she was looking forward to receiving planning
information electronically as it would make administering it easier and that she thought it
was an excellent plan.
Mrs Claussen-Reynolds asked about the cloud based back up and that this information
were expanded upon.
The Leader said that as they were storing more information electronically that they
needed to ensure the integrity of the data and that the systems were able to provide this
security.
The Committee RECEIVED the report.
88. MANAGING PERFORMANCE Q2 2015/16
The Leader introduced the report by saying that the purpose was to give a second
quarter progress report on the performance of the council and more specifically, the
delivery of the Annual Action Plan 2015/16. He said that there was one recommendation
for consideration by Cabinet.
The Leader said that progress was good and that they were achieving their targets and
that they were closely monitoring performance using the traffic light system.
Mr E Seward, in reference to housing, said that a coordinated action was a worthwhile
exercise but that the figure for empty homes was not moving and asked whether it
would be on the agenda again in the future. He commented that there was plenty of
evidence of land banking and said that no one sold land without a financial benefit.
Mr Seward also had a question regarding Kier and that he had been involved with the
contract and that many promises had been made but that the contract had not worked in
the way they had anticipated. He said that there were concerns regarding household
collections and default notices issued regarding mobile cleansing teams (on page 34)
had to be reinstated and asked whether this had been a cut too far.
The Leader said that four and a half years ago empty homes were not tackled in a
meaningful ways and that some house had been empty for 25-30 years. He said that it
had slowed down for unknown reasons but that it was totality that was important and
that the emphasis should be on what has been achieved. The Leader said that there
was a shortage of 900,000 homes across the UK and that the problem needed to be
addressed.
The Leader said that he would not have signed the target based Kier contract but that
people were generally happy with their waste collection service. He said that they were
looking at the issues but that there was an inconsistent senior management problem at
Kier.
The Corporate Director said that there were difficulties with the contract but that they
were no worse off than they were with the previous contractor but that they had a better
Overview and Scrutiny Committee
4
09 December 2015
financial deal through the procurement. He said that the constant management churn at
Kier was the root of many of the issues that they were experiencing. The Corporate
Director said that cleansing was something being considered as a priority and that Kier
had been significantly penalised. He added that overall the contract was a good deal
and was almost £500,000 cheaper than the previous one.
The Portfolio Holder for Environmental Health, Mrs A Fitch-Tillett said that they could not
have foreseen the issues with management at Kier.
The Chairman asked whether more details could be provided at a future meeting.
The Leader suggested that these were brought with the quarter 3 report in February and
added that the issues were being managed rigorously. Members agreed to have more
information at the February meeting.
Ms V Gay said that significant savings had been made with the Kier contract.
Ms V Gay asked whether the purpose of recycling textiles as outlined on page 43 was to
divert clothing from the refuse bin and landfill. She said that 65% of textiles recycled
were shipped to Africa and Asia and asked officers to confirm this. She said that this
was what was quoted on Broadland District Council’s website.
The Corporate Director could not confirm this but said that he would get a written
response to Ms Gay’s question. He said that it was a joint procurement exercise and
that it was aimed at taking textiles out of landfill but that there would be an update at the
January meeting.
The Committee NOTED the report.
89. LEISURE STRATEGY UPDATE
The Portfolio Holder for Leisure and Culture, Miss B Palmer, introduced the report by
saying that it was the sport and leisure services update for the year and that a lot of the
service was considered discretionary but that it helped to encourage an active lifestyle
which had far reaching health benefits. She said that the six sports and leisure facilities
had shown overall an increase in participation up 17,698 on the target for the year and
that the sports and leisure service also provided projects such as the sports clubs and
hubs, health and fitness roadshow, park run and supports pedal Norfolk.
Miss Palmer said that the indoor leisure facilities strategy provided a detailed audit of
the existing provision for all indoor leisure facilities within the district and provided a
clear action plan. She said that Cabinet had adopted the strategy which would also be
used by other leisure facility providers to utilise, to help access external funding.
Miss Palmer informed Members that they had also achieved green flag awards for
Sadlers Wood, Holt Country Park and Pretty Corner and blue flags for Sheringham,
Cromer, Mundesley and Sea Palling beaches as well as the ‘Loo of the Year’ award for
Cromer Pier toilets.
The Leisure and Locality Services Manager said that numbers were up in participation
and at the Pier and that they were lucky to have some of the finest beaches adding that
the blue flag award criteria had become more stringent but that the district had managed
to retain the status. He said that they were applying for a green flag for Happy Valley in
Cromer with four applied for across the district.
Overview and Scrutiny Committee
5
09 December 2015
Mr N Smith commented that the Erpingham Sports Hub was going very well and that a
council grant had triggered other grants. He said that the Hub was beneficial to not only
the village, but also to the surrounding areas.
Mrs A Claussen-Reynolds said that Fakenham was in need of a swimming pool and that
they were looking at the possibility of reopening the old grammar school pool. She
asked if an update could be provided following the meeting on 17th December about it
and asked whether officers thought that it would go ahead.
Miss Palmer said that it was dependent on the meeting the following week and the
views of the Academy as it was their swimming pool.
The Leisure and Locality Services Manager agreed with Miss Palmer and said that the
outcome was unknown but that they remained optimistic.
The Chairman asked whether there would be a replacement for Splash at Sheringham
for swimming for tourists.
