Our Improvement - Project Management and the Programme Board
7 - 8
1.4
Vision and Priorities
9 - 10
1.5
Performance Management Framework
11 - 12
1.6
Strategic Budget Setting
13 - 14
1.7
The Council’s Strategic Framework & Corporate Strategy
15 - 16
1.8
Community Strategy & Plan
17 - 18
Section Two - Performance Update
Page
2.0
Introduction
19
3.0
Best Value Survey results
20 - 22
4.0
Regeneration and Development Directorate
23
4.1
Regeneration Services
24 - 32
4.2
Development Services
33 - 39
5.0
Environment Directorate
40
5.1
Equality and Diversity
41
5.2
Environmental Health and Enforcement
42 - 48
5.3
Environmental Maintenance
49 - 50
5.4
Property and Housing
51 - 54
5.5
Transport and Environmental Regulations
55 - 56
Page
6.0
Corporate Services Directorate
57
6.1
Accountancy
58 - 59
6.2
Audit
60 - 65
6.3
ICT Services
66 - 67
6.4
Improvement and Projects
68 - 70
6.5
Legal and Democratic Services
71 - 75
6.6
Personnel Service
76 - 78
6.7
Policy and Communications
79 - 80
6.8
Revenue and Benefits
81 - 83
Appendix One
Statement on Contracts
84
Section one: Corporate Overview
1.1
Forward by the Leader of the Council
Welcome to this year’s Council Performance Plan which highlights what our achievements have been and what our targets are for the year ahead.
During the last year, change has continued at the Council, and our improvement process has really begun to embed into the organisation. We now have a Programme Board which oversees any improvement projects and Councillors and staff can see how our improvement is progressing through the performance management framework and the performance indicators. Work will also continue this year on cultural change and managing our partnerships.
This year we have been working towards bringing the 12 priorities highlighted in the Our Ambitions, Our Vision document into reality. Three project plans have been set for the top three priorities and work to bring them to life will take place this year.
This year big decisions will be made about Council services. In July we’ll hear from Government whether reorganisation of the Council will take place and whether one or two unitary councils will be created.
Also, as part of our third priority to improve housing choice, Council tenants this year will vote on whether to transfer the management of their homes to a housing association.
As Leader of the Council, and the new administration, I look forward over the next year to leading the continued improvement programme and any changes which may take place.
Councillor Isabel Hunter
Leader of the Council
1.2
Statement by the Chief Executive
2006/07 has been a challenging year in many ways and the Council has gone through some trying times. Not least amongst issues has been continuing to embed our improvement against a backdrop of making decisions on job evaluation and a new structure for staffing the Council that has impacted on a number of employees. And the improvement has continued.
In fact, a turning point has been reached where a wealth of improvements are beginning to have effect.
• Our project and programme management approach is beginning to clarify decisions about what we do and don’t do.
• Our priorities have directly affected the budget setting process for the coming year.
• Hard decisions have been made which have helped us to move to a more effective and efficient service provider.
• And we’re engaging and involving managers and all employees more – which will begin to bear fruit with a more thorough understanding and with more acceptable decisions being made.
This following year is crucial in showing that we can continue that improvement in spite of changes and challenges. The incoming Administration has already expressed a willingness to retain the positive changes that have been achieved in the past and to work across political groups in the Council with a clear focus on customers and the services they receive. The task for the employees of the Council will be to respond to the inevitable changes and embed them still further into the fabric of our work.
Specific challenges and issues that will come to bear in the next year include:
• Decisions about the large scale voluntary transfer of the housing stock with a ballot of all tenants in the autumn.
• Continuing to roll out the implementation of the new structure.
• Reviewing the future of the museum.
• Looking to re-tendering the contract for the management of the sports centre.
And a range of other tasks. By the summer, we’ll know whether the whole shape of local government in Northumberland will be reformed through introduction of one or two unitary councils for the county. A range of other developments depend on that decision by central Government.
JE Pannell
Chief Executive
1.3
Our improvement - Project Management and the Programme Board
1.31
Introduction
The initial Berwick Improvement Plan was described as a ‘Vision for Change’ in the way the Council does its business. It was written in response to the Comprehensive Performance Assessment of April 2004, in which the Council was judged to be ‘weak’. The change envisioned in the plan was quite specific: it was all geared towards successfully improving the authority in addressing the most important issues for local people.
The plan was adopted in October 2004 and was regularly updated to take account of progress, clarify action and target dates in the light of experience and to streamline processes and focus on key areas. Six themes were identified:
• Leadership
• Culture Change
• Vision and Priorities
• Getting Things Done
• Partnerships and External Relationships
• High Profile Operational Issues
1.32
Improvement Programme Board
As the Council had completed most of the actions in the plan a decision was taken at Council in December 2006 to adopt a Programme Management approach to managing the remainder of the outstanding projects and any new improvement initiatives.
The programme is managed by an Improvement Programme Management Board which includes Councillors and senior managers at the Council.
The Programme Board ensures that all project work:
• Meets the corporate priorities.
• Is value for money.
• Is done on time and within budget.
• Produces the expected outcomes and benefits.
New project management methodology has been introduced which is easy to use and provides the appropriate level of control.
All projects have to be accepted onto the programme, ensuring that the work can be resourced and that projects meet the needs of residents.
1.4
Vision and Priorities
1.41
Introduction
It is vital for the Council to have a clear sense of the things that matter most for local people and to have a vision for how our communities might change for the better. The priorities for the Council help to maintain focus in the work that is delivered and target resources at the most important areas. This means giving less priority to work that does not contribute to the agreed vision. Strong leadership is needed to make these hard choices.
Our Ambitions, Our Vision was adopted in June 2005. The theme of the vision is that:
“The Borough of Berwick-upon-Tweed shall be:
renowned for its quality services
a place of lifestyle excellence
a venue that stimulates and refreshes
a location that propagates success”
The vision also contains the Council’s 12 priorities.
