Please Contact: Emma Denny
Please email: emma.denny@north-norfolk.gov.uk
Please Direct Dial on: 01263 516010
18th December 2014
A meeting of the Cabinet of North Norfolk District Council will be held in the Council Chamber at
the Council Offices, Holt Road, Cromer on Tuesday 6th January 2015 at 10.00am
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 should 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: Mr B Cabbell-Manners, Mr T FitzPatrick, Mrs A Fitch-Tillett, Mr J Lee, Mr W Northam,
Mr R Oliver, Mr G Williams
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.
MINUTES
(page 1)
To approve, as a correct record, the minutes of the meeting of the Cabinet held on 08
December 2014.
3.
PUBLIC QUESTIONS
To receive questions from the public, if any.
4.
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.
5.
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.
6.
MEMBERS QUESTIONS
To receive oral questions from Members, if any.
7.
CONSIDERATION OF ANY MATTER REFERRED TO THE CABINET BY THE
OVERVIEW AND SCRUTINY COMMITTEE OR COUNCIL FOR RECONSIDERATION
To consider matters referred to the Cabinet (whether by the Overview and Scrutiny
Committee or by the Council) for reconsideration by the Cabinet in accordance with the
provisions within the Overview and Scrutiny Procedure Rules or the Budget and Policy
Framework Procedure Rules.
8.
CONSIDERATION OF REPORTS FROM THE OVERVIEW AND SCRUTINY
COMMITTEE
To consider the following recommendation from the Overview and Scrutiny Committee
meeting held on 10th December:
Agenda item 11: Citizens Advice Bureau Provision in North Norfolk
1. To investigate commissioning generic or specific advice and support services on the
basis of an analysis of needs. A service specification would then be identified whereby
any suitably qualified organisation which could include existing Citizens Advice Bureaux
but also other voluntary and community groups or statutory organisations could be
invited to submit a proposal to deliver services in North Norfolk. Where appropriate, this
would include working collaboratively with Norfolk County Council and other District
Councils in the County
2. To extend the current Service Level Agreement with the with the Citizens’ Advice
Bureaux for 6 months whilst the needs analysis and tender exercise is undertaken
9.
ANTISOCIAL BEHAVIOUR CRIME AND POLICING ACT – POWERS AND DUTIES
(attached – p.6)
(Appendix A – p.14) (Appendix B – p.15)
Summary:
To provide the Committee with an overview of the Antisocial Behaviour, Crime and Policing Act 2014, an update
on progress of implementation of ASB Reforms, the
delegation of powers to under the new legislation to the
Head of Environmental Health and the setting of fixed
penalty notice amounts.
Options considered:
Alternative arrangements were considered for the
designation of officers from other partners.
Other fixed penalty notice fee levels were considered.
Conclusions:
The duties and powers in the Act are wide ranging and
focus on putting the victim and communities of any action to
deal with ASB.
The approach is consistent with that already used by the
North Norfolk OPT and we will continue to work with
partners to tackle ASB at its root cause.
New powers will be utilised as part of an escalating
approach and in line with the Enforcement Policy.
Recommendations:
That Cabinet;
1. notes the new powers under the Anti-social
Behaviour, Crime and Policing Act 2014;
2. notes the progress on implementation;
3. delegates to the Head of Environmental Health the
power under section 53 of the Act to designate
persons to issue a Community Protection Notice,
including fixed penalty notices,
4. sets the level of Fixed Penalty Notice at £80 with a
lower fee of £60 if payment is made within 14 days
Cabinet Decision
Reasons for
Recommendations:
Cabinet member(s):
Ward member(s)
Contact Officer,
telephone
and e-mail:
10.
To enable the effective use of powers available under the
Act to deal with Anti-social behaviour occurring in North
Norfolk.
Councillor A Fitch-Tillett
All
Steve Hems
01263 516182
steve.hems@north-norfolk.gov.uk
WORLD WAR 1 CENTENARY COMMEMORATIONS
Summary:
(page 17)
The Centenary of World War 1 (WW1) between 2014 -2018
is a period of major importance to the people of the
countries that took part in the conflict.
Government Centenary Activity will focus on three key
dates. There will also be regional and local activities and
events throughout the four year period which will vary in
location and focus.
Consideration has been given as to how NNDC should
appropriately recognise and commemorate this significant
period in our history.
Conclusions:
The implementation of two key projects; a lasting memorial
and a limited number of events of particular significance to
North Norfolk would be commemorated throughout the four
year period.
Recommendations:
That Cabinet support the implementation and budget
provision for key projects in commemoration of the
Centenary of World War 1.
Cabinet Decision
Cabinet member(s):
Ward member(s)
Contact Officer,
telephone
and e-mail:
11.
Councillor G Williams
All
Sonia Shuter
01263 516173
sonia.shuter@north-norfolk.gov.uk
BUSINESS TRANSFORMATION UPDATE
Summary:
(page 21)
(Appendix C – p.29) (Appendix D – p.37)
This report provides the second, six monthly update on
progress within the Business Transformation Programme
(BTP). The report also contains a recommendation to
procure website integration software as part of the
Programme of IT foundation projects.
The initial work required in the Programme is well under
way. The standardised printing project has been completed
on budget and ahead of schedule. A number of IT
infrastructure improvements have been completed which
will deliver the foundation for a step-change improvement
for remote working.
There are delays to the website replacement project which
have been caused by difficulties in recruiting to the vacant
Web Designer and Web Developer posts. Alternative ways
of providing the staff resource for the project are being
explored.
Other projects and workstreams are progressing well and
are broadly on target and the Business Process Review will
commence in planning during early 2015.
The timelines, expected outcomes and anticipated costs for
the various workstreams are identified within the report.
The report was examined at Overview and Scrutiny
Committee on 10 December and the Committee’s
comments have now been built into the report.
Conclusion
The Business Transformation Programme business model
remains viable and is on track to deliver as planned.
Recommendations
1) That Cabinet notes the progress made on the
Business Transformation Programme.
Cabinet Decision
Reasons for
Recommendations:
2) That £82,000 is released from the Programme budget
for the procurement of website integration software
and that authority is given to the s151 officer and the
relevant Corporate Director to complete the tender
process and sign the necessary user agreements with
the successful supplier.
1) To provide appropriate governance and oversight of the
Business Transformation Programme.
2) To allow procurement of software to link the website with
back office software.
Cabinet member(s):
Ward member(s)
Contact Officer,
telephone
and e-mail:
12.
Councillors R Oliver & G Williams
All
Sean Kelly, Nick Baker
01263 516276. 01263 516221
sean.kelly@north-norfolk.gov.uk ; nick.baker@northnorfolk.gov.uk
TOURIST INFORMATION CENTRE AND STATION APPROACH PUBLIC
CONVENIENCES SHERINGHAM – PROPOSAL FROM NORTH NORFOLK RAILWAY
(page 39)
(Exempt Appendix – p.46)
* Exempt Appendix not for publication by virtue of paragraph 3 of Part I of
Schedule 12A (as amended) of the Local Government Act 1972
Summary:
This report follows on from the previous Cabinet report
presented to Cabinet on 6 October 2014 regarding the
Localism Act Expression of Interest received from North
Norfolk Railway PLC (NNR) to provide and manage the
Sheringham Tourist Information Centre (TIC) and public
conveniences at Station Approach, Sheringham.
The report recommended that this opportunity was
advertised and tendered to establish if there was any
further interest in provision of these services. This process
has now been completed, with only one tender being
received, from the NNR, thus allowing the Council to
negotiate an agreement under the provisions of the
Localism Act.
Analysis of the proposals received indicates that, in return
for a capital investment, annual revenue savings could be
achieved if the services and relevant property were to be
transferred to the NNR. However, the proposal is
dependent on a successful Coastal Communities Grant
bid by the NNR for £450,000 which is due to be
determined in February 2015.
Options considered:
The Council could continue to run the services itself or to
discontinue all or part of them. Alternatively these services
could be transferred to the NNR, as per their proposals
detailed within the report.
Conclusions:
A formal tender process has been completed following the
receipt of a Localism Act compliant, Expression of Interest
from the NNR to provide and manage the Sheringham
TIC and public conveniences at Station Approach,
Sheringham.
The proposal from the NNR shows a potential annual
revenue saving, subject to an initial capital contribution.
There is also the potential for service enhancements
through additional opening hours in relation to the TIC,
along with the opportunity to provide new public
conveniences. This would also save the Council having to
invest money to improve these facilities.
Recommendations:
Cabinet Decision
Council Decision
It is recommended that Cabinet:
1) Agrees in principle to the transfer of the TIC and
public conveniences, as detailed within the report, to
the NNR.
2) Delegates authority to the relevant Corporate
Director and s151 Officer, after discussion with the
Portfolio holder for Assets, to finalise negotiations
and prepare and sign the necessary contractual
documents with the NNR regarding the transfer of
the services.
3) Recommends to Full Council, as part of the
budget setting process:
a) provision of a capital budget, to allow the
transfer of services to progress, to be funded by
capital resources
b) an additional one off revenue budget of £6,150 to
cover provision of temporary public convenience
facilities and signage, to be funded from the
Invest to Save Reserve
4) That any additional costs relating to staffing are
also met from the Invest to Save Reserve
Reasons for
Recommendations:
To finalise the proposals received following the tender
process.
To provide for the relevant property, financial and service
contracts to be developed, thus ensuring security of the
Council’s position.
To allow for the relevant budgetary decisions to be made
regarding the future provision of the services being
considered.
Cabinet member(s):
Ward member(s)
Contact Officers
telephone
and e-mail:
13.
Cllrs R Oliver and G Williams
Sheringham
Duncan Ellis, Nick Baker
01263 516330, 01263 516221
duncan.ellis@north-norfolk.gov.uk ; nick.baker@northnorfolk.gov.uk
EXCLUSION OF PRESS AND PUBLIC
To pass the following resolution:
“That under Section 100A(4) of the Local Government Act 1972 the press and public be
excluded from the meeting for the following item of business on the grounds that they
involve the likely disclosure of exempt information as defined in paragraphs _ of Part I of
Schedule 12A (as amended) to the Act.”
14.
PRIVATE BUSINESS
Agenda Item 2__
CABINET
Minutes of the meeting of the Cabinet held on Monday 08 December 2014 at the
Council Offices, Holt Road, Cromer at 10.00am.
Mrs A Fitch-Tillett
Mr T FitzPatrick
Mr J Lee
Members Present:
Also attending:
Officers in
Attendance:
75.
