Subject: Annual Action Plan 2018/19 Report to: Policy & Resources Committee 24 July 2018 Report by: Kate Watts, SUBJECT MATTER/RECOMMENDATIONS This report details the Annual Action Plan for 2018/19. The Annual Action Plan 2018/19 outlines all of the projects and activities which will be taken forward by the Council during 2018/19 which will support the delivery of The Plan. In most cases these will be non-service specific and will require a collective effort and monitoring framework to ensure that the Council's aims and priorities are being met. The Action Plan also includes the suite of Performance Indicators that relate to The Plan and Business Strategy, on-going service delivery and the Council s Business Strategy. This data will be presented to Members quarterly through the various Service Committees. RECOMMENDATIONS Policy & Resources Committee is asked to approve the Annual Action Plan 2018/19. 1. INTRODUCTION/BACKGROUND The Borough Council agreed in September 2015 The Plan 2015 2020 which sets out its strategic vision and priorities for the Council to 2020. This established the framework against which performance is measured at both Officer meetings (through regular management reports) and Member meetings (through performance reports). In March 2016 the Council agreed to the development of a business strategy and a revised performance management framework, focusing on delivery of The Plan 2015 2020 and maximisation of income streams for the Council.
The performance framework and business strategy will help inform the development of the work programme for the service committees. This will ensure accountability is maintained whilst supporting Members in the decision-making of the Council. 2. ANNUAL ACTION PLAN 2018/19 The Annual Action Plan outlines all of the projects and activities which will be taken forward by the Council during 2018/19 which will support the delivery of the Plan and the Business Strategy. In most cases these will be non-service specific and will require a collective effort and monitoring framework to ensure that the Council's aims and priorities are being met. Key Projects will be reported to Policy & Resources on a quarterly basis. Whilst Performance Indicators (measures) will first be reported to their relevant service committee and then the whole suite will be reported to Policy & Resources, again on a quarterly basis. During 2017/18 the Council has made considerable progress on the projects in the Annual Action Plan with several being completed during the financial year. Through the projects the Council has achieved a number of the objectives set out in delivering The Plan and the Business Strategy. A full list of the projects and actions taken during 2017/18 are included in the Council s Annual Performance Report 2017/18 under appendices 1 and 2. 3. FINANCIAL IMPLICATIONS None 4. RISK IMPLICATIONS None 5. CONCLUSIONS None 6. RECOMMENDATIONS Policy & Resources Committee is asked to approve the Annual Action Plan 2018/19. 7. BACKGROUND PAPERS None
Areas of consideration: e.g. does this report raise any of the following issues and if so how have these been considered/mitigated against? Area for consideration Monitoring Officer Consultation: Section 151 Officer Consultation: Existing Council Policies: Financial Implications: Legal Implications (including human rights): Risk Implications: Equality Issues/EQIA assessment: Crime & Disorder: Every Child Matters: Comment N/A N/A None None None None N/A N/A N/A
Great Yarmouth Annual Action Plan 2018/2019
Contents Contents 2 Introduction 3 Growth 4 Housing 6, Communities and the Environmen 8 Tourism, Culture and Heritage 10 Great Yarmouth Town Centre 12 Transport and Infrastructure 14 Changing the way the Council works 16 Performance Indicators 18-21 Glossary of Acronyms 22 (Front cover image courtesy of Mike Page) 2
Introduction This is Great Yarmouth Borough Council s third Annual Action Plan. Much of last year s programmes and projects of work have been either progressed or completed, but there is still much to do to deliver the The Plan 2015-2020. The Plan sets out the Council s commitment to lead and drive development of six key priorities for the borough over the next three years. These priorities are; Growth Housing, Communities and the Environment Tourism, Culture and Heritage Great Yarmouth s Town Centre Transport and Infrastructure Alongside these six priorities there is a need for the Council to strengthen its foundations in terms of the way it works as an authority, and how it will continue to deliver good quality services to the residents of the borough. The Plan is ambitious, directing the Council s resources in a time of continued financial pressures. Activities and resource to deliver The Plan for 2018/19 is detailed within this Action Plan, showing how each priority will be realised from 1 April 2018 to 31 March 2019. Detailed within this Action Plan are a number of key projects that align with both The Plan, Council s Business Strategy and strengthening the Council s foundations. These