North Norfolk District Council
Asset Management Plan
2014/15 – 2016/17
1
Contents
Page no.
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.0
11.0
Executive summary
Introduction
Context
Vision
The asset portfolio
Asset Condition and Performance
Resources
Governance and performance management
Strategic opportunities
Action plan and priorities
Conclusions
Tables
Table 1 – Overall asset condition
Table 2 – Asset summary for categories C and D
Table 3 – 5 year R&M priority schedule summary (revenue)
Table 4 – 5 year R&M priority schedule cost summary (revenue)
Table 5 – Revenue R&M budgets
Table 6 – Property and Leisure summary income budgets
Table 7 – Return on investment 2014/15
Table 8 – Asset survey requirements
Table 9 – AMP action plan
Appendices
Appendix 1 – Asset schedule
Appendix 2 – 2014/15 Capital programme (property schemes only)
Appendix 3 – Current Property Services staffing structure
2
3
4
4-5
5
5-10
10-13
13-16
16-17
17-18
18-20
20
1.0
Executive summary
1.1
The Asset Management Plan (AMP) is prepared in order to provide a forward looking strategic
framework within which to manage the Council’s property assets. It includes an assessment of
the current stock condition and estimated costs of maintaining the assets over the coming years.
It identifies a number of projects and actions required to address the issues highlighted within the
Plan which will ensure that the Council maximises the value of the capital investment in the
property portfolio whilst also supporting the achievement of the Council’s corporate objectives.
1.2
Section 5 provides details of the Council’s main asset portfolio which is valued within the 2012/13
financial accounts at £44m. It covers the reasons for holding the assets, the operating costs and
the future opportunities that should be explored. It highlights the significant cost of operating
public conveniences (£464k pa direct costs) and identifies a number of the facilities which require
improvement. It also emphasises the importance of the car parks which play a key role in
providing facilities to locals and tourists alike. These assets generate income of nearly £2.2m so
it is essential that these facilities are well maintained, the plan therefore recommends a
continuation of the car park improvement works and requests a capital budget of £110k to
undertake further works during 2014/15.
1.3
Section 6 details asset condition and performance and shows that 88% of the asset portfolio is
categorised as good or satisfactory. This represents an improvement from 2011, with 13% of the
assets moving up from poor to satisfactory. This leave 12% categorised as poor or bad which
require further attention and an options appraisal will be undertaken on these assets to establish
the best course of action, with capital improvement bids coming forward where appropriate.
1.4
The five year rolling repairs and maintenance forecast is also contained within section 6 and
while it does highlight that 66% of the works for 14/15 are categorised as urgent (with an
estimated cost of £294k), the direction of travel in future years is extremely positive, decreasing
to 19% (and an estimated costs of £65k) by 16/17.
1.5
The general repairs and maintenance budget for the Property and Leisure area totals £379k for
14/15 and is covered in more detail within Section 7. However this includes £61k for service
contracts and £103k for reactive works which leaves a balance of £215k to address planned
maintenance issues. This leaves a shortfall of £79k to address urgent works in 14/15 (£294k),
although as planned repairs increase reactive requirements will decrease and more of the
reactive budget will become available for planned works. The asset reviews, planned
improvements and potential rationalisation will also help to ensure that the urgent works are
addressed as required. Procurement process will also help to drive down work costs.
1.6
Appendix 1 provides the 5 year repairs and maintenance forecasts from the rolling programme of
asset surveys and identifies both revenue and capital requirements. This highlights a revenue
shortfall of £605K over the next 5 years and nearly £2.4m for capital over the same period and
highlights the need to address the property issues covered within the plan and the requirement to
maximise and develop income streams wherever possible.
1.7
To address the issues highlighted above and to ensure the Council maximises the value from its
property portfolio an Action Plan has been produced and can be found within Section 10. This
provides a prioritised work plan for the coming years linked to the corporate objectives and
focuses on better use of assets as a corporate resource, income maximisation and obtaining
value for money. This covers reviews of various asset categories, establishing external contracts
to help support with maintenance and professional services and ensuring that the staffing
structure meets the requirements of the service.
1.8
Successful implementation of the Plan will enable the Property team to deliver maximum benefit
from the Council’s asset portfolio and help to address the future budget deficit. Taking a more
entrepreneurial approach to asset management, including having the correct staffing structure
and maintenance budgets in place, will be key to delivery of these outcomes.
3
2.0
Introduction
2.1
After the Council’s staff its next biggest resource is its property and land portfolio. It is vital that
the Council manages these resources effectively and efficiently to ensure that maximum benefit
is derived from its assets. This will in turn support the corporate objectives identified within the
Corporate Plan 2012 – 2015 and the Annual Action Plan.
2.2
The Plan explains how Property Services, as the Council’s corporate landlord, assesses the
condition, sufficiency and suitability of its properties and how this links in with corporate
objectives, service delivery, achieving value for money, cost effectiveness and efficiency across
all service areas. The procedures in place relating to the AMP are based on accepted good
practice from the Royal Institute of Surveyors (RICS).
2.3
Within the financial accounts the main asset categories are held within Property, Plant and
Equipment. This covers Other Land and Buildings, Vehicles, Plant and Equipment, Infrastructure,
Community Assets, Surplus Assets and Assets Under Construction. There are also categories for
Assets Held for Sale and Investment Properties. There are different valuation methods applied
depending on which category an asset is held in, for example Held for Sale will be valued based
on estimated market value, whereas Infrastructure assets (such as coastal defences) are valued
based on their historic cost. These categories replace the operational/non-operational
classifications used previously.
2.4
It is critical that the assets the Council retains are fit for purpose, provide value for money and
meet/support both business and community needs. Decisions to invest and improve the asset
base are made on this basis. Assets will only be retained where it can clearly be demonstrated
that they meet one or more the following objectives;




2.5
contribute to the effective delivery of business and service provision
support the social, economic and environmental well-being objectives of the community
assist in the delivery of the District’s strategic, economic and regeneration objectives
provide value for money (in respect of their current or future investment, capital value,
income generation and/or ability to influence regeneration)
Where assets do not satisfy the criteria detailed above consideration will be given to;




disposing of the asset which provides a capital receipt and revenue operating savings
improving current utilisation by using the asset differently
investing in assets to improve their viability
transferring the asset to a third party who may be better placed to manage the asset and
have access to additional funding grants
2.6
It is likely that positive investment decisions will be made in future regarding the acquisition of
property assets which must meet one or more of the objectives identified above.
2.7
This AMP identifies the key elements to effective asset management, the role assets play in
supporting service delivery, why property is retained together with the policies, procedures and
working arrangements relating to property assets.
3.0
Context
3.1
The Local Government financial settlement will continue to result in year on year reductions in
available revenue and traditional forms of grant funding. This will place increased pressure on
how the Council uses and manages its property assets in support of service delivery. Over the
next two years the Council has achieved a balanced budget position. However there is still a
need to identify further savings of just over £1million to deliver a balanced budget for 2016/17 and
4
the efficient management of the Council’s property assets will need to play a key role in helping to
bridge this funding gap through increasing income and improving efficiency.
3.2
The Council’s current financial strategy is to combine growth with improved efficiency, maximising
income streams whilst investing in new technology and challenging business processes. In
relation to Property Services this means ensuring the correct structure is in place, improving
income streams, minimising running costs, looking at invest to save options and challenging
internal working practices.
3.3
In addition to direct financial and property related issues the Localism Act provides opportunities
for Council property under Community Rights and these will be explored where appropriate.
During 2011, in response to the Localism Bill, the Community Asset Transfer Policy was
developed to identify where asset transfer or disposal may be appropriate.
4.0
Vision
4.1
The Council’s overriding vision for its property asset portfolio is as follows;
To maximise the value of the capital investment in the property portfolio, supporting
efficient service delivery via assets that are adequately maintained and fit for purpose and
which are flexible and sustainable both now and in the future, whilst ensuring income
streams are maximised.
4.2
Asset investment decisions should reflect the Council’s wider economic growth ambitions as well
as seeking to improve the overall financial position.
5.0
The asset portfolio
5.1
The Council holds a diverse portfolio of assets ranging from leisure centres, car parks and public
conveniences to industrial sites and large operational buildings such as the main administrative
office at Cromer. Together these have a combined Net Book Value within the 2012/13 accounts
of £44m. It should be noted that the valuation bases used within the accounts do not necessarily
reflect the sale value of an asset.
5.2
The following provides a high level summary of the main asset groups, identifying why they are
held, operating costs/income and potential opportunities.
Administrative Buildings and Storage Facilities