Mr W Northam
Mr G Williams
Mrs S Arnold
Mrs L Brettle
Mrs A Claussen-Reynolds
Mrs A Moore
Mr P W Moore
Mr R Reynolds
Mr R Shepherd
Mr B Smith
Mr N Smith
The Chief Executive, the Corporate Directors, the Head of Finance,
the Planning Policy & Property Information Manager and the
Democratic Services Team Leader
APOLOGIES FOR ABSENCE
Mr B Cabbell Manners and Mr R Oliver
76.
MINUTES
The minutes of the meeting held on 3rd November 2014 were approved as a correct
record and signed by the Chairman
77.
PUBLIC QUESTIONS
None received
78.
ITEMS OF URGENT BUSINESS
None received
79.
Cabinet
DECLARATIONS OF INTEREST
1
08 December 2014
80.
MEMBER QUESTIONS
The Leader confirmed that Members could ask questions as each item arose.
81.
CONSIDERATION OF ANY MATTER REFERRED TO THE CABINET BY THE
OVERVIEW AND SCRUTINY COMMITTEE OR COUNCIL FOR
RECONSIDERATION
None
82.
CONSIDERATION OF REPORTS FROM THE OVERVIEW AND SCRUTINY
COMMITTEE
None
83.
NORTH NORFOLK BIG SOCIETY FUND GRANTS PANEL
RESOLVED
To receive the minutes of the Big Society Fund Grants Panel meeting held on 9th
June 2014.
84.
FEES AND CHARGES 2015/16
Mr W Northam, Portfolio Holder for Finance, introduced this item. He said that the
report provided the detail of proposed charges for the forward financial year from 1
April 2015. He was pleased to inform members that no changes had been made to
car parking charges, beach huts and chalets and that it was proposed that market
fees should remain at the current level to help stimulate growth. Where applicable,
the proposed increase to fees and charges was generally around 2.5% for 2015/16.
The exceptions to this were for those fees and charges which were set by central
government – such as planning and premises licence fees.
Mr Northam concluded by thanking the officers for all their hard work and support.
It was proposed by Mr W Northam, seconded by Mrs A Fitch-Tillett and
RESOLVED to recommend to Council:
To agree the fees and charges from 1 April 2015
Reasons for the decision:
To approve the fees and charges to inform the 2015/16 budget process
85.
REVIEW OF HOUSING DELIVERY INCENTIVE SCHEME
The Leader, Mr T FitzPatrick, presented this item in the absence of the Portfolio
Holder. He explained that the National Planning Policy Framework (NPPF) required
that the Council met all objectively assessed needs for housing. To achieve the
adopted core strategy housing targets for North Norfolk it was currently necessary to
provide an average of 400 net additional dwellings per year in each of the 20 years
covered by the plan period 2001 – 2021. The Housing Delivery Incentive Scheme
had been introduced in September 2013 and had brought forward around 60
separate development schemes proposing 600 dwellings. Mr FitzPatrick went onto
say that the number of dwellings recorded as under construction was at the highest
Cabinet
2
08 December 2014
level recorded in the last 5 years. As the scheme had only been available for a period
of 12 months it was regarded as too early to judge its success in terms of actual
dwelling completions and it was therefore proposed that it was extended for a further
12 months to December 2015.
Members were invited to speak:
1. Mrs A Fitch-Tillett welcomed the proposal saying that it had been very effective
as demonstrated by the development of a site in Northrepps.
2. Mr G Williams emphasised the importance of meeting the Council’s housing
target. He acknowledged that there had been some concerns when the scheme
was introduced but by extending the scheme for a further 12 months the full
benefits should become clear and the Council would be able to fully assess how
it was working.
3. Mr N Smith said that he would like reassurance about the creation of
employment in the District. Although house building was important, the need to
create jobs should not be overlooked. Mr T FitzPatrick replied that there was
very much a focus on employment and enterprise across the District. He said
that Kinnertons in Fakenham had recently expanded, as had Linda McCartney
Foods. The Council was also committed to encouraging small businesses and
start-ups as demonstrated by the provision of grants through the Business
Enterprise and Start-up Grant Scheme, via Enterprise North Norfolk.
4. Mr P W Moore said that he was very supportive of the scheme and he suggested
that the Council could consider building homes. Mr FitzPatrick replied that the
Council had agreed to sell some of its land to Broadland Housing for
development. Mr Moore then sought clarification on how far this had progressed.
The Chief Executive replied that once an agreement was in place it would be
subject to planning permission. She confirmed that two sites had been sold and
would be coming forward shortly.
5. Mrs S Arnold commented on the empty homes updates that were provided to
members and said that she found it a beneficial way of updating parish councils
on empty properties in their areas. She asked whether it would be possible to
receive similar information on the support offered to local businesses. The
Leader agreed that a briefing paper could be provided. He added that the recent
planning forums had been well attended by the town and parish councils and had
generated a lot of interest and questions.
It was proposed by Mr T FitzPatrick, seconded by Mr G Williams and
RESOLVED to recommend to Council:
That the North Norfolk Housing Incentive Scheme is extended until the 31st
December 2015
Reasons for the decision:
To support the quicker delivery of planned housing development in North Norfolk in
order to address housing need and demand
86.
ENFORCEMENT BOARD UPDATE
The Leader, Mr T FitzPatrick, introduced this item. He explained that the
Enforcement Board was established to tackle difficult, long-term enforcement issues
using a targeted approach. This report was a six-monthly progress update on the
work of the Board. To date, the Board had considered 113 cases, of which all but 6
Cabinet
3
08 December 2014
had seen positive action. In addition, significant amounts of money owed to the
Council continued to be recovered in terms of council tax and business rates.
Mrs A Fitch-Tillett, in seconding the proposal, said that she was pleased to see that a
dedicated officer had been appointed to deal with empty homes.
Members were invited to ask questions:
1. Mr R Shepherd referred to the Shannocks Hotel in Sheringham which continued
to be an eyesore. He said that he was pleased with the continuing efforts of the
Enforcement Board in tackling this challenging property.
2. Mr W Northam said that the Board had been very successful. He commended
their hard work in tackling Trafalgar Court in Mundesley which had resulted in the
entrance to the village looking much improved.
The Leader agreed with the previous comments. He said that work to bring a
prominent empty property in Fakenham back into use had resulted in the creation of
a new dwelling and business space. He encouraged all members to bring any empty
properties in their ward to the attention of the Enforcement Board.
It was proposed by Mr T FitzPatrick, seconded by Mrs A Fitch-Tillett and
RESOLVED
1. To note the progress made to date by the Enforcement Board.
2. That the funding for legal support for the enforcement board is extended to
2015/16.
Reasons for the decision:
1. To ensure appropriate governance of the Board’s activities.
2. To ensure that appropriate legal services are provided to support the work of the
Board.
87.
CONSULTATION ON THE RELOCATION OF CROMER MARKET
The Leader, Mr T FitzPatrick, introduced this item. He explained that the report
summarised the responses received by the Council following the consultation on the
principle of relocating the weekly Cromer market from the Meadow car park into the
town centre. Mr FitzPatrick said that Cabinet had always made it clear that they
would go along with the views of the people of Cromer. When the feedback was
analysed from the consultation, it was marginal but on balance the majority of people
were against relocating the market.
Mr J Lee said that the original proposals showed a willingness to support seaside
towns. The decision not to relocate the market indicated that Cabinet had listened to
residents’ views. He went onto say that the County Council’s proposals regarding onstreet parking in the town was a bigger concern. He concluded by saying that the
Christmas market held in Cromer at the weekend had been very successful.
Mr P W Moore informed members that there was a Councillor Call for Action coming
to the next meeting of the Overview and Scrutiny Committee relating to the on-street
parking proposals.
Cabinet
4
08 December 2014
It was proposed by Mr T FitzPatrick, seconded by Mr J Lee and
RESOLVED that
The Council did not proceed with the relocation of the weekly market from The
Meadow Car Park to a location within Cromer town centre.
Reasons for the decision:
The consultation process did not indicate significant support for the proposals to
relocate the weekly market into the town centre.
Before closing the meeting, the Leader highlighted several items of interest to
members:
a) Members had received leaflets on requesting them to support ‘Pup Aid’ – which
was against the farming and then selling of kittens and puppies in pet shops. He
reassured members that there were no instances of this happening in the
District.
b) Following on from the success of Greenbuild, where one of the exhibitors had
sold 18 electric cars, the Council was considering the installation of charging
points for electric vehicles in council-owned car parks. More details would be
released shortly.
c) The Leader had attended an event for Enterprise North Norfolk at the Rocket
House café in Cromer for the launch of a new grants package for small
businesses. Members would be provided with full details.
d) On Friday 5th December, the Leader, Chief Executive, Portfolio Holder for the
Coast and the Coastal Management Team Leader had met with the Environment
Secretary to highlight the ongoing work to repair the damage caused by the tidal
surge in 2013.
e) The EDP had held a ‘Heroes of the Flood’ event. NNDC had been recognised for
their contribution and many people attending the event spoke very highly of
them.
The Chief Executive informed members that the Autumn Statement did not
adversely affect the Council. Details of the settlement would be published on 18
December 2014.
The Meeting closed at 10.34 am
_______________
Chairman
Cabinet
5
08 December 2014
Agenda Item No____9________
Antisocial Behaviour Crime and Policing Act - Powers and Duties
Summary:
To provide the Committee with an overview of the Antisocial Behaviour, Crime and Policing Act 2014, an
update on progress of implementation of ASB Reforms,
the delegation of powers to under the new legislation to
the Head of Environmental Health and the setting of
fixed penalty notice amounts.
Options considered:
Alternative arrangements were considered for the
designation of officers from other partners.
Other fixed penalty notice fee levels were considered.
Conclusions:
The duties and powers in the Act are wide ranging and
focus on putting the victim and communities of any
action to deal with ASB.
The approach is consistent with that already used by the
North Norfolk OPT and we will continue to work with
partners to tackle ASB at its root cause.
New powers will be utilised as part of an escalating
approach and in line with the Enforcement Policy.
Recommendations:
That Cabinet;
1. notes the new powers under the Anti-social
Behaviour, Crime and Policing Act 2014;
2. notes the progress on implementation;
3. delegates to the Head of Environmental
Health the power under section 53 of the Act
to designate persons to issue a Community
Protection Notice, including fixed penalty
notices
4. sets the level of Fixed Penalty Notice at £80
with a lower fee of £60 if payment is made
within 14 days
Reasons for
Recommendations:
To enable the effective use of powers available under
the Act to deal with Anti-social behaviour occurring in
North Norfolk.
