Corporate Review Service Delivery Plan 2008/09
Regional Development
Productivity Report Quarter 4 Scrutiny Version
Quarterly Performance Review
Regional Development: Productivity Report Q4
1.0. Executive Summary:
This report has been produced to assess the performance of Regional Development to the end of the fourth quarter of 2008/09. In order to achieve effective performance management, this report outlines any necessary corrective and ongoing actions to address areas of problematic performance and to ensure the continuous improvement of the Service. Key points are: Hull Forward Despite the economic downturn, performance against targets has been good for most indicators with jobs and business support targets set at the start of the year being exceeded and inward investment companies secured being met. There has been particularly strong performance against businesses receiving immediate information and help, and businesses receiving quality bespoke solutions, these achievements in particular reflecting escalating demand coming through the World Trade Centre, the continuing success of the Bondholder scheme and the impact of the downturn leading more businesses to seek help. Progress against development targets has been slower to come to fruition, as a result of implementation delays to some schemes (e.g. demolition of the Pepi‟s site in the Fruit Market, and to securing a start on-site for the new fruit trades facility at Priory Park), and the economic climate which halted progression of The Boom residential scheme on the East Bank of the River Hull. With the exception of Pepi‟s which is awaiting planning consent, all of the schemes targeted for 2008/9 have however completed or are on-site, and the shortfall in each of the physical targets set for 2008/9 should be made up in 2009/10 as the relevant schemes complete. Whilst the economic climate is impacting on delivery timescales for most of Hull Forward‟s development projects at implementation stage and in development, city centre renaissance continues with physical work, land acquisitions, detailed master-planning, investment negotiations and other project development work ongoing across the SDAs. Intervention strategies have been revised in response to the changing market and good progress has been made in finding alternative ways of maintaining momentum – for example, securing approval from YF and the HCA for additional funding to progress acquisitions and infrastructure work in the Fruit Market and the East Bank. Priority continues to be given to facilitating city centre regeneration, to progressing key sites in the East Hull and West Hull target employment areas (Hedon Road, Burma Drive, Priory Park) and to developing healthcare technologies and renewables as Hull Forward‟s key economic target sectors. The Hull Forward Board is also shortly to consider the ongoing Hull Forward delivery plan, which will inform ongoing targets and performance reporting. Business Programmes The final quarter saw a general acceleration towards most targets. The Acorn Fund had a particularly busy quarter. The difficult economic conditions continue and this has resulted in a number of substantial requests for funding to support traditional businesses and an increase in start up enquiries. There is evidence that a reasonable number of those made redundant are seeking a fresh start on their own. Acorn was successful in a WNF application and this will now allow the fund to resume grant awards over the next two years (offer £500,000 per annum) Hull City Council – Quarterly Performance Review 2
Regional Development: Productivity Report Q4
The replacement investment company for Hull Investment Limited, Hull Investment Fund Limited, was formed and met for the first time this quarter. The team are currently working on a number of economy recovery measures such as the Hull Deal programme, social clauses policy, jobs fairs, meet the buyer events, supply chain project and business engagement. Managed Workspace – During this quarter occupancy rate has fallen by 2% to 80% continuing a steady decline over the year from 87% in the first quarter. In line with falling occupancy is the expected fall in business start ups, 14 in the first quarter down to 5 this quarter and the consequent impact on employment levels which has dropped from 590 to 534. Throughput of businesses is at 2% which mirrors the drop in occupancy and businesses over 4 years has increased to 43% which could imply that the more established businesses are better placed to survive the downturn. Survival rate is at 70% showing that of the 10 businesses set up in this period last year, seven are still operating. The three that have not survived were connected to the building industry. Hull Business Centre continues to be the hardest hit at only 58% let. A number of strategies are currently being formulated to address this, including using the accommodation as part of the Hull Deal offer and refurbishing one floor of the building to facilitate a hot-desk, networking centre for fledgling businesses to explore possibilities. Strategic Development During this quarter the following progress has been made:o
Budget – Budget sign off completed along with the identification of risks, savings strategy and establishment verification. Service Delivery Plan – the SDP has been signed off by the Leader, Portfolio Holder and Chief Executive. Equalities Standard – Evidence has been gathered relating to the Equalities Action Plan. Service Development Group – progress continues to be made with the top ten actions taken from the Service Development Action Plan
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Investment Programmes The commissioning and contracting process for Local Work Guarantee was completed at the end of March, with contracts awarded to PROBE, Goodwin, Latitude, Construction Works, Skills4Communities and a partnership of Autism plus and CASE. Delivery is to start in early April. The Local Work Guarantee – Hull Employment Retention and Mentoring project which is to be jointly YF and ERDF funded, and is effectively the social inclusion element of the Geographic Investment Programme has been approved and a funding agreement is being prepared. This will provide £4.5m of funding for workplace mentoring, support for businesses facing redundancy and downsizing issues, social clauses, and employment related events. The commissioning process is to start in April with delivery expected to commence in August or September.
Hull City Council – Quarterly Performance Review
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Regional Development: Productivity Report Q4 European and Regional Policy During this quarter the following progress has been made:1. Sub National Review - New Regional Arrangements The Yorkshire and Humber Regional Assembly has been dissolved with effect from midnight 31st March, 2009 and the new regional governance arrangements come into operation. A Joint Regional Board, made up of the LGYH Leaders‟ Board, which comprises 8 council Leaders (2 from each Functional Sub Region), and Yorkshire Forward Board Members has been established and will have responsibility for the development, implementation and monitoring of the new Single Integrated Regional Strategy (IRS). This will replace the Regional Spatial Strategy and the Regional Economic Strategy. Until new legislation is introduced it will also be designated as the Regional Planning Board Core regional activity previously led by the Assembly will continue to be delivered along with the IRS and the new arrangements will ensure this is developed from the local level through the four Functional Sub Regions (i.e. in our case, Hull and Humber Ports City Region 1) in the region. Four thematic Boards will provide expert strategic advice to the JRB on the issues of Planning, Regeneration and Housing, Work and Skills and Transport. Two of these Boards will be chaired by LGYH representatives (Regeneration and Housing and Planning) and two by Yorkshire Forward (Transport and Employment and Skills). Nominations for these Boards are being sought from the Functional Sub Regions. A separate Independent Board will provide challenge on the subject of sustainability and ensure this is reflected across all the Thematic Boards. LGYH-led networks of council Leaders and Chief Executives to ensure that wider health, community safety and cultural issues can be built into the IRS. Scrutiny is to be undertaken by the Regional Select Committee, it is understood that members and a chair have been appointed (local Labour MPs for the lifetime of the current Parliament) and topics for scrutiny are to be considered shortly. The legislative mandate for undertaking the IRS is incorporated in the Local Democracy, Economic Development and Construction Bill; it is expected that this have received Royal Assent in late autumn this year. Until this legislation is in place the formal strategy-making process for the IRS cannot commence. However the Regional Development Agency is making preparations for the development of the evidence base and it is hoped to have this in place for March 2010. The IRS will be produced collaboratively, taking into account of local and FSR priorities and will need to integrate with the economic assessments local authorities will need to prepare under the statutory duty being brought forward in the LDEDC Bill. However there is no agreed timetable or strategy for producing the IRS at this time.
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LGYH and the RDA use the term „Functional Sub Region‟ as in the Yorkshire and Humber Region the four sub regional areas comprise Sheffield, Leeds and Hull and Humber Ports City Regions and the Association of North Yorkshire Authorities)
Hull City Council – Quarterly Performance Review
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Regional Development: Productivity Report Q4 Preparatory work for the economic assessment in Hull is currently underway; this is likely to need to be undertaken at more than one spatial level (e.g. Hull LA area, Hull Travel to Work area) and involve joint working with East Riding of Yorkshire Council. Approaches have already been made to the East Riding and a scoping paper drafted covering this and a number of other areas that could be open to joint working. Initial guidance on preparing Economic Assessments was published on 26th January, 2009 alongside sister documents on the Integrated Regional Strategy and options for sub regional co-operation including Economic Prosperity Boards and Multi Area Agreements. Further guidance is expected in late spring. In the letter of 22 nd December Government asked Local Authorities whether or not they wished to express an interest in taking on more freedoms and flexibilities to produce better economic outcomes by using the provisions outlined in the current Bill concerning Economic Prosperity Boards. The published guidance on EPBs (i.e. statutory city-regions, which are to direct policy over portfolios which are key to economic development and regeneration) makes it clear that such cross local authority boundary arrangements must be governed by a group of councillors – probably council leaders – one from each of the participating councils. This governance system will, in effect be senatorial, with each council leader having a vote on the EPB. The councils involved will be able to decide which sub-regional policies fall within their EPBs remit. The Chancellor of the Exchequer is expected to announce a number of „candidate‟ statutory city regions (likely to include: Tees Valley, Manchester, Leeds, and Liverpool) at the Budget on 22 April 2009. Humber leaders responded in the affirmative but that they would prefer not to take up the offer in the first wave. At Functional Sub Region level partners are likely to embark on preparing an Integrated Regional City Strategy across the summer which will require contribution from Regional Development. HEP Executive Team is preparing a paper for submission to the next HEP Strategy Team meeting on April 30 th outlining proposals to take this forward. To support this work across the city region extra resources are to be sought from the Regional Improvement and Efficiency Programme. As outlined last quarter this is being taken forward at City Regional level though HEP; the Executive Team have requested local authority contributions to a paper to be presented to the HEP Strategy Team on 30th April. 2. Development of Hull and Humber Ports Multi Area Agreement On 12 January 2009, the HEP Board of Directors met and agreed (amongst other things) that Local Authorities should commit named specialist staff for an agreed period to work with lead partners to develop the content of the work streams. Five interventions or work streams for the MAA have been identified by partners in the City Region, and local authority and agency resources and personnel are being pooled into development groups to work up the content and detail around each proposal. These are: o Work Experience Placement o Public Sector Apprenticeship Scheme o Graduate Internship Scheme o Enterprise Rehearsal Scheme o Young People‟s Forum Hull City Council – Quarterly Performance Review
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Regional Development: Productivity Report Q4 At the meeting the Humber Economic Partnership Board on 9 th March Directors confirmed their commitment to working to address the central issues of the MAA but felt the July date for signing off the MAA with Government was too ambitious. It was noted by the Directors that it is becoming increasingly difficult for the local authorities and partners to divert resources away from dealing with the immediate pressures of dealing with the impacts of the recession. Directors also felt that the speed at which the Government‟s devolved decision-making agenda was progressing and the variety of alternative forms being proposed may mean that in say 18 months time, alternative models may be available that are more appropriate for the Hull and Humber area‟s needs. Directors therefore resolved to take a short pause, take stock and review the way forward on the MAA and to seek a short report from Hall Aitkin on current positions and future options. Meantime good progress is being made by the five MAA practitioner led development groups in terms of identifying opportunities to work together across the city region to tackle skills and worklessness issues and are developing a more refined offer and a set of asks for each of the workstreams. The leads are currently working to a deadline of 17th April which will enable consideration of their outputs at the HEP Strategy team meeting on 30th April. Hall Aitken proposes to produce a report also for presentation to the April Strategy Team meeting which will include:
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Liaising with each of the five MAA Development Group leads; Providing support to the Development Groups as required; Consulting senior partners on their views on the way forward; Identifying and appraising alternative governance arrangements; Providing recommendations for the most effective way forwards; and Outlining a realistic timetable for progressing actions.
