HAPPISBURGH CLIFTOP ENHANCEMENT
PROJECT INITIATION DOCUMENT
North Norfolk Pathfinder Programme
2010
CONTENTS
1.
Pathfinder Background
2.
Introduction
3.
Scope and overall approach
4.
Project organisation
5.
Project timescales
6.
Project constraints
7.
Project controls
8.
Quality plan
9.
Configuration
10. Reports to Defra
11. Appendices
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1.
Pathfinder Background
In late 2004 North Norfolk District Council (NNDC) published the draft Kelling to
Lowestoft Shoreline Management Plan. On much of the frontage it was proposed
that there would be a change from a policy of defence to one of retreat or doing
nothing. While in many respects this move reflected the reality that the North
Norfolk coastline has been eroding for thousands of years, it was nevertheless not
a change the Council and its communities found acceptable without there being
some recognition of the consequences of such a policy change and the need for
help in responding to the issues arising from coastal erosion.
In the period since 2004 the Council has, with others, lobbied strongly for changes
to the proposed arrangements. The outcome was the announcement by
Government as part of the Comprehensive Spending Review 2007 of a Coastal
Change (formerly Adaptation) Fund. This has been coupled with the publication in
June 2009 of a draft Coastal Change Policy.
At the same time as publishing this draft Coastal Change Policy the Government
invited local authorities in whose areas coastal change and management was a
significant issue to bid for funds to trial various approaches to coastal change.
North Norfolk District Council submitted a bid under the Coastal Pathfinder
Programme and was successful in securing £3 million to trial a number of projects.
This project forms part of NNDC’s trial Pathfinder projects.
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2.
Introduction
The Happisburgh cliff top enhancement project forms part of a programme of
Pathfinder projects funded by the Defra Coastal Change Fund. The project has
been allocated £250,00 from North Norfolk District Councils £3million award and
we aim to conclude this project, or at least have allocated all the funds by March
2011.
This project focuses on the village of Happisburgh (which in 2001 had a population
of 1372). This is a village on the top of cliffs where the rate of erosion for some fifty
years leading up to 1999 was drastically reduced by the construction and
maintenance of coastal defences. Behind those defences the village, with its
shops, church and pub thrived from the influx of visitors who came to enjoy the
high quality environment, the local beaches and stayed in the wealth of local
holiday accommodation, including the cliff top caravan park. The village hosts two
of Norfolk’s most famous landmarks (Happisburgh Lighthouse and St Mary’s
Church tower) and the community operated the lifeboat that was launched directly
onto the beach from the cliff top boat house.
From 1999 the combination of a series of decisions and policy changes, coupled
with storm events, led to the loss of the existing sea defences and the removal of
any prospect for their replacement. The direct impacts were the loss of
approximately sixteen chalets (approximately half of which were in permanent
residential use) together with the closure of the café and guest house and the loss
of the beach ramp (providing access for the lifeboat and beach users). The
predictions in the emerging SMP2 show the loss of a further eleven properties up to
2025 as well as the caravan park the lifeboat house, coastguard lookout, public car
park and site of the public toilets (recently demolished). Further houses, the village
pub and the Norman church are predicted to be lost between 2025 and 2105, at
which point the main coast road (providing access to and beyond the village) is
also likely to be lost. Aside from the actual property loss environmental degradation
has resulted from the remains of properties and infrastructure on the cliff top and
redundant (uninhabitable) dwellings close to the cliff edge.
The loss of the lifeboat ramp (the main beach access) in December 2002 was a
turning point for the village. The Council subsequently replaced the ramp with a
suitably designed set of steps (in April 2003) which, although not nearly as
appropriate as the former ramp, was more resilient to coastal change. The lifeboat
was relocated to a nearby launch site (some 2km south east of the original site) in
2003 where a new ramp was constructed jointly by the RNLI in 2009 with a
substantial contribution from NNDC.
Throughout this recent chapter in Happisburgh’s history North Norfolk District
Council has worked closely with the local community (and the Happisburgh based
Coastal Concern Action Group) to ensure that local people are involved in key
decisions.
This project aims to create a buffer of open land along the cliff top. It will provide a
new car park, public conveniences, beach access, cliff top paths and look to secure
new locations for threatened infrastructure.
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3.