Cabinet Member(s)
Ward(s) affected
Cllr Fitch-Tillett
All
Contact Officer, telephone number and email:
Steve Hems – Head of Environmental Health
01263 516182
steve.hems@north-norfolk.gov.uk
6
1.
Introduction
1.1
On the 20th October 2014 the above legislation came into force and has a
significant impact on how the Council and its partners tackle ASB issues.
1.2
The Act repeals a range of legislation the Council currently uses,
consolidating a variety of interventions into a single act with the intention to
simplify the process for all agencies.
1.3
Powers can be used to deal with noise, waste, litter, graffiti, ASB, dogs and
any other issue that has a continuous and detrimental effect on those in the
community.
1.4
The legislation is victim focused and where a person, organisation or
community feels there has been no action taken they can ask for a
community trigger to be raised. This gives them the right to request a review
of their case and bring agencies together to take a joined up approach.
1.5
A number of the powers are available to both the Police and the Local
Authority; this is designed to allow for quick action to be taken to remedy
issues which are affecting local communities. Certain powers can be used by
other responsible agencies, subject to designation of individuals.
2.
Overview of the Legislation
2.1
The act is split into 13 sections; for the purpose of this report Parts 1-7 of the
act are the most relevant to ASB, with Part 7 relating to dogs:







Part 1 makes provision for a civil injunction to prevent nuisance and
annoyance (coming into force in January 2015)
Part 2 makes provision for an order on conviction to prevent behaviour which
causes harassment, alarm or distress.
Part 3 contains a power for the police to disperse people causing
harassment, alarm or distress.
Part 4 covers the new powers to deal with community protection and makes
provision for a community protection notice, a public spaces protection order
and provisions to close premises associated with nuisance and annoyance.
Part 5 makes provision for the possession of houses on anti-social behaviour
grounds.
Part 6 contains provisions on establishing a community remedy document
and dealing with responses to complaints of anti-social behaviour.
Part 7 strengthens powers to tackle irresponsible dog ownership.
For the ASB element of the legislative parts 1-6 above can be split into 3
categories:
 People
 Places
 Police Powers
2.2
People
2.2.1
Criminal Behaviour Orders - The new Criminal Behaviour Order (CBO)
would only be available where a person had been convicted for an offence.
7
This could be any offence, not just one involving anti-social behaviour. The
order would still be a civil one, and breach would be a criminal offence with a
maximum sentence of five years’ imprisonment, the main difference between
CRASBOs and CBOs is the ability to impose positive requirements as well as
prohibitions.
2.2.2
It is likely to be the Police who lead on these, with the Council and other
agencies providing supporting evidence as required. However there might be
times when the Council would be leading this process (e.g. where the offence
relates to breach of a noise abatement notice).
2.2.3
Civil Injunction - In cases where a perpetrator had not been convicted of a
criminal offence, then the replacement for the ASBO would be the new Civil
Injunction. Unlike the ASBO, this would be a purely civil order with civil
sanctions for breaches.
2.2.4
Can be issues by a wide range of agencies, would normally be multi agency
approach to their use with lead agency identified.
2.3
Places
2.3.1
Community Protection Notice - Community Protection Notice (CPN) may
be used by a relevant officer to order a person to do something (or stop doing
something) in order to cease ‘environmental’ ASB, or behaviour having a
detrimental effect on quality of life.
2.3.2
Examples of behaviour it may be used to tackle include noise and hoarding.
CPNs can be also used against 16 and 17-year-olds. Bodies authorised to
use the CPN are primarily police, local authorities and ‘a person designated
by the relevant local authority’. This extends to providers of social housing.’
2.3.3
Officers have to issue a written warning before issuing a CPN.
2.3.4
Where someone fails to comply with a CPN there are a number of options
available, these are:




Fixed Penalty Notice (FPN) - this can be served by a police officer,
council officer, or if delegated, an officer of a registered housing
provider (RP). If the FPN issued by the RP is not paid, then the
Council will be responsible for recovering the money and/or
prosecution for the original offence.
Seizure of item used in the commissioning of an offence – this may be
carried out by a person designated under the local authority, i.e.
officer of the Council or RP.
Prosecution - dependant on the severity of the offence a decision can
be made be taken to go straight to prosecution. Normally this action
would be carried out by the Council.
Remedial works – these would be carried out by the Council.
2.3.5
The CPN cannot be used against noise that is classified as ‘statutory
nuisance’, which will still have to be dealt with by Environmental Health.
2.3.6
Public Space Protection Order (PSPO) - The Public Space Protection
Order will replace the Designated Public Place Order (DPPO), the Gating
8
Order and the Dog Control Order. The new order is intended to deal with a
particular nuisance in a particular area which negatively affects the
community’s quality of life.
2.3.7
Unlike the CPN, it will apply to everyone and will impose conditions on the
use of a particular area (e.g. restricting the use of a highway late at night by
groups of people or the drinking of alcohol in a public space).
2.3.8
Only local authorities may issue these orders. The authority must reasonably
believe that the behaviour is detrimental to the local community’s quality of life
and that the impact of the behaviour warrants restrictions being implemented.
The behaviour must be on-going or persistent (or there must be a reasonable
belief that future behaviour will be on-going or persistent).
2.3.9
Orders may last for up to three years and may be extended. The breach of an
order will be a criminal offence subject to prosecution or a fixed penalty
notice.
2.3.10 The Council currently has 27 dog control orders and 4 DPPOs (Cromer,
Sheringham, North Walsham and Fakenham) which will require review under
the new Act over the next 3 years and then again every 3 years with
justification for their continuation.
2.3.11 Although the current orders remain in force for up to 3 years a work
programme to spread the reviews over the 3 year period is being drawn up to
start in early 2015.
2.3.12 Closure Powers (Notice and Order) – These powers will replace the
Premises Closure Order, the Crack House Closure Order, the Noisy Premises
Closure Order and the Closure Order. Both the police and local authorities will
be entitled to apply for such an order.
2.3.13 An order may be made if the police or local authority reasonably believes that
there is a public nuisance or there is likely to be disorder imminently in the
vicinity of, and related to, the premises and that the order is necessary to
prevent the occurrence or reoccurrence of such disorder or behaviour.
2.3.14 An order will last for up to 48 hours unless extended by the magistrates’ court
(up to 3 Months). Breach of the order, without a reasonable excuse, will be a
criminal offence.
2.3.15 Mandatory ground for possession - The Housing Act 1985 and the
Housing Act 1988 will be amended to include a new mandatory ground for
possession.
2.3.16 The ground will be available for a number of reasons including conviction of a
serious offence, breach of ASB orders, breach of a noise abatement notice.
2.3.17 Case Review - If an individual has complained to the Council, Police or a
Registered Provider (RP) about three separate but related incidents in the last
six months and considers there has been no or insufficient action taken they
can request a case review. The above threshold has been agreed across
Norfolk by all partner agencies. This system does not replace any current
complaints systems.
9
2.3.18 The Act requires that a single point of contact (SPOC) is identified and
published for individuals to make their request to. Currently in North Norfolk
the single point of contact is the OPT police team; this interim arrangement
will be reviewed post implementation.
2.3.19 Dispersal Powers - The new power will enable police officers and PCSOs
(where Chief Constable has delegated these powers) to direct a person aged
10 and above who has committed, or is likely to commit, ASB to leave a
specified area and not return for a specified period of up to 48 hours.
2.3.20 Police officers will be able to confiscate items causing or likely to cause ASB.
Items can be held at the police station for 28 days and the officer can refuse
to return the item if the individual is under 16 and not accompanied by an
adult.
2.3.21 A schematic showing how the 19 existing provisions are replaced by six new
measures under the Act is included at Appendix A
3.
Implementation
3.1
The County Community Safety Partnership has been steering a strategic and
Norfolk wide approach to ensure, wherever possible, a consistent approach to
the implementation of the Act is taken. This consistent approach is particularly
important where powers are available to the Police as it would hamper action
if provisions were used differently across any of the District areas.
3.2
The Act states that the amount of a Fixed Penalty Notice (FPN) must not
exceed £100, that a FPN may specify two amounts and that if the lower of
those amounts is paid within a specified period of not less than 14 days that is
the amount of the fixed penalty.
3.3
It has been agreed that all partner agencies across Norfolk would set a level
of fine for Fixed Penalty Notices for non-compliance with the requirements of
a CPN. Benchmarking work has been undertaken across all District Councils
and, having considered various amounts, a fee of £80 with a discounted fee
of £60 for early payment is in line with existing FPNs issued by the Councils
for similar offences.
3.4
The requirement to undertake Case Reviews is set out above. The number of
complaints over what period of time would constitute a trigger for case review
is determinable locally subject to a statutory set minimum level. The trigger
level for Norfolk has been agreed at three separate but related incidents in
the last six months. This is in line with the statutory requirement.
3.5
Norfolk wide processes for undertaking a case review, including timescales,
have been agreed across all partner agencies.
3.6
Locally the implementation of the provisions has been discussed across the
Operational Partnership Team partners and there is support for the
approaches being taken.
3.7
Delegation of Powers
10
3.7.1
3.7.2
Section 53 of the Act gives the Local Authority the power to designate
persons to issue community protection notices, including fixed penalty
notices. The most likely partners who would seek to have their officers
designated would be registered providers. There are a number of Registered
Providers who operate within North Norfolk. Victory Housing Trust is the
largest provider in North Norfolk and have expressed a desire to for officers
from their Antisocial Behaviour Team to be designated under Section 53.
The granting of such designations would enhance the ability of Registered
Providers (RP’s) to deal with issues within their own stock which is desirable.
This must be balanced against the potential for RP’s to issue notices where it
is not considered appropriate. Within North Norfolk the close working of RP’s
within the Operational Partnership Team structure should mitigate this to an
acceptable level. In order to mitigate this further discussions are taking place
with RP’s over requiring any designated staff to be trained and accredited by
North Norfolk District Council, for which an annual fee might be payable.
3.7.3
Cabinet is asked to delegate to the Head of Environmental Health the power
under section 53 of the Act to designate persons to issue a community
protection notice, including fixed penalty notices.