1.42
Focusing on the top three priorities
During 2006/07 the Council took the decision to focus on the top three priorities:
1. Continuous service improvements
2. Developing town centres
3. Improving housing choice
Using project management techniques three project plans were drawn up to pinpoint what the priority projects were and how they were to be undertaken.
The project plans were accepted by the Programme Board and budget bids were put forward to finance those actions which were new to the Council.
The work identified within the plans was also incorporated in the service planning cycle.
The Vision and Priorities will be reviewed in 2007/08 to ensure that they are still appropriate and continue to meet the needs of the local community.
1.5
Performance Management Framework
‘How do you know how well you are doing and how can you do better’ are the key questions for any framework for managing the performance of an organisation against its targets. The Council seeks to improve year by year the services it delivers. This is really about measuring and managing the way in which the Council contributes to the wellbeing and growth of the communities that make up the Borough.
The Performance Management Framework was adopted by the Council in June 2005 and it enables the Council to manage the delivery of the vision top down, bottom up through everything it does.
The Performance Management Framework is summarised in the perfect year diagram which has been reviewed to reflect changes which have happened in the last year, including the introduction of a Programme Board.
1.6
Strategic Budget Setting
1.61
Introduction
Berwick-upon-Tweed Borough Council faced a significant financial challenge in December 2006. The Council had developed a trend of spending more on services than its income would allow, now and in the future. The Council’s financial reserves were in danger of being depleted and the short-term approach of using balances to fund in year deficits had not encouraged a medium term strategic approach to resource and financial planning.
Local government is facing ever increasing financial challenges both from Government pressures and greater demands for locally provided services. The key task of balancing service provision with the resources available required a structured approach.
The budget setting process had long been regarded as the responsibility of the Accountants and not seen as a corporate process involving a wide range of stakeholders, those receiving the service and those providing the service.
Budgets had not been set with full consideration of corporate priorities that were determined by Council in October 2005. The risk and impact of decisions affecting service change or cessation were not being assessed.
1.62
Strategic Budget Setting 2007/08
The approach introduced for setting the 2007/08 budget:
• Involved every budget holder in the Council
• Ensured that budgets were informed by our corporate vision and priorities
• Linked service changes with risk impact assessments
• Focused on the creation of a stable financial framework from which to make key strategic decisions
• Moved resources from non priority to priority areas
• Started to forge links between service and financial planning.
This approach built on the work undertaken by the Resources Efficiency & Effectiveness Sub Committee (REESC) that had identified in the region of £130,000 contributions (for 2007/08 onwards) towards an improvement in the financial position, which were agreed at Council in December 2006.
There was still a gap of £454,000 to be found before a balanced budget for 2007/08 could be set.
The Council had less than six weeks to address the gap, which it successfully achieved due to a tremendous effort by officers and member.
The activities which led to setting the budget were:
• A strategic approach to financial planning was agreed in ‘The Financial Challenge’ version 4 and budget holders were asked to map corporate priorities to their service areas and assess the risks and impacts of complete service cessation or a 12.5% resource reduction.
• All budget holders completed documents and risk assessments by January 2007.
• Senior officers and Corporate Management Team completed challenges to the mapping of corporate priorities and risk assessments in January 2007.
• A set of savings, recommendations and growth proposals that would enable a balanced budget to be set were agreed by Corporate Management Team in January 2007 and issued to all Members.
• REESC considered the recommendations from Corporate Management Team in January 2007 and agreed the recommendations go forward to Council for approval in February 2007.
The Council will use this framework to strategically set the budget for 2008/09.
1.7
The Council’s Strategic Framework & Corporate Strategy
1.71
Introduction
In October 2005 the Council reviewed its Corporate Strategy so that it correlates and becomes integral with the Our Ambitions, Our Vision document.
Using the 12 priorities (see 1.41) the context for the work of the Council has been set at a corporate level, and for individual work programmes through service plans which help to shape Personal Development Plans for each member of staff.
1.72
Corporate Values
The Corporate Strategy highlights that:
“At Berwick-upon-Tweed Borough Council:
• Our customers come first
• We value our employees
• We value our partnerships with all sectors of the community and within the Council itself
• We want to develop and maintain dialogue with our customers so that services provided are those most wanted
• Our services will be delivered in the ways that make most sense for our customers
• The principles of a best value approach will be applied to all our services.”
1.73
Corporate Strategy
The ‘Our Ambitions, Our Vision’ will be realised through the Corporate Strategy and Plan:
• the strategy addresses what we want to achieve and what the world might look like in the long term and sets our ambitions, overall goals and objectives
• the plan addresses our short term targets for action which will help to meet the ambitions within the strategy. Actions have time goals and milestones for achievement
• the strategy will be reviewed annually as part of the planning and budgeting process so that the Council can be responsive to changes and responsible in its targeting of resources, ensuring the golden thread runs from the priorities through to the individual Personal Development Plans.
1.74
Strategic Framework
The Council has a clear strategic planning framework and the diagram below demonstrates the relationship between our strategies and goals.
The achievements of the year will be reported on an annual basis in this plan.
1.8
Community Strategy and Plan
1.81
Introduction
The Borough’s first Community Strategy was prepared in 2004/05 by Berwick Borough Local Strategic Partnership (BBLSP) and was adopted by the Council on 25 March 2004.
The BBLSP has also published its first Community Action Plan which has been distributed to all homes in the Borough. This has again been endorsed by the Council in September 2004.