Slowing down the MAA development process in this way will allow the focus of the MAA to be widened and developed into a work programme for tackling skills and worklessness issues embedded within the Employment, Enterprise and Skills Board structures. Any potential short term reputational risks attracted as a result of slowing development down could be mitigated by developing an initiative without MAA status, possibly around a narrower skills focus, e.g. workplace guarantees, and deliver it well. Additionally a number of activities have been suggested which fit well with the role of the EES Board which would mitigate any potential issue around evidence of sub regional partnership working which might be identified by preliminary CAA assessments through lack of progress on the MAA. It is anticipated that there will be a report to the HEP Partnership Board on May 18 th which will fully articulate the way forward and time table for the MAA. 3. National and Regional Arrangements for dealing with the economic situation Regional Development is now producing a fortnightly economic situation report. The Regional Economic Delivery Group has set up a sub group to review progress of major capital schemes across the region. The sub group will aim to: Build up a picture of major capital investment schemes in the region; 6
Hull City Council – Quarterly Performance Review
Regional Development: Productivity Report Q4 Identify any actions to mitigate risks to delivery and co-ordinate efforts between partners where needed;
- Report on progress to the Regional Minister and Economic Delivery Group members. Regional Development submitted details of Hull schemes via HEP to the first meeting of the group on 1st April. 4. Regional Funding Advice The Regional Funding Advice was submitted to the Regional Minister on 27 th February, 2009. The advice presents the Region‟s indicative short, medium and long term investment priorities across economic development and skills, transport, and housing and regeneration. The Region has taken care to ensure that investments across these strands are, where possible, integrated and aligned behind its ambition of sustainable economic development. Further, by demonstrating the Regions‟ strategic priorities over the next 10 years the aim is to build the Government‟s understanding of the key challenges the Region faces. 5. Yorkshire Cities The „Strengthening Local Economies‟ Report is due to be published at the end of April. A route map for dissemination is being prepared; a key issue is adverse publicity resulting from the sensitive material the report contains. 6. Centre for Cities The „Unlocking City Potential: Sustaining City Growth‟ report is also due for publication at the end of April. 7. Surface Water Management Plan (SWMP)/Aqua Green Project Hull City Council has been successful in attracting £50,000 of Defra funding for its role as a pilot authority in the production and development of a „Surface Water Management Plan‟. By utilising the Environment Agency‟s Strategic Flood Risk Management Framework Agreement, Hull City Council have appoint Halcrow to undertake the appropriate modelling and monitoring studies required to information and test the guidance for the SWMP. Work will commence at the beginning of April 09 and be finalised by the end of August 09 8. Hull Bulk River Terminal In order to service both expanded power generating capacity in the region ABP is investing £180 million in the development of a deep water riverside bulk handling facility adjacent to King George Dock. A Harbour Revision Order will be submitted in Q2 of 2009. HCC is in discussion with ABP regarding the Public Rights of Way implications. Hull Riverside Container Terminal Discussions are ongoing with Hull City Council and ABP to resolve issues surrounding the implementation of the Harbour Revision Order.
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10. Team Humber Marine Alliance Hull City Council and Hull Forward are still in negotiation with Yorkshire Forward regarding the Networking Contact. As at 1.4.09 the contract has still not been awarded. Hull City Council – Quarterly Performance Review
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Regional Development: Productivity Report Q4 11. Drax Power Limited Due to commercial operation timeframe constrains and issues surrounding National Grid transmissions, Drax have taken the decision to withdraw the planned development of Renewable Energy Power Plant from the proposed site at the Port of Hull. The European Team During this quarter the following progress has been made:ERDF Objective 2 (2000-06) update This quarter was focussed on supporting ERDF Objective 2 projects that closed on or by 31 December 2008. It was dominated by an increased level of monitoring evidence collected on behalf of Government Office for Yorkshire and the Humber, to assist in the ongoing Objective 2 Programme closedown process. Monitoring work shows continuing drawdown of high levels of ERDF grant. ERDF New Operational Programme (2007-13) The Team has been involved in supporting a number of potential project enquiries for ERDF under the New Operational ERDF Programme. These have been supported through discussions with potential project applicants and representatives fr om Regional Development and Yorkshire Forward. At the current exchange rate, the whole programme of €583,580,959 is now worth £544,557,937; around £150m more than when the programme was approved. The shift in the relative values has increased the amount of Sterling which the Programme has to spend by the end of 2009 and each subsequent year. The spend target for 2009, at the current exchange rate, is £118.5m - an increase of £33m since the Programme‟s approval. Implications of shifting currency values have to be managed at a programme level and changes later in the programme may reverse the current trend. Project grant offers are made in Sterling and currency fluctuations have no effect on the grant that they receive. Knowledge Economy During this quarter the following progress has been made:Goal 1 - Knowledge Economy & Innovation:
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The University Enterprise & Innovation Centre opened in Q1. The first tenants have moved in and the Centre is establishing a presence locally, as key piece of the local infrastructure. Programme and project development activities are advanced around specific opportunities, notably around health, creative and digital industries , transformation, trade (the University is a partner in the WTC), as specific areas of concrete collaboration.
Goal 2 - Telehealth (market opportunity & service transformation):
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The eHealth programme was agreed between the Council and the PCT (with significant Regional Development and Broadband Capital Limited input Q4. Hull Forward‟s study into the related economic opportunities was well advanced in Q4 for completion in Q1 2009/10. These two workstreams together will form the basis of Hull‟s telehealth & independent living programme and the telehealth institute proposal. Work on the Institute proposition will be a focus of work in 2009/10. Work also continued on a regional Telehealth strategy based on demonstration and delivery of the value of telehealth and independent living, including the projects in Hull. Hull City Council – Quarterly Performance Review 8
Regional Development: Productivity Report Q4
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The Stream Independent Living pilot reached more than 100 installs in Q3, including the first deployment of three homes with full home monitoring. The plans for a full scale roll out where put on hold to enable further development of the Stream platform during 2009/10. This is also the primary area for demonstrating the value of the Digital Home (Goal 6)
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Goal 3 - Digital Challenge & DC10:
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The Governments package of policy announcements (Digital Equalities Action Plan, New Opportunities White Paper, and Digital Britain) were completed in Q4. The DC10 group (including Hull) has been advising their development. Delivery plans will be published in 2009/10. Hull leads the DC10‟s Digital Switchover workstream. A set of demonstration projects have been agreed, one of which includes deploying a Stream pilot in Birmingham. Independent Living is an increasingly important focus in the DC10 programme, with Stream being seen as the leading example of how things should develop. The development of business cases for Council use of Hull‟s Digital Challenge were held up in Q4 by delays with the Transformation Programme. However, specific elements are been progressed, particularly aimed at worklessness, citizen engagement, and the enhanced housing options project in Q4.
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Goal 4 - Stream & Broadband Capital:
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Broadband Capital‟s business plan has been redefined. The focus is primarily on independent living and telehealth. A one year change programme is complete. The intention is to follow through with a three programme focused on independent living as the core of Stream‟s activities, which is currently in negotiation with partners and is being considered by the Council. Considerable effort was put into agreeing a way forward in Q4, which should be completed in Q1 2009/10. There is a major risk to the company if this is unsuccessful. Other related avenues are being pursued. This includes participation in funding bids with local and external partners (including major technology businesses) and project and revenue opportunities levered by the DC10 and Digital2020 involvements. Discussions continue with third party business interests and investors about commercialising Stream know-how in specific private sector markets.
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Goal 5 - 21st Century connectivity:
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The headline needs and policy analysis took place in Q1 through the medium of a Scrutiny Green Paper. Substantial work has continued on the options appraisal, including in relation to developments in the telecoms sector locally (including with KCOM). The complexity the issues and opportunities has proved challenging. The importance of broadband and next generation connectivity has risen sharply during Q3, following the publication of the Digital Equalities Action Plan and the Caio Report in Q2 & Q3. Government is making very strong noises about the importance of connectivity investment, particularly as the country slips into recession, which was developed in the New Opportunities White Paper and Digital Britain announcements in Q4. Hull City Council – Quarterly Performance Review 9
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Regional Development: Productivity Report Q4
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Significant progress took place on developing an open public access network proposal in Q4, with significant local backing and involvement. There are crucial synergies between the connectivity agenda and the other goals in the Knowledge Economy work programme.