Why do we hold it – corporate office facilities
Opportunities – in relation to the Cromer office the main focus should be on increasing
income from external bodies where there is capacity and continuing to reduce the running
costs for the building. Development opportunities could be explored in relation to the
North Walsham and Fakenham sites
Insured value
£14.7m
Direct Costs
£482k
Direct Income
(£146k)
Net
£336k
Please note figures exclude capital charges and departmental recharges
The Council’s main administration offices were constructed in 1990 and the majority of the
Council’s activities are operated from this location. The Council has been successful in attracting
Norfolk County Council’s Children’s Service Team to locate their services at the main
administrative offices in Cromer which will provide a significant contribution to the overheads and
5.3
5
operating costs of the building. In addition to the direct financial benefits, the arrival of NCC
Children’s Services Team will facilitate much closer working in a number of areas.
5.4
The Council partially occupies as a local district office, the Fakenham Connect Single Point of
Access premises shared with Fakenham Town Council and County Registrars. This building is
leased by the District Council from Norfolk County Council on a full repairing and maintaining
lease basis. The former local district office at North Walsham is no longer occupied by the
Council, the building currently tenanted predominantly by North Walsham Town Council.
Public Conveniences


Why do we hold it – to provide facilities for the public and to support the local tourism
industry
Opportunities – relevant sites could be disposed of to generate capital receipts to either
provide alternative provision (as per Sheringham East Prom) and to reduce running costs
while providing receipts to improve other facilities. Consider options for reducing running
costs and transferring to 3rd parties
Insured value
£4.2m
Direct Costs
£466k
Direct Income
(£2k)
Net
£464k
Please note figures exclude capital charges and departmental recharges
5.5
The Council runs 40 public toilet blocks across the District (38 of which are owned by the Council
with 2 being leased), with higher numbers in the seaside resorts, reflecting the tourism needs of
these areas. The current list of public toilets operated by the Council is shown in Appendix 1. This
is a discretionary function which supports market towns and tourism. There are issues with a
number of these assets due to their age and construction which are addressed within this Plan.
5.6
The objective of the public convenience provision is to provide good quality, clean, accessible,
well-maintained toilets that people want to use, within the Council’s budgetary constraints. The
Council will provide more energy and water efficient facilities along with DDA compliance where
possible. This will support the tourist economy as well as providing an important facility for local
people.
5.7
Given current and likely future budget constraints, there is a need to minimise on-going
expenditure on public conveniences while at the same time finding creative ways of providing
these facilities. The overall approach for minimum provision will be;



Seaside Resorts – central toilets, facility at main car park and provision on Prom/seafront
areas during summer season
Market towns – central facilities, at main car park where appropriate
Village resorts – adjacent to beach/village centre as appropriate
5.8
Total net costs are £464k, approximately half of this relates to the cleansing with the balance
relating to R&M, rates etc. To gain maximum savings from reducing any facilities approximately
10 sites would need to be removed from the Kier contract as this would equate to a person and a
vehicle. These facilities wouldn’t necessarily need to be closed or disposed of and could be
operated by local business or town/parish councils.
5.9
There are a number of facilities that still require significant improvement including;





6
Cromer, Melbourne Slope
Cromer, West Prom
Cromer Pier
Fakenham, Highfields
Sheringham, High Street (currently subject to discussions with the North Norfolk Railway)


5.10
Sheringham, Lushers Passage
Stalham, High Street
Provision of the three facilities in Cromer that service the seafront (Melbourne Slope, Pier and the
West Promenade) are currently being considered alongside the works required following the
storm surge as these assets have been damaged and this does provide an opportunity to
consider alternative facilities. There was also significant damage to the facilities on Mundesley
promenade and again works are underway to address this.
Car parks


Why do we hold it – traffic management, to improve the economic viability of towns,
provision of facilities for local people and tourists, income generation
Opportunities – as these assets are land various alternatives are viable and would need
to be considered on a case by case basis to consider the potential impact. Alternative
charging regimes could be considered to increase income, continued capital
improvements will minimise reactive maintenance costs
Insured value
N/A
Direct Costs
£689k
Direct Income
(£2,189)
Net
(£1,500k)
Please note figures exclude capital charges and departmental recharges
5.11
The Council runs 27 pay and display car parks across the District, with a further 3 operated under
different arrangements. Midland Road North Walsham and Highfields in Fakenham are currently
leased to the respective Town Councils and Staithe Street in Fakenham is permit holder only,
which gives a total of 30 car parks. The Council operates Sea Palling Clink Road under a lease
agreement on a profit share basis with Waxham and Sea Palling Community Trust. There is a
similar arrangement in place with Mundesley Parish Council in relation to Beach Road/Gold Park.
5.12
The majority of the Council’s car parking income comes from our seaside resorts and Holt and is
budgeted at £2.2m for 2014/15. As regards settlements Cromer produces the highest overall
income (29%), followed by Sheringham (24%) and then Holt (12%).
5.13
It is therefore important to ensure that car parks are maintained and improved as they provide a
significant income for the Council. There is also a need to ensure a quality environment for
visitors as car parks are often gateways to our resorts and market towns. Over the past 5 years
the Council has invested £743k on capital car park improvement works.
5.14
The Council also currently operates 3 markets at Sheringham, Cromer and Stalham. These are
operated from Council owned car parks.
Retail and Investment properties


Why do we hold it – to support the tourism industry and generate income for the Council
Opportunities – sites could be considered for alternative income generating activities,
developing new income streams and maximising current returns. New acquisitions should
also be investigated to improve income
Insured value
£13.9m
Direct Costs
£352k
Direct Income
(£215k)
Net
£137k
Please note figures exclude capital charges and departmental recharges
5.15
It should be noted that the direct costs contain a one off cost relating to storm surge repairs of
£247k, if this figure is removed the net position would be (£110k).
7
5.16
The chalet blocks and beach huts received a significant amount of damage during the storms in
December 2014. Repairs are being undertaken and prioritised to try and ensure wherever
possible that these facilities are open for the new tourist season. Where sites have been
completely destroyed consideration is being given to how these facilities are re-provided.
Budgeted income for 2013./14 was £128k, however this forecast has been reduced for 2014/15
due to the repairs that need to be undertaken and the current estimate is £120k.
5.21.
The Council also owns a depot at Grove Lane in Holt which was previously occupied by Norfolk
County Council. This unit is currently vacant and efforts will be focussed on re-letting this asset or
considering alternative options for the site.
5.22.
Opportunities will be explored to increase income generation and maximise returns, this will
include acquisitions where there is positive return for the Council.
Industrial Units


Why do we hold it – to support the local economy and to generate income for the
Council
Opportunities – some of these sites represent potential redevelopment opportunities and
are recommended for review elsewhere in the document. Focus on maximising income
and minimising running costs
Insured value
£3.5m
Direct Costs
£14k
Direct Income
(£116k)
Net
(£102k)
Please note figures exclude capital charges and departmental recharges
5.23.
The Council owns industrial units in Catfield, North Walsham (Cornish Way) and Fakenham and
at present all units are occupied. The unit at Fakenham is occupied by J W Automarine, a major
local employer and following the extension to this factory a significantly enhanced rental is now
being received.
Parklands


Why do we hold it – to provide low cost rental pitches to local residents
Opportunities – site could be redeveloped on a more commercial basis but Members are
not considering this option at the present time. Consider options to improve facilities
Insured value
£84k
Direct Costs
£26k
Direct Income
(£57k)
Net
(£31k)
Please note figures exclude capital charges and departmental recharges
5.24.
The Council operates a caravan site at Pudding Norton, Fakenham known as Parklands Caravan
Site and contains 38 pitches. The site has been subject to a capital bid which has been approved
by Cabinet which seeks to make improvements to the site during the 2014/15 financial year but
this will be subject to a business case being produced before works commence.
Retained former housing sites



5.25.
Why do we hold it – former housing land not transferred as part of the stock transfer to
Victory Housing Trust
Cost – N/A
Opportunities – these sites could be disposed of to facilitate new housing development
The Council has an aspiration to dispose of former housing sites to help facilitate new affordable
housing schemes, both through the loan scheme and for Exception Housing Schemes.
8
Leisure Centres