3.7.4
Alternatives were considered regarding where the ability to designate should
go. These included leaving the designation with Cabinet, to Corporate
Director level. The Head of Environmental Health option was chosen as this
provides the greatest flexibility to amend or reauthorise officers from partner
agencies and is in line with the approach adopted across a number of other
local authorities.
4.
Conclusion
4.1
The new powers provide a wide range of additional or consolidated tools to
deal with anti-social behaviour. These new powers will bring an additional
workload but planning and changes in procedures should minimise the
impact.
4.2
The Council will continue to work closely with other partners through the
North Norfolk OPT to produce good outcomes for victims and communities
who suffer ASB. The new duties and powers will form part of the escalation
approach to resolving these issues.
4.3
The Council can designate officers from other organisations to issue
Community Protection Notices, including Fixed Penalty Notices, which will aid
with swift responses to ASB issues. Designation should only take place
where the Head of Environmental Health is satisfied that adequate training
has been undertaken.
4.4
The level of fixed penalty notice should be set to provide a consistent level
across Norfolk.
4.5
Implications and Risks
4.5.1
The ASB, Crime and Policing Act provides a number of interventions which
will have a lower threshold than existing powers. This will increase the
options available to deal with issues of ASB, including noise. Whilst an
increase in available remedies is welcome it does potentially increase the
11
workload within the Environmental Protection Team, which is already at full
capacity. The Environmental Protection team is currently reviewing
procedures to include the powers available under the new Act. It is
anticipated that although there will be an increased number of cases where
interventions are available and therefore additional volume of work this will be
offset by the ability to intervene due to the lower threshold for powers to be
available. There is currently significant caseload associated with complaints
that do not meet the current threshold of statutory nuisance and so no formal
action is available. The new powers will allow intervention in an increased
number of these cases and it is anticipated this will mitigate some of the
increased workload through earlier resolutions.
4.5.2
During the stakeholder meetings concern has been expressed over the
potential number of Case Reviews that may be requested under the new
powers and the additional work this will generate. Although there may be a
spike in reviews initially it is anticipated these will not present a long term
significant burden as a similar process is already embedded into the North
Norfolk OPT system.
4.5.3
Dog Control Orders and Designated Public Places Orders currently last
indefinitely, but the Public Space Protection Orders, which replace them,
must be reviewed and re-imposed every three years. The current 31 orders
will have to be reviewed in the next three years. This is additional work which
will need to be programmed in to existing workloads. Orders can only be
implemented if there is sufficient evidence that there is an issue which is
detrimental to the community and the imposition of restrictions would address
this. There is a risk there will not be sufficient justification for some existing
orders to remain in place.
4.5.4
The potential exists for other agencies to begin an enforcement route which
the Council may be responsible for either works in default and or prosecution.
Both these have a reputational and financial risk for the council. For North
Norfolk the case management and review arrangements that exist in the OPT
should ensure that these situations do not arise. In addition CLT have agreed
the temporary appointment, contained within existing budgets, of an ASB
Coordinator post. This post will act as the conduit for information exchange
between OPT partners and assist with the management of cases. The post
will reduce the potential for cases to reach review stage and help manage
workload for all partners.
5.
Financial Implications and Risks
5.1
6.
The financial implications are described above. It is not anticipated that there
will be any financial implications which are not contained within existing
budgets. Although the issue of Fixed Penalty Notices should not be
considered as a income generating, the receipts for any issued, whoever they
are saved by will come to the Council. Conversely, the cost of taking any
prosecution if the fixed penalty is not paid will fall to the Council. FPN's will
only be issued within North Norfolk OPT area with the agreement of NNDC.
Sustainability
6.1
There are no sustainability issues identified.
7.
Equality and Diversity
12
7.1
The legislation will apply to all and application will be on an each case on its
merits. A significant proportion of the current caseload relating to ASB relates
to perpetrators who suffer from mental health issues which may be
considered a disability under the Act. As the legislation aims to deal with this
ASB it may be a disproportionate number of cases are taken against
individuals with a disability. The escalation approach and engagement with
partner agencies will seek to minimise the impact on those with disability and
assist in seeking appropriate assistance for those affected.
8.
Section 17 Crime and Disorder considerations
8.1
The new powers have a crime and disorder focus and the proposals in this
report will positively contribute to meeting Section 17 responsibilities.
13
Appendix A
Schematic showing how the 19 existing provisions are replaces by six new measures under the ASB,
Crime and Policing Act
CRASBO – Criminal Antisocial Behaviour Order
Cr DBO – Criminal Dink Banning Order
ASBO – Antisocial Behaviour Order
DBO – Drink Banning Order
ASBI – Antisocial Behaviour Injunction
ISO – Individual Support Order
IO – Intervention Order
14
Appendix B
Anti-social Behaviour Data
As Anti-social Behaviour (ASB) is dealt with by a number of agencies the data
below has been collated from that provided into the Operational Partnership
Team (OPT) as part of the work dealt with by the Anti-social Behaviour Action
Group (ASBAG), which agrees a multi-agency approach to managing cases
of ASB.
Level of ASB
The table below shows the number of ASB related calls that the police have
received in the year to date with comparative last year figures.
Last YTD
C11 Wells
C12 Holt
C13 Fakenham
C21 Sheringham
C22 Cromer
C23 North Walsham
C24 Stalham
C North Norfolk
97
189
274
164
297
475
234
1730
YTD
%
Difference
89
133
229
127
235
358
239
1410
-8%
-30%
-16%
-23%
-21%
-25%
2%
-18%
Due to the way in which the Police categorise ASB not all of the calls would
result in the involvement of an multiagency approach and so would not be
dealt with by the OPT
Types of cases
The ASBAG group currently has a caseload of 31 cases which have
escalated to Stg2 or above. The matrix below provides a breakdown of the
level of escalation by the type of ASB.
Stg 2 GNC
General ASB
2
1
Noise/Neighbour 1
7
Nuisance
Alcohol related 1
0
ASB
Total
4
8
ABC
4
ASBI
1
1
ASBO
1
1
CRASBO
1
1
NSP
1
4
5
2
1
6
2
2
1
Stg 2’s are warning letters normally hand delivered and discussions had with
the individual or families in the case of young people who are causing ASB.
GNC – Good Neighbour Contract
ABC – Acceptable Behaviour Contract
ASBI – Anti social behaviour injunction
ASBO – Anti-social behaviour Order
CRASBO – Criminal anti-social behaviour order
NSP – Notice Seeking Possession (served by registered landlord on tenant causing
ASB)
RO – Restraining order
15
RO
4
Appendix B
The measures, referred to in the report, which are being replaced with the
Criminal Behaviour Order and Civil Injunction, are the Anti-social Behaviour
Injunction (ASBI), Antisocial Behaviour Order (ASBO) and the Criminal
Antisocial Behaviour Order (CRASBO).
As can be seen from the table above there are 9 active interventions using the
formal measures being replaced. The approach to dealing with ASB is one of
escalation and to reach the level of such formal interventions under the
legislation reflects a failure of lower level interventions or the seriousness of
the ASB encountered.
16
Agenda Item No___10_________
World War 1 Centenary Commemorations
Summary:
The Centenary of World War 1 (WW1) between 2014 2018 is a period of major importance to the people of
the countries that took part in the conflict.
Government Centenary Activity will focus on three key
dates. There will also be regional and local activities and
events throughout the four year period which will vary in
location and focus.
Consideration has been given as to how NNDC should
appropriately recognise and commemorate this
significant period in our history.
Conclusions:
The implementation of two key projects; a lasting
memorial and a limited number of events of particular
significance to North Norfolk would be commemorated
throughout the four year period.
Recommendations:
That Cabinet support the implementation and budget
provision for key projects in commemoration of
Centenary of World War 1.
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)
None
Cabinet Member(s)
Ward(s) affected
Glyn Williams
All wards in North Norfolk
Contact Officer, telephone number and email:
Sonia Shuter, 01263 516173 sonia.shuter@north-norfolk.gov.uk
17
1.
Introduction
1.1
As demonstrated by the global interest in the “Blood Swept Lands and Seas
of Red” (Poppies at the Tower) sculpture and this year’s Armistice Day the
Centenary of WW1 between 2014 – 2018 is a period of major importance to
the people of the countries that took part in the conflict.
1.2
Nationally the Government is working alongside partners on a series of
national remembrance events, an extensive cultural programme and
educational schemes.
1.3
The Government’s Centenary activity will focus on three key dates:
 4th August 2014 – the centenary of the day Britain entered the war.
 1st July 2016 – 100 years after the Battle of the Somme
 11th November 2018 – the 100th anniversary of the day the war ended.
1.4
There will also be regional and local activities and events throughout the four
year period which will vary in location and focus.
2.
NNDC commemorates 2014 - 2018
Over the four year period, two key commemorative projects have been
identified. Both are achievable within existing staff resources but would
require some additional funding.
2.1
Poppy Sculpture
Nigel Barnett, a local blacksmith undertook a private commission privately to
create wrought iron spray of 12 red poppies measuring approximately 7ft high
x 4ft wide. The commission was unfilled; Nigel has kindly offered the sculpture
to NNDC as a contribution towards WW1 commemorative events.
2.2
There would be no charge for the actual sculpture but some minimal costs in
relation to repainting, relocating and installing the sculpture as well as any ongoing maintenance.
2.3
There would also be one off costs to landscape the installation site, provide
and install an engraved commemorative plaque and a commemorative event
to officially unveil the sculpture.
2.4
The poppy sculpture would be located on land in front of the District Council
offices in Cromer. In deciding on the location, consideration was given to
safety, security, public access and the use of the sculpture as a focus for
future Armistice Day commemorations.
2.5
It is proposed that the sculpture will be unveiled at a commemorative event to
be held in spring 2015 ideally on the 100th anniversary of a key event or day
in WW1 of significance to North Norfolk.
2.6
The ideas and proposals for the commemorative projects would be discussed
with representatives from organisations such as the Royal British Legion,
uniformed services and appropriate community groups or businesses to seek
their advice, engagement and support. A notable dignitary would be invited to
unveil the sculpture at a commemorative event to which representatives from
these organisations would be invited. This would also provide a media
18
opportunity for NNDC to announce the second project, a programme of
commemorative events.
2.7
Should the spring of 2015 not be feasible, other in dates in 2015 could be
considered or alternatively the sculpture could be unveiled to coincide with the
national commemoration of the 100th year anniversary of the Battle of the
Somme on 1st July 2016.
3.