key projects have a detailed project reporting framework to ensure consistency of approach and improved accountability. Updates for these key projects will be presented to Members quarterly through the Policy and Resources Committee. Furthermore this Action Plans details the suite of Performance Indicators that relate to The Plan, on-going service delivery and the Council s Business Strategy. This data will be presented to Members quarterly through the various Service Committees as also detailed in this Action Plan. If you have any questions concerning the contents of this document please contact Colin Rowland, Corporate Policy & Performance Officer on 01493 846168 or email colin.rowland@great-yarmouth.gov.uk. Projects The following projects detail the action that will be undertaken during 2018/19 to support the Council in achieving the delivery of The Plan and Business Strategy. Within this section there are a number of key projects that have a more detailed project reporting framework. Reports will be collected against key projects on a quarterly basis and then presented to Policy & Resources Committee. 3
Growth Corporate Plan Action 18/19 Lead Officer(s) Committee Regeneration within South Denes Energy Park Key Project (KP01) To regenerate an area to develop a business park specifically focussed on the energy sector within the South Denes area. Head of Property and Asset Management Growth Strategy To implement the Growth Strategy 2017 2021 Action Plan. The individual actions are grouped under the four broad aims, these are; Key Sectors; Workforce ; and Infrastructure. Director of Beacon Park To further develop the Beacon Park Enterprise Zone and bring forward land and premises to meet the current demand for high quality business park accommodation. Head of Property and Asset Management Beacon Park Enterprise Zone extension masterplan Prepare a masterplan for the development of 10 hectare of new employment land at Beacon Park and work in partnership to deliver against this plan. Director Enterprise Zones Develop a delivery plan to maximise the investment in the enterprise zones, and increase business rate income, jobs and growth in liaison with NALEP. Director Local Plan To produce a suite of planning documents that form the Plan for the Borough from 2013-2030, including Draft Local Plan Part 2: Detailed Policies and Site Allocations Consultation. This forms part of the Statutory Framework. Head of Planning and Growth Policy & Resources Support of business Growth To support business development and growth across the borough. Head of Inward Investment New Anglia Local Enterprise Partnership engagement To support the Norfolk & Suffolk Strategy delivery plan Head of Inward Investment Support key sector development Liaise with Peel Ports with regard to port development, promotion and land supply. Director Improve monitoring and transparency of planning obligations (Section 106 legal agreements) Undertake a cross authority audit review of S106 process. Review S106 policy Head of Planning and Growth Develop a Skills Forum Develop a skills forum to ensure inclusive growth Head of Inward Investment Strategic Land Allocations To bring forward strategic land allocations as per the Local Plan Director 4
Great Yarmouth Outer Harbour Construction of gaint turbines as part of the multimillion-pound GALLOPER and EAST ANGLIA ONE windfarm projects Image courtesy of Mike Page 5
Housing Corporate Plan Action 18/19 Lead Officer(s) Committee Beacon Park Phase 2 Key Project (KP02) To design phase 2 of the housing development (NS) Housing & Beacon Park Housing development Through the Local Authority Trading Company, Equinox Enterprises Ltd, the Council will develop site 25 Beacon Park. The overall aim is to deliver an improved revenue position by building housing directly on Council-owned land to generate a capital receipt and New Homes Bonus. (NS) Housing & Implement Housing Strategy Action Plan Deliver Housing Strategy Action Plan sections B3; I1/2; J1; K1; L1; M1/2; N1; P2; R3: S2; X1; & U Heads of Property and Asset Management and Housing Housing & Growth of new homes To promote the growth of new homes through a) Review the different delivery models. b) New housing development. c) Progressing the Local Plan, notably new housing site allocations. Director Transition of sheltered housing service to new service model. Successful transition of sheltered housing service to new service model. Head of Housing Housing & Empty Homes Programme To bring empty properties back into use and reduce the overall number (KW) Housing & HRA Stock Improvement Programme Reduce the number of voids and void turnaround times Heads of Property and Asset Management and Housing Housing & 6
of Beacon Park Artist impression of East Wood 7