Miss Palmer said that no decisions had been made.
The Leisure and Locality Services Manager said that a full appraisal of the Splash
facilities would be completed within the procurement. He said that Splash had opened in
1988 for tourists and that this may not be appropriate now.
Miss V Gay said that she agreed with the conclusions of the report and said that it was
important for the mental and physical wellbeing of people in the district and good for
tourism. She said that a huge proportion of physical activity in the district was swimming.
Ms Gay asked why the 2014/15 target was lower for Victory in North Walsham.
The Leisure and Locality Services Manager said that the figures had risen over the last
three years and that they were careful with the targets that they set and that they were
aware of platos in participation.
Mr E Seward asked whether the fall in numbers at Victory was a change in the offer.
The Leisure and Locality Services Manager said that it was unknown but that overall,
they were happy with the numbers.
Mr Seward asked whether there was any data regarding the catchment area of
attendees as it would be useful to analyse.
The Leisure and Locality Services Manager said that there was limited information, but
they had the membership postcodes and where visitors were from and that it was a wide
catchment and that he could supply this information in future reports. He said that Sport
England had a 20-minute drive time for leisure but that in rural areas people were happy
to drive further.
The Chairman said that the Health and Fitness roadshow had 273 children participating
and asked how their fitness improvements had been measured.
The Leisure and Locality Services Manager said that the children had completed a
bleep test at the start of week 1 and then again at the end of week 5. He said that all of
the children had completed the five weeks which included 20 activities and that it had
been a successful project.
Overview and Scrutiny Committee
6
09 December 2015
The Chairman asked how the businesses processes were progressing.
Miss Palmer said that they were working with a number of external partners to
compliment the projects.
The Chairman said that it was a very encouraging report and that the team were doing a
good job.
The Committee NOTED the report.
90. OVERVIEW & SCRUTINY UPDATE
The Democratic Services Team Leader asked Members whether they wanted to receive
the enforcement board updates on a regular basis as they had done previously following
the enquiries about empty homes and they agreed to receive an update on this with the
planning update in January.
The Democratic Services Team Leader said that Mrs A Claussen-Reynolds had sent
through a HOSC update and that she would circulate this to Members separately. She
said that the helicopter information had been included in the papers at the back and that
the parish and town councils had found the information very useful.
The Democratic Services Team Leader informed Members that the Police and Crime
Commissioner would be attending the next meeting and that the agenda would be sent
out the first week of January and asked that any questions were submitted in advance.
She said that the Head of Assets would be attending the January meeting to update
Members on the NNDC office building and had asked for guidance on what Members
wanted him to cover.
The Chairman said that he was interested in the state of the beams and Members
agreed with a general maintenance review.
The Democratic Services Team Leader said that there had been changes to the Cabinet
Work Programme since the papers were published and that she would send out an
updated version.
Members were asked what else they wanted to cover in the Clinical Commissioning
Group presentation at the February meeting and they were particularly interested in
ageing population, 111 Service and the Night Owls project.
The Committee NOTED the Overview & Scrutiny work programme.
The meeting concluded at 11.01am
_____________________________
Chairman
Overview and Scrutiny Committee
7
09 December 2015
Agenda item 11
Report to Overview and Scrutiny meeting, Wednesday 13 January 2016
Cromer Office Building
1.
Introduction
1.1 At the December 2015 meeting of the Overview and Scrutiny Committee Members
requested an update in relation to the main Cromer administrative office with
specific reference to the glulam beams. This paper has therefore been produced to
provide the latest position and overview in relation to the Cromer office.
2.
Background
2.1 The Cromer office is the Council’s main administrative office, the offices were
constructed in 1990 and the majority of the Council’s operational activities are
undertaken from this location.
2.2 The Council also has a presence at Fakenham Connect and these premises are
shared with Fakenham Town Council, Norfolk County Registrars and more
recently the Department of Work and Pensions (DWP).
2.3 The Cromer office accommodates approximately 234 full time equivalent (FTE)
district council staff (269 individual members of staff in total). Further to this there
is provision for 50 desks on the first floor of the eastern wing (area previously
occupied by Environmental Health) for Norfolk County Council (NCC) Children’s
Services and a further 12 desks for the Early Help Hub which has recently been
established (area previously occupied by HR). From the 11 January 2016 a further
14 desks will be provided on the ground floor of the east wing (area previously
occupied by East Law) for DWP colleagues.
2.4 The revenue budget for 2015/16 for direct costs (staffing/premises/supplies and
services) and direct income is £248k, compared to the outturn for 2014/15 of
£281k. This represents a direct cost of £1,060 per fte for NNDC (£1,201 14/15)
and this will further improve next year due to the additional revenue income being
generated through co-location with partners with an anticipated cost under £1,000
per fte.
2.5 The Council’s current Asset Management Plan (2014/15 – 2016/17) was agreed
by Cabinet on 1 May 2014 and approved by Full Council on 24 June 2014 and a
further update was provided to Cabinet on 2 February 2015. This document
provides a forward looking strategic framework within which to manage the
Council’s property assets. It includes an assessment of the current stock condition
and estimated costs of maintaining the assets in future years and covers both
revenue and capital cost estimates.
8
3.