Commemorative events 2014 - 2018
3.1
It is recognised that NNDC did not specifically recognise or commemorate the
4th August 2014 which was the date Britain entered the war. However, as the
commemorations are over a four year period there is still plenty of time for a
range of appropriate commemorative events to be facilitated culminating on
the 11th November 2018, the centenary of the end of the war.
3.2
In addition to the two remaining Government Centenary dates in 2016 and
2018,a limited number of key events, people or dates of particular significance
to North Norfolk during WW1 would be identified.
3.3
Predominantly in an enabling capacity, NNDC would work with Town and
Parish Councils, organisations such as the Royal British Legion and local
communities on a limited and phased programme of commemorative events.
Discussions would also be held with e.g the Norfolk Regiment Museum and
Norfolk County Council to identify planned county wide events and to ensure a
coordinated approach.
3.4
NNDC would also help publicise and promote other WW1 activities and
events taking place in North Norfolk during 2014 – 2018.
3.5
Staff resources particularly in relation to the arts have been reduced therefore
the capacity to dedicate to this work is limited. NNDC’s primary role will be to
work with other organisations as a coordinator and enabler.
3.6
Other potential events could include:
 An exhibition at NNDC of photos of taken by Olive Edis from
Sheringham who was the only official female World War One
photographer. This would be run in conjunction with the County
Museum Service and forms part of a wider county / national project, to
be partly funded by a Heritage lottery Fund grant bid.

WW1 Pill box trail – with visitor guide to encourage interest in local
WW1 links and promote tourism. There are WW1 pill boxes at
locations across North Norfolk including Weybourne, Stiffkey, Bacton,
North Walsham, Stalham, Aylmerton, Thorpe Market and Beeston
Regis.

Displays of local letters and artefacts in relation to WW1
4.
Publicity and promotion
4.1
A dedicated NNDC WW1 information web page would be set up with links to
Visit North Norfolk and Visit Norfolk websites. This would promote events and
19
activities across North Norfolk to tourists as well as local residents. Facebook
and twitter would also be used to promote the events.
5.
Conclusion
5.1
The identified projects offer NNDC an opportunity to commemorate the
centenary of WW1 through the installation of the poppy sculpture and by
working proactively with the County Council, Town and Parish Councils, with
community groups and residents on local commemorative events.
5.2
Cabinet would be updated annually on events that have taken place for the
2014 – 2018 period and what is proposed for following year. This would
include a break down of actual and anticipated expenditure in the forthcoming
year.
6.
Implications and Risks
6.1
As a community leader it is important that NNDC appropriately commemorate
key events during the 100 year anniversary of World War 1.
7.
Financial Implications and Risks
7.1
The maximum overall budget required for the two commemorative projects is
£20,000, this equates to £5,000 per annum over the four year period.
Funding would be sourced from the Big Society Enabling Fund. Once
proposals and the program of events for the four years agreed the exact
funding requirements will be confirmed in a further report to Cabinet.
8.
Sustainability
8.1
The 100th year anniversary of the end of World War 1, 11th November 2018
will mark the formal end of the project. There will be no sustainability issues
apart from minimum funding to maintain the poppy sculpture.
9.
Equality and Diversity
9.1
No implications
10.
Section 17 Crime and Disorder considerations
10.1
No implications
20
Agenda Item No___11_________
Business Transformation Programme Update
Summary:
This report provides the second, six monthly update on
progress
within
the
Business
Transformation
Programme (BTP). The report also contains a
recommendation to procure website integration software
as part of the Programme of IT foundation projects.
The initial work required in the Programme is well under
way. The standardised printing project has been
completed on budget and ahead of schedule. A number
of IT infrastructure improvements have been completed
which will deliver the foundation for a step-change
improvement for remote working.
There are delays to the website replacement project
which have been caused by difficulties in recruiting to
the vacant Web Designer and Web Developer posts.
Alternative ways of providing the staff resource for the
project are being explored.
Other projects and workstreams are progressing well
and are broadly on target and the Business Process
Review will commence in planning during early 2015.
The timelines, expected outcomes and anticipated costs
for the various workstreams are identified within the
report.
The report was examined at Overview and Scrutiny
Committee on 10 December and the Committee’s
comments have now been built into the report.
Conclusion
The Business Transformation Programme business
model remains viable and is on track to deliver as
planned.
Recommendations
1) That Cabinet notes the progress made on the
Business Transformation Programme.
2) That £82,000 is released from the Programme
budget for the procurement of website integration
software and that authority is given to the s151
officer and the relevant Corporate Director to
complete the tender process and sign the necessary
user agreements with the successful supplier.
Reasons for
Recommendations:
1) To provide appropriate governance and oversight of
the Business Transformation Programme.
2) To allow procurement of software to link the website
with back office software.
21
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)
Ward(s) affected
Cllr G Williams
Cllr R Oliver
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 in the Business Transformation Programme
(BTP) that Cabinet approved in October 2013, it was identified that six
monthly progress reports would be submitted to Cabinet, along with
updates on the workstreams within the programme as these were
developed. This is the second of those updates and, at the request of
the Portfolio Members, the report has been pre-scrutinised by the
Overview and Scrutiny Committee. The Committee’s comments have
been covered in this report.
1.2
In general terms, the Programme set out to deliver a range of IT
foundation projects, on which later transformational changes 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
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
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.
1.4
During this year, three such reports have been brought forward and
Cabinet approved the release of financial resources for work to deliver
Unified Communications (this having developed from the original
Telephony project), Website Enhancement and Standardised Printing.
1.5
Since the last update in mid-2014, the Standardised Printing project
has been completed. All users at the Council offices now have access
to standardised, up to date, cost effective and environmentally friendly
printing, document scanning and copying facilities.
1.6
A new project has recently been added to the plan; the Corporate
Geographical Information System (GIS), as it was accepted that this
project needed to become corporately led, as part of the Business
22
Transformation Programme, as opposed to being service led in
Planning.
1.7
Additionally, several improvements to the IT network have been
progressed and, when fully commissioned in early 2015, these will
significantly improve access for remote users, to Council information
and systems.
2.
Current Position
2.1
Since the last update, officers have been primarily focussed on
implementing the Corporate Printing Solution and new mobile devices,
preparing for the deployment of the Unified Communications Pilot and
moving forward improvements to the IT network, required to support
enhanced mobile computing and data security.
2.2
In terms of projects, the Corporate Printing project has been completed
and the corporate Geographical Information System (GIS) project
added, which will allow many types of information to be displayed,
superimposed on maps and aerial/satellite imagery.
2.3
The new mobile phone contract is in place and all staff with a mobile
role have received smartphones provided as a part of the contract. All
these staff now have “Always On” access to e-mail and calendar
wherever they are working. Further facilities will be incrementally added
to improve efficiency for mobile and remote workers as future elements
of the Programme are implemented.
2.4
A number of improvements to the IT network infrastructure have been
implemented which, when fully integrated, will provide significantly
better access to information and systems for remote users. One of the
initial improvements will be to allow files to be accessed from shared
drives and the intranet to be viewed from Members’ tablet computers.
2.5
Delivery of the Web Presence Project has, following good initial
progress, slowed significantly. We have been unable to recruit to either
the Web Developer post approved by Cabinet in June or to the existing
Web Designer vacancy following the resignation of a member of the
Web Team.
Other methods of staffing this project are being considered to deliver
this fundamental part of the Programme and are covered in the Risks
section below.
2.6
Customer Services are now managing the inbound Social Media
channels, “Twitter” and “Facebook” and are co-ordinating responses to
received messages. The Communications Team retains an oversight
role and is managing Council generated Twitter traffic and responses
that are more complex in nature. Other social media channels will be
added (e.g. Pinterest, Whatsapp) as they are required in the future.
2.7
In order to ensure understanding, support and buy-in across the
Council as it is rolled out, a Communications
Plan for the Programme
23
has been developed. The repository for Business Transformation
documentation and information has been created on the Intranet. This
is being populated with all existing information and regularly. In
addition, notable events will be “blogged” and covered in both
Members’ and staff briefings.
As individual projects commence, key messages will be developed, to
ensure a common understanding across all those affected by any
change.
2.8
The IT Service Plan and day-to-day activities have been aligned to
ensure a joined up approach between the Programme and the IT work
plan which will contribute to it.
2.9
In addition to the IT based work, the first stages of the service level
business process reviews are also now starting. With the restructure
ongoing in the Planning service and the obvious efficiencies to be
gained in this key area of work, it was agreed that the key Planning
processes will be reviewed first, in early 2015.
It will be essential that external support is brought in to facilitate the
reviews, as originally provided for within the Programme plan. A
specification for a framework style contract for external support for this
review is being developed, a key feature of which, will be to take a
consistent methodology and any learning forward into other service
reviews across the Council.
3.
Project Updates
3.1
The projects detailed at Appendix C 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.
3.2
Also appended is the Business Transformation monitoring position which
shows actual spend to date against projected spend.
4.
Procurement
4.1
Overall procurement activities will be controlled and co-ordinated to
ensure value for money on all expenditure across the Programme.
4.2
Goods and services will be procured in accordance with the existing
NNDC Procurement protocols
4.3
In line with central government directives, Open Source (ie with no
licensing costs) solutions and components will be actively considered
for all elements of the Programme and only where the core
24
requirements cannot be met, will proprietary software and systems be
considered.
4.4
Procurement will be executed using existing, approved framework
contracts wherever possible. For example, the recent procurement of
unified communications software was executed as an extension to the
range of Microsoft products we access through the national Public
Sector Agreement with Microsoft. This gives the Council a price based
on national level procurement.
5
Website Integration Software
5.1
A key part of the Business Transformation Programme is the ability for
the Council’s website to be integrated with back office, service based
software. This will enable customers to transact business with the
council directly and more easily, via the website, with the relevant data
not having to be re-keyed into the relevant back office systems.
5.2
In turn, this improved customer service will reduce our costs, as
customers will be able to able to use a cheaper communications
channel; ie the website, instead of more expensive, mediated channels
such as post, or telephone. Such savings are fundamental to the
original business plan for the Programme.
5.3
For this to be enabled, we need both to update the website and to
provide the software to link back into our various service based
software. Both of these items are key features of the Business
Transformation programme and have appropriate budgets allocated
within the financial plan for the Programme. The website improvement
is ongoing, albeit more slowly than planned due to recruitment issues.