Scope and Overall approach
3.1
Programme Aims
This project aims to integrate with the other Happisburgh projects to:
•
To create a buffer of open land along the cliff top
•
To relocate the cliff top car park to a suitable location
•
To provide new public conveniences at the new car park
•
To create a new pedestrian beach access slope
•
To enable the establishment of cliff top paths, where appropriate
3.2
Scope
The project has two main focuses: making physical improvements to the coastal
environment; and providing replacement facilities. It also needs to establish a
mechanism for their ongoing management and maintenance in the long-term.
Identifying alternative sites for the car park and toilets will be linked to the
development of the new pedestrian beach access. The enhancement of the cliff
top environment is closely linked to the removal of the houses and other uses that
straggle along the cliff edge. It needs to consider the future (albeit temporary) use
of the sites of the demolished houses. This project will also have links with the
relocation of Manor Farm Caravan Park, which may provide opportunities for
environmental enhancement and open space uses.
Opportunities to address other issues within this project should also be sought,
such as the possibility of identifying a site for the Happisburgh Coast Guard and
Coastwatch.
3.3
Approach
The project will be lead by the NNDC Coastal Management Team involving the
Parish Council, Happisburgh Pathfinder Liaison Group and any other relevant local
groups required to engage the community, deliver the project and enable future
management of the facilities.
3.4
Outcomes
This project outcomes are around assisting the community of Happisburgh with its
transition, from one which is under stress and has lost its confidence to one which
is resilient and positive about its future. The environmental, social and economic
interventions included in this project but the overall outcomes relate to the vitality
and viability of the whole community. The community’s ownership of the project
interventions will be a key indicator of the project’s success.
The projects key outcomes will be an improved environment the community is
proud of which reflects and enhances the natural coastal beauty of the village. The
village coastal frontage and facilities will attract and cater for visitors to the area
and will reflect the village’s positive aspirations for the future. It will enable greater
access to the beach and provide key facilities to encourage use.
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4.
Project Organisation
4.1
Project Structure
The Project will be delivered within the overall Pathfinder Programme within the
structure outlined below:
PATHFINDER PROJECT BOARD
(Programme management)
REFERENCE GROUP
(Overseeing Project
Development)
PROJECT MANAGEMENT TEAM
(Coastal management Team)
HAPPISBURGH LIASON GROUP
(Overseeing implementation of the Happisburgh
Projects)
4.2
Roles and Responsibilities
The programme Sponsor is Steve Blatch (Strategic Director, Community Services).
The Project Board will be responsible for the overall management of the
Happisburgh Cliff top Enhancement Project.
For information regarding the Project Board, Reference Group and Happisburgh
Liaison Group please view the Programme Initiation Document.
The Project Team will comprise of Rob Young (Coastal Planner), Brian Farrow
(Principle Coastal Engineer) with project management support by Rob Goodliffe
(Programme Manager). Administrative support will be Provided by the Coastal
Team Technical Administrative Assistant Marti Tipper.
The function of the Project Team is to:
• oversee the delivery of the project and provide advice/ideas/input into the
project and identify any challenges, issues, risks, lessons learned and costs;
• ensure that the tasks identified within the project plan are carried out in
accordance with the timetable and costs identified in the project plan;
• ensure the project communication is undertaken as identified in the
Programme Communications Matrix.
• report progress to the Project Board.
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Happisburgh Pathfinder Liaison Group will play a key role in guiding this project by
keeping local people informed, ensuring the project is sensitive to local
circumstances and identifying any issues which may arise.
4.3
Interfaces
All the North Norfolk pathfinder projects have been based on community
involvement and this will be maintained throughout their implementation. The
Communications and Community Engagement Strategy sets out how this will be
achieved (see the Programme Initiation Document).
Throughout the project the Happisburgh Liaison Group will be engaged in the
identification and appraisal of options to enable the final approach to take into
account community needs and opinion.
The table below summarises the communications required for this project as
identified in the Pathfinder Programme communications matrix.
Who will be informed
NNDC Staff
Council Members
Project Board
Project Team (Internal)
Parish Council
Reference Group
Liaison Group
Public
Defra
External government
agencies, authorities, &
professionals
How
The Briefing
Newsletter
Members Bulletin
Coastal Management Board
Newsletter
Meetings
Meetings
Via verbal updates by the
Project team to the parish
Clerk and at meeting
Meetings
Documents and updates from
the Project board
Meetings
Outlook Articles
Pathfinder Newsletter
Press articles
Local newsletter articles
Website
Open days/Workshops
Planning Application
Quarterly Reports
Final Report
Conferences/Events
Meetings
Workshops
Periodicals
Website
Final Report
6
How Often
Monthly
Monthly
At key stages
During scheduled meetings
Monthly
At scheduled meeting or if
required
Weekly
Ongoing verbal reports with
attendance at meeting
when requested.