Income generation
3.1 As part of the Council’s Asset Commercialisation agenda officers have been
working hard to try and maximise the use of space both at the Cromer office and
also at Fakenham Connect.
3.2 The Government’s ‘One Public Estate’ initiative is encouraging public authorities to
co-locate and share assets wherever possible and the Council has embraced this
and indeed has been delivering this agenda now for a number of years.
3.3 As briefly mentioned above the Council has successfully delivered the following
co-location schemes at the Cromer office;



NCC Children’s Services – provision of 50 desks on the first floor of the
eastern wing from April 2014
Early Help Hub - provision of 12 desks on the ground floor of the western
wing from October 2015
DWP - provision of 14 desks on the ground floor of the eastern wing from
January 2015
3.4 Similarly since November 2015 Fakenham Connect now provides 6 desks for the
DWP and we are also looking to accommodate a further 10 desks this month for
another Early Help Hub at this location.
3.5 In total these accommodation sharing arrangements will generate in excess of
£150,000 per annum to help reduce the operational overheads of the
administrative buildings at Cromer and Fakenham.
3.6 Further to the revenue income that these arrangements will produce there are also
a host of operational benefits to these various teams being co-located in the same
buildings and it will help further develop cross-agency working and increase
efficiency.
4.
Condition survey
4.1 A detailed building condition survey was commissioned for the Cromer office back
in 2011. The works were undertaken by specialist external consultants Daniel
Connal Partnership who were engaged to undertake a full review of the structural,
decorative, mechanical and electrical elements of the building and to compile a
condition survey report. The main conclusions from the report were as follows;


The building was structurally sound and that it would remain fit-for-purpose
as office accommodation even in the longer-term (25 year period)
The Annexe was life-expired and not economically viable for repair (issue
now addressed by demolition and disposal)
9


In the medium-term measures should be considered and planned for the
replacement of some key items of equipment, which in the event of failure
would affect the operation of the building and services but also repair might
not be readily available due to the age of the equipment
The consultant’s overall 50-year outline forward plan to bring the items back
to good repair, performing as intended to all design standards and criteria at
full optimum efficiently had a total costing of £1.315m, of which £606k related
to mechanical and electrical plant and equipment. The initial prioritisation was
£108k within 1-2 years, £449k years 3-5, £728k years 6-10 and £30k year 11
onwards.
4.2 The consultant’s schedule of works and priorities was considered and fed into the
Asset Management Plan (AMP). Of the items identified for immediate resolution,
these were examined in detail and in some instances the priorities were adjusted
as they were felt to be premature (full replacement of all carpet tiles being an
example). A number of the works identified have been completed as part of the
ongoing maintenance programme.
4.3 The medium/longer-term proposals are incorporated within the Asset Management
Forward Maintenance Plan which is intended not as a rigid list of works that must
be carried out within the accounting periods proposed but to be a guide
highlighting works and expenditure which might fall due in that period. Similarly the
costs are best estimates, the final costs for certain works will only be accurately
ascertained once a tender/quotation exercise has been undertaken. These
estimates are also only based on a visual inspection from the ground, upon further
investigation estimated costs may increase due to further remedial works being
required which again will only become apparent once contractors properly
investigate and quote for the works.
4.4 When the current AMP was updated back in February 2015, a capital bid was also
produced at that time for inclusion within the capital programme for any works
identified in relation to the Cromer office that had not yet been completed and this
totaled £918.5k. Included within this are significant schemes for the replacement of
the roof glazing (c£150k) and capping and remedial works to the glulam beams
(c£80k).
4.5 It should be noted that the capital allocation was only agreed in principle and was
subject to further business cases coming forward for elements of expenditure over
£10k.
4.6 Along with estimated capital expenditure and associated budgets there is also
currently an annual revenue budget for the Cromer office of c£44k to address
issues such as servicing contracts (lift equipment, heating, boilers etc), general
decorating and repairs and maintenance that do not constitute capital expenditure.
These budgets are supplemented through the use of internal labour from the
Handyman Team which consists of 2 fte’s.
10
5.
Previous works
5.1 A number of significant works have been carried out over the last couple of years
as follows;



6.
Front reception remodeling – these works were completed during November
2013 and have resulted in space that is far more inviting and customer
friendly, has enabled full integration of customer facing facilities, better use of
space, increased flexibility, additional meeting rooms, supported ‘channel
shift’ and enabled cashable savings. The total cost of the reception project,
including the variations accepted during the works, was £146k. Some work
on heating and lighting was required in any case and was taken forward as
part of this project at an additional cost of £46k. The new area has delivered
all of the planned objectives and has met with universal praise from all
stakeholders.
NCC Children's Services – 50 desks were provided on the first floor of the
east wing, with County colleagues occupying the space from 1 April 2014
and this is discussed further below.
Annexe Removal and other works – due to the age of the unit and the
reduced requirement for space the old annexe buildings were removed from
the overflow car park during March 2014. Not only did this result in cashable
savings for the Council but it also enabled the provision of a dedicated car
parking area for NCC Children’s Services staff. Staff showers were reprovided in the east end of the building.
Beams and future works
6.1 The glulam beams form a fundamental part of the structural integrity of the
building. The condition survey commissioned highlighted that some of the beams
were starting to show signs of rot. At the point of the survey it was reported that
this didn’t appear to be affecting the structure of the building, however it was
estimated that if left unattended for the next 10 – 15 years it would get to the point
where repair costs would become significant.