Why do we hold it – to support the Council’s community leisure and wellbeing objectives
Opportunities – sites could potentially be redeveloped for various alternative uses,
Leisure contract to be retendered by April 2019
Insured value
£15.5m
Direct Costs
£320k
Direct Income
£0
Net
£320k
Please note figures exclude capital charges and departmental recharges
5.26.
The Council owns 3 leisure centres; Fakenham Sports and Leisure, Sheringham Splash and
Victory Pool. The management of these facilities is contracted to DC Leisure Management Ltd
(DCLM) who are responsible for the day-to-day operational matters and who are also responsible
for all machinery, plant and equipment plus internal decoration maintenance and repairs. The
management contract with DCLM was due to expire on 31 March 2014, there was however an
option within the current contract to extend the contract for a further 5 years and this has now
been agreed and has resulted in an annual saving over the next 5 years of £100k.
5.27.
In the medium term a decision is needed regarding the future of Splash which is now 25 years
old and will require significant capital investment to either refurbish or rebuild the facility. It has
been estimated that a new build facility with provision for a pool would cost in the region of £5.0m
while a full refurbishment would cost in the region of £2.75m.
Sports Facilities, Parks and Woodlands


Why do we hold it – to support the Council’s community leisure and wellbeing objectives
Opportunities – Dual use sites are not owned by the Council but focus should be on
income generation and cost reduction, clubs parks and woodlands could potentially be
transferred ie to town/parish councils, explore new ideas for income generation etc
Insured value
£2.4m
Direct Costs
£823k
Direct Income
(£191k)
Net
£632k
Please note figures exclude capital charges and departmental recharges
5.28.
The Council owns a number of sports facilities which are leased to local clubs at peppercorn or
non-commercial rent. There are also arrangements in place for 3 dual use sports centre facilities
at Cromer, Stalham and North Walsham which are run by our own staff. The Council is also
responsible for the management and maintenance of a number of parks and woodland areas
such as Holt Country Park and Pretty Corner in Sheringham.
5.29.
The District Council is currently in discussions with Cromer Town Council regarding the transfer
of North Lodge park and contract documentation is in the process of being completed which
would see these facilities transfer under a freehold agreement.
Cromer Pier and Pavilion


Why do we hold it – to support tourism and the local economy
Opportunities – due to the nature of the structure the alternative uses for this asset are
extremely limited
Insured value
£13.6m
Direct Costs
£129k
Direct Income
(£16k)
Net
£113k
Please note figures exclude capital charges and departmental recharges
5.30.
Cromer pier is an iconic structure and was built between 1897-1900 and is a real tourist attraction
for Cromer and the surrounding North Norfolk coastal area. The pier is operated under a
management agreement with Openwide and is under contract until 2017. During 2013/14 a major
9
refurbishment project of the pier legs and decking was undertaken with a budgeted capital
investment of £1.4m.
Following the storm surge works repairs were required to parts of the decking that hadn’t
previously been replaced and this has now been completed. Repair works are still currently being
progressed in relation to the Tides restaurant and the booking office and shop.
5.31.
Foreshore


Why do we hold it – sea defences and a location for various Council owned facilities
Opportunities – could be further developed to generate additional/new income from
concessions etc
Insured value
N/A
Direct Costs
£543k
Direct Income
£0k
Net
£543k
Please note figures exclude capital charges and departmental recharges
5.32.
The Property Services team also has responsibility for the maintenance and repair of foreshore
assets. This includes items such as foreshore shelters, decoration of the pier, decoration of
handrails, amenity lighting and other promenade fixtures and fittings. The Coastal team retains
responsibility for the actual pier structure and the coast protection assets.
6.0
Asset Condition and Performance
6.1
This section considers the condition of the asset portfolio and also the performance of two key
areas. Rolling condition surveys provide information regarding future maintenance/investment
requirements, which feeds into the 5 year planned maintenance programme and capital bidding
process. Further detail in relation to the condition and maintenance requirements can be found
within Appendix 1. It should be noted that this schedule represents maintenance
requirements and does not reflect approved budgets.
Table 1 – Overall asset condition
Indicator
Dec 2011
March 2014
Adj storm damage
Mov’t vs 2011
Definition A – Good
Definition B - Satisfactory
Definition C – Poor
Definition D - Bad
6%
71%
22%
1%
4%
78%
11%
7%
4%
84%
11%
1%
(2%)
13%
(11%)
0%
Total
100%
100%
100%
6.2
On initial assessment it would appear that the overall condition of the portfolio has worsened
slightly since 2011, with the percentage of assets in category D increasing from 1% to 7%.
However, if the condition figures are adjusted to take account of those assets that suffered major
storm damage then it can be seen that there has been an overall improvement, with 13% of the
assets moving up from category C to category B. This does still however leave 12% of the assets
in categories C and D, a summary of which can be found in the table below.
10
Table 2 – Asset summary for categories C and D
Category C
North Walsham Barn & Yard
Grove Lane, Holt
Splash Pool
West Runton Shelter, West Runton
Upper Lees Shelter, Sheringham
Cromer, Melbourne Slope
Cromer, Pier
Sheringham, Lushers Passage
The Oaks, North Walsham
Parklands, Pudding Norton
Category D
Holt Country Park - observation tower
Revenue
Forecast
Capital
Forecast
Capital
Budgets
£34,750
£2,250
£22,800
£1,000
£3,200
£0
£250
£400
£0
£5,100
£0
£75,500
£75,000
£4,000
£0
£75,000
£35,000
£50,000
£17,500
£225,000
£0
£0
£60,000
£0
£0
£0
£0
£100,000
£0
£12,500
£0
£69,750
£569,500
£250,000
£90,000
6.3
The 1% in category D represents the observation tower at Holt Country Park and a decision will
need to be taken regarding replacement or removal of this structure. There are a number of
capital budgets already approved to address some of the issues in relation to those assets in
category C, for example the £90,000 approved for shelters (this covers all shelters, not just those
detailed above). The Council is also still in discussions with the former Grove Lane tenant
regarding outstanding repairs following the cessation of the lease so the identified costs will not
all need to be funded by the Council.
6.4
Where budgets have not yet been identified these assets will be reviewed further and an option
appraisal will be undertaken to establish the best course of action for each asset and this forms
part of the Action Plan at the end of this document.
6.5
A recent (2013) CIPFA NaPPMI (National Property Performance Management Initiative) report
highlighted an average of 85% of property in condition categories A and B within local
government. The adjusted figures above show that 88% of the Council’s assets currently fall
within these two categories, which is just above the reported national average. The tables below
highlight the requirements from the planned maintenance schedule contained within Appendix 1
in terms of both works priority and cost (please note the figures represent estimated costs
and not approved budgets).
Table 3 – 5 year R&M priority schedule summary (revenue)
11
Priority Assessments %
1 - urgent (<1 year)
14/15
66%
15/16
29%
16/17
19%
17/18
22%
18/19
28%
2 - essential (1 to 2 years)
16%
37%
24%
23%
18%
3 - desirable (3 to 5 years)
6%
20%
38%
34%
30%
0 - desirable (but outside scope of COPROP categories)
12%
14%
19%
21%
24%
Total
100% 100% 100% 100% 100%
Table 4 – 5 year R&M priority schedule cost summary (revenue)
Priority Assessments %
1 - urgent (<1 year)
14/15 15/16 16/17 17/18 18/19
£000 £000 £000 £000 £000
294
104
65
62
74
Total
£000
599
2 - essential (1 to 2 years)
72
131
80
64
47
394
3 - desirable (3 to 5 years)
28
72
126
95
78
399
0 - desirable (but outside scope of COPROP
categories)
51
51
66
59
61
288
Total
445
358
337
280
260
1,680
6.6
Table 3 highlights that 66% of the works for the 2014/15 financial year are required to be
undertaken urgently, so these works will be prioritised. Table 4 shows the estimated costs of the
works, with Priority 1 items estimated at £294k. The total R&M budget for 14/15 is £469k for
Property and Leisure (discussed in more detail below), of which approximately £366k is allocated
for planned works. Where works cannot be completed within the given timescales or due to
budget constraints these will carry forward in the plan to the following year.
6.7
While the 66% does represent 2/3rds of work as being urgent the direction of travel in future
years is positive as the requirement for urgent works reduces to 19% by 2016/17 which
represents a significant reduction of 47%.
6.8
Appendix 1 also includes capital forecasts for the next 5 years and these will be subject to capital
bids (where budgets are not already approved) as required. There are already capital budgets
approved for 14/15 in relation to refurbishment of seaside shelters (£90k), Parklands (£100k),
Splash roof (£60k), steelworks at Victory and Fakenham leisure centres (£30k) and administrative
buildings (£168k) totalling £448k. Outstanding storm surge works estimates total c£650k, the
majority of which will be covered by insurance with excess levels estimated at c£130k.
6.9
If the Council is to invest in its asset base in the future it will need to consider alternative and
innovative solutions to supplement more traditional funding sources as part of the districts
resourcing strategy. This will include consideration of the use of capital receipts, invest to save
schemes, asset transfers, sale and leaseback, charitable trusts, shared accommodation/joint
developments with partners, strategic acquisition and investment programmes and new
government funding initiatives.
Administrative buildings - Cromer
6.10
The Central Government report ‘The State of the Estate 2012’ discusses the cost of office space
per full-time equivalent employee (FTE), expressed as £/FTE, and is calculated by dividing the
cost of space in a building by the number of FTEs based there. The report highlights an increase
from £4,608 in 2010/11 to £5,324 in 2011/12. Costs per FTE have reduced at the Cromer office
from £1,283 in 2010/11 to £1,138 as per the 2014/15 budget (excluding capital charges) which
represents a reduction of 11.4%. This is due to a reduction in building operating costs over the
period of c£73k (representing a 20% budget reduction compared to the 2010/11 outturn) and also
through additional rental income from the health trainers and more latterly from Norfolk County
Council Children’s services.
6.11
The average space allocation per employee per the NaPPMI report is 11.6m2. The area
allocation per FTE at the Cromer office is at its lowest for 5 years at 11.7m2 due to staff
reductions and the letting of surplus space to tenants and is very close to the national average
reported.
12
6.12
There have also been improvements with the building’s energy efficiency ratings over recent
years. The first DEC (Display Energy Certificates) assessment for the Cromer building was
carried out in 2010 and showed an energy performance operational rating for this building of E
with a rating of 118. As a result of measures taken, such as the voltage optimisation scheme and
improvements to the heating system, our energy performance operational rating has reduced to
D and a rating of 82. This represents a significant improvement in the energy performance and
efficiency of the building (a rating of 100 would be typical for a building such as this).
Car Parks
6.13
Car parks represent a significant income stream to the Council, with budgeted levels of £2.2m for
the 2014/15 financial year and as such it is important to ensure that car parks are well maintained
and improved wherever possible. As detailed below the annual repairs and maintenance budget
is around £71k (14/15) for these assets, but there are other operating costs involved, such as the
car park management arrangements with Kings Lynn and West Norfolk Borough Council. The car
parks have also undergone significant capital improvements over recent years, with
approximately £775k being invested since 2008/09. Total budgeted expenditure for 2013/14 for
both revenue and capital totalled c£1m compared to a projected income figure of £2.2m giving a
Return on Investment (ROI) for the year of 120%.
6.14
The recent surveys have identified a number of issues with some of the Councils car parks and it
is therefore recommended that a capital budget of £110k is agreed for the 2014/15 financial year
to undertake improvement works on the following;