Minimum once per quarter
As often as required by the
project and the group
Quarterly
Monthly
At key stages
When key information is
required to be disseminated
Updated Weekly
At the start of the project,
and at design stage.
April, July, October 2010,
January 2011
June 2011
As required
Ongoing
June 2011
4.4
Dependencies
The success of this project is dependent on the suite of projects in the Happisburgh
Pathfinder Package.
The layout of the enhancement scheme may be required to incorporate the
properties for purchase and demolition or at least incorporate the plot is a
reclamation and landscaping scheme.
Opportunities will be sought to utilise from the demolition of properties and beach
debris for the construction of the ramp and car park and cliff top enhancement.
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5.
Project Plan
5.1 Project Timetable
The project will progress as outlined in the table below.
1.
3.
2.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
5.2
Task
Develop project approach
Investigate land ownership
Options Appraisal - Investigate local
opinion as to the possible options for the
location of facilities and the use of the land
Develop the overall scheme of work, with
links to other relevant Happisburgh projects
Options Appraisal - Investigate and agree
the potential future ownership and
management of the car park and public
conveniences
Select preferred option
Develop scheme of works and specification
for planning application.
Negotiate for property purchase
Develop specifications/designs for
schemes of work
Apply for planning permission and other
consents
Confirm arrangements for future
management of land and facilities/project
continuity
Complete purchases
Tender for construction/landscaping works
Construction and landscaping
Appraise project outcomes against
objectives
Report to Defra
Predicted timescale
March –June
March –June
April – July
May – July
June- August
July – September
September
September
June – September
September
September
October- November
November – December
January – March 2010
April 2010
June 2010
Project plan
The project plan will be created and maintained using MS Project. The plan will
detail all the tasks required to complete the project and will be used to forecast
estimated timescales of project completion and aid in the allocation of resources.
The plan will be updated as the project progresses to give an accurate account of
the tasks, changes to tasks and the timescales.
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6.
Project Constraints
6.1 Resources
This project has a defined timeframe and must be completed or have funds
committed by April 2011.
The Coastal Management Board is fulfilling the role of Project Board.
The project lead officer is Rob Young (Coastal planner) & Brian Farrow (Principle
Coastal Engineer) with support from the Programme Manager Rob Goodliffe. Marti
Tipper (Coastal Administrative Assistant) will provide administrative assistance
throughout the project and lead in updating the web pages.
It will be necessary for other internal departments to assist in the delivery in the
programme, particularly, Property Services, Planning (including Planning Policy),
Finance/Procurement and the Countryside Service. A Property Conveyancer/Legal
Executive has been employed on a temporary contract at NNDC to complete the
property acquisition.
External organisations will be required to be engaged to provide some of the skills
required to fulfil the project including, property valuation, property purchase, design
and construction.
6.2
Finance
The pathfinder projects have been allocated budgets from the overall fund. These
allocations may be amended as projects progress.
The Cliff top Enhancement Project has been allocated a project budget of
£250,000 (capital) with an addition of a small revenue budget for some project
management costs. This may be amended ad the Pathfinder Programme
progresses and project requirements with regards to continuity are specified.
The finance will be monitored by the Programme Manager through reports produced
by the NNDC Accounts Team.
6.3
Legal
Procurement must follow the NNDC Procurement Strategy and contract procedure
rules.
The project supports the corporate aims around coastal management as stated in
Changing Gear, the corporate plan (page 31).
Delegated authority has been granted by the cabinet of NNDC that the Chief
Executive or Strategic Director (Communities) is able to procure works and
services within the parameters set out in the Council’s Coastal Change Pathfinder
applications.
Under section 120 of the Local Government Act 1972 acquisition of land can be
completed for the purposes of the benefit, improvement or development of the
local authority area.
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It is necessary that all due processes within the council are followed.
6.4
Consents
It will be necessary to obtain planning consent for the car park, public lavatories and
beach access.
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6.5
Risks
The following risks have been identified with the pathfinder project programme. The risk matrix can be viewed in Appendix C of the
Programme Initiation Document.
Ref
Date
Logged
Owner
Title
Likelihood
Impact
Dependencies
2
3
Inherent
Risk
(Likelihood
x Impact)
6
1
15.03.10
RG
2
15.03.10
3
Description
Summary of
Actions/Mitigation
Status
Coastal
Land availability
4
4
15.03.10
SB
Land
enforcements
3
4
15.03.10
Coastal
Land availability
slipway
5
15.03.10
Coastal
Differences in
local opinion
Delivery of the project
depends on the success of
other elements and their
delivery timescales.