6.2 The report did however highlight that the beam at the far eastern end of the
building had not been capped and was showing severe signs of decay and should
be addressed in the short term. The remedial works to this beam were therefore
undertaken during 2014.
6.3 The condition survey highlighted the requirement for further works to be
undertaken to the beams in the medium term (estimated costs of c£80k) and it is
recommended that these works are included within the review of the high level
glazing (estimated costs of c£150k) which also needs to be addressed.
Replacement of the glazed units will also provide the opportunity to address the
11
glare issues that are reported at various locations around the building and will also
improve thermal insulation with more modern glazing units.
6.4 Due to its design one of the most substantial elements of any repair costs to the
roof relate to access, and scaffolding costs will be substantial. It therefore makes
sense to address all the high level issues at the same time to ensure that the
works are undertaken as efficiently as possible.
6.5 Programming of these works will also provide officers with an opportunity to
assess the business case for provision of photovoltaic (PV) units on the roof which
could significantly reduced the operational running costs of the building. Again
these works would be more viable if scaffolding was already being erected to
address the beam/glazing issues.
6.6 A business case will be drafted and presented to Cabinet to address the issues
highlighted above (and any other associated issues that could be addressed while
the scaffolding is in situ, such as guttering works etc).
7.
Conclusions
7.1 The opportunities for continuing to maximise the use of space within our
operational buildings will continue to be pursed so that these operational overhead
costs are managed as effectively as possible.
7.2 This will include reviewing energy contracts and consideration of further building
improvements, such as consideration of the business case for the installation of
PV panels.
7.3 The works required to the high level glazing, the treatment of the glulam beams
and any other associated high level works will also be considered at the same time
so that all of these issues can be addressed as efficiently as possible.
12
Agenda item 12
Waste and Related Services Contract Performance
Briefing note to Overview and Scrutiny Committee – January 2016
Since the last update to committee in July 2015, Kier's performance across the
contract as a whole has been generally satisfactory during what has been a busy
summer season. Whilst in terms of bin collections, performance has been poor at
times, especially during August and September, this should be balanced against the
very high standards which are maintained elsewhere, such as within the cleansing
service for which the Council does receive praise. Positive steps continue to be
taken by officers to drive improvements in performance across services. The
contract clause, where a default is issued per 100 bins (or part thereof) not collected
on the scheduled day, has been used to affect change in how Kier manage their staff
and fleet.
The number of missed bin collections remains above the contract target, with an
average of 51 per 100,000 collections for the period July - November 2015
compared to a target of 25 per 100,000. However, this has improved from 93 per
100,000 collections for the first half of 2015. There has also been a number of
occasions when Kier have failed to complete collections on the scheduled day, for
which they have cited the unreliability of agency staff to cover leave/sickness and a
number of severe vehicle breakdowns as significant causal factors. 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.
Missed assisted collections remain unacceptably high and continue to be a point of
discussion between the two parties. Performance has ranged between 13 and 35
missed assisted collections per month between July and November 2015. Previous
attempts by Kier to improve this element of the service have so far proved
ineffective. However, the long-promised installation of new in-cab technology which
will assist in reminding crews which properties have been granted an assisted
collection, has recently been undertaken. Kier will begin using this system early in
2016 once crews have been trained on its use and both parties expect this to drive
performance improvements.
Due to an increase in the level of contract monitoring taking place, combined with the
targeted approach taken by officers, the number of rectifications and defaults issued
has been higher in the second half of 2015 than at previous times during the
contract. 24 defaults were issued in August and a further 79 in September which
resulted in a contract penalty of almost £5,000 for this period.
In total, 158 contract defaults have been issued in the period April – November 2015,
almost double the number issued in the same period in 2014. However, this robust
approach to the management of the contract is having the desired and intended
impact. Kier have responded well and alternative systems and procedures are now
in place in terms of covering absent staff or vehicles with defects and seem to be
working well, with little in the way of disruption to scheduled collections in the latter
part of 2015.
The cleanliness of North Norfolk throughout the tourist season was generally found
to be very good and was a significant focus for proactive monitoring by the
13
Environmental Services team to ensure corporate priorities were met and that any
problems that were identified were dealt with swiftly. 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 to NNDC of around £6,000. 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 of the cleansing specification
is currently taking place to create a system that will work better for both parties whilst
delivering acceptable outcomes for the public.
The lack of consistent senior management at Kier is felt to be the root cause of many
of the issues, which filters down to local performance. The management of the
contract at local level has again changed during the latter part of 2015, with the role
of Operations Manager at Kier, vacant at the time of writing.
The range of materials collected as part of the kerbside recycling increased in
October 2014. In the first full year of the new joint venture contract with NEWS, the
total quantity of recyclables collected increased by almost 6% (just over 600 tonnes)
to a total of 11,095 tonnes for the year. However, the quantity of residual (black bin)
waste has also risen in line with the improved economic situation and recycling as a
percentage of overall household waste has therefore decreased.
As reported at the last update, the levels of contamination (non-target materials)
within the recycling stream are higher than had been anticipated prior to the
commencement of the new contract, a position reflected across all of Norfolk’s
Councils. There is a potential financial liability for NNDC when contamination is
above 5% of the total material delivered, with figures from NEWS suggesting
contamination levels ranging between 8-14% during 2015.