1.82
Themes of the Community Plan
The Community Plan uses the themes of the Community Strategy which are:
“To ensure Berwick Borough is a place where:
• people can live healthy, active and fulfilling lives as part of vibrant and strong communities
• high quality businesses can prosper and local people have confidence and skills to access the choice they offer
• natural and built environments are valued, considered, enhanced and promoted
• people can access the homes they want in attractive and safe neighbourhoods”
and translates them into five aims.
Aim one: to have a prosperous economy
The Vision
We aim to create a prosperous and sustainable economy which provides a wide range of employment opportunities within the Borough.
Aim two: for education and skills to be gained by all
The Vision
To work with a wide range of agencies and people to promote lifelong learning for all, create a skilled and adaptable workforce, provide equal opportunities, and improve access to training and employment opportunities.
Aim three: to promote good health and wellbeing
The Vision
To establish Berwick-upon-Tweed as a centre of healthcare excellence for the Eastern Borders and North Northumberland.
Aim four: to have a good-quality environment
The Vision
To maintain and improve the environment, to provide modern standards of living through effective use of transport, energy and natural resources, and to find effective solutions to waste and pollution.
Aim five: to preserve the past and promote the future
The Vision
To make sure that the culture and heritage of the Borough is preserved. To encourage an understanding and appreciation of the Borough’s long history, its buildings and natural environment. To share this appreciation through the development of tourism.
1.83
Council Vision
The aims of the Community Plan link, and are supported by the ‘Our Ambitions, Our Vision and Our Corporate Strategy’ document and the actions programmed in for the first year will directly impact and contribute to the work of the BBLSP.
1.84
Sustainable Community Strategy
A Sustainable Community Strategy for the whole of Northumberland has been prepared. This will be adopted by the Council as soon as possible in 2007/08.
The BBLSP will also review its plan in 2007/08 to ensure that it still meets the needs of the local community and dovetails into the Sustainable Community Strategy.
Section Two – Performance Update
2.0
Introduction
This year the Council’s Performance Management Framework, service plans and the budgeting process have been governed by the vision and priorities for the Council which has given both Members and Officers new planning, focussing and prioritising opportunities.
The achievements highlighted in 2006/07 are directly taken from service plans.
A Target Setting Protocol has been introduced for Best Value performance indicators which every Local Authority is required to collect and publish by law. This means that the targets set not only refer to the national targets and All England Quartile Positions but also reflect local aims and current performance.
Work continues to review all local performance indicators to ensure that they give relevant, accurate and useful information for the organisation. As the review is currently live no local performance indicators have been included in this year’s Council Performance Plan.
3.0
Best Value Survey Results
3.11
Every three years the Government asks all Council’s to carry out four customer surveys:
• Planning
• General
• Housing
• Benefits
The surveys provide a wealth of information on customer’s views which will be used over the next 12 months to help inform the vision and priorities and service development.
The data is also used to calculate a number of performance indicators which are listed below.
3.12
Performance Indicators:
PI No
Description
2003/04 Actual
2006/07 Actual
BV3
Overall satisfaction with the Council
43%
40%
BV4
Satisfaction with complaint handling
30%
32%
BV 74a
Housing Service: Satisfaction with overall service provided by landlord
78.7%
69%
BV 74b
Housing Service: Satisfaction with the overall service provided by landlord for BME groups
78.7%
100%
BV 74c
Housing Service: Satisfaction with overall service provided by landlord for non-BME groups
78.7%
69%
BV 75a
Housing Service: Satisfaction with opportunities for
participation
47.5%
57%
PI No
Description
2003/04 Actual
2006/07 Actual
BV75b
Housing Services: Satisfaction with opportunities for
participation landlord for BME groups
47.5%
N/A
(sample too small)
BV 75c
Housing Services: Satisfaction with opportunities for
participation landlord for non-BME groups
47.5%
58%
BV80a
Benefits Service: Satisfaction with contact with the office
85%
79%
BV80b
Benefits Service: Satisfaction with service in the office
91%
80%
BV80c
Benefits Service: Satisfaction with the telephone service
84%
75%
BV80d
Benefits Service: Satisfaction with staff in the office
89%
79%
BV80e
Benefits Service: Satisfaction with forms
74%
64%
BV80f
Benefits Service: Satisfaction with speed of service
78%
67%
BV80g
Benefits Service: Overall satisfaction
85%
71%
BV89
Environmental Services: Satisfaction with cleanliness
62%
72%
BV90a
Environmental Services: Satisfaction with Waste Collection
84%
81%
BV90b
Environmental Services: Satisfaction with Waste Recycling (local facilities)
75%
79%
BV111
Planning Service: Satisfaction with planning service by those making a planning application
59%
52%
BV119a
Cultural and Recreational Activities: Satisfaction with Sports and leisure facilities
57%
57%
BV119c
Cultural and Recreational Activities: Satisfaction with Museums and Galleries
45%
44%
PI No
Description
2003/04 Actual
2006/07 Actual
BV119d
Cultural and Recreational Activities: Satisfaction with Theatres and concert halls
50%
37%
BV119e
Cultural and Recreational Activities: Satisfaction with Parks and Open Spaces
65%
64%
4.0
Regeneration and Development Directorate
The Regeneration and Development Directorate’s (see diagram below) aim is to:
“provide sustainable economic and community regeneration by
creating opportunities for business, cultural and leisure activities. It
also works to safeguard the built and natural environment by
effective planning and development through statutory and non-
statutory processes.”
4.1
Regeneration
4.11
The Regeneration Service leads and manages a comprehensive programme of social, economic and environmental regeneration, working in close partnership with our key stakeholders including the LSP, the various development trusts, NSP, One NorthEast, other local authorities, the County Archive and Leader Plus.
The Regeneration Service aims to develop the economy of the Borough of Berwick-upon-Tweed by promoting the Borough as an excellent place:
• to live, work and invest
• to spend leisure and recreation time, for both residents and tourists including history/archive tourists
• to secure long term employment in a wide range of jobs, including skilled and well-paid jobs
• to build careers with ongoing opportunities for skills development and training
• to purchase a wide range of quality goods and services, particularly within our town centres.