5.4
We do not currently have this foundation software to allow the required
integration to happen and we therefore need to procure it. As part of
the initial procurement process, Officers have undertaken a range of
soft market testing with suppliers and have contacted other Councils to
ensure the software works in practice. Locally, this has included both
Norwich and South Norfolk Councils and officers have recently seen at
first hand, what is now the preferred software, in use very successfully
at Norwich City Council. In short, the concept has been proven to work
in a Council environment.
5.5
Having discussed our needs with potential suppliers, the software can
be sourced from within a public sector framework contract and is based
on Microsoft languages and techniques, which match well to our other
foundation software. There are minor licence fee increases which will
be contained within the current IT budget. The estimated cost for the
software and first year licence is £34,000. It is also possible to package
user licences for a further four years at £48,000, giving an estimated
total of £82,000.
5.6
It is proposed that this sum will be funded from within the Website
Enhancement and Customer Information budget areas of the
programme.
25
5.7
Because of the value of the potential software and licence contract,
there is a need to obtain three tenders for their supply, a
specification for which has been developed.
5.8
Assuming Members’ approval for this proposal, it is further proposed
that authority is given to the s151 officer and the relevant Corporate
Director to complete the tender process and sign the necessary user
agreements with the successful supplier.
6
Financial Implications and Risks
6.1
Financial Implications
6.1.1 In setting up the BT Programme, it was agreed that as work-plans are
further developed and requirements and costs clarified, these would
be submitted for Cabinet approval.
6.1.2 To date three such approvals have been received:

September 2014: Standardised Printing - £60,000 capital funding
for the procurement of Multi-Functional Devices.

June 2014: Website Infrastructure Refresh - £45,000 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
procurement
of
replacement
Telephony
and
Communications.
for the
Unified
6.1.3 At this stage, the Programme is not sufficiently advanced to produce
significant financial benefits; indeed the required financial savings were
not phased in until year two of the project, as the various technological
changes are made and service changes start to be implemented.
These savings will be captured and reported to members, both through
the budget monitoring process and Business Transformation updates.
6.2
Risks
6.2.1 The Programme funding estimates were calculated some time ago
against the likely business requirements and estimated technology
costs at the time. Current indications are, that the full range of required
outcomes can still be achieved within the approved Programme
budget. However, should business requirements alter significantly over
the period of the Programme, as a result of external legislative or other
influences, there is a risk to programme timescales and or costs.
The effects of such change will be managed by change control
processes, which will assess the impact on the Programme/project of
all such external influences and26allow subsequent changes to be made
to the work plan. Any changes which significantly affect the Programme
outcomes will be referred to Members.
6.2.2 There is a clear risk in our ability to recruit specialist technical staff,
mainly due to our location. Recruitment to posts for some technical
staff may therefore take an extended time, with associated implications
for planned project timescales.
This will be mitigated by adopting a flexible approach to securing
appropriately skilled resources from a range of internal and third party
sources. A variety of approaches to secure the necessary skills and
expertise will be explored, including the following options:



buying in consultancy services, wherever possible including in
contracts, 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 at the UEA
6.2.3 As the Business Transformation Programme is based upon rapidly
evolving technology, there is a risk that the programme fails to deliver
the planned outcomes. In order to mitigate this, the Programme will be
managed using standard governance and programme/project
management tools and techniques. This will include the tracking of the
potential benefits and risks, through the life of each project, right
through to delivery.
6.2.4 There is also a risk of users’ resistance to change, thus reducing the
potential benefits of the programme. However, on the basis of more
and more business being done via digital means in all areas of life, this
risk is believed to be a relatively low.
This risk will be mitigated through good communication to ensure buyin and engagement, along with appropriate training, development and
support for all users.
An initial Communication Plan was brought forward during summer
2014 and continues to be developed, to ensure regular updates within
the Council and where required information for service users.
The Member Development Group will lead on the training and
information requirements for elected members, with specific input
already being planned for immediately after the 2015 elections around
technology use.
For customers, this will be more through longer term communication,
with emphasis on channel shift to less expensive channels of
interaction, as these become available.
For our staff, there will be a wider skills development programme,
linked to both general competency and service specific requirements.
27
7
Conclusion
The Business Transformation Programme business model remains
viable and, subject to the identified risks being addressed, is on track to
deliver as planned.
8
Equality and Diversity
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.
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.
9
Section 17 Crime and Disorder considerations
There are no section 17 implications arising from the report.
10
Conclusion
The Business Transformation Programme business models remains
viable and is on track to deliver as planned.
28
Appendix C
Ref
1
Title
Unified
Communications
Outcomes
Update
Key Dates
Will deliver a Council
wide fully integrated
solution allowing
Officers and Members
to communicate
effectively and
efficiently using:
 Telephony
 Video
Conferencing
 Instant Messaging
 Document Sharing
A fully costed solution design has
been produced in conjunction with a
consultancy specialising in Microsoft
Lync. Because of our existing
software agreement with Microsoft,
adding the licences needed for
Unified Communications (UC) is an
extremely cost effective way to
provide the required infrastructure.
The formal project has been initiated
with Kate Wilson, Network Manager,
becoming project manager.
A specialist third party company
have been commissioned to deploy
the Microsoft Lync Unified
Communications, as a pilot, within
the Council. This is expected to be
available to users of the pilot in midDecember. Key stakeholders and
service teams will evaluate the
product to ensure it meets their
business needs and to identify the
optimum configuration of the system
for their processes. The pilot will
include all of the significant technical
capabilities of the latest version of
the software.
29
Pilot:
Jan 2015
Commence
Rollout:
Mar 2015
Completion:
Jul 2015
Project
Manager
Original
Capital
Estimate
Cabinet
Approval
Expenditure
To Date
Kate
Wilson
£100,000
£100,000
£5,000
Ref
2
Title
Outcomes
Update
Key Dates
Council Document
Management
System
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.
During the detailed costing exercise
and solution design for Unified
Communications, it has become
clear that a document management
solution based upon Microsoft
SharePoint will provide significant
functional and cost benefits. This is
because much of the software
licencing requirement for SharePoint
is included in the Licenses procured
for the deployment of Lync.
This has resulted in a minor delay in
the project, however this is regarded
as prudent in light of the potential
reduction in the costs identified.
A test environment has been
installed and is being evaluated to
ensure this will meet the
requirements of the BTP.
This will mean that the pilot
deployment to trial service users will
occur in early January 2015.
30
Development
Environment:
Dec 2014
Live
Environment:
Jan 2015
Rollout (Ongoing from):
Mar 2015
Project
Manager
Original
Capital
Estimate
Cabinet
Approval
Expenditure
To Date
TBC
This was not
included as a
specific
project in the
original plan
but has
evolved
following the
confirmation
of Microsoft
Lync as the
preferred UC
platform.
As such, a
budget has
not yet been
assigned.
£0
£0
Ref
3
Title
Electronic
Document and
Workflow
Management
Outcomes
Update
We will migrate, as far
as practicable, all
paper based activities
to use the Council
Document
Management System
for record and
workflow optimisation.
Transition will be
prioritised to deliver
maximum benefits.
An initial survey of significant
business processes has
commenced and this will inform the
prioritised list of processes to be reengineered. For operational
reasons, a pilot review of the
Development Control processes has
commenced ahead of the general
prioritisation of work.
In support of this the BPR of the
Development Control work-stream
has commenced, with the first step
being to identify and procure
external specialist assistance to
facilitate this. A deliverable from this
work-stream will be a template for
the BPR process which can be reused in other service areas and
processes.
Because of the upcoming elections,
the Individual Electoral Registration
(IER) process re-engineering has
been re-scheduled for July 2015
The Information Asset Register, a
list of all corporate information
stores, is largely complete and will
be published to the Intranet as soon
as it has been collated and
analysed. It will then be used to
improve the efficiency and accuracy
of the management and use of
shared information which is used in
more than one system or process.
Prioritised List of initial
processes to be reengineered
Planning process
re-engineered
Other Processes reengineering
31
Key Dates
Project
Manager
Original
Capital
Estimate
Cabinet
Approval
Expenditure
To Date
Prioritised list
of initial
processes:
Nov 2014
TBC but
expected
to be split
between
service
processes
and IT, so
will
change
with
service.
£180,000
£0
£0
Planning
process reengineered:
Mar 2015
Other
Processes reengineered:
(On-going
from) Jul 2015
Ref
4
Title
Mobility
Outcomes
Update
Key Dates
Project
Manager
Original
Capital
Estimate
Cabinet
Approval
Expenditure
To Date
We will integrate
existing and future
mobile devices into the
systems and
infrastructure used
within the rest of the
council including:
Access to the Intranet
Access to the
Document
Management System
Access to Unified
Communications
Field Worker Access
to back office systems
During this period, the Council’s
network and security infrastructure
has been upgraded to ensure
continued protection from
unauthorised access to its systems
and data, whilst improving the
facilities available when working
remotely. By the end of the year, the
equipment will be fully configured
and will deliver remote access to
shared data and the intranet from
Council mobile devices.
The mobile phone contract has now
been re-let which has also provided
all council mobile users to access email and calendars the intranet,
shortly access to the intranet and
line of business systems will also
become available
Currently there is not a formal
project team for this work as it
consists of a number of IT technical
workstreams. It is anticipated that
we will move to a formal Project
Management environment with
service users once the foundation
technology components are
established, to enable services to
take advantage of mobile working
solutions.
Initial
Infrastructure:
Dec 2014
Kate
Wilson
£80,000
£0
£0
32
User Access:
Jan 2015
Field Worker
Systems:
(On-going
from)Jun 2015
Ref
Title
Outcomes
Update
Following Cabinet approval of
funding for the procurement of
standard multi-function devices, the
contract was been awarded for the
supply and maintenance of 11
Samsung combined
Printer/Scanner/Copier or MultiFunction-Devices (MFDs).
The IT team, supported by
Samsung engineers, have deployed
the printers on budget and ahead of
schedule to key locations within the
Council offices.
Printing costs and volumes will now
be centrally monitored to ensure the
savings and environmental
improvements are delivered.
Market assessment and
requirements gathering have
commenced to identify a short list of
potential solutions for evaluation by
key stakeholders.
5
Printing
We will implement a
fully integrated
printing, scanning,
copying and fax
system, which will
contribute to efficiency
and the green IT
agenda by actively
driving down the use
of paper and reducing
the cost of the printing
that remains.
6
Management
Information
We will commission
software and systems
which provides
personalised, up to
date management and
performance
information as a
business “dashboard”
which is configured to
the requirements of
the user’s role.