7.0
Fakenham – Bridge Street
North Walsham – Bank Loke
Overstrand – Pauls Lane
Cromer – Runton Road
Resources
Revenue budgets – R&M expenditure
7.1
The general repairs and maintenance budgets for the Property and Leisure area total £379k for
14/15. However, this includes approximately £61k for service contracts (for lift maintenance, car
park machines etc) and £103k for reactive works, which only leaves a balance of £215k (57%)
available for planned maintenance works. In addition to this the 5 year capital investment
programme looks at the need to invest and undertake improvement works and supplements the
revenue funding.
Table 5 – Revenue R&M budgets
7.2
The planned maintenance element above totals £215k, whilst reactive maintenance accounts for
around £103k, which is a split of 68% to 32% respectively. This leaves a shortfall of £79k to
13
address urgent works in 14/15 (£294k), although as planned repairs increase reactive
requirements will decrease and more of the reactive budget will become available for planned
works. Asset reviews, planned improvements and potential rationalisation will also help to ensure
that the urgent works are addressed as required. Procurement process will also help to drive
down work costs coupled with the use of our internal maintenance team. Appendix 1 highlights
the forecast planned maintenance requirement for revenue over the next 5 years of £1.68m.
Assuming the planned maintenance budget remains at £215k pa over this period there is a
forecast shortfall of £605k which will need to be addressed and the successful implementation of
the Action Plan contained at the back of this document will be key to achieving this.
Revenue budgets – income
A number of the Council’s property assets generate income for the Council, the table below
summarises the main sources.
7.3
Table 6 – Property and Leisure Summary income budgets (2014/15)
(73)
(126)
(84)
(57)
(87)
(24)
(27) (140)
(63)
(16)
Car parks
Beach huts & chalets
Industrial units & depots
Markets
(120)
Retail outlets and cafes
Parklands
Admin buildings
(2,163)
Windmill Restaurant
Parks/open spaces
Woodlands
Sports centres
Cromer pier
7.4
The income generated from the assets detailed above is approximately £3m, the planned repairs
and maintenance budgets of £215k therefore represent 7% of this total. The table below
highlights the return on investment in relation to some of these asset groups.
Table 7 – Return on investment 2014/15
Exp
Markets
Industrial estates
Parklands
Investment
properties
7.5
2014/15 budget
Inc
Net
ROI
Adjusted
ROI
143,131
(73,000)
70,131
49%
97,547 (116,426) (18,879) (19%)
55,635
(56,717)
(1,082)
(2%)
17%
(723%)
(114%)
520,046 (215,480)
304,566
59%
(105%)
816,359 (461,623)
354,736
43%
(98%)
The first overall ROI figure 43% represents the full budgeted revenue position including capital
charges and departmental recharges. The adjusted ROI figure (98%) has been calculated just
using direct costs and direct income (excluding capital charges and departmental recharges), an
adjustment of £247k has also been made to investment properties as this represents a one-off
cost for storm damage repair works. Even with these internal charges removed the calculations
14
do highlight the need to review the markets, although a number of initiatives are already in place
for the coming season to try and improve the position including reduced pitch prices to try and
increase trader numbers, increased promotional and advertising campaign, gazebos for rent for
new starters/charities etc. The objective in relation to these assets will be to maximise the ROI in
future years and this will be monitored to provide a benchmark for comparative purposes.
Capital budgets
7.6
A significant proportion of the works included within the Council’s current and future capital
programme are focussed on the improvement of the Council’s asset base. A summary of the
property related capital schemes programmed for the new 2014/15 financial year can be found
within Appendix 2 (please note that this excludes coast protection works). The 2014/15 budget
includes new capital budgets for Parklands improvements (£100k) and also steel protection at
Victory swimming pool and Fakenham leisure centre (£30k). Appendix 2 highlights a forecast
planned maintenance requirement for capital over the next 5 years of nearly £3m. With capital
budgets of £598k already approved this leaves a current funding shortfall of nearly £2.4m. There
is however a one-off revenue budget approved for chalet works following the storm surge of
£247k which can be transferred to capital which reduces the shortfall to £2.15m. As with the
revenue shortfall detailed above this deficit will need to be addressed and this Plan provides the
framework to support this.
7.7
The availability of capital resources is key to the future development of the Council’s property
portfolio. Capital funding can enable asset improvements to generate additional income but can
also help to improve efficiency and reduce costs. The Council’s ability to generate capital receipts
is limited by the availability of surplus capital assets and therefore the allocation and prioritisation
of available capital resources is fundamental to the successful improvement of the Council’s
asset portfolio.
Staffing
7.8
One of the main resources within the section is that of staff. Under the recent restructuring
undertaken during 2012 Property Services and Leisure Services were combined under one Head
of Service. These teams are now located within the same area of the Cromer office and this has
led to closer working between the sections.
7.9
While there are a number of staff who have some responsibility for repair and maintenance of
assets the main duty falls on the Property Manager. This post has direct line responsibility for the
in-house maintenance team which comprises of two Multi Skilled Building Operatives, the
Handyman and the Caretaker, and this team is supported by the Property Maintenance Admin
post. The Handyman post covers any issues relating to the Council’s public conveniences while
the Multi Skilled Building Operatives tend to focus on more general repairs and maintenance.
Jobs are allocated to the internal team by the Property Manager as required, and where
appropriate, work is also tendered externally where there is insufficient capacity or capability
internally.
7.10
The Property Services team are key to delivering the objectives and Action Plan contained within
the AMP. The impact of the storm surge has placed additional unexpected demands on the team
as work is prioritised to try and repair and reinstate assets were possible prior to the new tourist
season. The current staff structure can be found within Appendix 3.
7.11
There have been a number of occasions this year where either deadlines or capacity have meant
that external support has been required. This has been in areas such as minor works when the
internal team have been engaged on other projects (storm surge, office moves etc), valuation
support (the Council only has one qualified valuer and it is not always feasible to undertake all
works in-house) and other professional services, such as design works, that we do not have the
expertise to provide internally. It is therefore recommended that a Measured Term Contract for
small works is established to provide flexibility and a quick response at peak times. Similarly it is
15
recommended that a contract is established for key professional support, such as valuation and
design services etc.
7.12
To enable the section to deliver the Service Plan, Corporate Objectives and the Action Plan
contained within the back of this document it will be essential to have the correct structure in
place. This will therefore be reviewed and, along with contracts for small works and additional
professional support, forms part of the Action Plan contained at the back of this document.
8.0
Governance and performance management
8.1
The Council’s Asset and Localism Board is responsible for the strategic direction of the Council’s
assets via implementation of the AMP. The terms of reference for the Asset and Localism Board
were revised in October 2013 and can be accessed via the following link: Asset and Localism
Board Terms of Reference. However, all decisions on property assets are taken either by
Cabinet or under delegation as set out in the Council’s standing orders and the Disposal,
Investment and Acquisition Policy.
8.2
Asset management issues are reported to Councillors on a regular basis and the Board makes
recommendations to Cabinet on current issues. The AMP is presented to Cabinet annually with
updates during the year as required.
8.3
The Community Asset Transfer Policy also provides a framework for responding to requests
from community groups wishing to take over Council assets, and this is further supplemented by
the Council’s Disposal, Investment and Acquisition Policy. There are a number of other
property related policies which also impact on the management and operation of the Council’s
assets and these include the Gas policy, Fire policy, Legionella policy, Electricity policy and
Asbestos policy.
Concerto
8.4
Concerto is the Council’s Asset Management System which has now been in place two years.
The database holds a considerable amount of information regarding the Council’s property
related assets and is proving to be a useful tool across the Council. It is regularly used by the
Property Services, Leisure and Coastal teams but has potential to be used more widely.
8.5
The estates section covers all leasing arrangements and holds copies of deeds and lease
agreements. The system provides the administrative ‘helpdesk’ tool for recording and
administering daily property faults and the management and issue of work tickets or orders to
maintenance operatives and contractors. In addition the system is used daily to raise orders and
pay invoices (linked to e-financials), logging site visits, incidents and surveys. The system is also
proving a useful tool when investigating insurance claims as it is able to provide a full audit trail in
relation to any site visits, issues raised, repairs undertaken etc.
8.6
The system is able to store large quantities of data and documents (such as condition or
asbestos surveys, photographs of faults or locations of meters etc) which can be accessed by a
variety of both external and internal users. Pre-planned maintenance schedules and annual
contracts details are also held giving reminders for renewals to the officers concerned. Concerto
will help to ensure that we are able to better manage our assets as the amount of data and
information recorded increases and data quality improves, however more training and joint
working /sharing of information and a dedicated system administration resource would help to
ensure this system is more widely used and the full potential of the system is realised.
8.7
Performance management information is also collated via the Council’s TEN performance
management system. This holds detail relating to the Assets and Leisure Service Plan and also
the performance indicators for the Service area. These are reported to Members via Cabinet on a
quarterly basis and those connected with the AMP are as follows;
16
8.8
Indicator
Value
Status
Annual stock condition surveys completed
Occupancy rate of rental properties
Vacancy rate for industrial and retail units
Percentage rent arrears of debts 90 days and
over
Jan 13/14 = 4
Jan 13/14 = 85%
Jan 13/14 = 15%
Jan 13/14 = 5%
Target not met
Target met
Target met
Target met
Target
2013/14
18
85%
15%
5%
Target
2014/15
33
90%
10%
3%
The Property team have experienced difficulties completing the required numbers of condition
surveys this year due to various corporate projects such as the reception works, office moves and
storm surge works. The table below details the rolling programme of asset surveys and highlights
the backlog for 14/15. There will be a requirement to undertake 33 surveys during 14/15 to keep
the rolling survey programme on track.
Table 8 – Asset survey requirements
Asset type
Administrative Offices
Storage Facilities
Enterprise & Industrial
Leisure & Community
Amenity & Promenade
Beach Huts & Chalets
Car Parks
Community Centres
Public Conveniences
Estates (other lettings)
Retail Units
Residential
Tourist Information Centres
Other Assets
Total
Surveys
required
4
2
3
8
26
2
30
1
40
3
5
2
4
3
133
Completed since
10/11
4
2
3
6
2
1
30
0
37
1
5
2
4
3
100
Required
14/15
0
0
0
2
24
1
0
1
3
2
0
0
0
0
33
Planned
14/15
18
18
Backlog
14/15
15
15
9.0
Strategic opportunities
9.1
The Council will need to adopt a more commercial and business like approach to asset
management over the coming years to take account of and accommodate a wide variety of
factors and challenges which will impact on the future of the Council. The key strategic
opportunities are as follows;
Driving more income from property assets
The Council needs to actively market its non-operational estate to maintain and improve current
income levels. There is a requirement to consider new income streams and utilising assets in
more profitable ways to help meet the forecast budget deficit.
Acquisitions and disposals
The Council needs to take a more entrepreneurial approach to property investment decisions and
take managed risks to drive income levels and to help reduce the financial deficit and consider
opportunities that have not previously been considered. This will also need to cover consideration
of strategic acquisitions that can either drive investment income or reduce other operation costs
or both.
17
Capital improvements to current portfolio
The capital programme remains dependant on the generation of capital receipts from the sale of
surplus assets. This is however a finite resource and the amount of future disposals identified at
present are limited. The asset review discussed elsewhere within this document may result in
further disposals that will then potential make capital resources available for either improving
current assets (improving income generating potential and/or reducing the cost base) or for
making strategic property investments. New capital bids will need to be considered on a case by
case basis and prioritised if and when funding becomes available.
Staff restructure
The deliver the Corporate objectives the Property Service team need a robust structure that is fit
for purpose to deliver the identified priorities and to match Members expectations. The structure
will be reviewed and is included as a task within the Action Plan.
10.0
Action Plan and Priorities
10.1
As part of this updated Plan, it is recommended that the Council adopts a planned approach to
the review and challenge of the use and retention of its assets. This will help to provide a
transparent framework for investment and disinvestment decisions in the asset base. It is
recommended that this review initially covers those operational assets that cost the most to
operate and maintain and those which have the potential for generating the most income and
should include the following asset categories;