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Goal 7 Positioning Hull in regional change and innovation
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The regional Digital 2020 public service group (chaired by Hull, on the back of our DC10 role) to develop concrete actions promoting digital inclusion and public service innovation, and the consequent economic opportunities for the region. Connections with the RIEP are an issue. Significant progress is being made on petitioning Hull projects in regional funding streams. This work will continue in terms of specific YF supported proposals in health, digital inclusion and creative and digital industries in 2009/10
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Goal 8 - Creative Industries:
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The Creative and Digital Business Network is now fully launched. Two self organised business networks (HumberMUD focused on creative issues and Hull Digital focussed on technology) are meeting regularly. This is an important step forward. A Steering group is developing a broader creative and digital programme covering business networking, market opportunities, talent and skills, and potential capital investment in a creative and digital centre and cultural facilities. This group includes business representatives, The Council, Hull College, and the University of Hull. The announcement of redevelopment of Hull College‟s Queens Gardens campus open exciting new opportunities for developments in this sector. Progress was made on developing an action plan in Q4, which will be carried through in 2009/10. Yorkshire Forward has requested discussions about how it can support a creative and digital initiative in Hull.
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Goal 9 - Trade:
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WTC fully operational delivering the full range of development and delivery activities. It is being managed by Hull Forward and is making its presence felt in the region. Work on the longer term business plan started in Q3.
Goal 10 - Resources:
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Progress has been made on winning some funding on Stream activities in Q3. A large scale ERDF bid on telehealth and independent living is lodged with Yorkshire Forward. This became part of the Regional Telehealth Strategy discussion in Q4. Most of the focus has been on developing the value positions that will underpin resources allocations by local partners (including the Council), external resource bids (national, regional and EU), and relationships with other stakeholders (including Government, the RDA and the private sector), from 2009/10 onwards. Resources remain a significant risk to developing and implementing the programme. Hull City Council – Quarterly Performance Review 10
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Regional Development: Productivity Report Q4 Planning Service Overview During the final quarter of 2008/09 the planning service as whole has made many changes within our working practices and procedures leading to major efficiency improvements. Examples of these changes range from a revised office layout enabling more effective communication between teams and increased cross working between teams. Planning enforcement and Building Control are considering how to work together in terms of joint inspections. A joint Planning, Highways and Building Control surgery is now being held monthly with the initial meeting at the end of March. These changes are enabling the service to work more effectively between teams but also strong links are evident with the community and users of the service. The Holderness Road Area Action Plan consultation events have enabled many one to one discussions to occur empowering residents to directly influence the development of planning strategy within their community. The reduction in planning income through building control, archaeology and planning applications fees has had a significant impact on fee income and with this has lead to significant re-organisation and reprioritisation within the service. There has been a refocusing of activity into improved process and procedures for dealing with planning application, enforcement and policy development. The recruitment of the Urban Design and Conservation Manager at the end of this period will ensure that throughout 2009/10 the service is well positioned to effectively influence the quality of all major development within the city. The links between planning and BSF, Gateway, Housing, Hull Forward, the NHS Trust and Primary Care Trust have been developed significantly and will prove vital in delivering high quality development in the right locations across the city. All these decisions will be informed by an up to date planning policy framework. Planning Development Control There has been a reduction in the number of applications received for the year overall (approx 15%). Performance in all 3 categories of applications has been below target for Quarter 4, but in 2 of the 3 categories of applications has remained above national targets for the year; the remaining target (major applications) is below target for the year. Staff levels have reduced with 1 part time planning officer moving to Planning Policy, 2 support posts becoming vacant, and 1 principal planning officer being on long term sick. DC Enforcement The number of new enforcement cases received each month reduced over the first 2 months of the quarter but saw a large rise in March. Prosecution cases against enforcement notices are pending and being prepared. New procedures for allocation of section106 monies through Area Committees are now agreed and in place. Condition monitoring links with Building Control and/or Area Teams are being progressed to improve efficiency. Such improvements are considering how building control site inspections can also assist in ensuring compliance with certain planning conditions. In October 2008 revisions to the householder permitted development rights were introduced by Government. The objective of the change was to decrease the quantity of planning applications required for householder applications. However, due to the detail of the General Permitted Development Order the reductions of the number of householder applications have not materialised.
Hull City Council – Quarterly Performance Review
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Regional Development: Productivity Report Q4 The government were seeking reductions of 20% and within Hull the numbers have stayed constant due to the type of housing stock being of a large number of terraces properties with narrow gardens. Government is considering revising commercial permitted development rights in the next financial year to reduce the need to submit planning applications for smaller commercial developments. Any change of regulations typically has impact on the number of enforcement cases but the impact appears to be insignificant, in addition the number of queries about whether a proposal is permitted development or not has decreased by 16% on previous years but this is likely to be down to the changes in the economy rather than the regulations. Queries have increased significantly in relation to whether proposals for block paving are permitted development. Urban Design and Conservation The Urban Design & Conservation Manager is now in post and this will help to address some of the capacity issues the team has been experiencing in terms of providing the Urban Design & Conservation service. Partnership working with Gateway continues on the NaSA and Holderness Road Area Action Plans and with the additional resource the service provided should improve. Partnership working with Hull Forward continues with the Team‟s inclusion in the project teams for the Fruit Market, Quay West and Humber Quays. Progress is being made with Listed Buildings at Risk with regular monthly reports to Members. Timely and expert advice continues to be provided to Development C ontrol to enable them to meet their targets. Building Control Although Hull Building Control introduced a revised budget strategy during the 2 nd period of this year, the economic slowdown with the subsequent income loss has made it difficult for us to achieve a balanced budget. Further saving initiatives will be introduced into next year‟s budget strategy to ensure we comply with the requirements of the Building (Local Authority Charges) Regulations 1998. Hull Building Control was, this year, successful in achieving ISO9001 registration for its quality management system, which was assessed externally by British Standards Institute. Adequate resources have been made available to ensure registration is maintained. Although the present economic situation has reduced the national problem of staff retention and recruitment, there is now growing concern that the downturn, which has resulted in significant numbers of personal leaving the Building Control profession, will leave a knowledge gap when the inevitable upturn begins. Hull Building Control has therefore maintained the existing development plan for Assistant Building Control Officers and remains committed to retain staff at existing levels. How the team can assist with meeting wider service objectives is also being considered and work with the planning enforcement section and policy section in relation to ensuring compliance with the code for sustainable homes as an a example is being progressed. Archaeology The main challenges to be faced by the team during this financial year will be: 1. The preparation of the Historic Environment policies for the new LDFs (Local Development Frameworks).
Hull City Council – Quarterly Performance Review
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Regional Development: Productivity Report Q4 2. Preparing to meet the challenges posed by the introduction of the new raft of Heritage Protection guidance proposed by DCMS: even though the introduction of the Heritage Protection Bill has been deferred, the accompanying statutory instruments are set to proceed. 3. Meeting a heavy workload with a team which will be short-staffed for much of the year due to the secondment of an officer to English Heritage for a period of 6 months.. We are still awaiting consultations on the Historic Environment sections of the Kingston upon Hull City Council LDF and the new East Riding of Yorkshire Council LDF. The Heritage Protection Bill has been deferred. The introduction of a new Planning Policy Statement 15 (PPS 15) will replace PPGs 15 and 16; a consultation draft was due to be issued before Easter, but has still not appeared; the intention of the Government was for it to be enacted by the summer of 2009. One of our Administrative Officers has been on maternity leave since November, and our SMR Officer is currently on a six-month secondment to English Heritage, and is not due to return until September 2009. Hence, we are operating at about 60% of our optimum staffing levels, and shall be short-staffed for some time to come. Planning Policy Preparatory work for the Site Allocations DPD is underway although the City Policies DPD has been placed on hold to enable a clear focussing onto the core strategy. A significant amount of the LDF evidence base has now been completed (Housing Market Assessment, Strategic Flood Risk Assessment, employment land review, etc.). A number of other key studies have recently been commenced including the Str ategic Housing Land Availability Assessment following the appointment of GVA Grimleys. An Infrastructure Study is about to be commissioned and the Open Space Audit is due for completion shortly. Significant progress has been made with the Area Action Plans over the last quarter. The Holderness Road Corridor Area Action Plan preferred options document commenced publication consultation on the 12th March for a period of 6 weeks. Responses to the Newington and St Andrews Area Action Plan Preferred Options consultations have been collated and proposed changes opt the document have been taken through the relevant area committees and planning committee. It is intended that during April 2009 the final document will be endorsed by Full Council to enable submission to the Secretary of State. The progress on the City Centre Area Action plan has been delayed and its submission will be influenced by the ability of the team to undertake 2 examinations consecutively. It is likely the document will be submitted within the first 2 quarters of 2009/10. Progress on the two joint plans with the East Riding has been limited over the last quarter. However, resources have now formally been realigned with the merging of the Strategic Planning team and the Area Planning team. This amalgamation has lead to a reprioritisation of work with the focus for the next 12months been the production of the 3 Area Action Plans. As a result the next formal stage of consultation for the Joint Waste Development Plan Document is not expected until August 2010. The Minerals DPD which his lead by the East Riding of Yorkshire is due for the next round of consultation within the first two quarters of 2009/10. Hull City Council – Quarterly Performance Review 13
Regional Development: Productivity Report Q4
Transport Policy During this quarter progress has been made on the following;
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A63 Short Term Schemes - Market Place Junction completed, Humber Dock Street crossing completed, footway and environmental works adjacent to the Marina are underway, Garrison Roundabout Improvement completed in December. Mytongate Junction design works underway with S278 agreement to be signed later this year and construction planned for 2009/10. Hull Docks Railways scheme - all works now completed and opened by Transport Minister in June, final signal commissioning completed 22 nd September 08. A63 Castle Street long term scheme work underway with Highways Agency to look at the design of scheme options. New transport model being constructed. Survey work completed in September. Public consultation is currently being carried out. A cabinet report approving the City Council‟s response will be prepared for June. City Region Joint Working - officer working group meeting informally with 1 st meeting of the formal Transport Board having taken place in June and 2 nd meeting held on the 16th September. Long term City Transport vision delayed. Now to be considered as part of the LDF Core Strategy and development work on the next Local Transport Plan LTP3.