Key Dates
33
Project
Manager
Project
Complete
Nov 2014
Terry
Rayner
Pilot:
Jun 2015
TBC
Original
Capital
Estimate
£40,000
Cabinet
Approval
Expenditure
To Date
£60,000
£54,000
£50,000
£0
£0
Ref
7
Title
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.
Good initial progress in migrating to
Drupal software has been
interrupted by staff resourcing
issues within the teams (IT and
Communications) progressing this
project.
Consequently, there will need to be
a realignment of project timescales
and deliverables to reflect the
slower progress caused by the
delay in obtaining appropriate staff
resources. Key dates will be
updated once we have resolved the
recruitment issues.
To mitigate the effects of the staff
resource issues, alternative
development and support resources
continue to be explored which will
deliver specific technical capability
and capacity in a flexible, affordable
manner. Officers are working closely
to identify solutions to the long term
resourcing of the website, intranet
and other web technology.
Port of existing
intranet to new
CMS:
Nov 2014
Helen
Mitchell
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
34
Integration of
Social Media:
Feb 2015
Rollout of
webforms:
(ongoing from)
Mar 2015
New Intranet:
Jun 2015
Citizen User
accounts:
Sep 2015
Original
Capital
Estimate
£145,000
Cabinet
Approval
Expenditure
To Date
£74,500
£2,000
Ref
8
Title
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.
The project has been formally
initiated with David Williams,
Customer Services Manager,
becoming project manager.
Options for technology to support
this facility which are compatible
with the Lync telephony system are
being identified to provide a shortlist
of solutions for assessment by
Customer Services and other
stakeholders.
The objective is to procure a value
for money technology platform
which is highly functional and which
will address the current needs of the
Council but which can be
incrementally expanded and
enhanced as the needs change in
the future.
To inform the product selection and
to measure the improvement in
performance of our customer
interactions, we will establish an
initial set of performance indicators,
which will be reported on frequently.
The initial scope will cover only the
interactions managed within
Customer Services and the extent of
the performance monitoring will be
expanded as business processes
are re-engineered
A critical factor in the solution
selection process will therefore be
the ability to provide detailed,
real-time, performance and
management information.
Contact Centre system
deployed (initial
functionality pilot only)
Website Integrated
with Contact Centre
Social Media
Integration
Back Office Systems
Activity Integration
Key Dates
35
Pilot:
Feb 2015
Website &
Social Media
Integration:
Jun 2015
Back Office
Integration:
(On-going
from) Jul 2015
Project
Manager
Original
Capital
Estimate
Cabinet
Approval
Expenditure
To Date
David
Williams
£110,000
£0
£0
Ref
9
Title
Outcomes
Update
Key Dates
Corporate
Geographical
Information System
(GIS)
We will deliver an easy
to use, Council-wide
Geographical
Information System for
use by members of the
public, Council
employees and
partners.
An effective, end user Corporate
GIS system, which represents data
in relation to its real-world location
and surroundings, is a strategic
component of a transformational IT
infrastructure. This project is to
develop the current, service specific,
use of GIS systems into a single
internal and public facing Corporate
GIS capable of displaying any
information in a simple, easy to use
and understandable map based
format.
It is anticipated that any funding
required to deliver this project will be
provided from savings achieved in
other areas of the programme.
TOTAL
36
Project
Manager
Original
Capital
Estimate
Cabinet
Approval
Expenditure
To Date
Jane
Hodges
Not included
in the original
programme.
Requirement
of £20,000
now
identified in
the BTP as
project has
moved from
Planning to a
Corporate
lead.
£0
£0
£705,000
£234,500
Appendix D
Business Transformation - Monitoring Position
Theme
Detail
Original Cost
Projects
as per
approved to Move-ments
Business Case
date
(Nov '14)
2014/15 Actual to
Nov 14
Updated
Budget
2014/15 2015/16 2016/17 2017/18 Projection Projection Projection Projection
Year 1
Year 2
Year 3
Forecast
Yrs 1-4
Year 4
REVENUE
1
Unified Comms
(Telephony)
2
EDMS and
Electronic
3
IT Infrastructure
4 Web Services
5
Customer
Information
Procurement Costs
Software and Hardware Maintenance
NOT YET COMMENCED Workflow and
EDMS Software Maintenance
10,000
20,000
10,000
0
10,000
0
10,000
10,000
33,000
12,000
45,000
30,000
45,000
0
0
74,000
0
74,000
0
9,250
37,000
27,750
0
0
11,000
11,000
100,000
IT Support - Netwk Mgt
Mgt Information system annual software costs
Mobility devices Software - annual costs
33,000
16,000
54,000
Software Maintenance - E-forms software
33,750
Web Post in IT/ Applications
165,000
Software Maintenance - new
content mgt Intergration software
22,500
112,500
3rd Party tech'l expertise for web - Budget in Capital - some
might be revenue
0
Web Resource - migration
0
0
0
74,000
0
2,750
8,250
11,000
NOT YET COMMENCED
Customer Solution - Software
45,000
0
30,000
maintenance
Head of Business Transformation (implementation)
Business Change
6 and
Transformation
100,000
100,000
BTSupport/Customer Services Manager
BPR - External support
20,000
20,000
BT Costs - balance of orig £100k
Sub Total REVENUE
716,750
237,000
-100,000
0
0
0
45,000
45,000
16,210
33,750
11,250
0
20,000
0
20,000
0
32,000
32,000
0
32,000
0
237,000
46,210
152,750
0
M:\Accountancy\Shared Information\Business Transformation\Programme - Monitoring Cabinet Apx Jan 15 Project Costs Monitoring
37
0
0
0
45,000
0
0
20,000
32,000
56,500
27,750
0
237,000
0
18/12/2014
Appendix D
Business Transformation - Monitoring Position
Theme
Detail
Original Cost
Projects
as per
approved to Move-ments
Business Case
date
(Nov '14)
Updated
Budget
2014/15 Actual to
Nov 14
2014/15 2015/16 2016/17 2017/18 Projection Projection Projection Projection
Year 1
Year 2
Year 3
Forecast
Yrs 1-4
Year 4
CAPITAL
1
2
3
4
5
Telephony
Phone Equipment/system
Customer Contact Centre
VOIP and Customer Contact Centre implementation
including consultancy
NOT YET COMMENCED
EDMS and
EDMS - Licences
Electronic Workflow Viewer Licences
Back Scanning
IT Infrastructure
90,000
90,000
4,970
90,000
90,000
30,000
0
100,000
20,000
60,000
Mgt Info - software
Mgt Info - consultancy/implementation of solution
Multifunctional Devices
New Print solution - Mobility Software
40,000
10,000
40,000
80,000
E-forms software
Personalised web portal
New Content Mgt
10,000
15,000
30,000
3rd Party technical expertise and procurement of IT
infrastructure (Website development consultancy)
Web Services &
Web Applications Training - implementation of new web software
Integration software
Customer
Information
90,000
30,000
15,000
60,000
60,000
51,805
60,000
60,000
0
37,500
0
37,500
0
37,500
37,500
5,000
30,000
Line of Business API's - Application Programming interface
30,000
Consultance for system integration software
10,000
0
NOT YET COMMENCED
Customer Solution Software
40,000
Customer Solution Implementation including external fees
10,000
6 Business Change
NO CAPITAL SPECIFIED
and Transformation
Sub Total CAPITAL
TOTAL PROGRAMME - REVENUE AND CAPITAL
0
0
0
695,000
187,500
0
187,500
56,775
187,500
0
0
0
187,500
1,411,750
424,500
0
424,500
102,985
340,250
56,500
27,750
0
424,500
M:\Accountancy\Shared Information\Business Transformation\Programme - Monitoring Cabinet Apx Jan 15 Project Costs Monitoring
38
18/12/2014
Agenda Item No___12_________
TOURIST INFORMATION CENTRE AND STATION APPROACH PUBLIC
CONVENIENCES, SHERINGHAM – PROPOSAL FROM NORTH NORFOLK
RAILWAY
Summary:
This report follows on from the previous Cabinet report
presented to Cabinet on 6 October 2014 regarding the
Localism Act Expression of Interest received from North
Norfolk Railway PLC (NNR) to provide and manage the
Sheringham Tourist Information Centre (TIC) and public
conveniences at Station Approach, Sheringham.
The report recommended that this opportunity was
advertised and tendered to establish if there was any
further interest in provision of these services. This
process has now been completed, with only one tender
being received, from the NNR, thus allowing the Council
to negotiate an agreement under the provisions of the
Localism Act.
Analysis of the proposals received indicates that, in
return for a capital investment, annual revenue savings
could be achieved if the services and relevant property
were to be transferred to the NNR. However, the
proposal is dependent on a successful Coastal
Communities Grant bid by the NNR for £450,000 which
is due to be determined in February 2015.
Options considered:
The Council could continue to run the services itself or
to discontinue all or part of them. Alternatively these
services could be transferred to the NNR, as per their
proposals detailed within the report.
Conclusions:
A formal tender process has been completed following
the receipt of a Localism Act compliant, Expression of
Interest from the NNR to provide and manage the
Sheringham TIC and public conveniences at Station
Approach, Sheringham.
The proposal from the NNR shows a potential annual
revenue saving, subject to an initial capital contribution.
There is also the potential for service enhancements
through additional opening hours in relation to the TIC,
along with the opportunity to provide new public
conveniences. This would also save the Council having
to invest money to improve these facilities.
Recommendations:
It is recommended that Cabinet:
1) Agrees in principle to the transfer of the TIC and
public conveniences, as detailed within the report,
to the NNR.
Sheringham TIC Cabinet report
39
2) Delegates authority to the relevant Corporate
Director and s151 Officer, after discussion with the
Portfolio holder for Assets, to finalise negotiations
and prepare and sign the necessary contractual
documents with the NNR regarding the transfer of
the services.
3) Recommends to Full Council, as part of the
budget setting process:
a) provision of a capital budget, to allow the
transfer of services to progress, to be funded by
capital resources
b) an additional one off revenue budget of £6,150 to
cover
provision
of
temporary
public
convenience facilities and signage, to be funded
from the Invest to Save Reserve
4) That any additional costs relating to staffing are
also met from the Invest to Save Reserve
Reasons for
Recommendations:
To finalise the proposals received following the tender
process.
To provide for the relevant property, financial and
service contracts to be developed, thus ensuring
security of the Council’s position.
To allow for the relevant budgetary decisions to be
made regarding the future provision of the services
being considered.