Work undertaken independently on behalf of NNDC has found contamination to be
lower than the audits undertaken by NEWS and the Councils are therefore not in
agreement with NEWS figures or the scale of charges proposed by NEWS.
Accordingly, the Councils and NEWS have agreed an intensive process of audit and
sampling of material between January and March 2016, in order to more accurately
measure the level of reject materials present within the recycling stream. The
process will be undertaken by NEWS but will be overseen by representatives of the
Councils to ensure accuracy. Negotiations between the parties are ongoing within
the environment of the joint venture, in order to establish how this situation can be
resolved.
Promotional campaigns to tackle the contamination and ensure that residents are
recycling effectively are being planned and delivered through work as part of the
Norfolk Waste Partnership. The Partnership has successfully secured funding from
WRAP (The Waste and Resources Action Programme) in excess of £50,000 to
deliver behaviour change campaigns and activities which began in late 2015 and will
continue during the coming months.
Norfolk County Council as the Waste Disposal Authority, have recently undertaken a
procurement exercise for contracts for waste disposal from 2016 to 2020. It may be
of interest to Committee that as from April 2016, the majority of residual (black bin)
14
waste collected in North Norfolk, will continue to be sent for incineration in Suffolk,
via a transfer station in Worstead. Smaller quantities of waste may be deposited at
transfer stations in Kings Lynn and Rackheath which will be turned into a refuse
derived fuel, destined for the Netherlands and/or Germany.
Scott Martin
Environmental Services Manager
15
Agenda Item No____________
13
Planning – Development Management: An overview
Summary:
This report outlines for members the current position of
the Planning Service as it relates to Development
Management.
Whilst there has been positive additional development
across the District, with resulting additional fee income,
there is currently a national shortage of qualified
Planning staff and, together, these have provided
challenges for this part of the Planning Service in terms
of turnaround times for applications.
As well as the direct service challenges, the impact of
the Business Process Review in Planning, a major part
of the Council’s Digital Transformation Programme, is
also discussed, as to its effect on the Service.
Conclusions:
The service is facing increases in workload due to the
economic upturn, which in turn, have resulted in an
increase in fee income of £164,000, in the current
financial year so far. However the increased workload
comes at a time when it has been difficult to recruit to
experienced planners. This has resulted in a drop in
performance related to the determination of applications
within the statutory time limits (8 or 13 weeks).
Whilst interim measures have been put in place, these
are difficult to source and relatively expensive, and
moving forward, the Service requires more stability in
relation to its staff resources.
At the same time as dealing with these operational
pressures, the service is now at the implementation
stage of the Business Process Review (BPR) work with
forms part of the Council’s Digital Transformation
Programme.
Whilst, in the short term, it does present an additional
pressure for the capacity of the Planning Service, the
successful implementation of this project will, in the
longer term, provide the service with additional capacity
to deal with the workload, as well as improving both
customer service and providing financial savings of
£74,000 per annum. The key changes required will also
deliver wider, corporate benefits, based upon the
investment the Council is making in digital technology.
Recommendations:
Members are asked to note the contents of this
report.
16
Cabinet Member(s)
Ward(s) affected
Cllr Sue Arnold – Planning
All
Cllr Tom FitzPatrick – Digital Transformation
Contact Officers, telephone number and email:
Nicola Baker, Head of Planning.
Nicola.baker@north-norfolk.gov.uk
Nick Baker, Corporate Director
nick.baker@north-norfolk.gov.uk
1.
Introduction
1.1
In response to increased demands on the Planning Service, this report was
requested by Overview and Scrutiny Committee and seeks to detail for the
Committee, the challenges and risks currently facing the Planning service,
highlighting the implications for performance, reputation, budget and staff.
1.2
It also outlines the changes now being implemented following the Business
Process Re-engineering work undertaken in Planning as part of the corporate
Digital Transformation Programme.
1.3
Members are asked to note the content of this report.
2.
Planning Workload
2.1
The table below shows the comparison in workload for the period last year (1
April to 30 November), highlighting some key changes. It should be noted,
that whilst there has been a very small decrease in the number of applications
registered, the number of decisions has actually increased. Importantly, the
additional major applications (which drive the additional income) and appeals
are far more complex require a much higher officer input
Work load
Major applications
registered
Total number of
applications registered
Total number of
decisions made
Total number of appeals
received
Fee income*
1 April to 30
November 2014
34
1 April to 30
November 2015
47
Key Changes
Increase of 38%
942
910
3.3% decrease
886
912
3% increase
10
20
100% increase
£554,409
£719,285
Additional
£164,876
30% increase in
fee income
mainly due to
increase in major
applications and
condition
discharges.
*fee income figure from Acolaid and are slightly different to those in the ledger
referred to later on in this report
17
3.
Fee Income
3.1
The fee income generated by planning applications has increased
considerably this year; by the end of November the level of fee income had
already exceeded the full year budgeted income of £675,000 with a total of
£697,251 being received. Again it is interesting to compare the income
received this year to the same period for last year.