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Hull City Council – Quarterly Performance Review
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Regional Development: Productivity Report Q4
3.0. Total Performance:
Best Value Performance Indicators
Substantially Below Target
Q2 Forecast Q2 Actual Q3 Forecast Q3 Actual
Near Target
On or Above Target
Total 08/09 Forecast Total 08/09 Actual
Q1 Forecast
Percentage of major planning applications determined within 13 weeks (BVPI109a) Percentage of minor planning applications determined within 8 weeks (BVPI109b) Percentage of other planning applications determined within 8 weeks (BVPI109c) The number of decisions delegated to officers as a percentage of all decisions (BVPI188) The percentage of applicants satisfied with the service received (BVPI111) Percentage of appeals allowed against the authority‟s decision to refuse planning applications (BVPI204) Quality of Service Checklist (BVPI205) Percentage of conservation areas in the local authority area with an up-to-date character appraisal (BVPI219b) Percentage of homes build on brownfield land (BVPI106)
Q1 Actual
Q4 Forecast
Q4 Actual
63%
58.33%
63%
61.9%
63%
75%
63%
36.66%
63%
55.35%
70%
74.78%
70%
67.31%
70%
67.46%
70%
58.18%
70%
68.62%
85%
88.7%
85%
79.02%
85%
82.12%
85%
70%
85%
82.38%
90%
89.86%
90%
88.75%
90%
94.50%
90%
88.72%
90%
80.44%
85% Performance only monitored every three years Figure shown is for 2006 /2007 28% Performance only monitored on an annual basis
67%
35%
90% Performance only monitored on an annual basis 25.61% 25.61% 25.61% 25.61% 25.61% 25.61% 25.61% 25.61% 25.61%
88.9%
25.61%
60%
50%
60%
77%
60%
84%
60%
100%
60%
72%
Hull City Council – Quarterly Performance Review
15
Regional Development: Productivity Report Q4
Best Value Performance Indicators
Substantially Below Target
Q2 Forecast Q2 Actual Q3 Forecast Q3 Actual
Near Target
On or Above Target
Total 08/09 Forecast Total 08/09 Actual
Q1 Forecast
Did the local planning authority submit the Local Development Scheme (LDS) by 28th March 2005 and thereafter maintain a 3 year rolling programme? (BVPI200a) Has the local planning authority met the milestones which the current Local Development Scheme (LDS) sets out? (BVPI200b) Jobs Created through enterprise / inward investment support per annum Jobs Safeguarded Number of businesses and SMEs receiving Information / Immediate Help Number of businesses and SMEs receiving quality bespoke solutions Number of SMEs receiving Quality Bespoke Financial Solutions Business start ups 0 months
Local Performance Indicators
Q1 Actual
Performance only monitored on an annual basis
Performance only monitored on an annual basis
Substantially Below Near Target Target
Q2 Forecast Q2 Actual Q3 Forecast Q3 Actual Q4 Forecast Q4 Actual
Q4 Forecast
Q4 Actual
Yes
Yes
Yes
Yes
On or Above Target
Total 08/09 Forecast Total 08/09 Actual
87
25 175
27
40
21
Hull City Council – Quarterly Performance Review
Q1 Forecast
39
22 241
25
16
14
Q1 Actual
87
36
87
15
87
150
348
240
25 175
17 187
25 175
9 142
25 175
113 256
100 700
161 826
27
24
28
15
28
35
110
99
40
13
40
3
40
52
160
84
21
11
21
11
21
28
84
64
16
Regional Development: Productivity Report Q4
Local Performance Indicators
Substantially Below Near Target Target
Q2 Forecast Q2 Actual Q3 Forecast Q3 Actual Q4 Forecast Q4 Actual
On or Above Target
Total 08/09 Forecast Total 08/09 Actual
Managed Workspace – Occupancy rate Managed Workspace Employment levels Managed Workspace – Throughput of businesses Managed Workspace – Long medium length of stay (4+yrs) Managed Workspace – Licenses from HU1 HU9 area Managed Workspace – Survival rates Number of enforcement notices served (incl. Breach of Condition Notices) No. of appeals against enforcement notices Percentage of appeals against enforcement notices allowed No. of new cases received
80% 85% 550 4%
30%
55%
80%
To show activity only
No. of cases closed.
No. of new cases not to exceed closed cases
Percentage of site visits carried out within 5 working days of receipt of case Percentage of complainants informed of action being taken within 15 working days of receipt of case
More than 90% More than 80%
Hull City Council – Quarterly Performance Review
Q1 Forecast
87% 590 2.8%
39%
54%
78%
11
117
104
91%
90%
Q1 Actual
80% 85% 550 4%
86% 579 4.5%
80% 85% 550 4%
82% 550 3%
80% 85% 550 4%
80% 534 2%
80%85% 550 4%
83.75% 563 3.08%
30%
32%
30%
40%
30%
43%
30.0%
38.5%
55%
58%
55%
61%
55%
61%
55%
58.5%
80%
55%
80%
80%
80%
70%
80% 12 months
To show activity only To show activity only Not More Than 10%
70.75%
To show activity only
6
To show activity only
9
To show activity only
6
32
Performance only monitored on an annual basis
8
Performance only monitored on an annual basis
12.5%
No. of new cases not to exceed closed cases
131
122
No. of new cases not to exceed closed cases
98
132
No. of new cases not to exceed closed cases
116
109
No. of new cases not to exceed closed cases
462
467
More than 90% More than 80%
97%
More than 90% More than 80%
95%
More than 90% More than 80%
88%
More than 90% More than 80%
94%
77%
90%
Figures available next quarter
Figures available next quarter
17
Regional Development: Productivity Report Q4
Local Performance Indicators
Substantially Below Near Target Target
Q2 Forecast Q2 Actual Q3 Forecast Q3 Actual Q4 Forecast Q4 Actual
On or Above Target
Total 08/09 Forecast Total 08/09 Actual
Percentage of cases where the action to be taken is determined within 56 days of receipt of case Percentage of Inspections undertaken within 24hours of request Percentage of Acknowledgement Letters sent within 3 Working Days Initial Notices Percentage of Acknowledgement letter sent within 5 Days Percentage of Applications assessed within 15 days of deposit Percentage of Consultations sent within 3 Working Days Percentage of Consultation Comments forwarded within 3 Working Days Percentage of Decision Notices issued within Time Period Percentage of 21 day maximum inspection interval achieved Percentage of Completion Certificates issued within 7 days of request % of Completion Certificates issued as % of projects started % of planning responses not refused or challenged by the Planning Divisions
More than 75%
95%
95%
95%
75%
90%
95%
98%
75%
90%
70%
Hull City Council – Quarterly Performance Review
Q1 Forecast
71%
100%
100%
100%
86%
95%
100%
100%
78%
100%
74%
Q1 Actual
More than 75%
66%
More than 75%
59%
More than 75%
Figures available next quarter
More than 75%
Figures available next quarter
95%
100%
95%
100%
95%
95%
95%
98.75%
95%
99.56%
95%
100%
95%
99%
95%
99.58%
95%
100%
95%
100%
95%
100%
95%
100%
75%
92%
75%
92%
75%
94%
75%
91%
90%
100%
90%
100%
90%
96%
90%
97.75%
95%
100%
95%
100%
95%
100%
95%
100%
98%
99.08%
98%
99%
98%
95%
98%
98.20%
75%
76%
75%
75%
75%
75%
75%
76%
90%
100%
90%
100%
90%
100%
90%
100%
70%
89%
70%
92%
70%
115%
70%
92.5%
Performance only monitored on an annual basis
78%
95%
18
Regional Development: Productivity Report Q4
Local Performance Indicators
Substantially Below Near Target Target
Q2 Forecast Q2 Actual Q3 Forecast Q3 Actual Q4 Forecast Q4 Actual
On or Above Target
Total 08/09 Forecast Total 08/09 Actual
Q1 Forecast
% of other responses not refused or challenged by the consulting bodies (e.g. statutory undertakers) % of new or modified records added to the SMR per year % of recommended fieldwork projects undertaken in a year, with positive results % of archaeological fieldwork projects requiring monitoring, which are actually monitored No. of SMR users and visitors to our annual events No. of views of our website No. of media items relating to the archaeology of the area, which appear during the year No. of Whole-Time Equivalent posts created in a year The revenue generated per HFA employee % of project reports completed within an agreed time-scale.