The Regeneration Service aims to deliver:
• Economic and community development in the Borough
• Improvements in the quality of life for people living and working in the Borough
• A modern, diverse, prosperous, sustainable economy which offers a wide range of quality employment and skills opportunities which satisfy the career needs of local people and minimises the need for young people to move away to realise their potential.
• An economy broadly rooted in business, light industrial, commercial and quality retail development and tourism based on history, heritage, culture and the natural environment.
• Development of appropriate properties such as work premises and helping to secure suitable & affordable housing to accommodate local workers.
• Enable and encourage job-creating investment within the Borough by new and existing private sector businesses from both within and outside the Borough.
• Opportunities for sporting and physical activities for people with disabilities and long term health problems in the Borough.
• Borough-wide outreach services for all the above, wherever logistically and economically possible.
• The achievement of the above by working in close partnership with all other relevant partners.
The Regeneration Department includes a large number of widely-varying sections, namely Economic and Business Development, Tourism, Town Centres, Sport, Disabled Sport, Walking-to-Health, Culture, the Museum Service and the Archives.
4.12
Achievements in 2006/07 general:
Action
Target
Achieved?
Comment
Recruitment of new Regeneration Manager
December 2005
Yes
Commenced duties May 2006
Implement Phase 2 of Ramparts Business Park Infrastructure works
Yes
Completed
Marketing of Ramparts Phase 2, liaison with existing estate occupiers
Ongoing
Yes and ongoing
Site being marketed to potential investors. Firm interests received.
Continue momentum of town centre improvements:
- recruit Town Centre Manager
- Liaise with interest groups on actions for town centre and means to support them
Late 05/ early 06
Ongoing
Yes
Yes
Commenced duties March 2006
Berwick Town Centre Partnership established and operational
Action
Target
Achieved?
Comment
Work with local and regional regeneration partnerships to represent the Borough Council:
- Leader +
- BBLSP
- NSP
All ongoing
Yes and ongoing
Head of Regen appointed to Leader+ Project Group
Leader+ current round will wind-down after Dec 2006. New Leader+ likely but detail yet to be determined.
Implementation of Market Towns Initiative for Berwick-upon-Tweed
Ongoing
Ongoing
Berwick MTI is now Berwick-upon-Tweed Devt. Trust.
Work with local Development Trusts in support of their regeneration delivery
Ongoing
Ongoing
Glendale, Seahouses, Holy Island, Spittal and Belford trusts joined by Berwick Development Trust
In partnership with ONE, NSP, County Council and GONE, develop Berwick Town & Tweed Masterplan
Ongoing
Yes and ongoing
Stage 1 Report completed October 2006. Stage 2 Report due Spring 2007.
4.13
Achievements in 2006/07 Archives:
Action
Target
Milestone
Achieved?
Comment
Continue to work and support local groups undertaking heritage based projects
Throughout 2006 – 2007
The Archives have supported a number of local groups throughout the year including Bondington Project; Facades of the Fifties; Old Parish of Bamburgh Group.
Yes
The Archives has made a significant contribution to high profile and successful heritage projects in the area which has made more people aware of the Archives.
Submit the supplementary information required by the MLA to support the application for designation of the Berwick Borough Archives as a collection of national interest.
October 2006
The information was gathered and submitted according to the timetable set
Yes
The MLA Designation Panel meets at the end of October 2006 to make their decision.
Action
Target
Milestone
Achieved?
Comment
To continue working with the Council to establish retention and disposal schedules for each department. Assist the Council in implementing a Records Management Policy and ensuring the disposal of records no longer required.
Sept 2006
March 2007
Some work was done on this project on a temporary basis by the Acting Borough Archivist but work commitments have not allowed this since his departure
No
The Borough Secretary and Borough Archivist have investigated employing a Records Management professional to undertake this work on a temporary basis to undertake this work but limited finances are available and a suitable candidate has not been found.
To comply with e-government, ensure that the Accessions register and catalogues of collections are available online through the Northumberland County Archives website to coincide with the opening of their new office at Woodhorn. Carry out all listing using the CALM Archive package. (ongoing through 2006)
March 2007
The new Northumberland Archives Service will open at Woodhorn in November 2007 and to coincide with this, collections catalogued using CALM can be searched online. Some of the Berwick Record Office catalogues will be available through this system and more will be added. Accessioning is now carried out using CALM.
Ongoing
This project is ongoing and will provide an improved service for those visiting the Record Office or wanting to know what it keeps.
4.14
Achievements in 2006/07 Disability Sport:
Action
Target
Achieved?
Comment
Increase the numbers of people to participate in sporting and physical activities by the following:
Outdoor and Indoor Bowling
Four people regularly playing
10 people regularly playing
Numbers increased by over 100% due to provision of seven specially designed wheelchairs and other essential equipment.
Action
Target
Achieved?
Comment
New Age Kurling extended
Increased by 100%
additional funding
Yes
Yes
Increased by 100% due to provision of free transport and purchase of more equipment. Awards for All funding of £3,900 secured for one year only, 2006-07.
Exercise classes increased by 100% due to popularity and more teachers qualifying.
Three new exercise teachers
Yes
5-a side Football for Adults with Learning Disabilities introduced and proving very popular
Eight people participating, six leaders qualified
Yes
Target is to maintain this number
Disabled Archery Club
26 members now recruited
Struggling slightly due to lack of qualified leaders. This needs to be addressed. Assisted financially by Motivate Project.