Cabinet Member(s)
Cllr Rhodri Oliver (Assets)
Ward(s) affected
Sheringham (both wards)
Cllr Glyn Williams
(Customer Service)
Contact Officers, telephone number and email:
Duncan Ellis 01263 516330 Duncan.ellis@north-norfolk.gov.uk
Nick Baker 01263 516221 Nick.baker@north-norfolk.gov.uk
1.
Introduction
1.1
This report follows on from the previous Cabinet report presented to Members
on 6 October 2014 regarding the Localism Act compliant, Expression of
Interest (EOI) received from North Norfolk Railway PLC (NNR) to provide and
manage the Sheringham Tourist Information Centre (TIC) and public
conveniences at Station Approach, Sheringham.
1.2
The report recommended that this opportunity was advertised and tendered to
establish if there was any further interest in provision of these services. This
process has now been completed, with one tender being received, from the
Sheringham TIC Cabinet report
40
NNR, which allows the Council to negotiate an agreement under the terms of
the Localism Act.
1.3
The tender has been evaluated and this report considers the proposals put
forward by the NNR in relation to both the TIC service and provision of the
public conveniences.
2.
The Proposal
2.1
The NNR’s proposal is predicated on their obtaining Coastal Communities
Funding (CCF) of £450,000 for a wider development of the North Norfolk
Railway offer. The NNR has got through to the second stage of the funding
process and already has approval from Planning (July 2014) and Building
Control (October 2014) for the proposed development of the Sheringham
station site.
2.2
The final decision in relation to the CCF funding is due to be made during
February 2015. If this funding is not approved, then the NNR would not be
able to progress the proposal. However, it is felt that any Council support for
this proposal, which in effect provides match funding, would add significant
further support to the CCF bid.
2.3
The development approved would involve the NNR demolishing the existing
toilets and TIC and then rebuilding on most of the site and a small piece of
railway land, a new shop, office, TIC and toilet facility. This would allow better
use of the existing railway buildings and would provide the NNR the future
ability to improve the locomotive turn around area at the eastern end of the
station.
2.4
The proposal as detailed, would see the NNR then running the TIC and the
public conveniences from 2016/17, with a contractually binding Service Level
Agreement with the Council to provide for minimum opening hours and any
other operational standards required. In return, the Council would provide a
capital contribution and transfer the current TIC/toilet site to the NNR.
2.5
The SLA would cover provision of the TIC services for 5 years and provision
of the public conveniences for 10 years and would be subject to a review after
3 years.
2.6
The proposal recognises that the NNR has a special place within the tourism
offer in the District and suggests that the operation of the TIC within the NNR
building would be mutually beneficial for both the NNR and the wider tourism
economy.
3.
Operational considerations
Tourist Information Centre (TIC)
3.1
The Sheringham TIC currently opens between April and October. The NNR
proposal would potentially enable this service to be provided throughout the
year, as it could be operated by railway staff outside of the main season as
part of operating the shop, which would be co-located with the TIC under the
new development proposals.
Sheringham TIC Cabinet report
41
3.2
The extended operation of the TIC goes beyond the Council’s current
requirements and would not be a pre-requisite of the transfer. There are
however, benefits to the NNR of continuing to operate the service throughout
the year so it is likely the transfer would result in an enhanced service offer.
3.3
There are TUPE implications relating to this service transfer, depending and
these have been allowed for within the financial notes in the appendix. Our
staff have been kept aware of the discussions taking place and will be fully
consulted on the proposal.
3.4
As one of the district’s largest tourism attractions, the NNR’s involvement with
local tourism is already well established. NNR is a member of the local
Chamber of trade with the General Manager sitting on its Committee and also
has close links with the Town Council and other local partners. The NNR
already have experience of running similar customer facilities, including a
café, shop and ticketing operations, and it is felt that this experience could be
very positively extended to the provision of the TIC services.
Public Conveniences
3.5
The proposal in relation to the provision of public conveniences would match
the Council’s current provision, with facilities being provided between 9am
and 8pm between March and October and between 9am and 5pm from
November and February. This will be subject to further discussions and it is
likely that extended opening hours will be provided for special, one-off events,
which currently require additional opening arrangements.
3.6
Again, the NNR has experience of operating public conveniences at their
stations at both Weybourne and Holt. The proposal would see them take over
responsibility for opening, closing and cleaning of the facilities, so this service
would be transferred from the Kier contract.
4.
Redevelopment Proposals and Property Issues
4.1
The proposal is based on the demolition of the existing TIC/Toilet building and
building of new facilities, largely on the footprint of the current building. This
redeveloped structure would incorporate, not only a new TIC and public
conveniences, but also a shop and office for NNR use.
4.2
A 2013 valuation, undertaken by the District Valuer valued the Council’s land
at £35,000. The NNR have requested that this land is transferred to them at a
nominal cost to enable the redevelopment of the building.
4.2
Demolition of the current buildings is provisionally programmed for October
2015, at the end of the summer season, with the new facilities likely to be
operational from April 2016. Provision of services due to overrun on works
would become the liability of the NNR by way of contractual agreement and
staged payment.
4.3
The TIC would normally be closed during this period so there will be no
service impact in relation to this. However, additional budget provision will be
required to provide temporary public conveniences during the redevelopment
works. Initial cost estimates for these units have been sought and, for a 6
month period, would total £6,150. Consideration needs to be given as to
Sheringham TIC Cabinet report
42
where these temporary facilities would be housed, although at present the
preferred option is on the northern edge of the Station Approach Car Park.
4.5
In addition, it is recognised that, partly because of their original design and
partly through having some of the highest usage in the district, these public
convenience facilities are now in need of significant improvement. The
current Asset Management Plan identifies a full refurbishment of the building
at an estimated cost of £150,000. Even if these plans were to be significantly
scaled back it is estimated that improvement costs for the public convenience
facilities would cost at least £50,000 and the potential transfer would thus
remove the need to incur this expenditure.
5.
Conclusion
5.1
Following receipt of a Localism Act compliant Expression of Interest, a single
detailed tender proposal has now been received from the NNR. The proposal
details the transfer of the TIC service and public conveniences and the
redevelopment of the current building.
5.2
If accepted, the proposals provide a number of benefits to the Council
including the following;





5.3
Similarly the proposals have a number of benefits for the NNR including the
following;






5.4
Extension of the TIC operation to 12 months of the year
Newly redeveloped TIC and public convenience facilities
Improved synergies with the railway operation and tourism sector
Annual revenue savings
The removal of a significant liability for required capital improvement
works
A new facility to house the NNR’s book and gift shop
Better use of existing Railway buildings including the ability to enlarge
the buffet area on the platform, increasing turnover by an estimated
20%
Any funding from the Council will be used as match funding to help
leverage the Coastal Communities Grant
Provision of new public convenience facilities for customers and staff
(the latter being a statutory requirement) costed by NNR at £40,000£50,000
Future ability to improve the locomotive turn around area at the
eastern end of the station, thus increasing capacity of trains and fare
income
New shop development with a 31% increase in turnover anticipated
Although the overall proposal appears sound, and beneficial to both Council
and the NNR, there are a number of details and contractual documents still to
be negotiated and finalised. It is suggested that initial approval in principle is
given for the tendered proposal, with delegated authority given to officers, to
allow for the necessary negotiation and legal contracts being drafted. Such
approval would also give the NNR a better chance of obtaining the Coastal
Communities Fund grant, which is essential for this proposal to move forward.
Sheringham TIC Cabinet report
43
6
Financial Implications and Risks
6.1
The NNR financial and property proposal is summarised below and allows for
the operation of the TIC for a period of 5 years and the public conveniences
for 10 years. The current direct annual running costs of the two facilities are
approximately £42,000 per annum, with £36,000 of this relating to the TIC
and £6,000 relating to the public conveniences. Discussions with Portfolio
holders have indicated the need to try and maximise revenue savings from
any potential transfer.
6.2
The NNR proposal seeks a freehold transfer of the land, which has been
independently valued at £35,000, along with a one-off, upfront capital
contribution towards the cost of rebuilding the facilities. It should be noted,
that capital refurbishment costs of at least £50,000 are anticipated in future
years, which would not be incurred if the facilities were to be transferred.
Further details of the costs and savings are contained within the exempt
appendix.
6.3
Based on the current revenue budget costs for the facilities of £42,000, the
saving over the next 5 years (excluding inflation) would be £210,000. The
savings are anticipated with effect from April 2016, once the construction of
the new facility is completed.
6.4
There are TUPE implications in relation to this proposed transfer of service,
and the Council’s estimated costs of this have been allowed for and are
contained within the exempt financial appendix. It is proposed these are met
from the Invest to Save Reserve.
6.5
There is also the risk that the NNR cannot complete the build and or do not
provide the required facilities. It is proposed that this will be mitigated by a
staged payment arrangement in terms of transferring the Council’s capital
contribution, initially protecting the Council’s freehold position on the land,
until the facilities are provided, and thereafter via an overage clause to
prevent other uses.
6.6
As discussed above, temporary public convenience facilities would need to
be provided to cover the duration of the redevelopment works. Provision of 6
units for a period of six months would cost in the region of £6,150 and a oneoff revenue budget, again from the Invest to Save Reserve, needs to be
included to cover this.
Other Risks
6.7
In terms of other risks, there is understandable local sensitivity and a residual
reputational risk that the facilities may not be able to be run as well by the
NNR as they are by the Council. In order to protect the Council’s position, the
provision of the TIC and public toilets by NNR will be the subject of a
contractually binding Service Level Agreement.
6.8
The property risks related to the asset transfer will be managed via the
production of appropriate legal agreements, with the asset transfer being
undertaken in accordance with the Council’s Asset Transfer Policy.
6.9
There is a risk that the construction works for the new building will experience
delays which would potentially impact on the ability for the TIC to operate and
Sheringham TIC Cabinet report
44
lead to increased use of temporary facilities for public conveniences, resulting
in additional costs and a reputational risk. Again, the liability for providing
additional facilities to cover such delays can be transferred contractually to
the NNR. It is felt however that six months should be sufficient to start and
finish these works, so the risk is considered low.
7
Sustainability
7.1
There are no sustainability issues arising from this report.
8
Equality and Diversity
8.1
The only Equality and Diversity issue arising will be the accessibility
requirements of any new facility and these will be covered in the Building
Regulation approval for the development.
9
Section 17 Crime and Disorder considerations
9.1
Again, any new building design will be expected to cover these points.
Sheringham TIC Cabinet report
45