0 125 20
51 518 82
Hull City Council – Quarterly Performance Review
Q1 Actual
Performance only monitored on an annual basis
92%
100%
Performance only monitored on an annual basis
6%
1.9%
Performance only monitored on an annual basis
60%
19.6%
Performance only monitored on an annual basis
76%
81%
0 125 20
615 658 85
200 125 20
422 560 62
150 125 20
209 746 71
350 500 80
1297 2482 300
Performance only monitored on an annual basis Performance only monitored on an annual basis Performance only monitored on an annual basis
4
£20,000
11 £27,660 91%
87%
19
Regional Development: Productivity Report Q4
17.0. Capital Schemes
Project Project Efile Documents Manager Location Produced Hull Business Yes Paul Burnley S:\Strategic Development Development\Gayno Fund r\Performance Management\Key Deliverables\Hull Business Development Fund St Stephens Available on Dave Bennett Project File / Caroline Hunt Title Critical Milestone Focus Variance: Planned against Actual
Continue supporting the As per Productivity Report delivery of the „Acorn fund‟ with the Chamber of Commerce to provide support to businesses.
Development of the St Stephens‟s retail, business and transport interchange will commence with contractors on site from October, and the new bus bays and Travel Centre starting in December 2005.
Current phase comprising of Retail development, Transport Interchange, Hotel and Albermarle Music Centre now complete The Retail Development is now transferred from ING to British Land. Hull Truck Theatre is due for completion and opening in March 2009 Henderson Global have placed their interest in the Princes Quay/Quay West development on the market in order that they may focus on other developments in Glasgow and Edinburgh. Until a buyer is found for Henderson Global’s interest in the scheme there is no way of knowing if or when this will be taken forward. This is not to say the scheme will not be reactivated at some point.
Quay West
Yes
Mark Jones
\\HCC143\Stratdev\Gayno r\URC Shared\Quay West
Hull City Council – Quarterly Performance Review
20
Regional Development: Productivity Report Q4
Project Project Efile Documents Manager Location Produced Orchard Park Yes Dave Bennett S:\Strategic Development\Gayno r\Performance Management\Key Deliverables\Orchar d Park Hull and the Yes Patsy Kays S:\Strategic Humber Development\Gayno Ports r\Performance Management\Key Deliverables\Hull and the Humber
Title
Critical Milestone Focus
Variance: Planned against Actual
Works started on site 1st April 2008. Scheme is scheduled for completion September 2009
Start of Site Works
Completion of the City Region Development Plan by June 2005. Further development of CRDP (production of Hull & Humber Ports City Region Prospectus)
Now handed over to Humber Economic Partnership Executive Team
Hull City Council – Quarterly Performance Review
21
Regional Development: Productivity Report Q4
Annexe A - Service Risk Log
Current Risk Mitigating Actions Summary of Priority The publication by HM Treasury of the SubNational Review of Economic Development and Regeneration set out clear and expanded expectations of such functions in local government including a proposed statutory duty and a „duty to cooperate‟ on behalf of partners. Impact (I) Likelihood (L) Score (I x L) Trend Impact (I) This represents the major impact on the future of the Service and the role of the Council in this area when seeking to exercise the Community Leadership role. The service is continuing to reposition resources to meet the requirements and needs of the Sub-National Review in particular the proposed Strategic Economic Assessment and Geographic Investment Plan. This is being managed through a process of service development and capacity / competency assessments and developments („turning the curve‟ initiative). This continues to be a longer term development issue for the Service requiring ongoing management as it moves to a strategic / programme management / commissioning role. The Service with the Head of Service as Programme Director has developed an appropriate Programme Brief and resource profile to ensure that resources can be positioned as appropriate to enable continuing transformation; the ongoing change process and the undertaking of the „Delivering Physical Regeneration‟ Programme. A high level of residual risk still remains in this context until resource allocation and work scope can be agreed and aligned. PDG previously financed bespoke IT systems, so while there is unlikely to be the need for a large capital outlay again there will be a need to identify additional resources to cover licence fees, maintenance, warranties and upgrades following appropriate consolidation of costs wherever possible. PDG enabled essential support for the policy team in terms of commissioning of work to ensure a thorough evidence base for the HDF. Additional funding for the policy team especially where examination of DPDs is expected is proposed under the „Delivering Physical Regeneration‟ Programme alongside funds to deliver the Infrastructure Study and Strategic Housing Land Availability Assessment. HPDG has now been quantified and we are due to receive approximately £140,000 for 2008/2009. Careful management of these funds to ensure delivery of the HDF, the production of necessary evidence base reports and the need to undertake any public inquiries will be closely managed against this budget. Likelihood (L) Score (I x L) Residual Risk
4
4
16
↔
3
4
12
The agreement of the Council‟s Transformation Agenda has made extra depends on the Service to meet expectations associated with the „Delivering Physical Infrastructure‟ programme / G.I.P. / Telehealth activity. The extra demand places additional strain on a service already undergoing transformation (SDP Organisational Development Outcome#4) Loss of and reliance on, Planning Delivery Grant to resource planning services. This has been replaced by the Housing and Planning Delivery Grant which rewards councils through the delivery of housing numbers, production of DPDs, determination of planning applications and partnership work.
4
4
16
↔
3
4
12
4
4
16
↔
2
2
4
Hull City Council – Quarterly Performance Review
22
Regional Development: Productivity Report Q4
Current Risk Mitigating Actions Summary of Priority Impact (I) Likelihood (L) Score (I x L) Trend Impact (I) In the short term this risk is well managed, however if continued budget pressures remain and HPDG is reduced drastically for 2009-2010 this will have significant impact on the ability of the planning service to host examinations and publish planning documents in 2010-2011 and beyond. Thus the HDF will not be delivered. (Risk Owner – City Planning Manager) We continue to closely monitor application numbers and fee income level. Close monitoring of the income is enabling to us react quickly to any major changes with resources being redeployed to high demand areas. However the ongoing economic uncertainty and resultant downturn in investor / development activity presents the major challenge rd to the Service‟s budget. The 3 quarter of 2008-2009 show evidence of a significant decline in development activity with a particular impact on Building Control and Archaeology income. DC income has reduced but it appears some developers are still attaining planning permission but not implementing them. Thus impacting more severely on archaeology and building control. When development pressures were high the service did not recruit additional planners and is not in the position of many other planning authorities around the country in terms of additional capacity – the service retained a lean structure and some re-profiling has seen resource directed to plan-making. (Risk Owner – City Planning Manager) Close monitoring of the income has enabled to us react quickly to any major changes. Efforts continue to be made with Hull Forward to „bring forward‟ projects and have seen projects programmed. However as with Planning Fee income and Building Control income this is the major challenge to the Service‟s Budget. Due to a large number of temporary staff being employed within the Field Unit this provides the flexibility to react quickly to any reduction in workload through reducing staff costs. We are also trying to diversify the range of work undertaken and to secure funding for more desk-based project work so that the income stream is not so heavily dependent on fieldwork tied to construction in the present economic climate.
Residual Risk Likelihood (L) Score (I x L)
(SDP Service Outcome#2 and Organisational Development Outcome#3) The future of Development Income (including Planning application fee income, Building Control income and archaeology income) continues to be uncertain due to the on-going economic slow down. Continual budget monitoring has identified a significant downturn in fee income for Planning DC, Building Control and Archaeology.
4
4
16
↔
4
4
16
The future of Archaeology Field unit income is uncertain due to the present economic slow down (ongoing pressure as for DC & BC)
4
4
16
↔
4
4
16
Hull City Council – Quarterly Performance Review
23
Regional Development: Productivity Report Q4
Current Risk Mitigating Actions Summary of Priority (SDP Service Outcome#3) The future of Building Regulation fee income is uncertain due to the present economic slow down and private sector competition. This may affect our ability to cover proper costs as required by The Building (Local Authority)Regulations 1998 (Relates to previous two risks) The Service is to undertake a greater role in the development and management of the Capital Programme and citywide revenue programme e.g. WNF/LAA2 Impact (I) Likelihood (L) Score (I x L) Trend Impact (I) Hull Building Control fee charges are to be increased, commencing 1 st April 2009 (10% increase) and 1 April 21010 (5% increase). To reduce the salary budget for the 08/09 & 0910 periods, 2 No. Assistant Building Control Officer posts will remain vacant and 1 no. existing Support Officer post has been transferred to Planning Development for an initial period of 6 months. Phase 3 of the ebc plan (approx. cost £12000) has been delayed until signs of income recovery are visible. (Risk Owner – Building Control Manager) The need to manage significant elements of the capital will require full integration of financial management roles and responsibilities. Within the rules of „programme managers‟. Significant WNF resources have been agreed – the Service will undertake Programme Management role. Activity now informing on-going restructuring. Timescale now the major issue. Archaeology on a firmer financial footing – still identified as „higher risk‟ – on-going review regarding business model (Refers to Archaeology Income Risk hence increase in residual risk) Procure external support/review milestones/efficient resource use (Risk Owner –Local Plans Manager)
st
Residual Risk Likelihood (L) Score (I x L)
4
4
16
↔
4
3
12
3
4
12
↑
3
4
12
Additional costs re the outcome of 'Best Value' Review into the Archaeology Service (SDP Service Outcome#14) Resources / capacity / skills to develop evidence base in order to complete Hull Development Framework and delivery of appropriate investment / development Failure of LAA partners to engage with the target achievement process may threaten LAA outcomes and impact on CAA Inability to recruit qualified and experienced planners.
4 4
3 3
12 12
↑ ↑
4 3
2 2
8 6
3 4
4 3
12 12
↔ ↔
Engaging partners through LAA Earning Leadership Group
1 3
4 3
4 9
We currently have a number of funded and unfunded vacancies on the structure. We have unsuccessfully attempted to recruit to posts in Planning Policy and Urban Design and Conservation in the last 2 years due to a shortage of appropriate candidates. As a result junior staff are undertaking planning qualifications and we will consider temporary consultancy support if necessary. However the overriding budget considerations have resulted in a recruitment freeze, but the risk to service still remains. The loss of any further experienced planners within the policy or Urban Design and Conservation team would cause major problems with project delivery with a recruitment freeze in place.