Secure additional grants awards for Motivate project
Yes
£350 Berwick Friends Group; £260 Sports Council;
£8,800 Awards for All (Wheelchairs for bowling at Seahouses); £750 Berwick Rotary (Wheelchair for bowling); £1,600 Berwick Holiday Owners Charity (Wheelchairs for bowling)
4.15
Achievements in 2006/07 Museum:
Action
Target
Milestone
Achieved?
Comment
Delivery of “War with Russia” Weekend
1 weekend event
August 2006
Yes
Around 4,000 visitors estimated to have attended. Widely covered in media. Will feature in the new series of the BBC’s “Coast”
Delivery of “East Meets West” exhibition
Major exhibition
Summer 2006
Yes
Action
Target
Achieved?
Comment
Action
Accreditation of Museum
Accreditation completed
Jan 2007
On hold
Accreditation process on hold pending decision by Council on future of Museum
Education visits from schools and education outreach in schools
2006-2007
Yes
Approx. 500 students visited as at October 2006
Small exhibitions
Three
2006-2007
Yes
“Da Vinci Code”, “Burrel the Collector”, “James Faed Jnr.” Exhibitions. 2,000 visitors to Faed Jnr. alone. Outreach exhibition in Wooler scheduled Winter 2006-07
4.16
Achievements in 2006/07 Sport:
Action
Target
Milestone
Achieved?
Comment
Securing of Sport England finance towards a Sports Development Worker & Co-ordinator
£85,760 Sport Eng. over three years sought
Secured in time for April 2007 appointment of Sports Devt. Officer
Pending
Application submitted. Sport England to determine in January 2007
Recruitment of Sports Development Worker & Co-ordinator
April 2007
Advertisement Feb 2007, appointment April 2007
Pending
Dependent upon funding identified above
4.17
Achievements in 2006/07 Tourism:
Action
Target
Milestone
Achieved?
Comment
Production of Holiday Guide for 2007
One guide produced
Dec 2006
Yes
Single guide for Borough being produced by the Council.
Working Group including representatives of the tourism sector working with Council officers oversaw the project.
Action
Target
Achieved?
Comment
Action
Tourist Information Centre Improvements
One TIC refurbished
Summer
2006
Yes
A full refit was completed to modernise Seahouses TIC
Tourism Statistics
Maintain and collate stats as a baseline on which to improve
Throughout
2006-07
Ongoing
Daily, weekly and monthly stats collated through the three TICs
Northumberland Touring Guide
Production of Guide
2006
Ongoing
Working with NNTA to produce high quality tour guide of Northumberland.
Local events programme
Seven events
2006-2007
Ongoing
Border Marches, Spittal “Proms”, Curfew Run, Jazz Festival, Stride for Life, Christmas Lights switch-on, Berwick Film Festival
Marketing & Promotion
Attend trade show in Glasgow
2006
Yes
Successful two-day event, high number of holiday guides distributed
Cittaslow
Participation in the LSP’s Cittaslow investigations
2006
Yes
Participation in the Cittaslow Berwick Assessment of Goals. It is recognised that full Cittaslow status could significantly enhance the tourist offer.
4.18
Achievements in 2006/07 Town Centres:
Action
Target
Milestone
Achieved?
Comment
Town Centre partnerships to be created
First Partnership to be created in Berwick town
June 2006
Yes
Partnership now active and meeting regularly.
Town Centre Health Check
First Healthcheck in Berwick town
June 2006
Yes
Healthcheck being used to identify specific actions in Berwick Town centre
Action
Target
Achieved?
Comment
Action
Development Trusts liaison meetings
Six per year
Ongoing
Three and ongoing
Bi-monthly meetings between Berwick, Seahouses, Belford & Glendale Devt. Trusts enabling joint working & best practice working
Meetings with town centre businesses and property landlords/owners
All businesses
Ongoing
Ongoing
Hundreds of 1-2-1 personal meetings with town centre businesses and owners/landlords. Feedback to council staff and elected
members
Events sheet
One per month
Ongoing
Six and ongoing
Regular list of events taking place in town centres circulated to all
Review of current town centres survey information and gaps identified
November 2006 (PID)
Yes
This action is supplemental to those agreed last year, PID being approved in September 2006.
Design of information survey needs completed. Identification of gaps which need to be filled and relevant costs
31December 2006 (PID)
Ongoing
Ongoing
Scheduled by PID to be achieved by 31 December 2006.
4.19
Achievements in 2006/07 Walking to Health:
Action
Target
Achieved?
Comment
Weekly walks
364 walks per year in 2007-2008
On target at Oct 2006
Seven walks per week over 52 weeks in the four market towns = 364 walks
Walk leaders
Train leaders
Yes
55 walk leaders trained
Walkers
Established regulars
Yes
280 regular walkers
Away days/walking events
Yes
Two away days/walking events held
Voluntary walk leader training courses
Yes
Two voluntary walk leader training courses held
Action
Target
Achieved?
Comment
Secure finances
Maximise revenues
Yes
£11,500 AONB funding secured
Quality mark/endorsement
Yes
Awarded three hearts award quality mark by countryside agency
4.1.20
Performance Indicators for the Regeneration Service 2006/07:
PI No
Description
2006/07 Target
2006/07 Actual
2007/08 Target
2008/09 Target
2009/10
Target
BV 170a
The number of visits to/ usages of local authority funded or part funded museums in the per 1,000 population.
719.00
977.00
779.00
815.00
815.00
BV 170b
The number of those visits to local authority funded, or part funded museums that were in person, per 1,000 population.
715.00
720.00
769.00
769.00
769.00
BV 170c
The number of pupils visiting museums and galleries in organised school groups.
600.00
944.00
1000.00
700.00
700.00
4.2
Development Services
4.21
The purpose of the service is:
• To promote and guide an integrated approach to sustainable development, protect the local environment and ensure that all building works are carried out according to applicable legislation and in compliance with the requirements and conditions of permissions granted.