Budget Heading
530,588
433,336
2015/16
April to
November
Actual
YTD
£
669,095
15,034
7,000
9,719
16,518
6,664
16,775
500
3,336
1,663
562,639
450,336
697,251
Apr – Nov
2014/15
Actual
£
Planning Fees 8225
General Services
8228 (conditions)
Pre App Advice 8236
Do I need Planning
Permission?
Total
2015/16 April to November
Budget
YTD
£
4.
Staff Capacity and Recruitment Issues
4.1
The service is experiencing difficulties in recruiting experienced Planners.
This is not unique to North Norfolk, as it is now recognised by the LGA that
there is a national shortage of Planners.
4.2
Over the past year, the service has run without 2 professional staff (who’s
primarily role is the determination of planning applications) for a total of 15
months; a shortfall of 9% of the planned officer time. This has also impacted
on our capacity to deliver the service at a time of increasing demand, despite
a number of repeat recruitment processes.
4.3
The Council is working hard to address the shortage and has responded with
the introduction of a ‘Golden Hello’ to encourage incoming staff who would
need to relocate, and also retention payments, to try and keep some staff
where simple supply and demand is driving salary increases in the Planning
sector.
4.4
At the time of writing this report, the Council is actively recruiting for two
Planning Officers, a Development Manager due to an imminent retirement,
and an IT Business Support Officer, who provides an in-service systems
administrator service for the Planning software.
4.5
In the meantime, as an interim measure, the Council has appointed agency
staff, and offered overtime to those staff able to work additional hours.
Importantly, the lack of qualified Planners is also affecting our ability to recruit
even agency staff. Whilst this is partly covered by the savings from vacant
posts, there are additional costs as indicated below:
From 1 April to 30 November the service has spent:
Cost of agency staff
£41,845.64
18
Cost of recruitment
 New Appointment Advertising £14,690.01
 Interview expenses £54.02
 Relocation – Lodgings and Home travel £4,157.31
Cost of overtime
£6,039.58
The use of agency and contract staff is more expensive and does involve
additional management input initially, as new staff familiarise themselves with
the Council’s policies, procedures and back office systems. Moving forward,
the service would benefit from the stability of having sufficient permanent staff
resources.
5.
Planning performance
5.1
The increased workload in terms of the more complex major applications and
appeal work, combined with the reduced overall capacity of the team, means
that we have been unable to deal with all applications as quickly as is
expected. As a result, our performance in terms of determining applications
within the 13 week (Major Applications) or 8 week (Minor and Other) statutory
time periods has dropped. This is demonstrated in the tables below.
Development Management Performance: Determination of Planning Applications
Cumulative for the year 2013/14
Major
0-13
13+ weeks
weeks
Total
30
9
%
76.92%
23.08%
Cumulative figures 2014/15
Major
0-13
13+ weeks
weeks
Total
32
11
%
74.42%
25.58%
Minor
0-8 weeks
8+ weeks
Other
0-8 weeks
8+ weeks
217
45.21%
263
54.79%
483
62.00%
296
38.00%
Minor
0-8 weeks
8+ weeks
Other
0-8 weeks
8+ weeks
288
56.69%
220
43.31%
522
72.70%
196
27.30%
8+ weeks
Other
0-8 weeks
8+ weeks
151
54.32%
393
64.96%
212
35.04%
Performance since 1 April 2015
Cumulative figure - 1 April to 30 November 2015
Major
Minor
0-13
13+ weeks 0-8 weeks
weeks
Total
17
12
127
%
58.62%
41.38%
45.68%
19
6.
Enforcement workload and capacity
6.1
For some time, the Planning Enforcement role has not been performing as
well as we would like and there is little doubt that this creates reputational
issues for the Council.
6.2
The resources allocated to this part of the service consist of two Enforcement
Officer posts and a temporary, one year contract post for a Senior Planning
Enforcement Officer. Whilst the team was fully staffed across most of 2014, it
has since experienced a high degree of turnover, with the medical retirement
and replacement of one officer and change of postholder in the contracted
Senior post.
6.3
In terms of performance overall, it should be noted that much of the Planning
Enforcement work does not ever reach the stage where formal notices are
served. However, as an indicator, when the team was fully staffed in 2014,
there was a noticeable increase in the number of formal notices served.
Some of this work was driven by the changes in enforcement being
demanded by the work of the Council’s Enforcement Board, which saw a
wider use of all the Council’s enforcement powers, including Planning, to
bring about resolution in a number of difficult cases.
6.4
This increase is indicative of a more standardised approach to enforcement
investigation seeking information and resolution by issuing of Notices; a key
learning point from the Enforcement Board. However, both the Board’s work,
and a wider culture change around enforcement, where we seek to use the
best enforcement route to resolve a problem, rather the dealing with it in
isolation; is also driving increasing demand on Planning Enforcement.
6.5
Cabinet has recently considered a request for additional, external support for
some of the larger cases, especially where this crosses over into the
Conservation Team, around listed Buildings. In addition, the service is also
actively involved in other cases, including sites such as The Shannocks,
Sheringham, where a successful prosecution has supported potential
Compulsory Purchase.
6.6
At the lower level of enforcement work, where there is most volume of work, it
is clear that there is some merit in bringing together all of the Council’s work,
across the District, around basic level intelligence gathering, especially where
this is based on properties. CLT and Cabinet are currently considering an
approach to merge a range of such work into a corporate enforcement team
and it is hoped this will have a further positive effect for Planning.