10.2
The Council’s three main leisure centres (Splash Leisure and Fitness Centre, Sheringham,
Victory Swim and Fitness Centre, north Walsham and Fakenham Sports and Fitness Centre) will
be considered as part of a new leisure contract. Following the operational review detailed above it
is recommended that a further separate review of the non-operational estate (ie assets let to third
parties) is also undertaken with the objective of reducing management costs and overheads
whilst maintaining or enhancing current income levels. This review should cover the following
asset categories;





10.3
18
Industrial estates
Beach huts and chalets
Markets
Concessions
Parklands
To support the generation of capital receipts, increased income and/or reduced operating costs it
is recommended that the following three areas are incorporated within the Action Plan;



10.4
Public conveniences - to better manage the maintenance issues with the stock,
improvements or alternative provision to ensure DDA compliance and to ensure facilities
are available where required
Car parks - better utilisation of current assets, opportunities for new development and
income generation etc
Office accommodation - opportunities for efficiency savings in relation to running costs,
opportunities to increase income from letting surplus office space, opportunities for colocation and shared facilities etc
Disposals – to generate capital receipts and reduce operating costs
Acquisitions – to improve income generation and/or replace inefficient assets
Redevelopments – to improve revenue generating potential, reduce operating costs or
increase service provision (or a combination of all three)
As a result of the work on this Plan a number of objectives have been identified as follows;
Objective 1 – Plan and manage the property assets as a corporate resource
Objective 2 – To provide income to support budget planning and service delivery
Objective 3 – To provide fit for purpose property in the right place, achieve value for money and
be flexible to meet service requirements, both corporately and for communities,
now and in the future
10.5
From these key objectives a number of priorities have been identified that will enable the Property
team to deliver the required outcomes. The table below shows how these priorities support the
wider delivery of the Corporate Plan, the officers responsible for progressing the objective along
with the anticipated timescales.
Table 9 – AMP Action Plan (Key: 1 Delivery the vision, 2 Jobs and the local economy, 3
Housing and infrastructure, 4 Coast, countryside and built heritage, 5 Localism)
1 2 3 4 5 Timescales
Objective 1 – Corporate resource
Development of the Concerto asset system to
improve efficiency and management information
Establish a measured term contract for small works
to increase response times and flexibility
Establish contracts for professional services to
provide cover and expertise as required
To ensure that the team structure is robust and
contains the necessary skills to enable the
objectives and Action Plan contained within the
AMP to be delivered
To procure a strategic partner to develop a Property
Investment Strategy to support a more commercial
approach to property management and
development
To complete 33 asset condition surveys
Objective 2 - Income
To investigate acquisition and disposal opportunities
to generate income, minimise repairs and
maintenance costs and generate capital receipts
To consider future options for the depot at Grove
Lane Holt if a new tenant is not found
Investigate potential relocation and redevelopment
opportunities where appropriate
Objective 3 – Value for money
To complete the business case to support the
Parklands caravan site developments
To complete property storm surge repairs
To review and complete an options appraisal of
those assets in condition category C and D not
included elsewhere;
 North Walsham barn & yard
 West Runton shelter
 Upper Lees shelter
 PC Cromer Melbourne slope
 PC Cromer pier
PC Sheringham Lushers Passage
 Consider future options for the Splash leisure
facility
Asset review - Cromer office;
 Investigate invest to save options
 Review energy utility contracts to ensure VFM
 Investigate options for income generation
19
December
2014
October
2014
December
2014