, communities and the environment Corporate Plan Action 18/19 Lead Officer(s) Committee Middlegate Estate Regeneration Key Projects (KP03) Complete feasibility and option appraisal for Middlegate Estate Manager Housing and Licensing programme for private sector housing Key Projects (KP04) Implementation of a selective licensing programme for private sector housing Head of Environmental Services Housing and Wellesley Road Recreation Ground Key Projects (KP05) Complete feasibility and option appraisal for uses and management of the recreation ground. Manager Housing and Improve levels of recycling and reduce contamination levels Reduce level of dry contamination and increase level of recycling across the borough Head of Environmental Services Environment Review that Work programme Developing the that Work programme, working with the Big Lottery and other funders to work with the voluntary sector to support local residents to access employment, address complex needs and drive community development. (NS) Housing and Neighbourhood Management Delivery Plans Deliver Year 4 of the Neighbourhood that Work programme (NS) Housing and Partnership working to create a corporate anti-social behaviour (ASB) strategy a) Working with the GYBC Enforcement Board members to design a new ASB strategy for the Council. b) Working with Board members and their teams to turn strategy into operational processes (KW) Housing and GYB Services Review To deliver Year 1 of the improvement plan from the GYB Services review (NS)/ Head of Environmental Services Housing and 8
Wellesley Road Recreational Ground 9
Tourism, Culture and Heritage Corporate Plan Action 18/19 Lead Officer(s) Committee Marina Centre Key Project (KP06) To further progress this project and to commence the planning permission process for this development in Spring 2019. CEO Winter Gardens Key Project (KP07) To undertake a project to investigate the options around the redevelopment/restoration of the Winter Gardens. Head of Inward Investment Delivery of the regeneration of the Waterways scheme Key Project (KP08) Project to develop, restore and revive the waterways through a Heritage Lottery Funded Scheme, Parks for People. This will be achieved through a Waterways Board to oversee the scheme. Head of Inward Investment GYBC to work with Greater Yarmouth Tourism & Business Improvement Area To work in partnership with the BID to sustain and enhance the visitor economy. (KW) Growth Implementation of Arts, Culture and Heritage Strategy and establishment of Cultural Board Implementation of the strategy which outlines the role of arts and culture in achieving economic growth in the borough. This will be achieved through a Cultural Board to oversee the strategy implementation. (KW) Tourism & Cultural Strategy Review and update of the Tourism Strategy in relation to cultural heritage (KW) 10
The Venetian Waterways & Boating Lake 11
Great Yarmouth s Town Centre Corporate Plan Action 18/19 Lead Officer(s) Committee Town Centre Master plan: Improving the markets and Market Place Key Project (KP09) To improve the management and facilities of the two markets and newly-paved Market Place. To create a better event space for an expanded programme of events. (KW) Town Centre Master plan: Transforming the Conge Transform the Conge with new mixed-use development lining both sides of the lower half of the street, with following phase connecting the Conge to the renewed Market Place. Director Town Centre Master plan: Creating a sense of arrival at the town centre Enhance the gateway into the town at Fullers Hill, Acle New Road, the roundabout, train station and quayside Director Town Centre Master plan: Unlocking the potential of Hall Quay Refurbish and regenerate buildings fronting onto Hall Quay for leisure-based uses, ensuring existing buildings are conserved and developed appropriately. Director Town Centre Master plan: Linking it all together To develop an approach to wayfinding and public realm through the historic core of the town centre that can enable people to discover and experience its unique character and structure Director Christmas festival To develop an annual Christmas Festival and link with Go trade Head of Property and Asset Management 12
Great Yarmouth Market 13
Transport and Infrastructure Corporate Plan Action 18/19 Lead Officer(s) Committee Progression of A47 improvements and dualling Working in partnership with A47 Alliance, NCC, NALEP, Highways England and others to encourage/lobby/bid for road infrastructure investment along the A47. To include Vauxhall, Gapton & Harfrey s roundabout schemes. Director Championing of Third River Crossing Working in partnership with NCC, NALEP, Highways England and others to secure planning permission and delivery of the Third River Crossing (NS) Housing & Support community rail partnership, influence rail strategy and delivery of key projects Working in partnership with NCC, NALEP and others to encourage/lobby/bid for infrastructure investment on rail improvements. Head of Planning & Growth Improved flood defences To work with all agencies, neighbouring Local Authorities, Environment Agency, businesses and local communities to address coastal and river flooding and bidding for NALEP funds. Head of Property and Asset Management Environment Support of better Broadband for Norfolk Programmes Working in partnership with NCC, NALEP and others to encourage/ lobby/ bid for infrastructure investment. Head of Inward Investment of surface water drainage programmes throughout the borough Working in partnership with NCC Flood & Water Management team and local partners to implement surface water plan. Head of Environmental Services Environment 14