Development Services comprises four distinct service areas. The areas and their purposes are:
Forward Planning and Conservation
• Preparation, implementation and review of policies to guide development within the Borough, including the emerging Local Development Framework, Development Briefs and Management Plans. Contribution to strategic and local policy formulation.
• Provision of advice to assess, and implement strategic, regional and national, statutory and non-statutory, planning policy and guidance.
• Consultation with statutory and non-statutory bodies to enable the implementation and management of the forward planning process.
• Collection, analysis and monitoring of social, economic and geographical information.
• Encouragement and facilitation of the submission and implementation of civic and community funding initiatives and to secure the preservation and enhancement of the built environment.
• Ensuring that development will be carried out in a manner that preserves and enhances the historic built environment.
• Designation and review of areas of special or historic interest, which it is desirable to preserve and enhance.
• Encouragement and facilitation of the submission and implementation of funding initiatives.
Development Control
• Processing, assessment and determination of applications for planning permission, listed building consent and advertisement consent.
• Professional advice on the exercise of all development control powers developers and third party interests in the development control process, and the development committee and other members of the local council.
• Consultation with statutory and non-statutory bodies to enable the implementation and management of the development control process.
• Formulation and implementation of operational procedures to enable the effective use of the development control process including through the development, management and overseeing of IT systems
• Provision of professional representation in defence of the Council’s decisions on planning matters.
• Preservation and protection of important trees and hedgerows through the appropriate legislation.
• Ensuring that development will not adversely affect habitats protected by designations international, national and local nature conservation.
• Ensuring that development will be carried out in a manner that preserves and enhances the historic built environment.
Building Control
• Processing, assessment and determination of all applications and consequent inspection of works on site.
• Provision of professional advice to applicants and developers and consult with statutory and non-statutory bodies to enable the implementation and management of the building control process.
• Issue of defective notices, where appropriate.
• Effective use of systems to administer building regulation process.
• Collation and analysis of information to enable monitoring of building regulation, statutory and management purposes including through the use of IT.
• Management of the building control account to ensure that fees cover the cost carrying out of the fee-earning element of building control in accordance with relevant legislation.
• Provision of advice on access for people with disabilities in accordance with current legislation.
• Provision of advice with regard to notifiable demolition work in accordance with the BA 1984.
• Assessment of the physical condition of structures perceived to be a threat to public safety.
Enforcement
• Investigation and assessment of unauthorised work and all complaints
in respect of development to determine the appropriate course of action.
• Monitoring of compliance with planning conditions.
• Where expedient, pursuing such action as may be necessary to remedy the breach.
• Consideration of applications for grant of Lawful Development Certificates.
4.22
Achievements in 2006/07 Forward Planning and Conservation:
Action
Target
Milestone
Achieved?
Comment
Progression of emerging Local Development Framework in accordance with national guidance.
To meet milestones set out in the Local
Development Scheme.
Adoption of Statement of Community Involvement.
Regulation 25 Consultation on Core Strategy Issues & Options.
Regulation 26 consultation on Preferred Options.
Yes.
Yes.
Ongoing
Deferred to January/February 2007 to take into account the Future of Berwick: Vision & Development Framework and conclusion of the Conservation Area Character Appraisals for Berwick, Spittal & Tweedmouth.
Action
Target
Milestone
Achieved?
Comment
Preparation and consultations on Strategic Environmental Assessment of emerging Core Strategy.
To meet milestones set out in Local
Development Scheme.
SEA/SA on Issues & Options produced: consultation deferred to January/February.
Ongoing
See above.
Representation on behalf of the Borough Council’s position at the Regional Spatial Strategy examination-in-public.
Successful presentation of case at Public Inquiry.
Appearance at Inquiry and subsequent acknowledgement of Borough issues in Panel Report.
Yes
Interpretation of RSS policy now required at local level and case making for increased levels of new development will be incorporated in the emerging Core Strategy.
Input into The Future of Berwick; Vision and Development Framework. (Masterplan).
To ensure consistency of approach between Study and emerging spatial planning policy.
Completion of Phase 1 Report, with recommendations responded to; increased involvement in the preparation of the brief for Phase 2.
Yes
Likely to inform the preparation of further Local Development Framework documents.
Open Space, Sport and Recreational Space Study.
Completion.
Finished document.
Document adopted
Will inform spatial planning policy
Designation of three new conservation areas.
Formal designation of areas in Seahouses, North Sunderland and Wooler. Preparation of management proposals.
Yes
Berwick, Spittal and Tweedmouth Conservation Area Character Appraisals and Management Strategies.
Final drafts for consultation completed.
New work
Yes
See LDF above.
4.23
Achievements in 2006/07 Development Control:
Action
Target
Milestone
Achieved?
Comment
To meet targets set out in Improvement Plan in relation to Development Control Performance (BVPI 109 Figures)
60% Major Applications
65% Minor Applications
80% Other Applications
Achievement of target over financial year
Not to date
Ability to deliver hampered by vacancies in key posts over the entire year. However, good progress being made in all categories.
Clearance of backlog of outstanding planning applications
To reduce numbers of outstanding applications
Evidence of consistently lower numbers of outstanding applications
Yes
Numbers of applications reduced from 234 to 141 during lifetime of service plan.
Head of Development Services to carry no development control casework to enable greater focus on management of whole service
No applications allocated to Head of Development Services
Yes
This has been a recommendation by inspectors, and is fundamental to the effective management of the service.
Success Rate in relation to planning appeals
To maintain figure below 50%
Yes
Appeals rate running at 30% for 2005/6.
Major Retail Inquiry
To produce evidence and provide representation at inquiry into retail proposals for Berwick
Timetable set by Planning Inspectorate
Yes
Appeal still ongoing. Four weeks so far completed; to be reconvened in February, with a further week set aside in May 2007.