Action
Property Business
Manager
Property Project &
Programme Manager
Head of Assets & Leisure
    
Sept 2014
Head of Assets & Leisure
    
October
2014
Head of Assets & Leisure

March 2015
Property Manager

December
2014
Head of Assets & Leisure

December
2014
Head of Assets & Leisure

March 2015
Head of Assets & Leisure
   
September
2014
Dec 2014
Property Project &
Programme Manager
Head of Assets & Leisure
    
December
2014
Head of Assets &
Leisure/Property
Manager/Estates &
Valuations Manager
 
Dec 2015
Head of Assets & Leisure
 
Sept 2014
March 2015
Dec 2014
Property Manager
Head of Assets & Leisure
Estates & Valuations
Manager/ Property
Business Manager
 
Asset review – Public conveniences not included
elsewhere;
 Review of current provision
 Identification of revenue saving opportunities
 Consideration of disposal and
re-provision/acquisition
re-provision / transfer options to include;
PC Cromer West prom
PC Fakenham Highfields
PC Stalham High Street
Asset review – Car parks;
 To explore additional income generating
opportunities including concessions and
rd
undertaking 3 party operations
 Review of potential revenue savings from the
current enforcement contract




Nov 2014
Dec 2014
March 2014
Nov 2014
Nov 2014
Head of Assets & Leisure
Property Manager
Estates & Valuations
Manager/Head of Assets &
Leisure
Estates & Valuations
Manager/ Property
Business Manager
Property Business
Manager
11.0
Conclusions
11.1
The Property portfolio and the Property team itself have a key role to play in helping to reduce the
forecast budget deficit as follows;



Disposals – to generate capital receipts and reduce operating costs
Acquisitions – to improve income generation and/or replace inefficient assets
Redevelopments – to improve revenue generating potential, reduce operating costs or
increase service provision (or a combination of all three)
11.2
The key to achieving the desired outcomes will be through the delivery of the Action Plan and
allocation of sufficient resources and the correct team structure to enable this to be achieved.
Establishing contracts for small/minor works and professional services will also help with
resilience and responsiveness and help to enable the priorities detailed above to be delivered.
11.3
The asset portfolio is also fundamental in supporting service delivery, providing facilities for both
staff and local communities alike. Effective management of this vital resource will ensure that the
Council is able to meet its corporate priorities and objectives, positioning the Council positively for
the challenges ahead.
11.4
The forecasts for the improvement of the condition of the portfolio are extremely positive and the
maintenance programme needs to be actively managed to ensure that this improvement is
delivered in a timely fashion and continues to be delivered over the coming years. Continuing
with the planned maintenance regime will also help to minimise reactive repairs resulting in an
increase in planned repairs and better value for money being achieved.
11.5
The provision of a capital budget for car park improvements during 2014/15 will ensure that this
key asset category continues to perform well, supporting corporate objectives and making a
substantial contribution to the overall budget position.
11.6
Recovery form the storm surge damage remains a key priority and efforts will be prioritised to
ensure that these assets are back open and operating effectively in time for the summer tourist
season wherever possible.
11.7
It is recommended that this Plan is reviewed and updated towards the end of 2015.
20
PLEASE NOTE: THIS APPENDIX REPRESENTS THE CURRENT 5 YEAR FORECAST OF ESTIMATED REVENUE AND CAPITAL REQUIREMENTS AND DOES NOT REPRESENT CURRENT APPROVED
BUDGETS WHICH ARE DISCUSSED WITHIN THE MAIN DOCUMENT
Current
Insured
Date of Condition
5 Year Forward Maintenance Plan Estimates
Property
Storm Damaged
Building
value
Survey
Score
2014/15
Yr 1 - 2014/2015
Yrs 2 to 5
Revenue
Capital
Revenue
Capital
Revenue
Capital
£11,958,831
£1,522,319
£1,061,055
£183,855
£89,500
£12,850
£7,700
£2,250
£133,500
£20,000
£0
£0
£240,350
£73,450
£77,500
£32,500
B
B
N/A
£90,000
£2,000
£350
£0
£0
May 2013
Feb 2012
N/A
B
B
N/A
£810,000
£760,002
£1,963,400
£1,250
£3,500
£0
June 2013
Nov 2006
Jan 2014
Jan 2014
Jan 2014
£110,545
Oct 2011
Mar 2010
Oct 2011
Oct 2011
D
B
D
D
D
B
B
B
B
C
B
B
B
B
B
B
N/A
June 2012
Mar 2010
Mar 2010
Mar 2010
Mar 2010
Mar 2010
Mar 2010
Mar 2010
Mar 2010
N/A
Mar 2010
Mar 2010
Mar 2010
Jan 2010
Jan 2010
Jan 2013
Jan 2010
Jan 2010
Jan 2010
N/A
B
B
B
B
B
B
B
B
B
N/A
B
B
B
B
C
B
C
A
B
Administration Offices
Council Main Offices, Holt Road
Fakenham Connect (leased)
North Walsham Office
North Walsham Barn & Yard
Apr 2011
May 2011
Dec 2010
Dec 2010
B
B
B
C
Storage Facilities
Stonehill Way (leased)
17 Cornish Way
Nov 2012
Aug 2012
Enterprise & Industrial
Cornish Way
Catfield
Fakenham factory unit (JW Automarine - full repairing lease)
Leisure & Community
Holt Country Park
Cromer Pier Theatre
Cromer Pier Box Office - works cost TBC
Cromer Pier Gift Shop - works cost TBC
Cromer Pier Tides Restaurant - works cost TBC
Cromer Museum, East Cottages (full repairing lease)
Victory Sports & Leisure Centre
North Walsham Football Club (full repairing lease)
Fakenham Gym
Splash Pool
Cromer Lawn Tennis and Squash Club (full repairing lease)
Cromer Suffield Park bowls club (full repairing lease)
Cromer Marrams Bowling Pavillion (full repairing lease)
Cromer Marrams Putting Green Kiosk (full repairing lease)
Cromer Cabbell Park
Wells Tennis courts and clubhouse (full repairing lease)
Yes - minor
Yes - major
Yes - major
Yes - major
Amenity and Promanade
Lighting including amenity lights
Shelter at Marrams, Runton Road
Zig zag slope shelters, Cromer
Anglian Water Shelter, West-End Prom
Prom Shelter, Melbourne Slope
Thatched Shelter, North Lodge Park (under transfer to Cromer TC)
Shelter, North Lodge Park (under transfer to Cromer TC)
Pagoda Shelter, North Lodge Park (under transfer to Cromer TC)
Old Bandstand, North Lodge Park (under transfer to Cromer TC)
Bowls Green Shelter, North Lodge Park (under transfer to Cromer TC)
Cromer prom compass design
Shelter East of the Green, Mundesley
Small Shelter West the Green, Mundesley
Large Shelter West the Green Mundesley
East Runton Shelter, East Runton
West Runton Shelter, West Runton
Bandstand Shelter, Sheringham
Upper Lees Shelter, Sheringham
Lees Shelters, Sheringham
Lifeguard hut & store, Sheringham
Totals
Totals
£785,000
£10,000
£100,000
£0
£329,850
£86,300
£85,200
£34,750
£918,500
£30,000
£100,000
£0
£28,100
£5,700
£15,000
£0
£30,100
£6,050
£15,000
£0
£0
£0
£0
£28,500
£45,500
£0
£150,000
£150,000
£0
£29,750
£49,000
£0
£150,000
£150,000
£0
£0
£12,500
£0
£0
£0
£12,500
£13,641,920
£5,250
£100,000
£46,400
£20,000
£0
£6,324,000
£262,650
£3,060,000
£6,120,000
£785,400
£400,000
£301,920
£10,000
£495,000
£0
£0
£8,000
£0
£3,000
£2,750
£0
£0
£0
£0
£0
£0
£0
£15,000
£0
£15,000
£0
£0
£0
£0
£0
£0
£0
£0
£11,200
£0
£12,000
£20,050
£0
£0
£0
£0
£0
£0
£0
£12,500
£0
£47,500
£75,000
£0
£0
£0
£0
£0
£0
£0
£19,200
£0
£15,000
£22,800
£0
£0
£0
£0
£0
£0
£0
£27,500
£0
£62,500
£75,000
£0
£0
£0
£0
£0
£0
N/A
£30,000
£35,000
£40,091
£750
£0
£0
£2,500
£0
£0
£0
£0
£0
£0
£250
£250
£250
£500
£0
£500
£0
£0
£0
£0
£4,000
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£4,000
£20,000
£0
£0
£0
£160,364
£6,600
£0
£4,000
£2,400
£0
£0
£0
£0
£0
£250
£6,000
£6,000
£6,000
£8,500
£1,000
£750
£3,200
£1,500
£0
£0
£0
£0
£15,000
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£200,455
£7,350
£0
£4,000
£4,900
£0
£0
£0
£0
£0
£250
£6,250
£6,250
£6,250
£9,000
£1,000
£1,250
£3,200
£1,500
£0
£0
£4,000
£0
£15,000
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£4,000
£20,000
£0
£0
£0
£100,000
£76,500
£70,000
£40,000
£21,010
£10,000
N/A
N/A
£5,000
£5,000
£60,000
£20,000
£100,000
£40,000
£30,000
£50,000
£51,650
£120,000
Property
Storm Damaged
Current
Date of Condition
Building
Survey
Score
Insured
value
2014/15
5 Year Forward Maintenance Plan Estimates
Yr 1 - 2014/2015
Fearns Park field shelter, Cromer
Cadogan Road car park shelter, Cromer
Cromer pier shelters
East prom, Sheringham
Warren Woods, Cromer
Doctors steps shelter, Cromer
Beeston Hill shelter, Sheringham
Miscellaneous Sites
Yrs 2 to 5
Revenue
Capital
Revenue
Capital
Revenue
Capital
Totals
Totals
Jan 2010
Jan 2010
Jan 2010
Jan 2010
Jan 2010
Jan 2010
Jan 2010
Jan 2010
B
B
B
B
B
B
B
B
£5,000
£7,000
£60,000
£60,000
£20,400
N/A
£5,000
N/A
£0
£0
£0
£0
£0
£0
£0
£500
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£1,600
£0
£0
£0
£0
£0
£0
£0
£10,000
£0
£0
£0
£0
£0
£0
£0
£2,100
£0
£0
£0
£0
£0
£0
£0
£10,000
Feb 2014
Mar 2009
C
A
£745,000
N/A
£2,500
£800
£395,000
£0
£10,000
£11,250
£0
£0
£12,500
£12,050
£395,000
£0
Car Parks
Cromer Cadogan Road
Cromer Promenade
Cromer Runton Road
Cromer Meadows
East Runton, Beach Road
Fakenham Bridge Street
Fakenham Hall Staithe
Fakeham Highfield Road
Fakenham The Limes
Fakenham Queens Road
Happisburgh Cart Gap
Holt Albert Street
Holt Station Yard
Holt Country Park
Mundesley Beach Road (leased)
North Walsham Bank Loke
North Walsham Midland Road
North Walsham Mundesley Road
North Walsham New Road
North Walsham Vicarage Street
Overstrand Pauls Lane
Sea Palling Clink Road (leased)
Sheringham Chequers
Sheringham East Cliff
Sheringham Morris Street
Sheringham Station Approach
Stalham Off High Street
Wells Stearmans Yard
Wells Staithe Street
Weybourne Beach Lane
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
£30,000
£110,000
£129,273
£0
Community Centres
Community Centre Oak Street
Jan 2007
B
£1,754,400
£500
£0
£2,000
£0
£2,500
£0
Public Conveniences
Bacton, Coast Road
Blakeney, The Quay
Cromer, Cadogan Road
Cromer, Melbourne Slope
Cromer, North Lodge Park (under transfer to Cromer TC)
Cromer, NNIC Public Toilets
Cromer, Pier
Aug 2010
Aug 2010
Mar 2010
May 2010
May 2010
Sept 2010
Jul 2010
A
A
B
C
B
B
C
£60,000
£122,145
£147,085
£152,335
£20,000
N/A
£63,035
£100
£600
£800
£0
£0
£100
£50
£0
£0
£0
£75,000
£0
£0
£0
£3,150
£4,500
£4,550
£0
£0
£3,400
£200
£0
£0
£0
£0
£0
£0
£35,000
£3,250
£5,100
£5,350
£0
£0
£3,500
£250
£0
£0
£0
£75,000
£0
£0
£35,000
Beach Huts and Chalets
Beach Chalets
Beach Hut Sites
Yes - major
Yes - minor
Yes - minor
£159,273
£110,000
Property
Storm Damaged
Current
Date of Condition
Building
Survey
Score
Insured
value
2014/15
5 Year Forward Maintenance Plan Estimates
Yr 1 - 2014/2015
Cromer, Rocket House
Cromer, Runton Road
Cromer, West End Promanade
Fakenham, Bridge Street
Fakenham, Highfields
Fakenham, Queens Road
Happisburgh, Cart Gap
Hickling, The Staithe (leased)
Holt, Albert Street
Holt, Country Park
Horning, Swan Car Park
Hoveton, Station Road
Ludham, The Bridge
Ludham, Womack Staithe
Mundesley, Marina Road
Mundesley, The Promenade
North Walsham, Vicarage Street
North Walsham, New Road
Overstarnd, Pauls Lane
Potter Heigham, The Bridge
Runton - East Runton
Runton - West Runton
Sea Palling, Beach Road
Sheringham, Lushers Passage
Sheringham, East Promanade
Sheringham, The Lees
Sheringham, Station Approach
Stalham, High Street
Walcott, Coast Road
Walsingham, High Street (leased)
Wells, Newgate Lane
Wells, The Quay, Beach Road
Wells, Stearmans Yard
Estates (Other Lettings)
The Oaks, North Walsham
Seaview Playgroup (under transfer to Cromer TC)
Rocket House
Maltings (99 year lease to Wells Maltings Trust)
Sackhouse (99 year lease to Wells Maltings Trust)
Oddfellows Hall Sheringham (negotiating full repairing lease)
Sheringham Little Theatre (full repairing lease)
Grove Lane, Holt
Retail Units
Cromer West Prom café
Blue Sky Café, Runton Road
Julio's Café Cromer
Mundesley Café
North Lodge Tea Room (under transfer to Cromer TC)
Red Lion Steps retail units
West Prom Café Sheringham
Residential
Parklands, Pudding Norton
Cromer Travellers short stay site (leased)
Yes - major
Yes - major
Yes - minor
Yes - minor
Yes - major
Capital
Revenue
Capital
Totals
Totals
B
B
D
B
B
B
B
B
B
B
B
B
B
B
B
D
B
B
B
B
B
B
B
C
A
B
B
B
B
B
B
B
B
N/A
£157,590
£30,000
£114,495
£82,110
£82,110
£82,110
£150,960
£150,000
£115,565
£66,710
£204,865
£150,000
£77,725
£126,070
£100,000
£74,590
£60,000
£152,335
£70,915
£152,335
£49,905
£180,000
£180,000
£81,600
£200,000
£193,800
£63,035
£60,000
£125,000
£73,540
£127,500
£84,300
£750
£200
£0
£100
£100
£100
£100
£100
£100
£100
£100
£100
£100
£100
£100
£0
£50
£100
£300
£1,650
£250
£300
£350
£100
£50
£100
£150,000
£500
£100
£100
£100
£100
£100
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£1,500
£0
£0
£0
£1,500
£50,000
£0
£0
£0
£1,500
£0
£0
£0
£0
£0
£0
£0
£0
£1,500
£1,500
£0
£0
£2,500
£5,700
£1,900
£100
£3,150
£3,150
£3,150
£3,150
£3,150
£3,150
£2,150
£3,150
£3,150
£3,150
£3,150
£3,150
£0
£200
£3,150
£850
£0
£1,000
£1,500
£1,850
£300
£200
£3,150
£0
£0
£3,150
£3,150
£3,150
£3,150
£3,150
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£50,000
£0
£0
£0
£0
£0
£0
£0
£0
£0
£6,450
£2,100
£100
£3,250
£3,250
£3,250
£3,250
£3,250
£3,250
£2,250
£3,250
£3,250
£3,250
£3,250
£3,250
£0
£250
£3,250
£1,150
£1,650
£1,250
£1,800
£2,200
£400
£250
£3,250
£150,000
£500
£3,250
£3,250
£3,250
£3,250
£3,250
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£1,500
£0
£0
£0
£1,500
£50,000
£0
£0
£0
£1,500
£0
£0
£0
£50,000
£0
£0
£0
£0
£1,500
£1,500
£0
£0
£2,500
Nov 2006
Feb 2007
March 2014
C
B
B
N/A
N/A
B
B
C
£52,530
£50,000
£3,500,000
£2,142,000
£2,244,000
£591,600
£2,652,000
£1,047,540
£0
£0
£48,500
£0
£0
£0
£0
£2,250
£17,500
£0
£60,000
£0
£0
£0
£0
£75,500
£0
£0
£61,950
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£110,450
£0
£0
£0
£0
£2,250
£17,500
£0
£60,000
£0
£0
£0
£0
£75,500
Feb 2014
Tenant building
Full repairing lease
Feb 2014
May 2010
Feb 2014
Feb 2014
D
B
B
C
B
B
D
£50,000
N/A
£61,010
£250,000
£180,000
£211,650
£95,300
£0
£0
£0
£0
£0
£0
£0
£40,000
£0
£0
£70,522
£0
£0
£45,000
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£40,000
£0
£0
£70,522
£0
£0
£45,000
April 2014
C
B
£84,150
£127,500
£250
£0
£225,000
£0
£4,850
£0
£0
£0
£5,100
£0
£225,000
£0
N/A
N/A
Oct 2013
Yes - major
Revenue
Capital
Sept 2010
Mar 2010
May 2010
Aug 2010
May 2010
Aug 2010
Apr 2010
Apr 2010
Sept 2010
Sept 2010
Apr 2010
Apr 2010
Apr 2010
Apr 2010
Aug 2010
Aug 2010
May 2010
Aug 2010
Mar 2010
May 2010
Apr 2010
Apr 2010
Aug 2010
May 2010
April 2012
Sept 2010
Sept 2010
Apr 2010
Apr 2010
Sept 2010
Apr 2010
Apr 2010
Apr 2010
Yes - minor
Yes - major
Yrs 2 to 5
Revenue
Property
Storm Damaged
Current
Date of Condition
Building
Survey
Score
Insured
value
2014/15
5 Year Forward Maintenance Plan Estimates
Yr 1 - 2014/2015
Yrs 2 to 5
Revenue
Capital
Revenue
Capital
Revenue
Capital
Totals
Totals
Fakenham Travellers short stay site (leased)
April 2014
B
£127,500
£0
£0
£0
£0
£0
£0
Tourist Information Centres (Customer Services)
North Norfolk Information Centre
Sheringham TIC
Holt TIC (leased)
Wells TIC (full repairing lease)
Jan 2013
Jan 2013
Jan 2013
Jan 2013
B
B
B
B
£1,056,161
£20,085
N/A
£99,632
£9,500
£5,600
£750
£0
£0
£0
£0
£0
£60,500
£8,350
£14,900
£11,200
£0
£0
£0
£0
£70,000
£13,950
£15,650
£11,200
£0
£0
£0
£0
Other Assets
Worstead Churchyard
Cromer Churchyard
Blowlands Lane (demolished Feb 2014)
Various playground sites
Nov 2013
Oct 2013
June 2012
June 2013
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
£250
£2,500
£0
£0
£0
£0
£0
£0
£1,500
£1,000
£0
£0
£0
£0
£0
£0
£1,750
£3,500
£0
£0
£0
£0
£0
£0
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£1,679,878
£2,972,522
£1,075,000
(£604,878)
£598,000
(£2,374,522)
Retained Housing Sites
Binham - land at Priory Close (0.89ha)
Calthorpe - Site off Erpingham Road (0.04ha)
Edgefield - Allotment Land (2.32ha)
Erpingham - Field at Eagle Road
Fakenham - Remainder of Land lying to the North of Greenfield Close
Felmingham - The Green at Highfields
Great Ryburgh - Land off Highfield Lane (0.61ha)
Hindringham - Grass Verge at The Elms
Holt - Grass Verge at Kerridge Way
Holt - Narrow Strip of Grass Verge
Holt - Grass Verge at Kerridge Way, adj Phone Exchange & CP
Ingworth - Land adjacent to No 1 Banningham Road (0.15ha)
Itteringham - Land South of 4 Wolterton Road (0.19ha)
Knapton - Land off Hall Lane/School Close (0.74ha)
Little Snoring - Land off The Croft,
Ludham - Land r/o Nos 1-7 The Crescent
Matlaske - Land on the North side of the green
Mundesley - Site of Former Greenhouse Northfield House
Paston - Land off Bears Road
North Walsham - Land at North Walsham - Cornish Avenue (0.72ha)
North Walsham - Informal Parking/Allotment Area
North Walsham - Land at Brick Kiln Lane
Roughton - Site off Brownsfield
Sheringham - Land at Weston Terrace (0.33ha)
Skeyton - Land at Coronation Corner
Stiffkey - Site off Camping Hill (0.08ha)
Sutton - Land at Elmhurst Avenue,
Swanton Novers - Land at The Croft
Wells-next-the-Sea - Remainder of land South Side of Northfield Crescent
Edingthorpe - Informal Parking / Allotment Area Land, Rectory Road
£72,036,630 £445,441
Current Approved Budgets
Forecast Shortfall
£1,497,522
£1,234,437 £1,475,000
Appendix 2
PROPERTY RELATED SCHEMES - GENERAL FUND CAPITAL PROGRAMME
Scheme
Scheme Total
Current
Estimate
Pre 31/3/12
Actual
Expenditure
Updated Budget
2013/14 at Period
10
Actual
Expenditure at
Period 10
Updated
Budget
14/15
Updated
Budget 15/16
£
Jobs and the Local Economy
Rocket House
Wells Sackhouse Refurbishment
Maltings Wells
Car Park Resurfacing and Refurbishment
Public Conveniences (Plumbing and Drainage)
Coast, Countryside and Built Heritage
Sheringham Promenade Lighting
Cromer Pier and West Prom Refurbishment
Project
Refurbishment Works to the Seaside Shelters
Chalet Repairs
Doctors Steps
Parklands Improvements
Localism
Victory Swim and Fitness Centre
Play Areas
Splash roof improvements
Steelwork protection - Victory & Fakenham
Delivering the Vision
Reception Project
Asset Management Computer System
Administrative Buildings
Handyman Vehicle
77,084
71,752
100,000
361,681
15,000
26,928
45,029
0
207,758
0
50,156
26,723
100,000
153,923
15,000
5,240
0
100,000
90,835
369
0
0
0
0
0
0
0
0
0
0
625,517
279,715
345,802
196,444
0
0
79,500
67,498
12,002
0
0
0
200,000
110
49,890
956
150,000
0
153,500
36,000
22,000
100,000
33,449
262
262
0
30,051
35,738
21,738
0
3,887
36,134
6,867
0
90,000
0
0
100,000
0
0
0
0
591,000
101,581
149,419
47,843
340,000
0
54,370
100,000
60,000
30,000
0
0
0
0
54,370
100,000
0
0
0
9,191
0
0
0
0
60,000
30,000
0
0
0
0
244,370
0
154,370
9,191
90,000
0
143,026
75,000
275,000
13,200
2,486
62,593
6,754
0
140,540
12,407
100,246
13,200
148,445
0
84,754
13,696
0
0
168,000
0
0
0
0
0
506,226
71,833
266,393
246,895
168,000
0
1,967,113
453,129
915,984
500,373
598,000
0
Duncan Ellis
Assets Coastal Defence & Leisure
Tony Turner
Property Manager
Tina McManus
Property
Maintenance
Admin
Billy Payne, Dick Rudham
and Terry Harvey
Property Maintenance Team
Robin Swift
Caretaker
Maxine Collis
Property Business
Penny Sands
Property Admin
(Beach Huts/Chalets)
Ricky Wright
Contract & Facilities
Manager
Russell Tanner
Market Supervisor
Michael Clarke
David Rigby
Foreshore Officers
Alex Casson (Supervisor)
Carol Hartington
& Gill Ashby
Canteen
Property Team Structure
Martin Green
Estate & Valuation
Manager
Gail O’regan (Estates)
Estates related
Technical Admin
Russell Tanner
Property Project
Manager