Championing of Third River Crossing Working in partnership with NCC, NALEP, Highways England and others to secure planning permission and delivery of the Third River Crossing 15
Changing the way the council works Corporate Plan Action 18/19 Lead Officer(s) Committee Organisational Complete feasibility and option appraisal for Middlegate Estate Manager Housing and Customer Services Strategy To launch customer services standards. Head of Customer Services Policy & Resources To develop a Members learning and development programme Set up a Member Group with terms of reference Head of Organisational Policy & Resources ICT and Digital Strategy To develop a digital Council strategy (NS) Policy & Resources Review role of Building Control in competitive market Explore the potential of how the service can compete Head of Planning and Growth Policy & Resources Asset management Strategy 2018-2022 Produce a new Asset management Strategy for 2018-2022 Head of Property and Asset Management Policy & Resources Revenue Services Improvement Plan 2017 to 2019 The Revenue Services Improvement Plan spans improvement activity from 2017/18 through to 2019/20 and includes a number of initiatives aimed at improving performance and reducing overall debt Head of Customer Services Policy & Resources Migration of housing benefit to Universal Credit Work in partnership for the safe delivery and migration of housing benefit to Universal Credit, Head of Customer Services Policy & Resources Future provision of ICT Service delivery Future provision of ICT Service delivery in alignment with the organisations objectives and strategies and transformation aspirations (NS) Policy & Resources Medium Term Financial Strategy (MTFS) Refresh Publication of the MTFS along with detailed savings proposals ahead of the budget report process. Taking into account future funding and outcomes of the fair funding review and other technical consultations. Finance Director Policy & Resources Investment Policy To bring forward an Investment Policy which will provide a summary business model which will help inform future investment decisions. Finance Director Policy & Resources 16
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Performance Indicators The following Performance Indicators are a suite of measures that relate to The Plan 2015-2020, on-going service delivery and the Council s Business Strategy. Whilst Performance Indictors on their own do not always give a full picture of the issues, combined with this Action Plan they will help inform decision making and resource allocation. Data will be collected against these Performance Indictors on a quarterly basis and then presented to Members through the various Service Committees. Policy and Resources Committee Indicator Average time to assess Housing & Council Tax: Benefit new claims (Quarterly Cumulative) Average time to assess Housing & Council Tax: Change in circumstances (Quarterly Cumulative) Target 2018/19 Collection rates Council Tax (Quarterly Cumulative) 97% 18 days 10 days Number of long term empty homes (6 months or more) (Snapshot at last day of quarter) Less than 600 Collection rates NNDR (Quarterly Cumulative) 98% Contact centre telephone calls: a) Percentage of Contact Centre calls answered as a % of all calls offered (Quarterly Cumulative) b) Number of Contact Centre calls received (Quarterly) Contact centre telephone calls: Average wait time by customers contacting the Contact Centre (Quarterly) 90% 1 minute Number of new customers signing up to My account (Quarterly Cumulative) 4,800 Visitors to GYBC website (Quarterly Cumulative) 160,000 Percentage of FOI and EIR requests responded to within 20 working days (Quarterly Cumulative) 90% % of completed Interim Performance Reviews (Quarterly Cumulative) 100% % of completed Full Performance Reviews (Quarterly Cumulative) 100% The number of working days lost due to sickness absence per FTE. (Quarterly Cumulative) Council spend on apprenticeships as a % of apprenticeship levy (Quarterly Cumulative) 8.5 days 0.5% of pay budget % of Audit days delivered (of the annual plan) (Quarterly cumulative) 100% Percentage of priority 1 Internal Audit recommendations completed on time 100% Percentage of priority 2 Internal Audit recommendations completed on time 90% Number of priority 2 Internal Audit recommendations outstanding context information Monitor Number of people signed up to E Billing (Quarterly Cumulative) 2,500 Open Access a) Number of unique users accessing their accounts within Open Access b) Number of user logins within Open Access (Quarterly) Number of Webchat calls received (Quarterly Cumulative) 1,200 Corporate Property Portfolio Revenue Growth per annum 10% Corporate Property Portfolio Arrears per annum 3% Corporate Property Overall Occupancy levels per annum 95% % of agendas published in accordance with statutory deadlines (no later than five working days from date of meeting) 100% Payment of Invoices within 30 days (%) 90% 1,500 18