Hull City Council – Quarterly Performance Review
24
Regional Development: Productivity Report Q4
Current Risk Mitigating Actions Summary of Priority (SDP Service Outcome#1) To enable wider and embedded economic prosperity and social cohesion in the City and City Region - persistent delays in implementation, caused by unnecessary layers of governance / management at city regional level - lack of commitment / capability on implementing and delivering an MAA - failure to secure adequate use of REIP funding to enhance capacity to implement Sub National review (SDP Service Outcome#10 ) Insufficient focus and resources applied in the Council and key partners in Developing Hull's Telehealth offer (SDP Service Outcome#13) Insufficient understanding, focus & resources to develop the requirement and preferred digital / connectivity environment / networks solution for Hull. Impact (I) Likelihood (L) Score (I x L) Trend Impact (I) (Risk Owner – Patsy Kays)
Residual Risk Likelihood (L) Score (I x L)
3
4
12
↔
2
3
6
alternative (more effective) arrangements put before Humber Unitary leaders (Spring 2009)
encouraging guidance and advice from CLG and GOYH Ensuring involvement in discussion on the use of this funding (first regional meeting 12 Sept 2008) Engagement in this process has been established.
4 4
3 3
12 12
↔ ↔
(SDP Service Outcome#13) Position and future of KCOM with regard to developing a digital / connectivity environment / networks solution for Hull. (SDP Service Outcome#13) Insufficient resource pile to drive a digital / connectivity environment / networks solution for Hull.
3 4
4 3
12 12
↔ ↔
Developing fit with Transformation programme. Definition and commitment building with key partners Positioning in national & regional plans (Risk Owner –Group Manager Knowledge Economy) Aligning to Transformation Programme Negotiating with YF and sub regional stakeholders. Acquiring pro bono contributions Positioning in national Caio review follow up & Digital Equalities Action Plan through DC10. Acquiring knowledge through networks (Risk Owner –Group Manager Knowledge Economy) Working with KCOM to define common approach Working with sector stakeholders (investment & delivery) (Risk Owner –Group Manager Knowledge Economy) Inclusive Green paper process, focusing on outcomes and returns Working with YF and local and external investment interests Positioning in national policy and plan development (Risk Owner –Group Manager Knowledge Economy)
Hull City Council – Quarterly Performance Review
25
Regional Development: Productivity Report Q4
Current Risk Mitigating Actions Summary of Priority (SDP Organisational Development Outcome#3) There is a significant risk to the Service that if it does not possess (or have access to) the necessary skill sets and capabilities to achieve its service objectives then there is a significant risk of the Council being unable to fulfil the emerging statutory duty relating to Economic Development City Regional Governance - persistent delays in implementation, caused by unnecessary layers of governance / management at city regional level The introduction of Geographic Investment Programme requires intense activity to avoid risk of failure and damage to reputation. Need to ensure the Council can assume „Accountable Body‟ status for the G.I.P. Impact (I) Likelihood (L) Score (I x L) Trend Impact (I) The Service is seeking to ensure that the wider set of necessary skills and capabilities is available to the Service, commissioning external solutions where necessary (Risk Owner –Malcolm Relph)
Residual Risk Likelihood (L) Score (I x L)
4
3
12
↔
3
4
12
↔
Revised governance arrangements to be discussed / agreed by Humber Unitary Leaders spring 2009. Initial Governance arrangements are being programmed
3
4
12
4
3
12
↔
Corporate buy-in and partnership alignment being progresses as a matter of urgency. Cabinet agreed in-principal support 28/07/2008. Ongoing discussion with Yorkshire Forward to agree the Stepping-Up 2009–2014 Programme. G.I.P. is now part of the „Delivering Physical Regeneration‟ Programme. Alignment within necessary timescales continues to be a risk.
4
2
8
LDF not complete in accordance with the Local Development Scheme.
3
4
12
↔
Using external advisors to help with evidence base etc while staff vacancies remain. Staff resources being realigned to assist but there are still a number of vacancies within the Planning Policy and Strategic Planning teams and limited support at senior and principal grades which may delay the delivery of the LDF. There is particular concern around the progress of the Joint Waste DPD. Review of the role, purpose and future options of the MWCs is on-going supported by Property/Norfolk Property Services. The objective is to appropriately re-profile the programme according to future opportunity, competency base and resource profiles – initial draft position statement including issues and options developed.
2
4
8
Managed Workspace Centres lack a clear , relevant and understood strategic direction and have been compromised by the lack of sustained investment in facilities and staff
4
3
12
↔
3
3
9
Hull City Council – Quarterly Performance Review
26
Regional Development: Productivity Report Q4
Current Risk Mitigating Actions Summary of Priority There is a significant risk to the Service that if it does not possess (or have access to) the necessary skill sets and capabilities to achieve its service objectives then there is a significant risk of the Council being unable to fulfil the emerging statutory duty relating to Economic Development – in particular the Geographic Investment Programme Implementation of the recommendations of the Pitt Review, Strategic Flood Risk Assessment and Independent Review Board. The implementation of these recommendations along with the completion of a hydro geological model and aqua green project are crucial in ensuring the city is able to adapt to a changing climate and be prepared to cope with the increased risks of flooding into the future. The shortage of engineers and staff with a working knowledge in relation to drainage and flood risk within Hull City Council is limited and puts at risk the implementation of these recommendations. The future of planning fees is uncertain. It seems likely that fee income could be significantly reduced if Government changes to Planning, currently subject to consultation, are carried out. Impact (I) Likelihood (L) Score (I x L) Trend Impact (I) The Service is seeking to ensure that the wider set of necessary skills and capabilities is available to the Service, commissioning external solutions where necessary. On-going discussions with Improvement Team and HR regarding capability and capacity issues. Service restructuring ongoing to ensure robust structure. Protected Learning Time has been introduced Evaluation of training in place Staff Charter in place Increase in staff pursuing external training Seek support from external sources such as DEFRA, EA and Yorkshire Water. Currently working in partnership with them around flood risk matters. Also need to recruit additional staff to develop a drainage speciailism within the council, such actions have been undertaken by the East Riding following the flood in 2007 where they now have a team of drainage engineers. Other regional cities in Yorkshire and Humber such as Leeds, Sheffield and Bradford all have specialist drainage expertise and the council needs to recruit in line with these organisations to effectively discharge responsibility for surface water flooding. Failure to recruit additional staff and expertise threaten the council‟s ability to mange flood risk effectively.
Residual Risk Likelihood (L) Score (I x L)
4
3
12
↔
2
3
6
4
3
12
↔
3
3
9
4
3
12
↓
The Government wants to reduce the number of householder applications significantly as they see them as a burden on planning authorities' time. They would do this by changing permitted development (PD) regulations. This is a double problem - there will be a significant reduction in fees (as yet unquantifiable) but a sharp rise in enforcement complaints (non-fee earning) as people complain about neighbours' extensions and ask us to check them to see if they comply with the new PD rules. These changes came into force on the 1 October and we are currently experiencing more Permitted Development enquiries, initially it appears there may not be a significant reduction in householder fee income as
st
2
2
4
Hull City Council – Quarterly Performance Review
27
Regional Development: Productivity Report Q4
Current Risk Mitigating Actions Summary of Priority Impact (I) Likelihood (L) Score (I x L) Trend the revisions impact more significantly on detached properties with large gardens. The regulations will mean that many extensions on terrace properties will still require permission and this type of property represents the bulk of Hull‟s housing stock. Re-evaluation of stated objectives to take into account any economic downturn or upturn within the time framework established by the Corporate and Service Delivery Plan process (Links to Planning Income, Building Control and Archaeology risks). Leading on the development of a three year „rolling‟ investment programme for the City to meet evidence based needs. Evidence based and future trend analysis seeking to inform future plans. Careful monitoring of the economy is on-going with the focus on identifying trends / pressures in key sectors. Business Continuity Planning methodology in place. Integration of Service into Kingston House will provide opportunity for „refresh‟ of I.T. The reduction of HPDG puts at risk the provision of essential IT hardware and software to deliver the planning service. Licences, hardware, software and maintenance contracts are currently paid from HPDG which his not a sustainable position in the long term. The Service is leading on a number of initiatives to secure future investment is Castle Street, both in terms of the City Council and Partnership activity. Additional resources have been secured to deliver appropriate solutions with partners. Scheme risks now focus of mitigating actions. Budget reductions and lack of support from other council services in developing a comprehensive planning strategy poses a risk to the delivery of the HDF. The HDF Forum attempts to bring services and organisations together to address this and joint decisions/discussions with housing, Gateway, BSF and Hull Forward aim to resolve this issue yet the lack of organisational support to providing a programme officer for the production of the AAPs is a major concern. Procure in house or external support (Risk Owner –City Planning Manager) Impact (I)
Residual Risk Likelihood (L) Score (I x L)
That the economic and social changes prevailing in the City and wider region impact of the ability of Regional Development to deliver on stated objective (links to Sub-National Review Risk) and impact on income streams. Global consequences of the „credit-crunch‟ will manifest themselves locally Failure of IT systems or loss of key service support function.