Programme Manager to
develop the plans to interlink
projects to enable delivery.
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Options for the location of
the car park etc may be
limited due to site
availability , land costs,
landscape and highways
constraints.
3
9
Some land improvement
may require enforcement
actions to be taken against
landowners which may
cause localised
opposition/issues
Early meetings and
discussions with land
owners to ascertain what
site options may be
available. Discussions with
the parish council to ensure
local knowledge of the
projects and build
relationships.
Steve Blatch investigatng
the land in question and
issues which may exist with
internal departments.
Project Board to discuss
once details are available as
to how to proceed.
4
4
16
3
2
6
The new slipway has
limited location options
which may or may not
become available.
Differences in local opinion
as to the nature of the cliff
top enhancement may
prevent local 'ownership' or
factions of local opinion.
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Subsequent
Likelihood
Impact
Residual
Risk
Open
2
2
4
Open
3
3
9
Open
2
2
4
Early discussions with
landowners in likely slipway
positions.
Open
2
3
6
Work with the Liaison group
to ensure opportunities for
members of the public to
submit their opinions.
Open
2
2
4
Ref
Date
Logged
Owner
Title
Likelihood
Impact
Misunderstanding
of the Pathfinder
project
5
2
Inherent
Risk
(Likelihood
x Impact)
10
6
20.05.10
RG
7
23.06.10
8
26.04.10
Coastal
Future
management/
maintenance
2
5
SB
Un-conforming
land
3
5
1 = Low → 5 = High
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Description
Summary of
Actions/Mitigation
Status
Subsequent
Likelihood
Impact
Residual
Risk
Some members of the
community wish arts based
elements to be
incorporated
Artist has been verbally and
written to stating the
situation that it currently
does not form part of the
pathfinder projects, but there
may be some scope in
incorporating a scheme later
in the project.
Closed
1
2
2
10
Before land is queued for
the implementation of the
project, future
management and
maintenance must be
agreed.
Investigation of
management and maintain
options.
Open
1
4
5
15
Un-conforming land
impacting on the coastal
landscape
Include in the purchase for
demolition project and
investigate any further
enforcement actions.
Open
2
4
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5.4
Assumptions.
It is assumed that Defra wish NNDC to complete the projects as we see fit as
indicated by to the open nature of the funding offer. The Coastal Management
Team also assume the general support of the Authority and its departments as a
whole in the project delivery.
6. Project Controls
6.1 Management
The project will be documented with the following; project initiation document,
project plan, ongoing issues log, quality log, lessons learned log and change log as
required. The project initiation document will be agreed by the Project Board.
The board will be updated during each stage of the project and will make the
decision on the final land purchase/agreement. When ‘exceptions’ occur which
require a decision to be made urgently by the project board, information will be
circulated via email to members of the Board. The discussions and decision will
be recorded in the emails and resolution must be met in a maximum of 5 working
days.
Once the feasibility of the sites, build costs and funding have been investigated the
Project Officer will report to the board the proposed direction of the project.
The minutes of the Liaison Group will be assessed by the Programme Manager
and action taken as required. The minutes will be circulated prior to Board
meetings and made available to the Reference Group.
6.2 Financial
The project must not exceed the total budget without the consent of the project
board. Should the project have a predicted under spend beyond 10% the board
will be informed.
The accounts will be monitored monthly following a report from the Accounts Team
by the Programme Manager and reported back to the board.
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7. Quality Plan
The quality log will include the meetings for the Liaison Group and reports of each
of the public open days. Where the quality check reveals the project is off
specification or feedback suggest the scope of the project may need amending,
the project team with the programme manager will investigate the options and
present to the Project Board agree the most appropriate action.
Within the quality log will be the monthly financial report/check and scheduled re
assessment of risks and issues logs.
8. Miscellaneous
8.1
Document Versions
Project documents will be saved in the pathfinder folders M:\File
System\Pathfinder Programme\Projects\Infrastructure Package\Trimingham village
hall of the coastal management section and documents will carry in their title the
creation/amendment date to enable current versions to be easily identified.
8.2
Meeting Minutes
Meetings will be concisely minuted with Actions, Decisions and Issues highlighted
where appropriate.
9. Defra Reports
The project will be reported quarterly from April 2010 to Defra on the proforma
provided.
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