Committee Indicator Target 2018/19 Planning applications: Major applications determined within 13 weeks or as agreed extension (Quarterly Cumulative) Planning applications: Non Major (Minor or Other) applications determined within 8 weeks or as agreed extension (Quarterly Cumulative) Percentage of Major planning applications processed within 13 weeks or as agreed extension over the last 24 months (Quarterly Cumulative) Percentage of Non Major planning applications processed within 8 weeks or as agreed extension over the last 24 months (Quarterly Cumulative) Percentage of Major planning applications overturned on appeal over the last 24 months (Quarterly Cumulative) Planning Appeals: a) Total number of Non Major Planning Application appeals b) Percentage of Non Major Planning applications overturned on appeal over the last 24 months (Quarterly Cumulative) Building Control: The percentage of building regulation applications where a decision notice is issued within the eight week statutory period. (Quarterly Cumulative) 75% 75% 75% 75% 9% 9% 100% Percentage of Land Charges search returns sent within 10 working days. (Quarterly Cumulative) 90% Number of new homes built Enterprise Zone: Beacon Park b) % of empty floor space across Beacon Park (Quarterly Snapshot at last day of quarter) Awaiting final calculation arising from new National Planning Policy Framework (NPPF) before target is known 15% 19
Environment Committee Indicator Target 2018/19 % of food premises scoring 3 star food hygiene ratings or above (Snapshot at last day of quarter) 94% Garden waste service: a) Number of households taking up garden waste bin service. b) Total tonnage of garden waste recycled. (Quarterly Cumulative) 10,000 3,650 Percentage of total domestic waste collected which is sent for recycling (Quarterly Cumulative) 40% Number of Flytips reported (Quarterly Cumulative) 1,600 Flytips removed within 3 working days (Quarterly Cumulative) 100% Number of streets in the Borough meeting street cleanliness levels (formerly NI195) New Measure Reduction of contamination in dry recycling 19% 20
Housing and Committee Indicator Target 2018/19 Great Yarmouth Community Housing rent: GYCH rent collection rate a) % of rent & arrears collected b) Arrears as a % of rent debit c) Total rent arrears (Quarterly Cumulative) Number of evictions from GYCH for a) Social housing applicants in allocation pool b) Social housing new applicants awaiting assessment (Snapshot at last day of quarter) Number of a) Social housing applicants in allocation pool b) Social housing new applicants awaiting assessment (Snapshot at last day of quarter) 98% 1.4% 300,000 Monitor 300 350 Average Time to Re-let Local Authority Housing (Quarterly Cumulative) 35 Average cost of a Void repair 2,540 Percentage of residents very or fairly satisfied with the repairs service they received 95% Costs total Void Works (service provision) as % of total repairs costs 8.94% Time taken for GYNorse to complete minor voids Time taken for GYNorse to complete major voids Time taken for Housing Options to match property (Quarterly Cumulative) 14 Number of DFGs a) Recommendations received b) Approvals c) Completed d) Numbers of calendar days from initial request to works complete (Quarterly Cumulative) Wherry Way Control Centre call handling: a) Alarm Calls answered within 30 seconds b) Alarm Calls answered within 60 seconds (Quarterly Cumulative) Number of Yare Care Alarm a) Referrals b) Installations c) Removals (Quarterly Cumulative) Number of Community Housing Adaptations a) Recommendations received b) Approvals c) Completed (Quarterly Cumulative) That Work programme a) Number of self-help resident led community groups supported to develop. b) Number of residents who have overcome issues preventing them from getting and holding down a job, resulting in them sustaining employment. c) Number of residents with complex needs supported to overcome at least one personal challenge. (Quarterly Cumulative) Number of Homeless acceptances Homeless preventions Homeless relief cases 10 days 20 days 240 80% 98% Monitor Monitor 27 60 88 Monitor Number of complaints regarding tenant related ASB issues. Monitor 21
Glossary of Acronyms Acronyms ASB BID DFG FOI FTE GYBC GYCH NALEP NCC NNDR NPPF Full Title Anti-Social Behaviour Business Improvement District Disability Facility Grant Freedom of Information Full Time Equivalent Great Yarmouth Borough Council Great Yarmouth Community Housing New Anglia Local Enterprise Partnership Norfolk County Council National Non Domestic Rates National Planning Policy Framework 22
Contact Colin Rowland Corporate Policy & Performance Officer Great Yarmouth Borough Council Telephone: 01493 846168 E-mail: crr@great-yarmouth.gov.uk