3
4
12
↑
3
4
12
4
3
12
↑
4
2
8
A63 – Failure to secure short and long term solutions to congestion issues will stifle the economic growth activity of the City and therefore reduce the input of the Service. (SDP Service Outcome#14) Capacity / resources to develop policy in order to complete Hull Development Framework and delivery of appropriate investment / development
3
3
9
↑
2
2
4
3
3
9
↔
2
2
4
Hull City Council – Quarterly Performance Review
28
Regional Development: Productivity Report Q4
Current Risk Mitigating Actions Summary of Priority (SDP Service Outcome#4) The City‟s natural exposure to global competitive drivers and other macro-economic pressures undermine the desired impact of the GIPH (SDP Service Outcome#6 Effective Regional Engagement) Ensuring integration of Hull position commensurate with the city‟s economic importance in the Integrated Regional Strategy. SDP Service Outcome#6 Effective City Regional Engagement) Development of a strategic MAA between KuHCC and ERYC on employment hubs/economic growth may be overly ambitious; may lack the required commitment / time & intellectual resource from partners. SDP Service Outcome#6 Effective City Regional Engagement) That the Economic development duty - assessment of the functional economic area, may not be undertaken at the appropriate spatial level. (SDP Service Outcome#10) Overtaken by competition whilst developing Hull's Telehealth offer. Impact (I) Likelihood (L) Score (I x L) Trend Impact (I) The „interventions‟ and actions contained in the GIPH are based on a robust evidence base identifying need and opportunity. This includes an appropriate risk assessment of future success/failure. Whilst such external factors cannot be fully mitigated the activities contained in the GIPH can respond to impact. (Risk Owner – Regional Development and HCC) Persistent input; producing written input; use of evidence base
Residual Risk Likelihood (L) Score (I x L)
3
3
9
↔
2
3
6
3
3
9
↔
2
2
4
3
3
9
↔
Project plan; resource assistance, possibly from RIEP
3
2
6
3
3
9
↔
Negotiation with relevant partners;
3
2
6
3
3
9
↔
Addressing the local set up through the Telehealth blueprint. Positing in national and regional investment streams Developing relationships with external public & private partners (Risk Owner –Group Manager Knowledge Economy) Comprehensive upskilling of staff using CPD where appropriate. Within the planning section we currently have 2 staff that completed Masters qualifications in Town Planning, have another member of staff undertaking a foundation degree and a further member who has started the first years of a Masters in Town Planning. In addition all staff members regularly attend RTPI sponsored events.
(SDP Organisational Development Outcome#1) Inability to meet rapidly emerging skill sets
3
3
9
↔
2
2
4
Hull City Council – Quarterly Performance Review
29
Regional Development: Productivity Report Q4
Current Risk Mitigating Actions Summary of Priority (SDP Organisational Development Outcome#6) Key Staff being unavailable due to emergency or mass sickness e.g. Pandemic Flu Continued impact of the Local Government White Paper – Strong and Prosperous Communities – reinforcing need to exercise strategic leadership, „place-shaping‟ and key focus on role of cities as economic drivers The relationship with Hull Forward will require careful management to ensure the original intentions are fulfilled. Potential risk if delivery of relevant schemes is not accelerated. Failure to adhere to a balanced budget and achieve a „cash-standstill‟ budget for the next three financial years from 09/10 Impact (I) Likelihood (L) Score (I x L) Trend Impact (I) Covered within Regional Development Business Continuity and Emergency Management Plan
Residual Risk Likelihood (L) Score (I x L)
3
3
9
↔
3
1
3
3
3
9
↔
The Service continues to be „re-shaped‟ to reflect White Paper impacts – links to publication of the Sub-National Review and the introduction of Hull Forward.
2
2
4
3
3
9
↓
- Hull Forward Board now in place. - Regular Performance Management now in place including Scrutiny - Business Plan still to be agreed – due for Cabinet consideration in November 2008
3
3
9
4
2
8
↑
Integration of monthly budget monitoring returns with appropriate corrective actions. Year-on-year and Month-on-month „management accounts‟ now being produced. As part of general Council developments, the Service budget holders have undertaken roles and responsibilities in line with the Council‟s Policy of Financial Management. Period end returns discussed at Regional Development Management Team on a monthly basis. Strategic Financial Reviews now part of Service Planning Process in line with corporate budget timetable. Continuing prudence with discretionary revenue funding. (note reference to Planning, Building Control and Archaeology) Strategic Planning Process for next three financial years now commenced. Effective marketing strategy
3
2
6
Poor take-up of Local Work Guarantee project may threaten LAA worklessness outcomes
2
4
8
↔
1
4
4
Hull City Council – Quarterly Performance Review
30
Regional Development: Productivity Report Q4
Current Risk Mitigating Actions Summary of Priority (SDP Service Outcome#4) GIPH key approval processes are not completed Impact (I) Likelihood (L) Score (I x L) Trend Impact (I) Given the degree of complexity of the GIPH this represents a significant risk. Key partners are being asked to initially “support in principle” with subsequent detailed approval where necessary to ensure the optimum decisions-making process. (Risk Owner - Jobs and Prosperity Delivery Board (Earning)) City Council leading the development, management and evaluation of City Centre activity within agreed funding envelopes. (Risk Owner –Malcolm Relph) Continued ad hoc arrangements
Residual Risk Likelihood (L) Score (I x L)
4
2
8
↔
2
2
4
(SDP Service Outcome#5) Failure to agree a future direction, delivery programme and funding package for the City Centre activity (SDP Service Outcome#6 Effective International Engagement) Lack of resources for enhanced international linkages. (SDP Service Outcome#8) DC10 network‟s lack of fit with City and Council strategies, including the Transformation programme.
4 2 4
2 4 2
8 8 8
↔ ↔ ↔
2
3
6
(SDP Service Outcome#8) Failure to secure next stage funding for the DC10 network. (SDP Service Outcome#9)Lack of funding to support Culture & Creative Industries contributing to the City's Community Strategy priorities. (SDP Service Outcome#10) Failure of Broadband Capital Ltd. to Develop Hull's Telehealth offer.
4 4 4
2 2 2
8 8 8
↔ ↔ ↔
(SDP Service Outcome#11) Failure to secure next stage of funding for the World Trade Centre.
4
2
8
↔
Developing the Digital Broadband proposition Specifically defining the contributions to local priorities Ensuring the Hull Development Framework complies with the Community Strategy, LSP objectives, and the objectives of other services and key partners within Hull. This is being done through close partnership working and continual dialogue. (Risk Owner –Group Manager Knowledge Economy) Positioning in key national and regional programmes and plans developments (Risk Owner –Group Manager Knowledge Economy) Defining the partnership proposition and positioning in regional funding streams Aligning with Hull College‟s investment plans (Risk Owner –Group Manager Knowledge Economy) Defining 1 business continuation plan Developing project and revenue relationships with external funders and customers Defined 5 year business plan (Risk Owner –Group Manager Knowledge Economy) Negotiating with YF and developing revenue streams. Private sector advisory group (Risk Owner –Hull Forward)
Hull City Council – Quarterly Performance Review
31
Regional Development: Productivity Report Q4
Current Risk Mitigating Actions Summary of Priority (SDP Service Outcome#12) Insufficient funding to keep Broadband Capital Ltd. going until 2009/10, to be able to take part in next stage Stream projects. (SDP Service Outcome#12) Insufficient focus on the Stream project in the Council and amongst key stakeholders. Impact (I) Likelihood (L) Score (I x L) Trend Impact (I) Negotiating interim delivery projects in health and care, engaging regional funding, & positioning in external funding streams (Risk Owner –Group Manager Knowledge Economy) Defining individual businesses cases with partners and funders, establishing a Council position on the future of Stream, & embedding into mainstream requirements and delivery of partners. (Risk Owner –Group Manager Knowledge Economy) The Service is leading on the integration of sustainable development principles in all areas of its activity. In addition, where the service is leading in a partnership context, similar activities are being promoted with partners. A number of „priority projects‟ are being developed including renewable technologies that seek to promote sustainable economic growth – To be delivered through Hull Forward. Climate change matters are embedded within the Core Strategy of the HDF and the Strategic Flood Risk Assessment, Open Space Assessment and evidence for the Area Action Plans have all considered climate change as a key component of their strategies. Sustainable development must take account of climate change. We have also influenced regional level work on climate change. Prioritisation Risk increasing due to resource pressure on partnership. Steps being taken to increase prioritisation and implement corrective action
Residual Risk Likelihood (L) Score (I x L)
4 4
2 2
8 8
↔ ↔
Climate change – Economic growth has been historically associated with CO2 emissions and the consequences associated with climate change. Sustainable development is an approach that needs to be fully integrated into service objectives and operational activity. Failure to do so will exclude the service from being able to promote further economic growth.
4
2
8
↔
3
2
6
(SDP Service Outcome#6 Effective Regional Engagement ) Challenging timescale for contributing to development of Integrated Regional Strategy. (SDP Service Outcome#4) The GIPH partnership and delivery structure which provides the appropriate governance accountability and performance management frameworks is amended or unable to perform the expected roles.
2
3
6
↑
2
2
4
3
2
6
↔
The frameworks have been established within the context of the LSP and within the guidelines and emerging Regional/Sub-regional structures. The investment process can operate with a high degree of flexibility and can accommodate changes in the „system‟ to a degree. (Risk Owner - Jobs and Prosperity Delivery Board (Earning))
2
2
4
Hull City Council – Quarterly Performance Review
32
Regional Development: Productivity Report Q4
Current Risk Mitigating Actions Summary of Priority (SDP Service Outcome#4) The GIPH delivery framework and its individual elements will be unable to provide the delivery outputs/outcomes due to capacity/capability constraints. Impact (I) Likelihood (L) Score (I x L) Trend Impact (I) The GIPH has been established with two guiding principles: commissioned solutions and full business case costings. This approach will identify any constraints at an early stage and enable the wider Partnership/Programme to address such issues. The developing SNR and the „Advice Note‟ for Economic Development Companies provides some clarity as to roles, responsibilities and methods for delivery (Risk Owner – Regional Development, HCC and Hull Forward) Apply for Govt funding (Oct 08) Build in alternatives re. sites and tech solutions Standing item on KuHCC City / Region Officers Group
Residual Risk Likelihood (L) Score (I x L)
3
2
6
↔
3
2
6
(SDP Service Outcome#6 Effective International Engagement) Site, funding, technical problems with developing the Aqua Green Project. (SDP Service Outcome#6 Effective Regional Engagement) Lack of Continued input to Northern Way initiative - Potential for Hull‟s position/ views to be „flattened out‟ in the formal city regional engagement with the NW (now in the hands of HEP Executive). SDP Service Outcome#6 Effective City Regional Engagement) That insufficiently robust governance arrangements may impede further decision-making devolution hampering effective City Regional working. SDP Service Outcome#6 Effective City Regional Engagement) Potential for Hull‟s economic significance to be „flattened‟ out in the Hull & Humber Ports Integrate City Regional Strategy. SDP Service Outcome#6 Effective City Regional Engagement) Possibility that the Hull & Humber Ports Multi Area Agreement is too narrowly focussed to meet the expectations of Government.