4.33
Achievements in 2006/07 Building Control:
Action
Target
Milestone
Achieved?
Comment
Building Control Fee Earning Account
Break even
+0.9%
Yes
Closest to target since Fee Earning account was established
Complete data input into GIS System
To complete
Still approx three years to complete & eight to check
No
No resources were allocated to this task
Maintain level of service
Consider and set revised Local Performance Indicators
Average within statutory limits
No
Loss of staff and increased workload made service delivery more difficult.
4.44
Performance Indicators for the Development Control Service 2006/07
PI No
Description
2006/07 Target
2006/07 Actual
2007/08 Target
2008/09 Target
2009/10
Target
BV 106
Percentage of new homes built on previously developed land.
50.00%
52.20%
50.00%
50.00%
50.00%
BV 109a
Percentage of major applications determined within 13 weeks.
57.00%
42.10%
60.00%
60.00%
60.00%
BV 109b
Percentage of minor applications determined within 8 weeks.
63.00%
35.26%
65.00%
65.00%
65.00%
BV 109c
Percentage of ‘other’ applications determined within 8 weeks.
75.00%
58.58%
80.00%
80.00%
80.00%
BV 200a
Did the local planning authority submit the Local Development Scheme (LDS) by 28 March 2005 and thereafter maintain a three year rolling programme?
Yes
Yes
Yes
Yes
Yes
BV 200b
Has the local planning authority met the milestones which the current Local Development Scheme (LDS) sets out?
Yes
Yes
Yes
Yes
Yes
BV 200c
Did the Local Planning Authority publish an annual monitoring report by 31 December of the last year?
Yes
Yes
Yes
Yes
Yes
PI No
Description
2006/07 Target
2006/07 Actual
2007/08 Target
2008/09 Target
2009/10
Target
BV 204
The number of planning appeal decisions allowed against the authority’s decision to refuse on planning applications, as a total number of planning appeals against refusals of planning applications.
50.00%
28.50%
50.00%
50.00%
50.00%
BV 205
The local authority’s score against a ‘quality of planning services’ checklist.
85.00%
66.70%
89.00%
94.00%
94.00%
BV 219a
Total number of conservation areas in the local authority area.
12.00
12.00
12.00
12.00
12.00
BV 219b
Percentage of conservation areas in the local authority areas with an up-to-date character appraisal.
25.00%
50.00%
33.00%
42.00%
42.00%
BV 219c
Percentage of conservation areas with published management proposals.
25.00%
50.00%
33.00%
42.00%
42.00%
5.0
Environment Directorate
The Environment Directorate (see diagram below) aim is to:
“provide a focus for services which primarily impact directly on
the quality of life and the built and natural environment within
the Borough. The majority of services are provided directly to
the public and business community.”
5.1
Equality and Diversity
5.11
Introduction
The equality and diversity performance indicators for the Council are managed by the Director of Environment. The Council has recently reviewed its policies on equality and diversity and brought them together in one document its ‘Inclusive Equalities Scheme’ which is available on the Council website.
5.12
Performance Indicators for Equality and Diversity 2006/07:
PI No
Description
2006/07 Target
2006/07 Actual
2007/08 Target
2008/09 Target
2009/10
Target
BV 2a
The level of the Equality Standard for local government to which the Authority conforms in respect of gender, race and disability.
1
1
2
3
3
BV 2b
The quality of an Authority’s Race Equality Scheme (RES) and the improvements resulting from its application.
84.00%
47.00%
100.00%
100.00%
100.00%
5.2
Environmental Health and Enforcement
5.21
The Environmental Health and Enforcement Unit exists to deliver the statutory and regulatory functions placed upon the Council which are concerned with protecting public health and well being and safeguarding the environment.
The Unit is responsible for the following general areas of the Council’s work:
Waste Management
• Ensuring that refuse and recycling is collected, streets and the environment are kept clean and a service for the collection of trade refuse, and bulky domestic waste items is provided.
• Inspecting workplaces and investigating accidents at work.
Pollution Control
• Inspecting and licensing premises which emit pollutants to the atmosphere.
Contaminated Land
• Identifying land where previous use has caused it to be contaminated with potentially harmful substances.
Housing
• Taking action to ensure privately owned or rented housing is safe to live in.
Public Health
• Dealing with statutory nuisances including noise, investigating infectious diseases, removing accumulations, treating pests and infestations, keeping the Borough’s public conveniences clean and in reasonable repair, collecting stray dogs, dealing with litter and flytipping, monitoring private and public water supply quality.
Consultation
• Providing advice on planning applications involving major developments, licence applications, land searches.
5.22
Achievements in 2006/07 Environmental Health and Enforcement:
Action
Target
Milestone
Achieved?
Comment
Waste Management improvement plan
Set up trial collection of garden refuse to 500 properties
Set up trial from 01 June 06 to Dec 07
Partially
Collection set up to 200 properties
Provide new signage and containers to bring sites
Complete by 31 March 06
Partially
New bins and signs have been acquired but progress to put them out has been slowed by work on the kerbside recycling project
Extend Kerbside recycling to 2,500 properties in Borough
Complete by March 07
Yes
Kerbside collection rolled out to entire Borough
Food Service Plan
The planned inspection of food premises and taking of food samples
Complete by 31 March 07
Yes
Contracted inspectors were required to assist with programmed inspections
Set up a “scores on doors” section for food premises on the Council website
Complete by 31 March 07
No
Suspended whilst advice from the FSA is awaited.
Complete training for 75 food premises on the new regime for food risk assessment
Complete training by 31 Dec 06
Yes
Health and Safety Service Plan
Complete the risk rating of premises
Complete by 31 March 07
Yes
This work is contractor led at present
Action
Target
Milestone
Achieved?