7.
Business Process Re-engineering (BPR) in Planning
7.1
Members will recall that cabinet approved a Digital Transformation
programme in late 2013. In general terms the programme sought to improve
20
overall customer service and at the same time deliver efficiencies and annual
financial savings of £365,000.
The programme set out to deliver a range of foundation IT improvement
projects, on which later business transformation, across the Council’s
services would be built. These would be identified via reviews across all
services and corporate processes, in order to take advantage of the
investment made in IT.
7.2
7.3
The guiding principles of our Digital Transformation Programme are as
follows:
 Making our processes digital by default, but with alternative access
channels where appropriate, to maximise efficiency whilst improving
customer service.

Building in automated features wherever possible, to enable
customers to self-serve as far as possible, thus reducing demand on
the Planning service.

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.
It was decided that the Planning Service (Development Management) would
be first to be reviewed in this way. It is one of the Council’s biggest service
areas, with a range of external stakeholders; ie applicant, agents, developers
and consultees. It was perceived from examining other councils that
significant changes were needed and could be made using digital technology.
Key to the review was the need for the service to be able to deal with the
fluctuations in workload, with the staff resources available, and understanding
that this would only be achieved by streamlining and automating the
underlying processes. This can be achieved by maximising the use of our
existing, and planned digital technology.
The Planning Service BPR is progressing well, and with the assistance of
external facilitators, the review of key processes in Planning is complete. The
formal Business Case associated with the review has been signed off by CLT
and relevant Portfolio Members, with the implementation stage now
underway.
7.4
The new ways of working will be built on, and supported by, the technology
improvements being implemented as part of the Digital Transformation
Programme and will be brought in across the next six months or so.
As part of that; there will be significant stakeholder engagement. This will be
essential, to ensure that we get as many customers, across all stakeholder
groups, as possible using the new systems as soon as they are in place, and
a Communications Plan has been developed within the implementation stage
21
to ensure that this happens. In turn, this will deliver the efficiencies and
service improvements for them which we need to deliver.
Essentially, the key features of the Planning Service Implementation Plan are
as follows:





7.5
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. For example, it is anticipated that all
consultation documents will only go out in digital format, and be
automated to be sent as soon as an application is validated
A much improved website, giving better service and improved customer
information, for example on the progress of a specific Planning
Application.
Mobile working, allowing officers to work more efficiently on site and other
locations, and to get information back into the service more quickly.
Freeing up of professional and technical staff capacity to deal with higher
level issues
Transitional resources to support the delivery of the new ways of working
have been agreed, in order to allow business as usual to continue, as far as
possible, within the Service. This is especially important given the need to
respond to the current level of additional demand being experienced for
Planning work, as described above.
The requirement for transitional staff resources falls across not just Planning,
but other Council services, including IT, Communications, Customer Services
and HR, and these are being augmented by external consultancy where
appropriate.
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 will
ensure that as many matters as possible can be accessed and dealt with
through the most efficient channels.
7.6
From a corporate perspective, by reviewing Planning first, the Council 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 service areas
across the Council.
22
8.
Financial Implications and Risks
8.1
The development management part of the Planning Service is a key frontline
service, with significant financial and reputational risks attached. Whilst the
additional workload has attracted additional income of £164,000 so far this
year until we can resolve our recruitment issues, the interim measures put in
place are an expensive and inefficient option. Reputationally, the Council
could well face criticism in terms of falling performance in the completion time
for applications.
8.2
The implementation of the Planning BPR gives rise to a number of further
challenges and risks:

As the work progresses, we will require significant stakeholder
engagement to make the transition as seamless as possible and to
maximise early use of the new systems. This is being planned within the
Implementation project.

Whilst every effort has been made to limit the impact on the service during
Implementation, the input of the Planning Service into the detailed
implementation is essential to the success of this project and will almost
certainly have an some impact on service capacity.

This is a major change project for the Council and there may well be a
period where we are criticised if service suffers or is perceived to be less
than stakeholders are used to. Again, this is being mitigated by good
communication as part of the Implementation.
8.3
There are financial gains associated with the successful implementation of
the BPR which equate to £74,000 saving per annum, and wider, as yet
uncosted savings which will accrue in other services, once the key parts of
the Planning BPR have been implemented.
9.
Equality and Diversity
9.1
As we progress the detailed implementation work related to the Digital
Transformation Programme, care will be taken to ensure alternative channels
are available to those customers without the ability or connectivity to access
services via the digital route.
10.
Section 17 Crime and Disorder considerations
10.1
There are no Section 17 implications arising from this report.
11.
Conclusion
23
11.1
The service is facing increases in workload due to the economic upturn,
which in turn, have resulted in an increase in fee income of £164,000, in the
current financial year so far. However the increased workload comes at a
time when it has been difficult to recruit to experienced planners. This has
resulted in a drop in performance related to the determination of applications
within the statutory time limits (8 or 13 weeks).
Whilst interim measures have been put in place, these are difficult to source and
relatively expensive, and moving forward, the Service requires more stability in
relation to its staff resources.
At the same time as dealing with these operational pressures, the service is now at
the implementation stage of the Business Process Review (BPR) work with forms
part of the Council’s Digital Transformation Programme.
Whilst, in the short term, it does present an additional pressure for the capacity of
the Planning Service, the successful implementation of this project will, in the longer
term, provide the service with additional capacity to deal with the workload, as well as
improving both customer service and providing financial savings of £74,000 per
annum. The key changes required will also deliver wider, corporate benefits, based
upon the investment the Council is making in digital technology.
24
North Norfolk District Council
Cabinet Work Programme
For the Period 01 December 2015 to 31 March 2016
Decision Maker(s)
Agenda item 14
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
Broadband –
release of funding
Tom FitzPatrick
Sheila Oxtoby
Chief Executive
01263 516000
January 2015
Cabinet
05 Jan 2016
Egmere Business
Zone
Tom FitzPatrick
Steve Blatch
Corporate Director
01263 516232
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
Sign off Phase 1
works & masterplan for West Prom
John Rest
May contain exempt
appendices
May contain exempt
appendices
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)
25
North Norfolk District Council
Cabinet Work Programme
For the Period 01 December 2015 to 31 March 2016
Decision Maker(s)
Meeting
Date
Subject &
Summary
Cabinet
Member(s)
Lead Officer
Cabinet
05 Jan 2016
Review of
Contaminated land
strategy to reflect
legislative changes
Angie Fitch-Tillett
James Wilson
Environmental
Protection Manager
01263 516274
Cabinet
08 Feb 2016
Fees & Charges
Wyndham Northam
Scrutiny
22 Feb 2016
Karen Sly
Head of Finance
01263 516243
Council
24 Feb 2016
Cabinet
08 Feb 2016
Property
Investment
Strategy
John Rest
Nicola Turner/Karen
Sly
01263 516222
Cabinet
08 Feb 2016
Public Space
Protection Orders
Angie Fitch-Tillett
James Wilson
Environmental
Protection Manager
01263 516274
Cabinet
08 Feb 2016
Highfields car park,
Fakenham
John Rest
Duncan Ellis
Head of Assets &
Leisure
01263 516330
Status / additional
comments
Feb 2016
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)
26
North Norfolk District Council
Cabinet Work Programme
For the Period 01 December 2015 to 31 March 2016
Decision Maker(s)
Meeting
Date
Subject &
Summary
Cabinet
Member(s)
Lead Officer
Cabinet
08 Feb 2016
Managing
Performance Q3
Tom FitzPatrick
Cabinet
22 Feb 2016
08 Feb 2016
Annual Action Plan
Tom FitzPatrick
Scrutiny
22 Feb 2016
Council
Cabinet
24 Feb 2016
08 Feb 2016
Treasury Strategy
2015/16
Wyndham Northam
Scrutiny
22 Feb 2016
Tony Brown
Technical Accountant
01263 516126
Council
24 Feb 2016
Cabinet
08 Feb 2016
Wyndham Northam
Scrutiny
22 Feb 2016
2014/15 Base
Budget and
Projections for
2015/16 to 2017/18
Karen Sly
Head of Finance
01263 516243
Council
March 2015
24 Feb 2016
Cabinet
07 Mar 2016
Communications
Strategy
Tom FitzPatrick
Sue Lawson
Communications &
PR Manager
01263 516344
Status / additional
comments
Helen Thomas
Policy & Performance
Management Officer
01263 516214
Helen Thomas
Policy & Performance
Management Officer
01263 516214
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)
27
North Norfolk District Council
Cabinet Work Programme
For the Period 01 December 2015 to 31 March 2016
Cabinet
07 Mar 2016
Scrutiny
16 Mar 2016
Cabinet
07 Mar 2016
Scrutiny
16 Mar 2016
Council
April 2016
27 Apr 2016
Cabinet
11 Apr 2016
Scrutiny
20 Apr 2016
Council
27 Apr 2016
Budget Monitoring
Period 10
Wyndham Northam
Karen Sly
Head of Finance
01263 516243
Housing Strategy
John Rest
Nicola Turner
Team Leader –
Strategy
01263 516222
Inward Investment
Strategy
Nigel Dixon
Michelle Burdett
Economic Growth
Manager
01263 516233
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)
28
Agenda item 15
OVERVIEW AND SCRUTINY COMMITTEE WORK PROGRAMME 2015/2016
Period January – April 2016
January
Requested by Committee
Police and Crime Commissioner
Office and Building Maintenance
Planning Services Update
Waste Update
John Rest
Duncan Ellis
Nick Baker
Requested by Committee
Angie Fitch-Tillett
Steve Hems
6 months cyclical
Requested by Committee
February
Clinical Commissioning Group:
Ageing population – Mark Taylor
Managing Performance Q3
Fees & Charges
Annual Action Plan
Treasury Strategy 2015/16
2014/15 Base Budget
and Projections for
2015/16 to 2017/18
Requested by Committee
Tom FitzPatrick
Helen Thomas
Wyndham Northam
Karen Sly
Tom FitzPatrick
Helen Thomas
Wyndham Northam
Tony Brown
Wyndham Northam
Karen Sly
Cyclical
Wyndham Northam
Cyclical
Annual report
Annual report
Annual report
Annual report
March
Budget Monitoring – Period 10
29
Housing Strategy
Karen Sly
John Rest
Nicola Turner
Inward Investment Strategy
Nigel Dixon
Michelle Burdett
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
New item
April
New item
TBC
30
Date tbc – policy under
review