2 2
3 3
6 6
↔ ↔
2
2
4
2
3
6
↔
Review of HEP in light of changed policy environment. Paper to Unitary Leaders / Chief Executives on improvements to their governance arrangements
2
2
4
2
3
6
↔
Written contributions from KuHCC; attendance at all ICRS meetings
2
2
4
2
3
6
↔
Continued input from GOYH / CLG
2
2
4
Hull City Council – Quarterly Performance Review
33
Regional Development: Productivity Report Q4
Current Risk Mitigating Actions Summary of Priority SDP Service Outcome#6 Effective City Regional Engagement) That the opportunity for analytical understanding / forward planning is not taken up from undertaking an economic assessment of the functional economic area. (SDP Service Outcome#9)Inability to establish sufficient focus and momentum for Culture & Creative Industries to contribute to the City's Community Strategy priorities. (SDP Service Outcome#11) Failure to deliver required outcomes to establish the World Trade Centre as a cornerstone local and regional asset. (SDP Service Outcome#11) Breakdown of the World Trade Centre partnership. (SDP Service Outcome#12) Loss of capacity and lack of focus in the Broadband Capital Ltd. team regarding Stream projects. Service fails to meet customer / client needs and expectations. Impact (I) Likelihood (L) Score (I x L) Trend Impact (I) To be built it to commissioning brief
Residual Risk Likelihood (L) Score (I x L)
3
2
6
↔
2
2
4
3
2
6
↔
Building the partnership and defining clear goals and pathways for delivery (Risk Owner –Group Manager Knowledge Economy)
3
2
6
↔
Management & operational team in place, with partner staff contributions (Risk Owner –Hull Forward)
3 3 3
2 2 2
6 6 6
↔ ↔ ↔
Signed off agreements with partners (Risk Owner –Hull Forward) Rationalising and focusing the BCL business plan and shaping the organisation to its purpose (Risk Owner –CEO Broadband Capital Ltd.) Service delivery plans, combined plans, performance management framework. Customer Satisfaction Survey Introduction of a „one stop shop‟ for investment (part of Hull Forward) will provide a single access channel for customers supported by a matrix of services and partner resources. An Action Plan has been produced in response to the results of the 2008 Planning Customer Service Survey Project Board established to oversee operational arrangements (YF, HCC, HF, THMA steering Group)
2
2
4
Team Humber Marine Alliance – project does not deliver the require outputs and objectives resulting in claw back of Yorkshire Forward Grant funding.
3
2
6
↔
2
1
3
Hull City Council – Quarterly Performance Review
34
Regional Development: Productivity Report Q4
Current Risk Mitigating Actions Summary of Priority Lack of commitment from partners in the community for regional objectives Impact (I) Likelihood (L) Score (I x L) Trend Impact (I) Strategic direction, funding led v needs based, appropriate roles and responsibilities – delivery confusion, gaps in policy development. Publication of the SNR identifies „duty to cooperate‟ by partners included in potential statutory duties. Geographic Investment Programme securing buy-in through Jobs and Prosperity (Earnings) Board of the LSP. Increased emphasis on the function of the Earnings Board is being exercised. The Service is actively involved in the development of the „Area Agenda‟ as future delivery frameworks evolve. In addition the Service is actively involved in developing „partner‟ delivery frameworks and achieving service synergy with partners through collaboration and innovative service delivery methods. The Service is one of the lead areas in terms of „integrating regeneration‟ across the Council and with partners Individual partners have been/are being consulted/involved in the development of the GIPH. The emerging statutory duty of economic development (further to the Sub-National Review) provides the legislative framework for engagement. This is supported by the statutory “duty to co-operate” (Risk Owner - Jobs and Prosperity Delivery Board (Earning)) The GIPH has been developed in-line with existing relevant programmes and delivery structures in a complimentary and inclusive manner. The GIPH is a comprehensive programme and has the objective of delivery on agreed programmes, e.g. LAA/MAAs‟ where relevant. This comprehensive approach is underpinned by a performance framework based on the Comprehensive Performance Framework produced by DCLG. The Integrating Regeneration Group will seek to oversee coordination and maximise impact of discrete investment programmes (Risk Owner – Integrating Regeneration Group) Co-ordination through KuHCC City / Region Officers Group
Residual Risk Likelihood (L) Score (I x L)
3
2
6
↓
2
2
4
Neighbourhood Management and Service Delivery – The Service needs to evolve to retain it‟s purpose and impact in view of increased „local‟ service functions (Miliband agenda).In addition partnership structures are suitably being reconfigured to reflect neighbourhood delivery. (SDP Service Outcome#4) Individual partners will not support the GIPH
3
2
6
↓
2
2
4
2
2
4
↔
1
2
2
(SDP Service Outcome#4) The demands of other „programmes‟ inhibit or negate the anticipated impact of the GIPH.
2
2
4
↔
2
2
4
(SDP Service Outcome#6 Effective Regional Engagement) Maintaining high level of support and integration of advice across themes for Officer / briefing support for the new regional governance arrangements.
2
2
4
↔
2
1
2
Hull City Council – Quarterly Performance Review
35
Regional Development: Productivity Report Q4
Current Risk Mitigating Actions Summary of Priority (SDP Service Outcome#6 Effective Regional Engagement)) Ensuring that KuHCC responds in a cohesive manner to rapidly developing regional policy agenda. (SDP Service Outcome#6 Effective City Regional Engagement) Lack of political / senior officer leadership; expecting a high level of collaboration from the start in order to achieve more joint working with the East Riding of Yorkshire Council. (SDP Service Outcome#8) Difficulty in delivering the DC10 network‟s obligations. (SDP Organisational Development Outcome#7) Annual projected figure of orders raised by confirmation orders may be under estimated Failure to contribute effectively to manage the internal and external image and reputation of the Council. Inability to contribute to the management of the requirements of the FOI. (SDP Organisational Development Outcome#5)That the recommendations and initiatives from the Service Development Group are not adopted by the Service The introduction of a revised LSP results in changes to the delivery infrastructure for Economic and physical regeneration activity. The Jobs and Prosperity Plan, as part of the Community Strategy requires different service structures, capacity and capabilities. The plan will need to be reviewed by the Jobs and Prosperity (Earnings) Board. Impact (I) Likelihood (L) Score (I x L) Trend Impact (I) Co-ordination through City/Region Officer group Co-ordinated response made to the RSS Update on behalf of all 4 Humber Authorities which was taken through the Humber Planning Board and Hull Planning Committee Concordat with „ladder‟ of co-operation
Residual Risk Likelihood (L) Score (I x L)
2 2
2 2
4 4
↔ ↔
2 2
1 1
2 2
4 2 2 4 2 2
1 2 2 1 2 2
4 4 4 4 4 4
↔ ↔ ↔ ↔ ↔ ↓
Support for BCL and regional positioning (Risk Owner –Group Manager Knowledge Economy) Monitor usage quarterly and adjust as required if overspend appears likely Communications internal and external, media management and relations, consultation by services on media strategies. Service is supported by Marketing Account Managers. Training and awareness, policies and procedures, specialist resources, bad publicity, evidencing decisions. Exercise undertaken to identify priority outcomes with the Service Development Action Plan, With each priority outcome being assigned a DMT Sponsor to ensure completion of associated task and assist with „buy in‟ from DMT LSP Delivery Board has previously agreed the Jobs and Prosperity Plan, as part of the Community Strategy. Service Delivery Planning. Corporate Planning Process. The Plan will be received during the Autumn to ensure its relevance and that the G.I.P. is fully incorporated. PPD process has focused upon the changing role for the Service and individual roles and responsibilities. Use of competencies framework to ensure appropriate skill sets are developed in view of other service level risks, it is inappropriate that this is lowered any further.
1 2 3 2 2
2 1 1 1 2
2 2 3 2 4
Hull City Council – Quarterly Performance Review
36
Regional Development: Productivity Report Q4
Current Risk Mitigating Actions Summary of Priority (SDP Service Outcome#6 Effective International Engagement) Over reliance on partner commitment in relation to further development of Port to-Port relations with Rotterdam. (SDP Service Outcome#2) A failure to undertake or complete the pilot projects for digitization and the recasting of record formats within the Humber SMR. Impact (I) Likelihood (L) Score (I x L) Trend Impact (I) Project plan for engagement
Residual Risk Likelihood (L) Score (I x L)
1
2
2
↔
1
1
1
1
2
2
↔
We would continue to hold data in the existing formats, until the introduction of new bench-marking standards would make the change mandatory. The implementation of a three-year absolute standstill budget now means that no progress is going to be made in this area until at least 2012/2013, as no funding would be available for the additional staff needed. The risks for the long-term remain unchanged, as the prospect of the introduction of national bench-marking is still on the horizon. (Risk Owner – Archaeology Manager)
1
1
1
Hull City Council – Quarterly Performance Review
37