Comment
Safer Towns Initiative
Carry out a health and safety campaign in one settlement in each district of Northumberland
Prepare for an event in late 2007
Partially
Some collaborative working with other LA’s and HSE on event in Blyth
Radon
Complete a survey of homes in the Wooler area and provide advice on remediation
Complete by 31 March 2007
Yes
A successful partnership operation with the PCT, Glendale Gateway Trust and Health Protection Agency
Develop an Empty Homes Strategy
Develop a strategy for the Borough and then initiate action to bring empty homes back into use
Produce a strategy by 31 March 2007
No
Funding bid to SHIP failed – no resources within Unit to progress
Licensing of Houses in Multiple Occupation
Identify and licence mandatory HMO’s in the Borough
Produce a licensing policy
Licence properties
Yes
Yes
Strategic Housing Audit
New in year
Preparation of PID for Improving Housing Choice
New in year
Yes
Contaminated Land Assessment
Identify land where previous use has caused it to be contaminated with potentially harmful substances
Complete by 31 March 2006
No
Maps acquired but assessment work not underway
Public Convenience Improvement Plan
Renovation works to Castlegate and Seahouses conveniences
Complete by March 2007
These works are on-going
Inspection of LAPPC Processes
Inspect and audit 20 polluting processes to ensure they are abiding by their emission limits
Inspect by 31 March 2007
Yes
Action
Target
Milestone
Achieved?
Comment
Service Requests
Respond to requests for service
Respond to >75% of requests within three working days
7% or 372 requests did not receive any response
The Environmental Health and Enforcement Unit responded to more than 5,000 requests for service each year. Since September 2005 the Unit has taken on significantly more work associated with refuse collection and trade refuse following the externalisation of the contracts. The introduction of the 101 service number has provided another avenue for the public to access services.
Green Festival II
Organise and deliver the second Borders Green Festival
July 2006
Yes
Loss of staff meant completion was outsourced.
5.23
Performance Indicators for Environmental Health and Enforcement 2006/07
PI No
Description
2006/07 Target
2006/07 Actual
2007/08
Target
2008/09 Target
2009/10
Target
BV 64
Number of non-local authority-owner vacant dwellings returned to occupation or demolished during the financial year as a direct result of action by the local authority.
0.00
0.00
0.00
0.00
0.00
BV 82a(i)
Percentage of household waste arising which have been sent by the Authority for recycling.
22.50%
22.08%
26.00%
26.00%
26.00%
PI No
Description
2006/07 Target
2006/07 Actual
2007/08 Target
2008/09
Target
2009/10
Target
BV 82a(ii)
Total tonnage of household waste arising which have been sent by the Authority for recycling.
2,200
2572.66
2,600
2,600
2,600
BV 82b(i)
The percentage of household waste sent by the Authority for composting or treatment by anaerobic digestion.
0.20%
0.44%
0.90%
1.20%
1.20%
BV 82b(ii)
The tonnage of household waste sent by the Authority for composting or treatment by anaerobic digestion.
15.00
51.52
20.00
25.00
25.00
BV 84a
Number of kilograms of household waste collected per head of the population.
387
443.2
379
372
372
BV 84b
Percentage change from the previous financial year in the number of kilograms of household waste collected per head of the population.
-7.00%
-6.30%
-2.00%
-2.00%
-2.00%
BV 86
Cost of household waste collected per household.
£41.30
£45.26
£41.30
£42.00
£42.00
BV 91a
Percentage of household residents in the authority’s area served by kerbside collection of recyclables.
67.00%
100.00%
100.00%
100.00%
100.00%
BV 91b
Percentage of households resident in the authority’s area served by kerbside collection of at least two recyclables.
67.00%
100.00%
100.00%
100.00%
100.00%
PI No
Description
2006/07 Target
2006/07 Actual
2007/08 Target
2008/09 Target
2009/10
Target
BV 166a
Score against a checklist of best practice for: a) Environmental Health.
80.00%
100.00%
80.00%
80.00%
80.00%
BV 199a
The proportion of relevant land and highways (expressed as a percentage) that is assessed as having combined deposits of litter and detritus that fall below an acceptable level.
2.00%
1.00%
2.00%
2.00%
2.00%
BV 199b
The proportion of relevant land and highways (expressed as a percentage) from which unacceptable levels of graffiti are visible.
1.00%
0.00%
1.00%
1.00%
1.00%
BV 199c
The proportion of relevant land and highways (expressed as a percentage) from which unacceptable levels of fly-posting are visible.
1.00%
0.00%
1.00%
1.00%
1.00%
BV 199d
The year-on-year reduction in total number of incidents and increase in total number of enforcement actions taken to deal with ‘fly-tipping’.
3.00
2.00
3.00
3.00
3.00
BV
216a
Number of ‘sites of potential concern’ [within the local authority area], with respect to contaminated land.
0.00
1,862
0.00
0.00
PI No
Description
2006/07 Target
2006/07 Actual
2007/08 Target
2008/09 Target
2009/10
Target
BV 216b
Number of sites for which sufficient detailed information is available to decide whether remediation of the land is necessary, as a percentage of all ‘sites of potential concern’.
0.00%
24.00%
0.00%
0.00%
0.00%
BV 217
Percentage of pollution control improvements to existing installations completed on time.
75.00%
100.00%
75.00%
75.00%
75.00%
BV 218a
Percentage of new reports of abandoned vehicles investigated within 24 hours of notification.
60.00%
100.00%
65.00%
70.00%
70.00%
BV 218b
Percentage of abandoned vehicles removed within 24 hours from the point at which the Authority is legally entitled to removed the vehicle.
100.00%
100.00%
100.00%
100.00%
100.00%
5.3
Environmental Maintenance
5.31
Environmental Maintenance provides and delivers a range of services that impact directly on the community and visitors to the Borough including:
