Please Contact: Emma Denny
Please email: emma.denny@north-norfolk.gov.uk
Please Direct Dial on: 01263 516010
22nd January 2015
A meeting of the Cabinet of North Norfolk District Council will be held in the Council Chamber at
the Council Offices, Holt Road, Cromer on Monday 2nd February 2015 at 10.00am
At the discretion of the Chairman, a short break will be taken after the meeting has been running
for approximately one and a half hours
Members of the public who wish to ask a question or speak on an agenda item are requested to
arrive at least 15 minutes before the start of the meeting. It will not always be possible to
accommodate requests after that time. This is to allow time for the Committee Chair to
rearrange the order of items on the agenda for the convenience of members of the public.
Further information on the procedure for public speaking can be obtained from Democratic
Services, Tel: 01263 516010, Email: democraticservices@north-norfolk.gov.uk
Anyone attending this meeting may take photographs, film or audio-record the proceedings and
report on the meeting. Anyone wishing to do so should inform the Chairman. If you are a
member of the public and you wish to speak on an item on the agenda, please be aware that
you may be filmed or photographed.
Sheila Oxtoby
Chief Executive
To: Mr B Cabbell-Manners, Mr T FitzPatrick, Mrs A Fitch-Tillett, Mr J Lee, Mr W Northam,
Mr R Oliver, Mr G Williams
All other Members of the Council for information.
Members of the Management Team, appropriate Officers, Press and Public.
If you have any special requirements in order
to attend this meeting, please let us know in advance
If you would like any document in large print, audio, Braille, alternative format
or in a different language please contact us
Chief Executive: Sheila Oxtoby
Corporate Directors: Nick Baker & Steve Blatch
Tel 01263 513811 Fax 01263 515042 Minicom 01263 516005
Email districtcouncil@north-norfolk.gov.uk Web site northnorfolk.org
AGENDA
1.
TO RECEIVE APOLOGIES FOR ABSENCE
2.
MINUTES
(page 1)
To approve, as a correct record, the minutes of the meeting of the Cabinet held on 06
January 2015.
3.
PUBLIC QUESTIONS
To receive questions from the public, if any.
4.
ITEMS OF URGENT BUSINESS
To determine any other items of business which the Chairman decides should be
considered as a matter of urgency pursuant to Section 100B(4)(b) of the Local
Government Act 1972.
5.
DECLARATIONS OF INTEREST
Members are asked at this stage to declare any interests that they may have in any of
the following items on the agenda. The Code of Conduct for Members requires that
declarations include the nature of the interest and whether it is a disclosable pecuniary
interest.
6.
MEMBERS QUESTIONS
To receive oral questions from Members, if any.
7.
CONSIDERATION OF ANY MATTER REFERRED TO THE CABINET BY THE
OVERVIEW AND SCRUTINY COMMITTEE OR COUNCIL FOR RECONSIDERATION
To consider matters referred to the Cabinet (whether by the Overview and Scrutiny
Committee or by the Council) for reconsideration by the Cabinet in accordance with the
provisions within the Overview and Scrutiny Procedure Rules or the Budget and Policy
Framework Procedure Rules.
8.
CONSIDERATION OF REPORTS FROM THE OVERVIEW AND SCRUTINY
COMMITTEE
To consider any reports from the Overview and Scrutiny Committee, which may be
presented by the Chairman of the Overview and Scrutiny Committee, and determination
of any appropriate course of action on the issues so raised for report back to that
committee
9.
MANAGING PERFORMANCE QUARTER 3 2014/15
(attached – p.8)
(Appendix 1 – p.11)
Summary:
The purpose of this report is to give a third quarter progress
report of the performance of the Council. More specifically it
reports delivery of the Annual Action Plan 2014/15 and
achieving targets. It gives an overview, identifies any issues
that may affect delivery of the plan, the action being taken
to address these issues and proposes any further action
needed that requires Cabinet approval.
Options considered:
Conclusions:
Options considering action regarding performance are
presented separately, issue by issue, to the appropriate
Council Committee.
1. The majority of the 56 activities in the Annual Action
Plan 2014/15 are on track (45). Performance is being
closely monitored, particularly for the activities where
issues or problems have been identified (four). Some
activities have already been completed successfully
(five) and one is on hold. See Chart 1 below.
2. Of the 16 performance indicators where a target has
been set eight are on or above target, three close to
target and four below target. Where assessment
against the same period last year is possible (20
indicators), eight are improving, two are static and six
are worsening. There are currently two indicators
where data is awaited.
3. The delivery of the Annual Action Plan is progressing
according to plan but there are a very few performance
issues in achieving targets and achieving improvement.
The issues involved, and action being taken in each
case, are detailed in the remainder of the document.
Recommendation:
That Cabinet notes this report, welcomes the progress
being made and endorses the actions laid out in
Appendix 1 being taken by management where there
are areas of concern.
Reasons for
Recommendations:
To ensure the objectives of the Council are achieved.
Cabinet member(s):
Ward member(s)
Contact Officer,
telephone
and e-mail:
10.
Councillor T FitzPatrick
All
Helen Thomas
01263 516214
helen.thomas@north-norfolk.gov.uk
ANNUAL ACTION PLAN 2015-16
Summary:
Conclusions:
(page 41)
(Appendix 1 – p. 52)
This report presents the Annual Action Plan for 2015-16
for approval
.
A rigorous development process has resulted in a
balanced and effective Annual Action Plan for 2015 -16
and associated performance indicators to deliver the
priorities and objectives as laid out in the Corporate Plan
2012-2015.
Recommendations:
Cabinet Decision
Cabinet member(s):
Ward member(s)
Contact Officer,
telephone
and e-mail:
11.
Cabinet is recommended to approve the Annual
Action Plan 2015-16 and the targets and
recommendations for performance indicators as set
out in Appendix 1.
Councillor T FitzPatrick
All
Helen Thomas
01263 516214
helen.thomas@north-norfolk.gov.uk
2015/16 BUDGET REPORT
(page 55)
(Appendix A – p.80) (Appendix B – p.81) (Appendix C – p.110) (Appendix D – p.111)
(Appendix E – p.112) (Appendix F – p.114) (Appendix G – p.124) (Appendix H – p.129)
Summary:
This report presents for approval the 2015/16 budget
along with the latest financial projections for the following
three years to 2018/19.
Options
considered:
The budget for the forthcoming financial year must be set
annually. Whilst there are options around the individual
budgets presented for approval i.e. what is included in
the budget for 2015/16, the overall position now
presented for approval is the culmination of work carried
out by officers and Cabinet over a number of months,
details of this work is provided within the report.
Conclusions:
The Council‟s budget is set for approval each year; it is
presented to Cabinet and then considered by Overview
and Scrutiny Committee before recommendations are
made to Full Council. This report now presents a
balanced budget for 2015/16 and also presents the latest
financial projections for the following three financial
years, 2016/17 to 2018/19. The budget has been
produced based on a number of assumptions as detailed
within the main body of the report and also reflects the
provisional finance settlement announced on 18
December 2014. The report recommends that the
surplus for the year is allocated between the general
reserve and restructuring and invest to save reserve.
The report also outlines the risks facing the Council in
setting the budget and forecasting future spending plans
and resources.
Recommendations:
It is recommended that Cabinet agree and where
necessary recommend to Full Council:
The 2015/16 revenue budget as outlined at Appendix
A;
The surplus of £462,424 be allocated to the general
reserve and restructuring and invest to save reserve
as outlined at section 5.8 in the reports;
The demand on the Collection Fund, subject to any
amendments as a result of final precepts still to be
received be:
1)
Council
Decision
2)
3)
4)
5)
6)
7)
8)
Reasons for
Recommendations:
a. £5,307,071 for District purposes
b. £1,716,441 (subject to confirmation of the final
precepts) for Parish/Town Precepts;
The statement of and movement on the reserves as
detailed at Appendix E;
The updated Capital Programme and financing for
2014/15 to 2017/18 as detailed at Appendix F;
The new capital bids as detailed at Appendix G;
The prudential indicators as included at Appendix H;
That members note the current financial projections
for the period 2016/17 to 2018/19.
To recommend a balanced budget for 2015/16 for
approval by Full Council on 25 February 2015.
LIST OF BACKGROUND PAPERS AS REQUIRED BY LAW
(Papers relied on to write the report and which do not contain exempt information)
Local Government Finance Settlement 2015/16, 2014/15 budget monitoring reports.
Cabinet member(s):
Ward member(s)
Contact Officer,
telephone
and e-mail:
12.
Councillor W Northam
All
Karen Sly
01263 516243
karen.sly@north-norfolk.gov.uk
TREASURY MANAGEMENT STRATEGY STATEMENT 2015/16
(page 134)
(Appendix I – p. 144)
Summary:
This report sets out details of the Council‟s treasury
management activities and presents a strategy for the prudent
investment of the Council‟s surplus funds.
Options Considered:
Alternative investment options are continuously appraised by
the Council‟s treasury advisors, Arlingclose and all appropriate
options are included within this Strategy.
Council
Decision
The Strategy represents an appropriate balance between risk
management and cost effectiveness. An alternative strategy
might be to invest in a narrower range of counterparties or for
shorter periods. Interest income is likely to be lower as a
consequence, but with a reduced risk of losses from
counterparty default. Investing in a wider range of
counterparties or for longer periods may increase interest
income, but with an increased risk of loss from defaults.
Conclusions:
The preparation of this Strategy Statement is necessary to
comply with the Chartered Institute of Public Finance and
Accountancy‟s Code of Practice for Treasury Management in
Public Services.
Recommendations:
That the Council be asked to RESOLVE that The Treasury
Management Strategy Statement is approved.
13.
Reasons for
Recommendation:
The Strategy provides the Council with a flexible treasury
strategy enabling it to respond to changing market conditions
and ensure the security of its funds.
Cabinet member(s):
Ward member(s)
Contact Officers
telephone
and e-mail:
Cllr W Northam
All
Tony Brown
01263 516126
tony.brown@north-norfolk.gov.uk
ASSET MANAGEMENT PLAN (AMP) UPDATE – FEBRUARY 2015
(page 145)
(Appendix J – p.151) (Appendix K – p.154)
Summary:
The Asset Management Plan outlines the strategic framework
within which the Council mages its property portfolio. It also
drives the capital requirements in relation to the Council‟s
property assets.
The Plan is key to both the strategic and operational activities
of the Property team and as such it is vital that the Plan
remains current and is updated as things progress. The capital
forecasts produced at the start of 2014 have now been
updated to reflect various works now completed in relation not
only to the storm surge works but also other changes and
improvements made to the portfolio.
This report highlights the current anticipated capital
requirements for the portfolio and includes a capital bid for
these funds as part of the 2015/16 budget report contained
elsewhere on this agenda.
The opportunity has also been taken to update the Action Plan
contained within the original AMP to ensure this also remains
up to date.
Options considered:
1.
2.
3.
Do nothing – the Council could continue to operate the
asset base without any future capital investment.
However this will over the longer term lead to
increased maintenance costs and deterioration of the
asset base, potentially reducing service capacity,
income generating capacity and resulting in an
enhanced reputational risk for the Council.
Make provision for future capital requirements – this
option will enable the identified capital works to be
undertaken which will help to reduce future revenue
maintenance costs and ensure the portfolio remains fit
for purpose.
Potential disposal of some of the assets included within
the works summary would remove the requirement for
future capital investment (and ongoing revenue
maintenance costs) and provide for a one-off capital
receipt. This may however be at the expense of service
provision or revenue income streams so where
potential disposals are identified these will be
considered within the wider strategic context of the
portfolio.
Opportunities under the Localism Act – opportunities
for local groups to take on the operation of services
under „Community Right to Challenge‟ will continue to
be investigated as and when they are received.
4.
Conclusions:
The forecast capital requirements for the medium
term have been updated to take account of recent
works and potential changes to the portfolio. A
capital bid has been produced to make provision for
these works which will help to ensure the portfolio
remains fit for purpose and continues to provide
value for money both in terms of service provision
and income generation. Opportunities will still be
explored in relation to potential disposals,
acquisitions, partnership working and transfers to
either remove or minimise both future capital and
revenue costs.
Recommendations:
It is recommended that Cabinet;
1.
Cabinet
Decision
Reasons for
Recommendations:
2.
Note the contents of the report and the updates to
the AMP 2014/15 – 2016/17.
Considers the capital bid in relation to the AMP
included within the 2015/15 budget report contained
elsewhere on the agenda.
Provision of the relevant capital budgets will enable
the Council‟s property portfolio to be enhanced to
ensure that the assets remain fit for purpose in
relation to service provision and also that their
income generating capacity is protected and
enhanced wherever possible, ensuring value for
money for the tax payer. The asset portfolio has a
key role to play in helping to meet the budget deficit
forecast for future years by not only improving
efficiency but also by increasing income streams
and continued capital investment in the portfolio will
help to ensure that this opportunity is maximised.
LIST OF BACKGROUND PAPERS AS REQUIRED BY LAW
(Papers relied on to write the report, which do not contain exempt information and which are not published
elsewhere)
Asset Management Plan 2014/15 – 2016/17
Cabinet member(s):
Ward member(s)
Contact Officer,
telephone
and e-mail:
Cllr R Oliver
All
Duncan Ellis
01263 516330
duncan.ellis@north-norfolk.gov.uk
14.
PARTNERSHIP OF MARITIME AUTHORITIES IN NORFOLK AND SUFFOLK
(page 156)
Summary:
NNDC‟s Coastal Management team provides an effective
and efficient service both in the implementation of coast
protection schemes of works and in the development of
innovative approaches to coastal change management.
Sustaining that for the future depends upon the
availability of financial resources but also on the
recruitment and retention of suitably qualified and
experienced staff. Decisions affecting the future of how
the service is to be delivered need to recognise the
context of the coastal management challenges. This
report seeks authority to explore ways in which NNDC
could work in partnership with other maritime local
authorities (and potentially other partners) to develop a
„coastal management partnership‟.
Options considered:
Conclusions:
This report only seeks approval of the principle of a
„coastal management partnership‟ at this stage. This was
considered to be a sensible course of action due to the
number of parties potentially involved in the initiative; to
move straight to the full business case for any proposed
new service delivery model (the main alternative option)
may result in abortive work, if the principles have not
been agreed by all parties from the outset.
The main alternatives to the principle course of action
outlined in this report are:
1. to continue to provide the service in-house,
independently from other councils; this may leave the
service vulnerable due to difficulties of recruitment but
might also miss the opportunity to engage with partners
in a way that can deliver services in a more effective
way, making better use of the skills and expertise that
exist;
2. to out-source the service to an external organisation; this
would risk eroding the close relationship between local
communities and the coastal management service, and
lose valuable skills/expertise and capacity.
These will be explored further during the further
development of the business model.
Taking further steps to explore the most effective
way of delivering a coastal management service
with other councils is a prudent course of action,
given the challenges that are likely to be faced
by NNDC and other local maritime authorities
and the opportunities that are apparent through
working more closely together. The further
detailed work that is necessary to develop a
suitable business model will explore the various
options available and evaluate the risks
associated with each before a recommendation
on a preferred approach is made.
Recommendations:
Cabinet
Decision
Reasons for
Recommendations:
Cabinet member(s):
Ward member(s)
Contact Officer,
telephone
and e-mail:
15.
To agree the principle of relevant maritime
local authorities (NNDC, Waveney District
Council, Suffolk Coastal District Council,
Great Yarmouth Borough Council and the
Borough Council of Kings Lynn and West
Norfolk), working together to develop a
suitable partnership model towards the
establishment
of
a
shared
coastal
management service; and for this to be
brought before the Council for detailed
consideration (by each council) later this
year (targeted for late summer 2015).
To plan for an effective and sustainable way of
continuing to deliver a robust coastal
management service for North Norfolk.
Cllr A Fitch-Tillett
All
Robert Young
01263 516162
robert.young@north-norfolk.gov.uk
ELECTRIC VEHICLE CHARGING POINTS
Summary:
Options considered:
Conclusions:
Cabinet
Decision
(page 162)
This report aims to provide information regarding a proposal to
install electric vehicle charging points in selected locations in the
District and to seek Members agreement to proceed with a
business case to inform future recommendations.
Initial investigations undertaken at this stage. It is
recommended that a further more detailed business case is
undertaken to inform the potential wider installation of charging
points within the district.
The use of electric cars is growing and it is anticipated that this
trend will continue as second hand vehicles become available
and production/technology costs reduce. It is recommended that
a further detailed business case is undertaken to investigate the
potential installation of Electrical Vehicle Charging Points
(EVCPs), with a further report to be presented to a future
Cabinet once this work is completed.
Recommendations:
It is recommended that Cabinet;
Notes the report and gives officers further instructions in
relation to this project.
Reasons for
Recommendations:
To obtain clarification regarding the Council‟s aspirations in
relation to the potential future installation of EVCPs within the
district.
Cabinet member(s):
Ward member(s)
Contact Officer,
telephone
and e-mail:
Cllr R Oliver
All
Maxine Collis
01263 516256
maxine.collis@north-norfolk.gov.uk
16.
PROPOSED CROMER COMMUNITY SPORTS PITCH FACILITY – SITE APPRAISAL
PROCESS
(page 169)
(Appendix L – p.174) (Appendix M – p.177)
Summary:
Cabinet
Decision
Conclusions:
That four sites considered able to accommodate a new
community sports pitch facility be the subject of public
consultation before further detailed appraisal.
Recommendations:
Cabinet approves the shortlist of four sites considered
to have potential to accommodate the proposed
community sports pitch facilities as the basis for public
consultation.
Cabinet member(s):
Ward member(s)
Contact Officer,
telephone
and e-mail:
17.
This report summarises the initial appraisal of potential sites
adjoining the boundary of Cromer to accommodate a new
community sports pitch facility to include facilities for future
use by Cromer Town Football Club and Cromer Youth
Football Club, and recommends that four sites be the
subject of public consultation and more detailed appraisal.
Cllr T FitzPatrick
Cromer Town, Suffield Park, Roughton, Poppyland, the
Runtons
Steve Blatch
01263 516232
steve.blatch@north-norfolk.gov.uk
EXCLUSION OF PRESS AND PUBLIC
To pass the following resolution:
“That under Section 100A(4) of the Local Government Act 1972 the press and public be
excluded from the meeting for the following item of business on the grounds that they
involve the likely disclosure of exempt information as defined in paragraphs _ of Part I of
Schedule 12A (as amended) to the Act.”
18.
PRIVATE BUSINESS
Agenda Item 2__
CABINET
Minutes of the meeting of the Cabinet held on Monday 06 January 2015 at the Council
Offices, Holt Road, Cromer at 10.00am.
Mr B Cabbell Manners
Mrs A Fitch-Tillett
Mr T FitzPatrick
Mr J Lee
Members Present:
Also attending:
Officers in
Attendance:
88.
Mrs A Claussen-Reynolds
Mr G Jones
Mrs A Moore
Mr P W Moore
Mr W Northam
Mr R Oliver
Mr G Williams
Mr R Reynolds
Mr R Shepherd
Mr N Smith
The Chief Executive, the Head of Finance, the Head of Assets and
Leisure, the Head of Business Transformation, the Head of Economic
Development and Communities, the Head of Environmental Health,
the Health and Communities Officer, and the Democratic Services
Team Leader
APOLOGIES FOR ABSENCE
None
89.
MINUTES
The minutes of the meeting held on 8th December 2014 were approved as a correct
record and signed by the Chairman
90.
PUBLIC QUESTIONS
None received
91.
ITEMS OF URGENT BUSINESS
None received
92.
Cabinet
DECLARATIONS OF INTEREST
1
06 January 2015
93.
MEMBER QUESTIONS
The Leader confirmed that Members could ask questions as each item arose.
94.
CONSIDERATION OF ANY MATTER REFERRED TO THE CABINET BY THE
OVERVIEW AND SCRUTINY COMMITTEE OR COUNCIL FOR
RECONSIDERATION
None
95.
CONSIDERATION OF REPORTS FROM THE OVERVIEW AND SCRUTINY
COMMITTEE
The Leader informed Cabinet that the Overview and Scrutiny Committee had made
the following recommendation to Cabinet at their meeting of 10th December 2014:
Agenda item 11: Citizens Advice Bureau Provision in North Norfolk
1. To investigate commissioning generic or specific advice and support services on
the basis of an analysis of needs. A service specification would then be identified
whereby any suitably qualified organisation which could include existing Citizens
Advice Bureaux but also other voluntary and community groups or statutory
organisations could be invited to submit a proposal to deliver services in North
Norfolk. Where appropriate, this would include working collaboratively with Norfolk
County Council and other District Councils in the region
2. To extend the current Service Level Agreement with the with the Citizens’ Advice
Bureaux for 6 months whilst the needs analysis and tender exercise is undertaken
The Chairman of the Overview and Scrutiny Committee, Mr P W Moore, reiterated
the Committee’s view that there were some problems with some of the services
provided by the CAB and that a needs analysis would be a good starting point to
resolving some of the issues.
Mr J Lee, Portfolio Holder for Localism, said that it was important that the taxpayers
of North Norfolk received the best possible value for money.
Members were invited to ask questions:
a. Mr G Jones said that it was a valuable service and he hoped that these
proposals were not a precursor to cost-cutting. Mr T FitzPatrick replied that it
was a vital service and it was because of this that it was important that the
Council ensured that it was getting value for money. The needs of residents had
never previously been analysed and that was why the work was being
commissioned.
b. Mr N Smith said that there were lots of conflicting views – which had come out
during recent Overview and Scrutiny Committee meetings and it was important
that the key issues were clarified.
c. Mr R Reynolds said that it was important to recognise the problems and take
those on board so they could be addressed.
It was proposed by Mr J Lee, seconded by Mr T FitzPatrick and
Cabinet
2
06 January 2015
RESOLVED:
1. To investigate commissioning generic or specific advice and support services on
the basis of an analysis of needs. A service specification would then be identified
whereby any suitably qualified organisation which could include existing Citizens
Advice Bureaux but also other voluntary and community groups or statutory
organisations could be invited to submit a proposal to deliver services in North
Norfolk. Where appropriate, this would include working collaboratively with Norfolk
County Council and other District Councils in the region
2. To extend the current Service Level Agreement with the with the Citizens’ Advice
Bureaux for 6 months whilst the needs analysis and tender exercise is undertaken
96.
ANTISOCIAL BEHAVIOUR CRIME AND POLICING ACT 2014– POWERS AND
DUTIES
The Portfolio Holder for Environmental Services, Mrs A Fitch-Tillett, introduced this
item. She began by saying that these changes had been introduced as part of the
Government’s ‘red tape challenge’. The new act came into force on 20 October 2014
and repealed a range of legislation that the Council currently used, with the intention
of simplifying the process for all agencies. A number of the powers were available to
both the Police and the Local Authority to allow for quick action to be taken to remedy
issues which were affecting local communities.
The Portfolio Holder concluded by drawing members’ attention to page 14 of the
report which outlined all the relevant changes. She said that generally there was a
trend towards a more law-abiding society but that these changes would make the
process for dealing with anti-social behaviour easier to understand.
It was proposed by Mrs A Fitch-Tillett, seconded by Mr J Lee and
RESOLVED
1. To note the new powers under the Anti-social Behaviour, Crime and Policing Act
2014;
2. To note the progress on implementation;
3. To delegate to the Head of Environmental Health the power under section 53 of
the Act to designate persons to issue a Community Protection Notice, including
fixed penalty notices,
4. To set the level of Fixed Penalty Notice at £80 with a lower fee of £60 if payment
is made within 14 days
Reason for the decision:
To enable the effective use of powers available under the Act to deal with Anti-social
behaviour occurring in North Norfolk.
97.
WORLD WAR 1 CENTENARY COMMEMORATIONS
Mr G Williams, Portfolio Holder for Leisure and Cultural Services, introduced this
item. He explained that the report outlined the Council’s suggested approach for
commemorating the centenary of World War 1. The Government’s centenary activity
was focussed on three key dates – the start of WW1, the Battle of the Somme in July
2016 and the end of the war in November 2018. It was proposed that the Council
would focus on two main elements:
Cabinet
3
06 January 2015
i.
ii.
A permanent lasting memorial in the form of a large poppy sculpture created
by a local blacksmith.
A programme of activities including a pill box trail and an exhibition of
photographs by Olive Edis, the only official female WW1 photographer.
Mr Wiliams said that May 2015 was proposed for the installation of the sculpture,
which would be located on land in front of the District Council offices in Cromer. If, for
any reason, this date was not feasible, other dates in 2015 could be considered to
coincide with other landmark events of the First World War. He concluded by
thanking the sculptor for the generous donation.
Members were invited to ask questions:
1. Mr G Jones said that the war memorial in Cromer was in desperate need of
restoration and he felt that any money should be spent on restoring existing
monuments rather than a new one. He then referred to page 19 of the report and
the reference to a reduction in staff resources in supporting the arts. He said it
was important that support was available and that visiting schools should be a
priority. Mr G Williams confirmed that working with schools formed a key part of
the programme.
2. Mr P W Moore said that most families had been affected by WW1 and it was
important that it was commemorated. He queried what the phrase ‘unfilled
commission’ meant. Mr G Williams explained that the original commissioner of
the poppy sculpture had pulled out.
3. Mrs A Moore said that many pill boxes were located on private land and this
could cause problems for a potential trail of these sites. Mr T FitzPatrick
acknowledged this point but said that most were located adjacent to the road and
could be viewed and accessed without trespassing.
4. Mr R Reynolds commented that the Norfolk, Suffolk and Essex regiments were
all involved at the battle of Passchendaele and there may be a suitable date
linked to this that could be used for the installation of the sculpture. He went onto
say that due to the large numbers of people returning from the war, there were
insufficient homes and in some cases railway carriages became temporary
homes. He was aware of one such carriage in South Wootton and it might be
worthwhile researching whether there were any others that could be used as part
of the commemoration events.
Mr FitzPatrick thanked everyone for their comments. In response to Mr Jones’
comment, he said that there should be a memorial for the whole district and it would
not be appropriate to focus on just one war memorial. The Health and Communities
Officer added that there was a fund set up by the Government for the restoration of
war memorials. She agreed to circulate the information to members.
It was proposed by Mr G Williams, seconded by Mrs A Fitch-Tillett and
RESOLVED to
Support the implementation and budget provision for key projects in commemoration
of the Centenary of World War 1.
Reasons for the decision:
To appropriately recognise and commemorate a significant period in national history.
Cabinet
4
06 January 2015
98.
BUSINESS TRANSFORMATION UPDATE
The Portfolio Holder for Customer Services, Mr G Williams, presented this item.
He explained that there were many technical elements to the report but in broader
terms, the transformation programme was about how the Council dealt with
customers and how the public engaged with the Council. It was also about how
NNDC worked with partner organisations and the management of information across
these organisations. He then referred to key aspects of the programme such as an
improved telephony system, more effective mobile working, better document sharing
and unified communication and confirmed that these projects were on target.
Mr Williams referred to the difficulties in recruiting to the vacant web designer and
web developer posts. He acknowledged that this had led to a delay in the
implementation of the website replacement project and said that alternative ways of
providing the staff resource for the project were being explored, including looking to
UEA and local colleges for suitably qualified graduates and post-graduates. If a
consultant was appointed, the Council would ensure that existing staff members
would benefit from their knowledge and skills.
Once the infrastructure was in place then business process reviews would follow on
for each service area, with an overall outcome of more efficient working and better
customer focus.
Mr Williams concluded by saying that it was imperative that there was buy-in to the
programme from staff, members and customers. The public must be helped to
engage fully and understand the benefits.
Members were invited to speak:
1. Mr P W Moore said that it was encouraging to see that Overview and Scrutiny’s
comments were taken on board. He said that there were particular concerns
regarding the two vacant posts and wondered whether there had been any
further progress in recruiting to these. The Head of Business Transformation
agreed that the web developer post was crucial and reiterated Mr Williams earlier
comments about exploring the possibility of internships with local universities. He
said that access to technical experts in the field would ensure that the Coucnil
could continue with this element of the programme and that the posts would
soon be re-advertised to a wider field of candidates.
2. Mr G Jones said that he did not understand why things had come this far without
a web developer. He said that IT was an expensive sector and if a consultant
was appointed it would be very costly. He went onto ask about the level of
member involvement in the programme and wondered whether a cross-party
group should be looking at it. Mr Williams replied that the Business
Transformation Programme was about much more than the website. There were
a whole range of initiatives. He reiterated that the risks around recruitment were
recognised and said that he was confident that it could be done within the
existing programmes schedule and costs. He said that there was not a crossparty group in place to specifically look at this programme but that regular reports
went to Cabinet and the Overview and Scrutiny Committee.
The Chief Executive explained that the Council already had a website and web
designers, it was the web developer post which was presenting challenges. She said
the issue was about what happened to data when forms were submitted online. It
was only one part of a wider review of businesses processes. The Council was still at
Cabinet
5
06 January 2015
the stage of putting in the IT infrastructure and there would definitely be a role for
members and customers as the programme progressed.
Mrs A Moore commented that the mobile phone network across the district was still
very patchy and the Council should push for improvements as a priority – particularly
if there was going to be a move to more mobile working.
It was proposed by Mr G Williams, seconded by Mr R Oliver and
RESOLVED:
1) To note the progress made on the Business Transformation Programme.
2) That £82,000 is released from the Programme budget for the procurement of
website integration software and that authority is given to the s151 officer and the
relevant Corporate Director to complete the tender process and sign the necessary
user agreements with the successful supplier.
Reasons for the decision:
1) To provide appropriate governance and oversight of the Business Transformation
Programme.
2) To allow procurement of software to link the website with back office software
99.
TOURIST INFORMATION CENTRE AND STATION APPROACH PUBLIC
CONVENIENCES SHERINGHAM – PROPOSAL FROM NORTH NORFOLK
RAILWAY
Mr R Oliver, Portfolio Holder for Assets introduced this item. He explained that this
report followed on from an earlier report considered by Cabinet on 6th October 2014,
regarding an expression of interest from North Norfolk Railway (NNR) PLC to provide
and manage the Sheringham Tourist Information Centre (TIC) and public
conveniences at Station Approach, Sheringham. Following the resolution to advertise
and go out to tender for provision of these services, Mr Oliver confirmed that only one
tender had been received, from the NNR, thus allowing the Council to negotiate an
agreement under the provisions of the Localism Act 2011. Mr Oliver concluded by
saying there were 3 potential benefits to the proposal; revenue savings, an improved
service and better facilities.
Mr G Williams, in seconding the proposal, said that the NNR provided a significant
tourism offer and this proposal would help them develop this further. Mr T FitzPatrick
referred to the TIC at Wells which was now open longer hours and provided a better
service than previously.
It was proposed by Mr R Oliver, seconded by Mr G Williams and
RESOLVED to
1) Agree in principle to the transfer of the TIC and public conveniences, as detailed
within the report, to the NNR.
2) Delegate authority to the relevant Corporate Director and s151 Officer, after
discussion with the Portfolio holder for Assets, to finalise negotiations and prepare
and sign the necessary contractual documents with the NNR regarding the transfer of
the services.
Cabinet
6
06 January 2015
and to recommend to Council:
as part of the budget setting process:
a) provision of a capital budget, to allow the transfer of services to progress, to be
funded by capital resources
b) an additional one off revenue budget of £6,150 to cover provision of temporary
public convenience facilities and signage, to be funded from the Invest to Save
Reserve
4) That any additional costs relating to staffing are also met from the Invest to Save
Reserve
Reasons for the decision:
To finalise the proposals received following the tender process.
To provide for the relevant property, financial and service contracts to be developed,
thus ensuring security of the Council’s position.
To allow for the relevant budgetary decisions to be made regarding the future
provision of the services being considered.
The Meeting closed at 10.44 am
_______________
Chairman
Cabinet
7
06 January 2015
Cabinet 2 February 2015
Overview and Scrutiny 11 February 2015
Agenda Item No____9________
MANAGING PERFORMANCE QUARTER 3 2014/15
Summary:
The purpose of this report is to give a third quarter
progress report of the performance of the Council. More
specifically it reports delivery of the Annual Action Plan
2014/15 and achieving targets. It gives an overview,
identifies any issues that may affect delivery of the plan,
the action being taken to address these issues and
proposes any further action needed that requires
Cabinet approval.
Options considered:
Options considering action regarding performance are
presented separately, issue by issue, to the appropriate
Council Committee.
Conclusions:
1. The majority of the 56 activities in the Annual
Action Plan 2014/15 are on track (45).
Performance is being closely monitored,
particularly for the activities where issues or
problems have been identified (four). Some
activities have already been completed
successfully (five) and one is on hold. See Chart
1 below.
2. Of the 16 performance indicators where a target
has been set eight are on or above target, three
close to target and four below target. Where
assessment against the same period last year is
possible (20 indicators), eight are improving, two
are static and six are worsening. There are
currently two indicators where data is awaited.
3. The delivery of the Annual Action Plan is
progressing according to plan but there are a
very few performance issues in achieving targets
and achieving improvement. The issues
involved, and action being taken in each case,
are detailed in the remainder of the document.
Recommendation:
That Cabinet notes this report, welcomes the
progress being made and endorses the actions laid
out in Appendix 1 being taken by management
where there are areas of concern.
Reasons for
Recommendations:
To ensure the objectives of the Council are achieved.
8
Cabinet 2 February 2015
Overview and Scrutiny 11 February 2015
Cabinet Member(s)
Ward(s) affected
Tom FitzPatrick
All
Contact Officer, telephone number and email:
Helen Thomas, 01263 516214, Helen.thomas@north-norfolk.gov.uk
1.
Introduction
The purpose of the ‘Managing Performance Quarter 3 2014/15’ report is to
identify good practice and disseminate it, highlight any performance issues to
help the Council identify areas for discussion and take action to secure
improvement in the future where it is needed.
It is a key part of the Council’s Performance Management Framework.
2.
Content of the Report
The third quarter performance report shows progress against the Corporate
Plan 2012-2015 priorities together with any other relevant performance
achievements and issues.
Each priority has a strategic assessment of progress achieved during the
quarter in delivering the Annual Action Plan 2014/15 and achieving targets.
Performance information for each priority is broken into two sections: Strategic Overview including assessment of overall performance within each
priority, key achievements and issues
 Performance Indicators – progress reporting
In addition, detailed progress reports for each activity in the Annual Action
Plan 2014/15 are presented as an appendix.
3.
Conclusion
The majority of the 56 activities in the Annual Action Plan 2014/15 are on
track (45). Performance is being closely monitored, particularly for the
activities where issues or problems have been identified (four). Some
activities have already been completed successfully (five) and one is on hold.
See Chart 1 below.
Of the 16 performance indicators where a target has been set eight are on or
above target, three close to target and four below target. Where assessment
against the same period last year is possible (20 indicators), eight are
improving, two are static and six are worsening. There are currently two
indicators where data is awaited.
The delivery of the Annual Action Plan is progressing according to plan but
there are a very few performance issues in achieving targets and achieving
improvement. The issues involved, and action being taken in each case, are
detailed in the remainder of the document.
4.
Implications and Risks
9
Cabinet 2 February 2015
Overview and Scrutiny 11 February 2015
Prompt action to deal with any performance issues identified by this report will
reduce the risk to delivery of the Annual Action Plan 2014/15 and the
achievement of the priorities in the Corporate Plan 2012-15. The
recommendations of this report outline the action being taken to reduce or
remove the risk of not delivering the Corporate Plan.
The Corporate Risk Register which includes the risk associated with nondelivery of the Corporate Plan is reviewed regularly by the Audit Committee
and the Performance and Risk Management Board.
5.
Financial Implications and Risks
Prompt action to deal with any performance issues identified by this report will
reduce the financial risk to the Council.
6.
Sustainability
There are no sustainability implications of this report.
7.
Equality and Diversity
There are no equality and diversity implications of this report.
8.
Section 17 Crime and Disorder considerations
There are no Section 17 Crime and Disorder implications of this report.
10
Appendix 1
Managing
Performance
Quarter 3 2014/15
Version 1.0
Any queries please contact Policy and Performance Management Officer, Helen Thomas
Tel. 01263 516214
Managing Performance Quarter 3 2014-15 v1 0
11
Page 1 of 30
Appendix 1
Contents
Contents .................................................................................... 2
Introduction............................................................................... 3
Key............................................................................................. 3
Overview ................................................................................... 4
Jobs and the Local Economy .................................................. 5
Housing and Infrastructure ...................................................... 7
Coast, Countryside and Built Heritage ................................... 9
Localism .................................................................................. 14
Delivering the Vision .............................................................. 16
Appendix 1: Delivering the Annual Action Plan 2014/15 ..... 19
Jobs and the Local Economy ............................................................ 19
Housing and Infrastructure ................................................................ 22
Coast, Countryside and Built Heritage............................................... 24
Localism ............................................................................................ 26
Delivering the Vision .......................................................................... 27
Version Control....................................................................... 30
Managing Performance Quarter 3 2014-15 v1 0
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Page 2 of 30
Appendix 1
Introduction
The quarterly performance report for Cabinet shows progress against the Corporate
Plan 2012-2015 Priorities, together with any other relevant performance achievements
and issues.
Each priority has a strategic assessment of progress achieved during the quarter in
delivering the Annual Action Plan 2014/15 and achieving targets.
Performance information for each priority is broken into two sections:


Summary, including assessment of overall performance within each priority
Performance Indicators – progress reporting
Progress in delivering each activity in the Annual Action Plan 2014/15 is reported in
Appendix 1.
The purpose of the report is to highlight any performance issues to help the Council
identify areas for discussion and take action to secure improvement in the future where
it is needed.
Signifies an action or target achieved that has an outcome that meets our
equalities objectives.
Key
NA = Not
applicable
Target achieved or exceeded
Improving compared to the same period
last year
Close to target
Close to the same period last year‟s
result
Significantly below target
Significantly worse compared to the same
period last year
Indicators can be labelled as not applicable as this is important information for the Council
where the influence and actions of the Council may make improvements but there is not
sufficient control over the outcome to set a target
Managing Performance Quarter 3 2014-15 v1 0
13
Page 3 of 30
Appendix 1
Overview
1. The majority of the 56 activities in the Annual Action Plan 2014/15 are on track (45).
Performance is being closely monitored, particularly for the activities where issues or
problems have been identified (four). Some activities have already been completed
successfully (five) and one is on hold. See Chart 1 below.
2. Of the 16 performance indicators where a target has been set eight are on or above target,
three close to target and four below target. Where assessment against the same period last
year is possible (20 indicators), eight are improving, two are static and six are worsening.
There are currently two indicators where data is awaited.
3. The delivery of the Annual Action Plan is progressing according to plan but there are a very
few performance issues in achieving targets and achieving improvement. The issues
involved, and action being taken in each case, are detailed in the remainder of the
document.
Activities
4, 7% 1, 2%
Completed Successfully
5, 9%
On Track
Some Problems
45, 82%
On Hold
Chart 1 : Progress of the activities in the Annual Action Plan 2014/15
Managing Performance Quarter 3 2014-15 v1 0
14
Page 4 of 30
Appendix 1
Jobs and the Local Economy
Strategic Overview
There has been a considerable amount of activity against this priority. Two of the activities have
been completed successfully. The majority of actions are on track (15 of 18) with one exhibiting
some problems. Two of the three performance indicators are on or above target and one is
below target. All performance indicators have improved since the same period last year.
The Council has:
1. Opened to applications the new North Norfolk Business Enterprise and Start-up grants
scheme which has already attracted a great deal of interest.
2. Extended the contract for a further 6 months for the training scheme for new entrepreneurs.
The scheme (delivered through Enterprise North Norfolk) reached a successful end to its two
year programme (which in total saw 100 new business starts).
3. Facilitated applications to the North Norfolk FLAG to a value of £1,028,416.98 by the closing
date in November 2014. In total bids of £2,007,566.58 were submitted, £979,149.60 in bids
had already been approved.
4. Successfully completed capital car park works, removal of evening charges and provision of
free 30 minute shopper bays on 7 town car parks.
5. Held a successful stakeholder workshop in relation to the Cromer west prom project, Purcell
engaged to support with design works.
6. Recruited for two new posts to the Eastlaw service due to increasing demand for its
services. Both successful candidates are recruited from private practice blue chip firms in
London and Birmingham and will be relocating to North Norfolk. This means that high
quality employment can be retained and developed in the North Norfolk area.
7. Continued Cromer pier repair works with works expected to be completed by the end of
February following extensive additional works to replace the roof.
8. Successfully completed the Cromer market consultation. Market to remain in current
location.
9. The Environmental Health Commercial Team provided information to over 1200 local
businesses, to make sure they were aware of their responsibilities under The Food
Information Regulations 2014 which require food businesses to provide allergy information
on food sold unpackaged to consumers and dealt with clarification enquiries from
businesses. We continue to support businesses to be compliant through officer advice and
guidance. The approach remains well received by businesses with positive feedback
received regularly.
10. Provided Food Hygiene training to 16 people over the quarter.
11. Environmental Health Teams are reviewing their approach to enforcement to ensure that we
comply with the Regulators Code
Issues and challenges
Managing Performance Quarter 3 2014-15 v1 0
15
Page 5 of 30
Appendix 1
1. The peer review made some helpful recommendations about the way in which the Council
might go about encouraging further economic growth in the District. These lessons will be
reflected upon in the development of a „growth strategy‟ and the development of a
programme of suitable actions. Monitoring and reviewing the existing programmes will also
be an important step towards making bids for funding for further interventions in the future.
Performance Indicators
Indicators and Measures
Number of businesses assisted to
retain jobs and/or increase
employment each year (monthly
cumulative) (J 004)
Number of member businesses of
the Destination Management
Organisation (DMO) for the North
Norfolk coast and countryside
(quarterly) (J 015)
Number of new business startups supported by Enterprise
North Norfolk (quarterly
cumulative) (ED 023)
Q4/12/13
Q4/13/14
Q3
14/15
Target
Q3
14/15
Result
Target
2014/15
-
90
25
50
25
115
141
185
165
215
-
52
36
60
50
The training scheme for new entrepreneurs reached a successful end to
its two year programme (which in total saw 100 new business starts) and
the contract for the programme has been extended for a further 6
months.
Managing Performance Quarter 3 2014-15 v1 0
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Page 6 of 30
Appendix 1
Housing and Infrastructure
Strategic Overview
There has been a lot of activity against this priority and outcomes being delivered. Eight of the
nine activities are on track and one has not started. The one targeted performance indicator is
on target. One of the two indicators where an assessment against the same period last year is
possible is improving and one worsening.
The Council has:
1. Extended the Housing Incentive Scheme for a further year and there continues to be strong
interest in development on allocated sites.
2. Eastlaw and the Environment Health Service continue to play key roles to support the
Council‟s Enforcement Board delivering empty homes back into use.
In the last quarter there have been some particularly notable achievements including;






A prominent listed property last occupied in in the 1970‟s, which following a
successful Residential Property Tribunal (RPT) hearing has been sold to new owners
who are restoring it.
Successful defence of the Council‟s position at the RPT where the Council has
undertaken works in default.
Recovery of the costs of the works in default and associated legal costs.
Charging Orders and Orders for sale on properties where there are long term council
tax arrears and the debtor is refusing to pay.
An appeal to the First Tier Tribunal regarding recharging for works in default was
dismissed in the Councils favour.
Where appropriate organising works in default
3. Eastlaw is now dealing with all the s106 agreements on behalf of the Council and recovering
costs at a commercial rate.
4. Eastlaw has also gained specialist knowledge in respect of local housing companies and
investment housing with another local authority which may be of assistance in the future.
Issues and challenges
1.
Managing Performance Quarter 3 2014-15 v1 0
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Page 7 of 30
Appendix 1
Performance Indicators
Indicators and
Measures
Number of long
term empty
homes (6 months
or more)
(monthly) (H 002)
Q4/12/13
Q4/13/14
-
712
Q3
14/15
Target
NA
Q3
14/15
Result
505
Target 2014/15
NA
Monitor
Class C total is 424 and the Levy total is 81 which gives an increase in the long term
properties of 34 compared to last month. This increase is broken down by an increase of
36 properties at Class C (empty 6-24 months) and a reduction of 2 properties at Levy
(empty 2 years+).
Number of
development
briefs produced
on allocated sites
(quarterly
cumulative) (H
003)
2
1
0
1
NA
1 (Land North of
Rudham Stile
Lane, Fakenham
(F01))
Revised brief to be considered by the Planning Policy and Built Heritage Working Party
on 19 January 2015.
Number of
affordable homes
built (monthly
cumulative) (H
007)
18
153
NA
63
NA
Carry out trend
analysis
There were no completions in December, the final 11 expected affordable dwellings will
be completed by the end of the financial year, taking the number of completions to 74.
Managing Performance Quarter 3 2014-15 v1 0
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Page 8 of 30
Appendix 1
Coast, Countryside and Built Heritage
Strategic Overview
Activities and outcomes continue to be delivered against this priority. Two of the ten actions
have been successfully completed and a further seven are on track. One activity is on hold but
none are having problems. Four of the six targeted performance indicators are on or above
target and two below target. Three of the seven indicators where an assessment against the
same period last year is possible are improving, one is static and three worsening.
The Council has:
1. Substantially completed surge repairs on coastal defences across the North Norfolk
Coast. Timber revetment repairs at Overstrand, Vale Road and Mundesley are outstanding
due to the complex nature of the works and unexpected procurement delay. Gabion repairs
at Overstrand are to be completed but were temporarily superseded due to other
priorities. Two applications for further defence improvements at Walcott were successful
and works are under preparation for substantial completion before the end of March 2015.
2. Launched the introduction of additional materials to the co-mingled recycling stream at the
beginning of October 2014. This has been positively received with very good levels of
participation. The glass bring banks across the district have been withdrawn during
November and December 2014.
Issues and challenges
1. Reviewed working practices in some areas as a result of the introduction of the ASB, Crime
and Policing Act.
2. The replacement of the current system of Dog Control Orders and Designated Public Places
Orders with Public Space Protection Orders will create a workload associated with review
and reimplementation over the next three years and thereafter on a rolling programme.
Performance Indicators
Indicators
and
Measures
Q4/12/13
Q4/13/14
Q3
14/15
Target
Q3
14/15
Result
Percentage
of planning
appeals
allowed
(monthly
cumulative)
(C 002)
-
50.00%
NA
27.8%
NA
Number of
planning
appeals
allowed
(monthly
cumulative)
(C 002a)
3
1
NA
5
NA
Managing Performance Quarter 3 2014-15 v1 0
19
Target
2014/15
Review and
report
NA
Page 9 of 30
Appendix 1
Indicators
and
Measures
Percentage
of MAJOR
planning
applications
processed
within
thirteen
weeks
(monthly
cumulative)
(C 003)
Q4/12/13
Q4/13/14
58.33%
76.92%
Q3
14/15
Target
Q3
14/15
Result
80.00%
Target
2014/15
71.43%
80.00%
Our major application performance shows a slight drop from last month - from
72.41% to 71.43%, (and below the target of 80%). The Government target for
poor performing authorities is 40% so we are still well above that level. Given
the workload, and limited resources, coupled with lost capacity as we have
undergone a fairly intensive recruitment process. However, the recruitment
process has not been completely successful. Two posts have been appointed
to and two still remain vacant. Nevertheless the performance remains very
good.
Percentage
of MINOR
planning
applications
processed
within eight
weeks
(monthly
cumulative)
(C 004)
70.00%
38.35%
45.21%
70.00%
58.59%
Our minor application performance is up slightly down this month over last
month, at 58.59% (below our target of 70%), but compared to the
performance figures for last year 41.67%, a lot closer to target.
Percentage
of OTHER
planning
applications
processed
within eight
weeks
(monthly
cumulative)
(C 005)
70%
53.38%
62.00%
70.00%
77.06%
Performance continues to exceed target.
Managing Performance Quarter 3 2014-15 v1 0
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Page 10 of 30
Appendix 1
Indicators
and
Measures
Percentage
of MAJOR
planning
applications
processed
within
thirteen
weeks over
the last 24
months
(monthly
cumulative)
(DM 005)
Q4/12/13
-
Q4/13/14
69.84%
Q3
14/15
Target
Q3
14/15
Result
40.00%
Target
2014/15
75.90%
Target
threshold
revised by
Government
from 30% to
40% in June
2014.
Target
threshold set
by
Government
at 30% and
confirmed by
the
Department
of
Communities
and Local
government
at 20% in
June 2014.
Council
target 20%.
Performance continues to exceed target.
Percentage
of MAJOR
planning
applications
refused and
then
overturned
on appeal
over the last
24 months
(monthly
cumulative)
(DM 006)
Number of
MAJOR
planning
applications
refused and
then
overturned
on appeal
over the last
24 months
(monthly
cumulative)
(DM 006a)
20.00%
-
0.00%
Low is
good
1.20%
-
-
NA
1
Managing Performance Quarter 3 2014-15 v1 0
21
NA
NA
Page 11 of 30
Appendix 1
Indicators
and
Measures
Target
response
time to fly
tipping and
all other
pollution
complaints
(within 2
working
days)
(monthly
cumulative)
(C 007)
Q4/12/13
Q4/13/14
78.90%
88.00%
Q3
14/15
Target
Q3
14/15
Result
80.00%
Target
2014/15
88.00%
80%
During October the fly tipping response dipped very low to only 59% this has
been addressed and during November and December rose to above 90% in
both months. After analysis this number is likely to be attributable to the
software link still not being functional leading to reporting errors and delays in
the transfer of information. This is now operational and the confidence in the
statistics has improved. All other area performed above the target throughout
the quarter.
Number of
pollution
enforcement
interventions
(quarterly
cumulative)
(C 008)
51
30
NA
22
NA
NA
Review and
report.
Within the quarter there were 7 new pollution cases which were investigated
with a view to potential prosecution. 4 of these are related to fly tipping, 2
relate to noise nuisance and 1 for dog fouling. None of these have been
completed and are still pending further investigation/action.
In addition 3 further fly tipping cases were completed during the quarter. 1 of
the fly tipping case had no evidence to proceed the others were completed
with a warning letter.
The team continues to progress cases where there is sufficient evidence to
do so. Cases are assessed and appropriate interventions are used to achieve
the desired outcome of changing people's and businesses behaviour.
Number of
fixed penalty
notices
issued
(quarterly
cumulative)
(C 009)
6
5
NA
0
NA
NA
Carry out
trend
analysis
The team continues to issues FPNs when incidents are witnessed.
Managing Performance Quarter 3 2014-15 v1 0
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Page 12 of 30
Appendix 1
Indicators
and
Measures
Number of
defaults
issued to the
waste and
related
services
contractor
for
cleanliness
(monthly
cumulative)
(C 010)
Q4/12/13
Q4/13/14
39
41
Q3
14/15
Target
Q3
14/15
Result
NA
87
Target
2014/15
NA
NA
Review and
report.
There was a reduction in the number of defaults issued across the last
quarter. This, in part reflects the quieter period and therefore less pressure
for cleansing operations. The number of defaults issued across the year is
more a reflection of the level of contract monitoring which has been
undertaken, rather than the number of customer complaints received, which
has been very low.
Number of
rectifications
issued to the
waste and
related
services
contractor
for
cleanliness
(monthly
cumulative)
(ES 015)
55
197
NA
174
NA
NA
No target.
Report to
Head of
Service and
Management
Team.
The cleanliness of North Norfolk throughout the tourist season was generally
found to be very good and was a significant focus for proactive monitoring by
the Environmental Services team to ensure corporate priorities were met and
that any problems that were identified were dealt with swiftly. In terms of the
number of rectifications and defaults issued, Kier's performance has
improved over the autumn months with reduced pressure on cleansing
operations. The number of rectifications and defaults issued across the year
is more a reflection of the level of contract monitoring which has been
undertaken, rather than the number of customer complaints received, which
has been very low.
Managing Performance Quarter 3 2014-15 v1 0
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Page 13 of 30
Appendix 1
Localism
Strategic Overview
There has been a considerable amount of activity against this priority. All four activities are on
track.
The Council has:
1. Staff appointed for sports Clubs and Hubs project and marketing campaign progressing well.
2. Successfully delivered stakeholder meetings at North Walsham, Cromer and Fakenham.
Final report due by end of the financial year.
3. Recruited and trained a further Community Dog Warden to complement those already
operating successfully. Interest is being expressed by other local communities.
4. Received a number of Community Resilience Plans with a number of presentations to
additional Town and Parish Councils being well received.
Issues and challenges
1. Despite enthusiasm from Town and Parish Councils, where presentations have been given,
to producing resilience plans this has not necessarily translated into established plans. Work
to assist with the completion of outstanding plans will be required over coming months.
Where the current routes of engagement have not been successful alternative strategies will
be investigated. It is hoped to extend work around Community Dog Wardens to wider areas
including Community Resilience.
Managing Performance Quarter 3 2014-15 v1 0
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Appendix 1
Performance Indicators
Indicators and Measures
Q4/12/13
Q4/13/14
Q3
14/15
Target
Q3 14/15
Result
Target
2014/15
Number of grants
awarded to local
communities from the Big
Society Fund (monthly
cumulative) (L 005)
-
33
NA
29
NA
NA
Review
and
Report
Amount of funding
investment in community
projects (from the Big
Society Fund) (£)
(monthly cumulative) (L
006)
-
£291,441
NA
£149,762
NA
NA
Review
and
Report

Eleven new applications received totalling £124,624.04 plus three
applications deferred from October Panel totalling £30,402.40

Ineligible and Withdrawn applications for information purpose - no decision
required (2 applications, totalling a maximum of £28,978)

New applications for decision
i. Cultural Services - 4 applications, totalling a maximum of £36,608.24
ii. Facilities & Services - 4 applications, totalling maximum of £46,290.00
iii. Sports & Recreation - 3 applications, totalling a maximum of £12,747.80

Ten grants awarded totalling £43,760.40
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Appendix 1
Delivering the Vision
Strategic Overview
The majority of actions in the Annual Action Plan delivering this priority are on track (11 of 15),
one has been completed successfully and three have some problems. Four of the six
performance indicators where a target has been set are close to target and one is below target.
One that is not yet achieving target has nevertheless improved significantly since the same
period last year. Two are improving compared to the same period last year, one is static and two
worsening. Data is awaited for two indicators.
The Council has:
Customer Service Improvement
1. Begun a review of the work of the Environmental Health Teams to ensure that they meet the
needs of businesses and customers.
Service Improvement
1. Issued all staff with a mobile role with a standard smartphone and access to “Always on” Email and Calendar.
2. Installed modern standardised printing, scanning and photocopying facilities which are
available to all NNDC Members and Staff.
3. Updated and enhanced a number of mobile working infrastructure elements, which will
improve mobile working facilities for Members and Staff.
4. eastlaw continues to grow and deliver savings to the Council. The arrangement with the
Borough Council of King‟s Lynn is working well and feedback from the arrangement is very
positive. Client numbers have grown. Predicted year end income is in the region of £185,000
- £200,000.
5. In addition to the MJ Award earlier in the year, the eastlaw team have also won the
Halsbury‟s in-house team of the Year and the Lawyers in Local Government Award for
Information Management.
Issues and challenges
1. Eastlaw will continue to identify new opportunities that align with its business plan. All
eastlaw‟s internal management targets have been met. As the service grows it becomes
more resilient and is able to deliver a higher quality service back to the Council. The amount
of fee income predicted for the current year (£76,000) will be exceeded by between
£100,000 and £125,000. There have been some notable successes in litigation this quarter
and costs recovery have been very good. Eastlaw‟s satisfaction ratings continue to be very
high with clients.
2. Recruitment of suitably qualified and skilled staff within the web development team is now a
matter of urgency.
3. There has been some delay in delivering the work programme particularly in relation to
commencing BPR. A number of key posts within the revised structure remain to be filled as
suitable candidates were not identified in the recruitment process. These posts will be readvertised during January.
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Appendix 1
Performance Indicators
Indicators and
Measures
Q4/12/13
Q4/13/14
Q3
14/15
Target
Percentage of
(Medium Priority)
audit
recommendations
completed on time
(quarterly
cumulative) (V 001)
66.1%
67.2%
80%
Percentage of (High
Priority) audit
recommendations
completed on time
(quarterly
cumulative) (V 002)
100.0%
66.7%
NA
Q3
14/15
Result
Target
2014/15
80%
NA
NA
NA
100%
There are no outstanding high priority recommendations for the current or previous
years Internal Audit plans.
Percentage of audit
days delivered
(quarterly
cumulative) (V 004)
Working Days Lost
Due to Sickness
Absence (Whole
Authority days per
Full Time Equivalent
members of
staff) (quarterly
cumulative) (V 007)
100.0%
6.80
100.0%
100%
6.77
6 days per
full time
equivalent
(FTE)
employee
4.50
4.51
The figure for quarter 3 (2014/15) is lower than at the same point last year. All staff
were offered the opportunity to have a flu injection in November 2014 and just under
a third of staff had the injection.
Percentage of
Council Tax
Collected (monthly
cumulative) (RB 009)
97.90%
98.08%
83.60%
83.59
98.5%
(annual)
There has been an improvement in the percentage collected since last month. We
were 0.14% below target at 30 Nov and are now 0.1% below as at 31 Dec 2014.
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Indicators and
Measures
Percentage of Nondomestic Rates
collected (monthly
cumulative) (RB 010)
Q4/12/13
Q4/13/14
98.40%
99.14%
Q3
14/15
Target
Q3
14/15
Result
86.50%
86.51%
Target
2014/15
99.2%
(annual)
We are 2.99% below our original target as at 31 December 2014. This is mainly
caused by the introduction of the new NNDR legislation from 1 April 2014 allowing
business customers to pay over 12 instalments rather than 10 instalments. After
some analysis, we expect our performance to continue to be lower than the target set
by approximately 3-4% until we reach the months of Feb & March 2015 when
payments will increase. Whilst this legislation was introduced by Government to help
small business, our analysis shows that it is mainly the larger businesses that have
taken up the option to pay over 12 months. We have identified the reduction in
collection caused by this is the same nationally and that some council‟s have a much
higher drop in collection than ours currently. We have adjusted the targets
accordingly for November 2014 to March 2015.
Average time for
processing new
claims (Housing and
Council Tax Benefit)
(monthly cumulative)
(RB 027)
30.0
24.0
18.0
19.0
18 days
During December, a total of 287 new claims have been processed, taking on average
16 days to complete. This processing time includes delays by the customer to
provide the information required to process their application.
95% of new claims were processed within 14 days of receiving all information
required from the customer.
Further analysis shows that 72% of new claims were processed within 3 days of
receiving all information required from the customer.
Speed of processing:
change in
circumstances for
Housing and Council
Tax Benefit claims
(average calendar
days) (monthly
cumulative) (RB 028)
18.0
17.0
8.0
12.0
8 days
Cumulative figure has been manually calculated.
During December, a total of 2825 changes in circumstances have been processed,
taking on average 6 days to complete. This processing time includes delays by the
customer to provide the information required to process their application.
96% of changes in circumstances were processed within 14 days of receiving all
information required from the customer.
Further analysis shows that 62% of changes in circumstances were processed within
3 days of receiving all information required from the customer.
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Appendix 1
Appendix 1: Delivering the Annual Action Plan 2014/15
Key
Activity Status
Symbol
Description
Completed
Successfully
On Track
Activity has started on schedule, and is on track to be completed by the predicted end
date, to budget and will deliver the expected outputs and outcomes/ impacts.
Not Started
This is for activities that are not programmed to start yet.
Postponed or
Delayed
This is for activities that should have started by now but have not.
On Hold
Activities that have started but have had to pause.
Some Problems
Lead officers should have described the problems and the action being taken to deal
with them.
Needs Attention/ Off
Track
Activity is off track (either by starting after the predicted start date or progress slower
than expected), and it is anticipated that it will not be completed by the predicted end
date. Attention is needed from the lead officer and others to get this activity back on
track.
Failed
Activity not delivered and there is no way that it can be.
Jobs and the Local Economy
A - Increase the number of new businesses and support the growth and expansion of
existing businesses
Activity
Status
Progress/ Action Note
AAP 14/15 - J A 01 - We will work with
partners to develop and deliver the
business support scheme Enterprise
North Norfolk
On Track
This scheme has successfully concluded,
having supported 100 new business startups over the two-year programme; leading
to the decision to extend the programme
for a further six months.
AAP 14/15 - J A 02 - Working in
partnership we will increase investment
opportunities in the district through the
promotion and development of
allocated employment sites
On Track
Liaison with businesses interested in
investment or expansion on employment
land is on-going and a study which will
examine employment land supply/
demand/ constraints is due to be
commissioned.
AAP 14/15 - J A 03 - We will conclude
the designation of a Local
Development Order at Egmere and
develop job and supply chain
opportunities associated with the off
Completed
Successfully
Order confirmed and opportunities for
investment provided to offshore wind
energy companies and their partners/
suppliers.
Inward investment visit to Egmere by
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Appendix 1
Activity
Status
Progress/ Action Note
shore wind sector
DONG Energy hosted by the Council
25/26 November 2014.
AAP 14/15 - J A 04 - We will support
the North Norfolk Fisheries Local
Action Group (FLAG) and review the
delivery of projects from the £2.4
million funding secured for the fishing
sector
On Track
By the close of applications (in November)
the Council had assisted in the
development and administration of
applications to the North Norfolk FLAG to
a value of £1,028,416.98 (of
£2,007,566.58 in total (£979,149.60
having already been approved))
AAP 14/15 - J A 05 - We will develop
our corporate position in respect of
emerging renewable energy
technologies through preparation of an
Energy Strategy
On Track
Member workshop delivered 13 October
2014.
Draft strategy document now subject to
revision/ finalisation.
AAP 14/15 - J A 06 - We will seek to
influence and promote job-creating
investment at the former Coltishall
airbase
On Track
NNDC continuing to support County
Council in the development of proposals
for the former RAF Coltishall site, now renamed as the Scottow Enterprise Park.
Solar Park proposal approved, one
manufacturing operation (Vitromite)
established in former hangar; other three
hangars currently the subject of
applications for the temporary (up to three
years) storage of sugar.
AAP 14/15 - J A 07 - We will formulate
a Growth Plan for North Norfolk District
Council, linked to the Local Enterprise
Partnership (LEP) Strategic Economic
Plan and the Norfolk Growth
Prospectus and identify potential future
key projects
On Track
Projects have been submitted to the latest
round of Local Growth Fund (via New
Anglia Local enterprise Partnership), in
support of the Strategic Economic Plan.
The Council continues to liaise with
NALEP and NCC in the development of
projects and programmes.
AAP 14/15 - J A 08 - We will formulate
a Business Engagement Strategy via a
new Memorandum of Understanding
with North Norfolk Business Forum and
through business events such as a
Business and Skills Symposium
On Track
The Council‟s approach to business
engagement has been reviewed and a
further „business symposium‟ has been
planned for February.
AAP 14/15 - J A 09 - We will review the
Discretionary Rate Relief Policy to
reflect changes to support businesses
as outlined in the Autumn Statements
Completed
Successfully
The revised policy was reported to
Cabinet in April 2014 . Following the
Autumn Statement 2014 announcement a
further review will be required if
necessary.
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Appendix 1
B - Improve the job prospects of our residents by developing a skilled and adaptable
workforce that is matched to business growth and development
Activity
Status
Progress/ Action Note
AAP 14/15 - J B 01 - Through the Council's
Learning for Everyone (L4E) Team we will
provide information, advice and guidance to
local people wishing to enter employment or
improve their levels of skills and raise aspiration
On
Track
The L4E team continues to provide
effective skills support, advice and
guidance. A skills „audit‟ is currently
being undertaken.
AAP 14/15 - J B 02 - We will offer bespoke
programmes of advice and support to people
faced with redundancy from local companies as
and when such events occur
On
Track
Appropriate support is likely to be
offered (in conjunction with other
agencies) in support of staff likely to
face redundancy as a result of the
threatened closure of the Heinz factory
at Westwick.
AAP 14/15 - J B 03 - The L4E team will engage
with existing and new employers in the district to
understand their future workforce requirements
and co-ordinate provision of relevant training
courses to secure employment within the district
On
Track
Such engagement is on-going and
contacts made at the earlier skills event
are yielding beneficial outcomes.
C - Improve access to funding for businesses
Activity
Status
Progress/ Action Note
AAP 14/15 - J C 01 - Working with the North
Norfolk Business Forum, other representative
local groups, regional partners and financial
services companies we will seek to ensure that
small and medium sized enterprises have
improved access to investment finance to
support business growth and development
across the district
On
Track
The new North Norfolk Business
Enterprise and Start-up grants scheme
is now open to applications and has
already attracted a great deal of interest.
The Council continues to work with
other agencies in support of local
businesses (in particular the New Anglia
growth Hub).
D - Reduce burdens to business by removing unnecessary red tape and bureaucracy
at the local level
Activity
Status
Progress/ Action Note
AAP 14/15 - J D 01 - We
will work with partners to
roll out BDUK's £60m
Norfolk Broadband
Initiative across North
Norfolk
On Track
Full Council on 23 July 2014 considered a report which
provided an update of the BDUK roll out across Norfolk
and approved the earmarking of £1m to be matched
funded against a future roll out programme in 2015/16,
subject to a detailed analysis and a report coming back to
Council after May 2015 for release of the funding. This
would help deliver a target of up to 95% superfast
broadband covering across North Norfolk.
AAP 14/15 - J D 02 - We
will ensure our approach to
enforcement supports local
On Track
The Commercial Team provided information to over 1200
local businesses, to make sure they were aware of their
responsibilities under The Food Information Regulations
2014 which were introduced on December 13th. They
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Appendix 1
Activity
Status
Progress/ Action Note
businesses
then dealt with clarification enquiries from businesses and
signposted other enquiries to Trading Standards at the
County Council as appropriate.
Teams are reviews their enforcement approach to endure
we comply with the Regulators Code.
AAP 14/15 – J D 03 - We
will streamline the planning
process to improve our
performance
Some
Problems
Business Process Re-engineering work is currently being
scoped with a view to commencing within the next quarter.
Further staff recruitment on going which will release staff
resource to progress this.
AAP 14/15 - J D 04 - We
will advertise and promote
all public sector
procurement opportunities
to small and medium sized
businesses (SMEs) across
the district
On Track
Further work to be carried out.
E - Promote a positive image of North Norfolk as a premier visitor destination
Activity
Status
Progress/ Action Note
AAP 14/15 - J E 01 - We will support and
facilitate the newly established private sector led
Destination Management Organisation (DMO) for
the North Norfolk coast and countryside to
maintain the profile of the district as a leading
tourist destination within the UK, boosting levels
of employment and income for the district
On
Track
Membership of the DMO continues to
grow and it is meeting the targets set at
its inception. Networking events are
proving to be an effective means of
engaging tourism businesses and a
significant new marketing campaign is
being planned.
Housing and Infrastructure
A - Increase the number of new homes built within the district and reduce the
number of empty properties
Activity
Status
Progress/ Action Note
AAP 14/15 - H A 01 - We will bring forward
detailed proposals on allocated sites by
better engagement with developers
On
Track
Progress continues to be made in relation to
bringing forward allocated development
sites with new applications at Roughton,
North Walsham and a first phase
development at Fakenham.
AAP 14/15 - H A 02 - We will produce a
development brief for the allocated site in
Fakenham (F01)
On
Track
A revised Development Brief has been
prepared and has been subject to public
consultation. It will be considered by the
Planning Policy Working Party on Monday
th
19 Jan.
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Appendix 1
Activity
Status
Progress/ Action Note
AAP 14/15 - H A 03 - We will seek to
increase the number of new homes built of
all tenures
On
Track
The council implemented an incentivisation
scheme last October to encourage the early
start on site for development. This has been
reviewed and Council in December 2014
approved the continuation of this scheme for
a further 12 months. We are also currently
working with housing registered providers
and private landlords to bring forward
exception schemes as well as market house
developments.
AAP 14/15 - H A 04 - We will encourage the
development of neighbourhood plans by
supporting towns and parishes when they
indicate a desire to go down that route
On
Track
Two Neighbourhood Plans are being
prepared for Holt and Corpusty and
Saxthorpe. A draft plan for consultation is
likely to be completed for Corpusty during
the next quarter.
AAP 14/15 - H A 05 - We will support
owners to bring empty homes back into use
and provide opportunities to do so through
the application of our statutory powers
On
Track
End of year (01 October 2014) LTE number,
contributing to the Council Tax base was
456.
Legal agreements with Registered Housing
Providers almost complete to allow use of
wider powers eg Empty Dwelling
Management Orders.
Enforcement Board has dealt with 35 cases
to date.
AAP 14/15 - H A 06 - We will review the
homelessness strategy
On
Track
Currently out to public consultation closing
date 6 Feb 2015
AAP 14/15 - H A 07 - We will consider our
approach and establish a timeline for a
review of the local plan
On
Track
Resolution to commence Local Plan Review
in May/June. Detailed project plan to be
agreed shortly.
B - Increase the number of affordable homes with a range of tenure types
Activity
Status
Progress/ Action Note
AAP 14/15 - H B 01 - We will seek to
increase the number of affordable
homes provided across the district
through a range of delivery
mechanisms and including the local
investment strategy loan to registered
providers
On
Track
We are on target to deliver 74 additional
affordable dwellings in 2014/15 and we are
working to ensure a continuous pipeline of new
affordable dwellings over the forthcoming years
using a variety of funding sources. Final
negotiations on the terms of a loan to a
Registered Provider are being concluded.
C - Secure investment in new infrastructure
Activity
Status
Progress/ Action Note
AAP 14/15 - H C 01 - We will consult and then
obtain agreement on a process for securing
contributions towards infrastructure from
Not
Started
Whilst recognising the need for this
piece of work, it needs to be
considered in relation to the
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Appendix 1
Activity
Status
development proposals in the district (known as
section 106 agreements)
Progress/ Action Note
evidence base required for Plan
Review.
Coast, Countryside and Built Heritage
A - Maintain the integrity of special landscape designations and balance the
development of housing and economic activity with the need to preserve the
character and quality of the district's countryside and built heritage
Activity
Status
Progress/ Action Note
AAP 14/15 - C A 01 - We will
assess and implement
requirements for new Green
Flag awards and work to retain
the existing awards
Completed
successfully
The Council has been informed that it has retained
the Green Flag awards at all three sites, including
Holt Country Park, Sadler's Wood and Pretty
Corner.
AAP 14/15 - C A 02 - We will
work with other agencies to
retain four of the district's Blue
Flags for the quality of the
beaches and to achieve
Quality Coast awards
elsewhere
Completed
successfully
The Council received good news in relation to its
Blue Flag beach awards; the Council have
managed to successfully retain the awards for
Cromer, Sheringham and Sea Palling and
managed to regain the award for Mundesley. The
Council has also been successful in securing a
Seaside Award for East Runton. These awards are
the result of an excellent team effort which is even
more impressive considering the impact of the
storm damage back in December 2013.
AAP 14/15 - C A 03 - We will
manage the waste services
contract through the effective
use of rectifications and
defaults to achieve an
excellent level of service
On Track
General contract performance has remained
adequate to good during the second half of 2014,
despite changes in management personnel both
within NNDC and at Kier. The cleanliness of North
Norfolk throughout the tourist season was
generally found to be very good and was a
significant focus for proactive monitoring by the
Environmental Services team to ensure corporate
priorities were met and that any problems that
were identified were dealt with swiftly.
Performance in respect of waste and recycling
collections is generally good, although there
remain areas in which improvement is required.
Kier had anticipated that the introduction of new invehicle technology would result in significant
improvement in the number of missed bin
collections, including assisted collections.
However, the implementation of this has been
delayed following management changes at Kier.
The importance of improvements in these areas
has been impressed upon Kier and the
Environmental Services Team will continue to
closely monitor performance in this area and use
the rectification and default mechanisms within the
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Appendix 1
Activity
Status
Progress/ Action Note
contract to affect a positive change if necessary.
AAP 14/15 - C A 04 - We will
ensure that all reported flytipping will be responded to
within 2 working days
On Track
AAP 14/15 - C A 05 - We will
review our supplementary
planning guidance for
landscaping requirements on
large development sites and
the application of the guidance
On Hold
During October the fly tipping response dipped
very low to only 59% this has been addressed and
during November and December rose to above
90% in both months. After analysis this number is
likely to be attributable to the software link still not
being functional leading to reporting errors and
delays in the transfer of information. This is now
operational and the confidence in the statistics has
improved.
The content of the document has been agreed and
resource impacts considered. Work unlikely to
progress this quarter.
B - Recognise the District's built environment as a heritage asset when promoting
North Norfolk
Activity
Status
Progress/ Action Note
AAP 14/15 - C B 01 - Through the work of the Council's
Enforcement Board we will take appropriate action
where listed buildings and buildings within
conservation areas are considered to be at risk
On
track
The Enforcement Board is
currently considering actions in
relation to a number of listed
building issues.
C - Design a more cohesive framework for coastline management
Activity
Status
Progress/ Action Note
AAP 14/15 - C C 01 - We will
investigate Coastal Management
Partnership options with
neighbouring Maritime Authorities
On
Track
An „in principle‟ agreement has been reached by
the CEO‟s and portfolio holders of the various
partner authorities. A report is due to be taken to
cabinet in February seeking agreement to the
principle of the establishment of a suitable
partnership, prior to the detailed business model
being developed.
AAP 14/15 - C C 02 - We will work
with coastal communities to identify
coastal management schemes and
sources of funding
On
Track
Engagement with local coastal communities is ongoing and many opportunities have been sought to
attract funding for appropriate schemes. All
consents and funding are in place for a coast
protection scheme for Sheringham West and the
scheme is out to tender. A scheme of the future
defence of Bacton Gas Terminal has given rise to
detailed discussions about the management of the
wider Bacton/ Walcott frontage and appropriate
investigations have been agreed.
AAP 14/15 - C C 03 - We will
continue to assess the damage
caused by the storm surge of
On
Track
Grants
Total of 219 grant applications have now
been approved, totalling c£550k.
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Appendix 1
Activity
Status
Progress/ Action Note
We are also lobbying Government to
extend the payment period at the end of
the financial year to allow builders to
complete the work required.
December 2013 and prepare and
implement plans to repair sea
defences, replace coastal assets and
provide assistance to coastal
communities
D - Continue to defend coastal settlements against erosion wherever practicable
Activity
Status
Progress/ Action Note
AAP 14/15 - C D 01 - We will oversee the
implementation of the £8.6m Cromer Defence
Scheme
On
Track
The Cromer Defence Scheme is
progressing according to plan.
Localism
A - Recognise the important role that Town and Parish Councils have as the
democratic embodiment of their communities
Activity
Status
AAP 14/15 - L A 01 - We will respond
positively to a Community Right to Challenge
to take over the running of services within
their area/communities if they can be run
more efficiently (to our Service Level
Agreement) and we will establish a regular
dialogue and work with town and parish
councils. We will hold workshops for training
and development, in particular to encourage
wide community participation in the
democratic process
On
Track
Progress/ Action Note
Tender process completed by North
Norfolk Railway only and positively
evaluated in December 2014.
Recommendations approved by Cabinet
on 6th January 2015, subject to wider
external funding and legal negotiations etc,
for the necessary land transfers to enable
the transfer of the service to take place.
B - Encourage communities to develop their own vision for their future and help
them to deliver it
Activity
AAP 14/15 - L B 01 - We will support
and encourage Community Dog
Warden Schemes in those parishes
where there is a local demand
AAP 14/15 - L B 02 - We will
implement a Community Resilience
Planning programme to increase
uptake amongst local communities so
that communities are able to help and
Status
Progress/ Action Note
On
Track
Another volunteer was trained during the quarter
joining 2 existing wardens in Walcott and Bacton,
they are working well bringing in evidence and
engage with the public. Another village has
requested a presentation on the scheme and hope
to get a small group together to tackle the
problems within the village.
On
Track
Held a meeting in November with representatives
from Mundesley Parish Council and set out a
programme to get a community plan in place for
Mundesley. Draft copy of plan received on 6th Jan
15.
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Appendix 1
Activity
Status
Progress/ Action Note
support each other in the face of a
common crisis
C - Encourage the growth of The Big Society within communities
Activity
Status
Progress/ Action Note
On
Track
The Big Society Fund continues to support
through grant funding a wide range of
initiatives that match the Council's priorities
and meet the needs of local communities.
The Fund Panel met in October 2014 and
awarded £46,966 to eight projects
The Fund Panel met again in December 2014
and awarded £43,760.40 to ten projects.
The final meeting of the Fund Panel for this
financial year will take place on 16th February
2015. The remaining budget for this financial
year in respect of the grant fund is
£75,207.83
AAP 14/15 - L C 01 - We will continue to
administer our Big Society Fund, to invest
in local communities, strengthen civil
society, and provide support for local
priorities
Delivering the Vision
A - Deliver strong governance arrangements
Activity
Status
Progress/ Action Note
AAP 14/15 - V A 01 - The Audit
Committee will oversee a review
programme to ensure that audit coverage
reflects the risks facing the Council and
produce a revised annual audit plan for
2014/15 onwards
On Track
Delivery of the 2014/15 Internal Audit plan is
on target.
AAP 14/15 - V A 02 - We will set and
achieve 100% compliance with deadlines
agreed with Internal Audit for
recommendations rated as Medium and
High
Some
Problems
Implemented for high recommendations,
none outstanding. Some problems for
medium recommendations.
AAP 14/15 - V A 03 - We will review and
update the revised performance
management framework to include
managing the Business Transformation
Programme
On Track
Discussions have taken place with the Head
of Business Transformation and IT to start
the process of integrating the Business
Transformation Programme into the
Performance Management Framework and
programme.
AAP 14/15 - V A 04 - We will review the
Scheme of Delegation to fit with a new
structure within the Planning Service
On Track
Work is continuing on reviewing the scheme
of delegation. Any major changes will need
to be considered by the Constitution
Working Party and full implementation is
Managing Performance Quarter 3 2014-15 v1 0
37
Page 27 of 30
Appendix 1
Activity
Status
Progress/ Action Note
therefore not anticipated until April 2015.
B - Ensure that effective communications exist
Activity
Status
Progress/ Action Note
AAP 14/15 - V B 01 - We will
work to develop our
approach to digital and social
media and work to improve
our dissemination of
information to our local
residents
Some
Problems
Customer Services now monitor corporate Social
Media accounts. Staffing issues in Web
Development and Communications are now
impacting on progress with this plan. There is now
an urgent need to agree a Social Media Strategy as
the framework for future activities which has been
delayed due to recruitment issues in the
Communications Team. Implementing Social Media
based communications is also being delayed by the
recruitment problems within the web development
team.
AAP 14/15 - V B 02 - We will
re-launch the Planning
Agents Forum
Completed
Successfully
The agents‟ forum has been re-established and a
programme of future meetings is to be agreed.
AAP 14/15 - V B 03 - We will
undertake a programme of
Member Development
On Track
AAP 14/15 - V B 04 - We will
implement a replacement
telephony system and
customer management
system
On Track
A pilot Unified Communications system based upon
Microsoft Lync 2013 has been procured and is being
prepared for deployment.
The Customer Management Solution project has
commenced and is currently defining high level
requirements and conducting soft market
assessment.
C - Deliver strong and proportionate organisational management in the Council
Activity
Status
Progress/ Action Note
AAP 14/15 - V C 01 - We will
implement a new structure for
the Planning Service
Some
Problems
Five posts have been filled. Three remaining
vacancies will be advertised during January. It is
anticipated that the revised structure will be fully in
place by 1 April 2015.
D - Prioritise Services and Functions in line with the wishes of our communities and
to deliver our corporate objectives
Activity
Status
Progress/ Action Note
AAP 14/15 - V D 01 - We will
prioritise services and redirect
resources in line with those
On
Track
The financial strategy was presented to Cabinet in
September 2014 and the budget preparation for
2015/16 will consider all future expenditure and any
Managing Performance Quarter 3 2014-15 v1 0
38
Page 28 of 30
Appendix 1
Activity
Status
priorities by completing
fundamental reviews of services
that residents have identified as
the least important
AAP 14/15 - V D 02 - We will
review the objectives in the
Corporate Plan to ensure it takes
account of emerging issues and
opportunities
Progress/ Action Note
future reviews of services. The budget is due to be
considered by Council on 25 February 2015.
On
Track
The Annual Action Plan 2014/15 was approved by
Cabinet on 14 April 2014 and reported to Overview &
Scrutiny on 20 May 2014 which sets out the key
corporate priorities for the current year. This is due to
be reviewed for 2015/16 in line with the budget
preparation and an action plan for 2015/16 is being
prepared for Cabinet approval in February 2015.
E - Deliver year-on-year improvements in efficiency
Activity
Status
Progress/ Action Note
AAP 14/15 - V E 01 - We will
implement a cost saving Revenues
and Benefits project
On
Track
Continued improvements in the processing of
benefits claims / cases being experienced moving
towards target times.
AAP 14/15 - V E 02 - We will
devise and implement budgets to
deliver a freeze in the District
Council's part of the Council Tax
charge
On
Track
Budget report to February Cabinet for approval by
Full Council in February 2015.
AAP 14/15 - V E 03 - We will
review the reward structures to
encourage staff, for finding
innovative new ways to deliver
higher quality services more
efficiently
On
Track
A brief has been produced in conjunction with the
East of England Local Government Association
outlining the process for undertaking a market review
of salaries using Epaycheck. Epaycheck is a local
government database of job descriptions and salaries
across the UK. This and the associated timetable will
be subject to approval by CLT.
AAP 14/15 - V E 04 - We will
implement the Business
Transformation Programme to
ensure that the most economic,
efficient and accessible forms of
contact are in place for all our
customers
On
Track
The Programme is now well established. The Board
meets regularly and has clear governance
arrangements. One project has been delivered, three
more are well advanced and the remainder of the
original projects are progressing in accordance with
the Programme and Project plans. One new project
has been added to the Programme designed to
deliver the ability to represent and report data
geographically including visually on web based and
printed maps and aerial imagery.
Managing Performance Quarter 3 2014-15 v1 0
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Appendix 1
Version Control
Version
0.0
0.1
1.0
Originator
Helen Thomas
Helen Thomas
Helen Thomas
Description including reason for changes
First draft
Second draft for pre-Cabinet
Final for Cabinet
Managing Performance Quarter 3 2014-15 v1 0
40
Date
12/01/2015
13/01/2015
20/01/2015
Page 30 of 30
Cabinet 2 February 2015
Overview and Scrutiny 11 February 2015
Agenda Item No___10_________
ANNUAL ACTION PLAN 2015-16
Summary:
This report presents the Annual Action Plan for 2015-16
for approval
Conclusions:
A rigorous development process has resulted in a
balanced and effective Annual Action Plan for 2015 -16
and associated performance indicators to deliver the
priorities and objectives as laid out in the Corporate
Plan 2012-2015.
Recommendations:
Cabinet is recommended to approve the Annual
Action Plan 2015-16 and the targets and
recommendations for performance indicators as set
out in Appendix 1.
Cabinet Member(s)
Ward(s) affected
All
All
Contact Officer, telephone number and email:
Helen Thomas, 01263 516214, Helen.Thomas@north-norfolk.gov.uk
1.
Annual Action Plan 2014/15
1.1
This report presents the fourth annual action plan, this one for 2015/16,
designed to deliver the Corporate Plan 2012-2015. It builds on and develops
further the work of the previous Annual Action Plans. The plan is intended to
be operational from 1 April 2015 to 31 March 2016.
1.2
Over the winter Staff, Managers, Heads of Service, members of Corporate
Leadership Team and Portfolio Holders have been reviewing the progress of
the Annual Action Plan 2014/15 and developing the next. In addition,
meetings continue to take place with town and parish councils which have
also informed this process.
1.3
Some activities in the Annual Action Plan 2014/15 have already been
completed or are anticipated to be completed by the end of March 2015.
These therefore do not appear in the Annual Action Plan 2015/16. Progress in
delivering the activities in the Annual Action Plan 2014/15 and achievement
against targets will be reported in our Annual Report for 2014/15 which will be
produced later this year and presented to Cabinet and Overview and Scrutiny
Committee.
1.4
Some activities in the Annual Action Plan 2014/15 are anticipated to still be in
the process of being delivered during 2015/16, or were always designed to be
activities that would require more than one year to complete, or are expected
41
Cabinet 2 February 2015
Overview and Scrutiny 11 February 2015
to run for the full period of the Corporate Plan 2012-15. These activities have
been rolled forward into the Annual Action Plan 2015/16. Some activities may
have been slightly amended to take account of changing circumstances or
new opportunities that have arisen.
1.5
Some longer term activities in the Annual Action Plan 2014/15 met milestones
as planned during 2014/15 and have been reworded to show the milestone
that should be achieved during the delivery of the Annual Action Plan
2015/16.
1.6
Some new activities have been added to the Annual Action Plan 2015/16.
1.7
The Annual Action Plan 2015-16 attached is the result of that review.
1.8
The performance indicators, including those for which targets have been set,
to assist in managing the achievement of the objectives in the Corporate Plan
2012-15 have also been reviewed and recommendations for targets for
2015/16 or changes to the indicators are presented in Appendix 1.
2.
Managing Delivery of the Annual Action Plan 2015/16
2.1
The Annual Action Plan will be delivered by applying the Performance
Management Framework. Implementation of the framework is under
continuous review and improvement as required by Cabinet and Management
Team.
4.
Conclusion
A rigorous development process has resulted in a balanced and effective
Annual Action Plan and associated performance targets to deliver the
objectives laid out in the Corporate Plan 2012-2015
5.
Implications and Risks
Agreeing a clear Annual Action Plan is a key part of the process to ensure the
Council achieves the objectives in the Corporate Plan 2012-15 and reduces
the risk of failure.
6.
Financial Implications and Risks
There are no direct financial implications associated with this report.
However, there are performance measures and targets, and activities
included in the Annual Action Plan that are specifically related to finance. In
addition, corrective action needed during delivery of the plan or an activity
within it may have financial implications that would need to be made clear at
the time any action is agreed.
7.
Sustainability
There are no direct implications for sustainability in this report. However, the
Annual Action Plan it presents seeks to increase the sustainability of the
social, economic and environmental situation in North Norfolk
8.
Equality and Diversity
42
Cabinet 2 February 2015
Overview and Scrutiny 11 February 2015
There are no direct implications for equality and diversity in this report. If any
activity in the Annual Action Plan requires review of a service being delivered
or a change to a policy of the Council an Equality Impact Assessment on any
proposed changes will be carried out.
9.
Section 17 Crime and Disorder considerations
There are no implications for Crime and Disorder in this report.
43
Annual Action Plan 2015/16
Introduction
North Norfolk District Council’s Corporate Plan 2012-15: small government, big society, sets out the
council’s priorities until 2015. It guides business decisions to ensure that the council is well-run and able to
meet its objectives. And in line with the Coalition Government’s localism agenda, NNDC is putting the
interests of local communities at the heart of everything it does – local decisions and local actions for the
benefit of local communities.
The Corporate Plan is a strategic document, listing the priorities for council actions for the period 20122015, giving our shared vision and our values and listing the priority areas on which the council intends to
concentrate its efforts:





jobs and the local economy
housing and infrastructure
coast, countryside and built heritage
localism, and
the proposed means of delivering the vision.
These priorities were drawn up following two years of consultation and discussions with members of the
local community and reflect the concerns and ambitions raised over that period. Success in meeting these
aims will involve making some difficult choices. We must ensure that our spending is focussed on the
things that really matter to local people and businesses. The Corporate Plan 2012-15 is available for online
viewing.
This document is the fourth Annual Action Plan, giving detail of how the priorities in the Corporate Plan will
be realised over the forthcoming 12 months from 1 April 2015 to 31 March 2016. It builds on, and adds to,
the work done in the first three Annual Action Plans. The plan is designed to deliver change that will meet
the needs and aspirations of all the people of North Norfolk including particular issues facing young people
and older persons. It takes account of the remaining work that needs to be done as a result of the storm
surge in December 2013.
A key element of the plan will be the implementation of the Business Transformation Programme which
includes the Customer Management Strategy 2014-2017 and the IT Strategy 2014-2017.
Regular dialogue continues to take place with Parish and Town Councils and other local bodies so as to
ensure that local communities are involved and engaged with District Council actions and some of the
results of that dialogue are included in this plan.
January 2015
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JOBS AND THE LOCAL ECONOMY 2015-2016
What we want to achieve: A district with a thriving economy offering better jobs and prospects for
local people
What we are going to do and how we will achieve it
A
Increase the number of new businesses and support the growth and expansion of existing businesses
1 We will formulate and deliver a Growth Plan for North Norfolk, linked to the New Anglia Strategic
Economic Plan and Norfolk Growth Prospectus, and identify and promote future projects which could
receive grant funding support through these programmes
2 We will work with partners to deliver the Enterprise North Norfolk Business Start Up and Support
Scheme
3 Working in partnership we will develop an Investment Strategy to increase investment opportunities in
the district through seeking to remove constraints from allocated employment sites and promote their
potential to accommodate new job-creating development
4 We will promote the Egmere Business Zone to offshore wind energy businesses and their suppliers and
partners
5 We will work with Norfolk County Council to promote new job-creating development at the Scottow
Enterprise Park (formerly RAF Coltishall) site
6 We will develop our corporate position and consult with a wide range of stakeholders in respect of
emerging renewable energy policy and technologies through preparation of an Energy Strategy
7
We will ensure regular engagement with business through established Forums such as the Norfolk
Chamber of Commerce, the Federation of Small Businesses and local Chambers of Trade to better
understand business need and where public sector intervention and/or support is required.
Annual Action Plan Version 15
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B
Improve the job prospects of our residents by developing a skilled and adaptable workforce that is matched
to business growth and development
1 Through the Council's Learning for Everyone (L4E) Team we will provide information, advice and
guidance to local people wishing to enter employment or improve their levels of skills and raise
aspiration
2
We will offer bespoke programmes of advice and support to people faced with redundancy from local
companies as and when such events occur
3
We will put in place a sustainable programme of delivery for the Learning for Everyone Team
recognising the changing policy and delivery framework of advice and guidance services, opportunities
to work differently with existing partners and develop bespoke programmes of skills training on behalf of
local employers
4
We will promote work experience and apprenticeship initiatives as part of our role as an intermediary
member of the Apprenticeships Norfolk Network
5
We will undertake an audit of employment opportunities and skills needs amongst local businesses and
share the findings with our partners and key strategic bodies
C
Improve access to funding for businesses
1
We will administer, monitor and review a North Norfolk Small Business Grant programme and review
effectiveness after 12 months operation
2
We will seek to influence Local Enterprise Partnership programme delivery in North Norfolk,
particularly in respect of monitoring the take-up of grant funding programmes by North Norfolk
businesses
D
Reduce burdens to business by removing unnecessary red tape and bureaucracy at the local level
1
Working with partners we will achieve more than 90% coverage of the district with superfast
broadband speeds (minimum 24 megabits per second)
2
We will ensure advice and guidance is readily available to help business comply with the law and our
approach to enforcement will consider the needs of local business
3
We will streamline the planning process to facilitate new job-creating investment in the district through
improved engagement with businesses and improved planning performance
E
Promote a positive image of North Norfolk as a premier visitor destination
1 We will work with the North Norfolk Destination Management Organisation, which is currently funded by
the District Council, to ensure the positive promotion of North Norfolk as a leading visitor destination.
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HOUSING AND INFRASTRUCTURE 2015-2016
What we want to achieve: Everyone in north Norfolk should have the opportunity to buy or rent a
decent home at a price they can afford, in a community where they want to live and work
What we are going to do and how we will achieve it
A
Increase the number of new homes built within the district and reduce the number of empty properties
1
We will bring forward detailed proposals on allocated sites by pro-active engagement with developers
2
We will seek to increase the number of homes built of all tenures by reviewing the Housing Incentive
Scheme and exploring other innovative means of improving delivery
3
We will develop a Property Investment Strategy to supplement the delivery of additional housing
4
We will support the development of neighbourhood plans by aligning the wishes of towns and parishes
with the local plan review
5
We will support owners to bring empty homes back into use and provide opportunities to do so through
the application of our statutory powers
6
We will gather the evidence in support of the review of the local plan including publishing the joint
strategic housing market assessment, including identifying specialist housing need in response to the
prospective age profile of the district.
B
Increase the number of affordable homes within a range of tenure types
1
We will seek to increase the number of affordable homes provided across the district through a range
of delivery mechanisms and including the local investment strategy loan to registered providers
C
Secure investment in new infrastructure
1
We will consult and then obtain agreement on a process for securing contributions towards
infrastructure from development proposals in the district (known as section 106 agreements)
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COAST, COUNTRYSIDE AND BUILT HERITAGE 2015-2016
What we want to achieve: A district where the beautiful natural environment and built heritage is
valued and protected for future generations and where the coastline is defended against erosion
wherever practicable
What we are going to do and how we will achieve it
A
Maintain the integrity of special landscape designations and balance the development of housing and
economic activity with the need to preserve the character and quality of the district’s countryside and built
heritage
1 We will assess and implement requirements for new Green Flag Awards and work to retain the existing
awards
2 We will work with other agencies to retain four of the district's Blue Flags for the quality of the beaches
and to achieve Quality Coast Awards elsewhere
3 We will manage the waste and recycling contracts to ensure an excellent level of service and promote
high levels of recycling
4 We will ensure that all reported fly-tipping and pollution complaints will be responded to within two
working days
B
Recognise the district’s built environment as a heritage asset when promoting North Norfolk
1 Through the work of the Council’s Enforcement Board we will take appropriate action where listed
buildings and buildings within conservation areas are considered to be at risk
C
Design a more cohesive framework for coastline management
1 We will investigate options to improve coastal management with neighbouring coastal councils
2 We will work with coastal communities and other agencies to identify coastal management schemes
and sources of funding working with the Environment Agency to explore the best possible solutions for
all our communities
D
Continue to defend coastal settlements against erosion wherever practicable
1
We will manage the final delivery of the £8.6m Cromer Defence Scheme
2
We will consider plans to redevelop sea front property assets in Cromer for completion following the
Cromer Defence scheme
3
We will work with other agencies to assess and respond to the issues arising from the proposed Bacton
Gas Terminal coastal defence scheme
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4. We will manage the delivery of the £800k Sheringham West Sea Wall Improvement Scheme
LOCALISM 2015-2016
What we want to achieve: To embrace the Government’s localism agenda to empower
individuals and communities to take more responsibility for their own futures and to build a
stronger civil society
What we are going to do and how we will achieve it
A
Recognise the important role that Town and Parish Councils have as the democratic embodiment of their
communities
1 We will respond positively to a Community Right to Challenge to take over the running of services within
their area/communities if they can be run more efficiently (to our Service Level Agreement)
2 We will maintain a regular dialogue and work with Town and Parish Councils
3 We will hold workshops for training and development, in particular to encourage wide community
participation in the planning and democratic processes
B
Encourage communities to develop their own vision for their future and help them to deliver it
1
We will support and encourage Community Engagement Schemes in those parishes where there is a
local demand
2
We will implement a Community Resilience Planning programme to increase uptake amongst local
communities so that communities are able to help and support each other in the face of a common
crisis
C
Encourage the growth of The Big Society within communities
1
We will continue to support local communities to obtain funding and other assistance to deliver their
local priorities
Annual Action Plan Version 15
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DELIVERING THE VISION 2015-2016
What we want to achieve: We will make the Council more efficient so that we can deliver our
priorities and offer value for money for local taxpayers
What we are going to do and how we will achieve it
A
Ensure our governance arrangements are robust and fit for purpose
1
The Audit Committee will oversee a review programme to ensure that audit coverage reflects the risks
facing the Council
2
We will set and achieve 100% compliance with deadlines agreed with Internal Audit for
recommendations rated as Medium and High
3
We will maintain a robust performance management framework for managing the Business
Transformation Programme
B
Ensure that effective communications exist
1
As part of the Business Transformation Programme we will work to develop our approach to digital and
social media and work to improve our services for residents and other customers
2
Following the Member Induction Programme we will provide a programme of Member Development to
allow Members to be effective in their roles
3
We will implement a unified communications approach for all of our digital media documents and will
procure a customer information system
C
Delivering strong and proportionate organisational management in the Council
1
We will undertake reviews of all major business processes in order to improve customer service and
deliver financial savings detailed in the financial strategy
D
Prioritise services and functions in line with the wishes of our communities and to deliver our corporate
objectives
1
We will review the objectives in the Corporate Plan to ensure it takes account of emerging issues and
opportunities
Annual Action Plan Version 15
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E
Deliver year-on-year improvements in efficiency
1 We will review the delivery model for the Revenues and Benefits service
2 We will continue to drive improvements and efficiencies to protect the District Council’s part of the
Council Tax Charge
3 We will identify ways to reward and recognise staff in the delivery of high quality services
4 We will continue to implement the Business Transformation Programme to drive efficiencies into all of
our services
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Appendix 1
Annual Action Plan 2015/16 - Performance Indicators and Measures including
targets
Jobs and the Local Economy
Indicators and Measures
Target
2014/15
Target
2015/16
25
36
165
250 by
December
2015
ED 023 - Number of new business start-ups supported by Enterprise North Norfolk
(quarterly cumulative)
50
50
ED 25 - Number of people supported with Information Advice and Guidance (IAG)
relating to training and work opportunities (quarterly cumulative)
450
450
Target
2014/15
Target
2015/16
Review and
report.
Review
and report.
Monitor
Monitor
Carry out
trend analysis
Carry out
trend
analysis
J 004 - Number of businesses assisted to retain jobs and/or increase employment
each year (monthly cumulative)
J 015 - Number of member businesses of the Destination Management Organisation
(DMO) for the North Norfolk coast and countryside (quarterly)
Housing and Infrastructure
Indicators and Measures
H 001 - Number of new homes built of all tenures (annual)
H 002 - Number of long term empty homes (6 months or more) (Quarterly)
H 007 - Number of affordable homes built (Quarterly Cumulative)
Coast Countryside and Built Heritage
Indicators and Measures
Target 2014/15
Target 2015/16
Review and report
Review and report
C 003 - Percentage of MAJOR planning applications
processed within thirteen weeks (monthly cumulative)
80%
80%
C 004 - Percentage of MINOR planning applications
processed within eight weeks (monthly cumulative)
70%
70%
C 005 - Percentage of OTHER planning applications
processed within eight weeks (monthly cumulative)
70%
70%
C 002 - Percentage of planning appeals allowed
(quarterly)
Annual Action Plan Version 15
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Indicators and Measures
Target 2014/15
Target 2015/16
DM 005 - Percentage of MAJOR planning applications
processed within thirteen weeks over the last 24 months
(monthly cumulative)
Target threshold revised by
Government from 30% to
40% in June 2014.
Target threshold revised
by Government from 30%
to 40% in June 2014.
DM 006 - Percentage of MAJOR planning applications
refused and then overturned on appeal over the last 24
months (monthly cumulative)
Target threshold set by
Government at 30% and
confirmed by DCLG at 20%
in June 2014. NNDC target
20%.
Target threshold set by
Government at 30% and
confirmed by DCLG at
20% in June 2014. NNDC
target 20%.
Low is good.
Low is good.
C 007 - Target response time to fly tipping and all other
pollution complaints (within 2 working days) (quarterly)
80%
80%
C 008 - Number of pollution enforcement interventions
(quarterly cumulative)
Review and report.
Review and report.
Carry out trend analysis
Carry out trend analysis
Review and report.
Review and report.
ES 015 - Number of rectifications issued to the waste
and related services contractor for cleanliness (monthly
cumulative)
No target. Report to Head
of Service and
Management Team.
No target. Report to Head
of Service and
Management Team.
ES 001 - Percentage of household waste sent for reuse,
recycling and composting (annual)
-
No target. Report to
Management Team.
C 009 - Number of fixed penalty notices issued for
environmental offences(quarterly cumulative)
C 010 – Number of defaults issued to the waste and
related services contractor for cleanliness (monthly
cumulative)
Localism
Indicators and Measures
Target
2014/15
Target
2015/16
L 005 - Number of grants awarded to local communities from the Big Society Fund
(quarterly cumulative)
Review and
report
Review and
report
L 006 - Amount of funding investment in community projects (from the Big Society
Fund) (£) (quarterly cumulative)
Review and
report
Review and
report
Annual Action Plan Version 15
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Delivering the Vision
Indicators and Measures
Target 2014/15
Target 2015/16
V 001 - Percentage of (Medium Priority) audit
recommendations completed on time (quarterly cumulative)
80%
80%
V 002 - Percentage of (High Priority) audit recommendations
completed on time (quarterly cumulative)
100%
100%
V 004 - Percentage of audit days delivered (quarterly
cumulative)
100%
100%
6 days per full time
equivalent (FTE)
employee
6 days per full time
equivalent (FTE) employee
RB 009 – Percentage of Council Tax Collected (monthly
cumulative)
98.5%
98.5%
RB 010 – Percentage of Non-domestic Rates collected
(monthly cumulative)
99.2%
99.2%
RB 027 - Average time for processing new claims (Housing
and Council Tax Benefit) (monthly cumulative)
18 days
18 days
RB 028 - Speed of processing: change in circumstances for
Housing and Council Tax Benefit claims (average calendar
days) (monthly cumulative)
8 days
10 days
No target set
No target set. Report to
Management Team.
-
No target set. Report to
Business Transformation
Board.
-
No target set. Report to
Business Transformation
Board.
V 007 - Working Days Lost Due to Sickness Absence
(Whole Authority days per Full Time Equivalent members of
staff) (quarterly cumulative)
PA 002 - Percentage of Ombudsman referrals successful
outcomes for the Council (monthly cumulative)
CS 053 – Customer satisfaction
CS 054 – Turnaround time in Cromer reception
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Agenda Item No____11________
2015/16 BUDGET REPORT
Summary:
This report presents for approval the 2015/16 budget
along with the latest financial projections for the
following three years to 2018/19.
Options considered:
The budget for the forthcoming financial year must be
set annually. Whilst there are options around the
individual budgets presented for approval i.e. what is
included in the budget for 2015/16, the overall position
now presented for approval is the culmination of work
carried out by officers and Cabinet over a number of
months, details of this work is provided within the report.
Conclusions:
The Council‟s budget is set for approval each year; it is
presented to Cabinet and then considered by Overview
and Scrutiny Committee before recommendations are
made to Full Council. This report now presents a
balanced budget for 2015/16 and also presents the
latest financial projections for the following three
financial years, 2016/17 to 2018/19. The budget has
been produced based on a number of assumptions as
detailed within the main body of the report and also
reflects the provisional finance settlement announced on
18 December 2014. The report recommends that the
surplus for the year is allocated between the general
reserve and restructuring and invest to save reserve.
The report also outlines the risks facing the Council in
setting the budget and forecasting future spending plans
and resources.
Recommendations:
It is recommended that Cabinet agree and where
necessary recommend to Full Council:
1)
The 2015/16 revenue budget as outlined at
Appendix A;
2)
The surplus of £462,424 be allocated to the
general reserve and restructuring and invest
to save reserve as outlined at section 5.8 in
the reports;
3)
The demand on the Collection Fund for
2015/16, subject to any amendments as a
result of final precepts still to be received be:
a. £5,307,071 for District purposes
b. £1,716,441 (subject to confirmation of the
final precepts) for Parish/Town Precepts;
4)
The statement of and movement on the
reserves as detailed at Appendix E;
5)
The updated Capital Programme and
financing for 2014/15 to 2017/18 as detailed at
Appendix F;
55
6)
7)
8)
Reasons for
Recommendations:
The new capital bids as detailed at Appendix
G;
The prudential indicators as included at
Appendix H;
That members note the current financial
projections for the period 2016/17 to 2018/19.
To recommend a balanced budget for 2015/16 for
approval by Full Council on 25 February 2015.
LIST OF BACKGROUND PAPERS AS REQUIRED BY LAW
(Papers relied on the write the report and which do not contain exempt information)
Local Government Finance Settlement 2015/16, 2014/15 budget monitoring reports.
Cabinet Member(s):
Cllr Wyndham Northam
Ward(s) affected
All
Contact Officer, telephone number and email: Karen Sly, 01263 516243,
Karen.sly@north-norfolk.gov.uk
1
Introduction
1.1
This report presents the detail of the 2015/16 revenue budget and the
indicative projections for the following three financial years, 2016/17 to
2018/19.
1.2
An updated Capital Programme has also been included covering the periods
2014/15 to 2017/18 which takes account of slippage of schemes between
financial years. Details of new capital schemes are included within the report
for approval.
1.3
This report will be considered by the Overview and Scrutiny Committee on 11
February and then presented for approval by Full Council on 25 February
2015 as part of the annual Council Tax setting report.
1.4
The Financial Strategy covering the period 2015/16 to 2017/18 was presented
to Members in September 2014. At that time the forecast budget gap over
the next three years was in the region of £1.3 million. This position took
account of the following:






Known spending pressures;
Forecast grant reductions in the region of 30% per annum over the
period 2015/16 to 2017/18;
Council tax freeze for the period of the strategy;
Use of 80% of the Council‟s allocation of New Homes Bonus (NHB)
funding in the base budget;
A number of work stream savings and additional income including
forecast savings from the business transformation programme to
commence from 2016/17;
The forecast gap was before any assumed use of one-off funding from
reserves.
56
1.5
Since then the detail of the budget for 2015/16 has been developed by both
Officers and Members resulting in the budget now presented in this report.
This includes the provisional finance settlement figures announced on 18
December 2014, the final settlement is expected early February. The final
budget presented for approval on 25 February 2015 will be updated to reflect
the final figures as applicable.
1.6
The following sections of the report present the detail and context within
which the budget has been produced. The summary of the budget and
service budget details are included at appendices A and B respectively.
2
Provisional Local Government Finance Settlement (LGFS)
2.1
On 18 December 2014 the Local Government Minister, Kris Hopkins,
announced the provisional Local Government Finance Settlement (LGFS) for
2015/16 and launched a consultation on the settlement which ended on 15
January 2015.
2.2
The final settlement figures are due to be announced in early February when
the result of the consultation exercise covering the provisional settlement has
been assessed. Where applicable any changes resulting from the final
settlement will be reflected in the budget report to Full Council on 25 February
2015.
2.3
The Government uses a measure of local authority finance called “Revenue
Spending Power” which has as it‟s constituent elements the main sources of
income (non-service specific) to the Council; i.e. Council tax income, New
Homes Bonus and Government Grants. Headline figures for national average
changes in revenue spending power compared to 2014/15 are in the region of
1.9%. The comparative figures for NNDC spending power reduction is 4.4%,
and for all shire districts is 3.1% reduction. Table 1 below provides a
summary of the main elements of Revenue Spending Power.
57
Table 1 - Revenue Spending Power
Spending Power Components
2014/15
Adjusted
2015/16
Provisional
£000
£000
Council Tax Requirement (excluding parish)
4,928
4,943
Settlement Funding Assessment
6,273
5,331
30
43
Community Right to Challenge
8
0
Community Right to Bid
8
0
Indicative Council Tax Freeze Grant 2015/16
0
58
1,267
1,674
10
10
583
522
76
21
13,183
12,601
Adjustment to reflect Sect'n 31 grants for B Rates Cap
New Homes Bonus
New Homes Bonus: returned funding
Local Council Tax Support & Hsg Benefit Administration Subsidy
Council Tax Support New Burdens Funding
Total Estimated 'Revenue Spending Power'
Change in estimated 'revenue spending power' 2015/16
(582)
-4.4%
2.4
The key element in terms of external support is the „Settlement Funding
Assessment‟. This essentially comprises the Council‟s Revenue Support
Grant (RSG) and the Business Rates baseline funding level (uprated by the
Retail Price Index). Table 2 below provides a breakdown of this element.
58
Table 2 – Settlement Funding Assessment
(RSG/Baseline funding)
2014/15
Actual
2015/16
Provisional
£000
£000
RSG
Council Tax Freeze Compensation (2011/12)
84
83
Homelessness Prevention Funding
69
68
Efficiency Support for Services in Sparse Areas
57
93
Council Tax Freeze Compensation (2013/14)
58
116
8
0
276
358
RSG
3,055
2,045
Total RSG
3,331
2,404
Council Tax Freeze Compensation (2011/12)
58
59
Homelessness Prevention Funding
49
50
107
109
Baseline
2,765
2,818
Total Baseline
2,872
2,927
TOTAL SETTLEMENT FUNDING
6,203
5,331
Returned Funding
Baseline
Year on year reduction £000
(871)
Year on year reduction %
-14.0%
2.5
The above table illustrates the settlement funding assessment as announced
within the provisional settlement. Total funding (excluding the New Homes
Bonus) is expected to reduce by 14% in 2015/16 (compared to 2014/15).
2.6
The 2013/14 final settlement introduced total funding of £9.5 million for
supporting sparsely populated areas. NNDC‟s allocation in 2014/15 was
£56,738 for both 2014/15 and 2015/16. The provisional settlement figures
announced for 2015/16 include an additional £35,835 bringing the total
amount for 2015/16 to £92,573.
2.7
The provisional LGFS announced that the Council Tax Freeze Grant would
be extended for 2015/16 and would be equivalent to a one per cent increase
in council tax and for NNDC this equates to £57,912.
New Homes Bonus – the provisional finance settlement includes
announcements on the New Homes Bonus for 2015/16, further details on this
are provided at section 3.
2.8
2.9
Business Rates Retention – The scheme of Business Rates retention came
into operation in April 2013, and no changes to the scheme were announced
as part of the settlement. The percentage shares are 50% central
government; 40% NNDC and 10% Norfolk County Council. However the
income from business rates and the amount retained locally will be affected
by the measures announced in the 2014 Autumn statement on 3 December
2014, some of which are a continuation of those provided in the current year:
59



2015/16 Business rate increases will be capped at 2% as opposed to the
2.3% RPI;
The £1,000 discount for all retail, pubs, cafes (excluding banks and
betting offices) with rateable values below £50,000 will be increased to
£1,500 for 2015/16;
Continuation of the doubling of Small Business Rate Relief for a further
year (i.e. Until 31 March 2015 properties with a rateable value of £6,000
or less will continue to get 100% relief, as opposed to the usual rate of
50%).
2.10
The provisional settlement has announced that councils will be compensated
through a section 31 grant for the lost income from the above measures. The
amount of the Section 31 grant will not be confirmed until the NNDR returns
for 2015/16 have been finalised. The annual National Non-Domestic Rates
Return (NNDR1 form) provides an estimate of what the Council will collect in
business rate income for the following financial year. The variation between
the estimate and the actual is then dealt with through the surplus/deficit on
the (business rates) collection fund in the following year, in the similar way to
the operation of the Council tax collection fund. The actual position will be
influenced by fluctuations in business rate income actually received in the
year, for example as a result of appeals and reductions in property rateable
value and also new business rate growth.
2.11
For example a surplus or deficit on the 2014/15 business rates collection fund
will be taken into account within the 2015/16 NNDR1 return and determining
the respective values of the shares of the business rates income. This will
also determine the payment of the levy due from the authority in relation to
increases in business rate income compared to the baseline.
2.12
The deadline for the NNDR1 form for 2015/16 is 30 January and this will also
include an estimate of the surplus/deficit position for the current financial year.
The budget position as included within the report makes an assumption of the
net amount of retained income for 2015/16 after allowing for the section 31
grant and the payment of the levy. Where applicable this will be updated
within the budget report to Full Council on 25 February 2015.
2.13
The future projections for the period 2016/17 to 2018/19 have been informed
by the 2015/16 budgeted figures along with annual increases to the baseline
funding forecasts.
3
New Homes Bonus (NHB)
3.1
The New Homes Bonus was introduced in 2011/12 to incentivise and reward
Councils and Communities that build new homes in their area. The bonus is
paid as an un-ringfenced grant for six years and is paid based on the net
additional1 homes plus an additional supplement of £350 per affordable
dwelling. The payment is then split between local authority tiers: 80% to the
lower tier and 20% to the upper tier.
1
Net additional homes as recorded on the council tax base return (submitted October
annually) takes into growth in property numbers, demolitions and movement in empty
properties.
60
3.2
The provisional allocation of NHB for 2015/16 for NNDC is £1,683,846 and is
based on the council tax data return submitted in October 2014 and
represents additions of 236, and a reduction in empty properties of 74. The
reduction in empty properties is above the level that was forecast within the
projects and has been positively influenced by the proactive work of the
Enforcement Board.
3.3
Table 3 below provides details of the Council‟s allocations of NHB to date.
Table 3 – New Homes Bonus – Allocations to date
Allocation
2011/12
2011/12
2012/13
2013/14
2014/15
2015/16
£
£
£
£
£
349,762
2012/13
349,762
349,762
349,762
349,762
261,916
261,916
261,916
261,916
117,739*
93,857
93,857
571,667**
561,706
2013/14
2014/15
416,605
2015/16
Total
349,762
611,678
729,417
1,277,202
1,683,846
* Allocation of £93,857 plus £23,882 one-off reallocation for 2013/14
** Allocation of £561,706 plus £9,961 one-off returned funding for 2014/15
3.4
Whilst the NHB is included within the Government‟s assessment of spending
power, the future return and allocation methods could be subject to change.
Including the full amount in the base budget presents a risk in terms of future
funding should the scheme be changed or replaced with a different funding
mechanism. To mitigate this risk 75% of the funding has been used in the
base budget for 2015/16 and this is the assumption that has been made for
future years also. The remaining 25% has been transferred to an earmarked
reserve.
3.5
There is currently forecast to be a balance within the New Homes Bonus
earmarked reserve of just over £1.1 million at 1 April 2015. This has
previously been earmarked to support the Council and communities for future
growth opportunities and development.
4
Savings and Additional Income 2015/16 onwards
4.1
The financial strategy as reported to Cabinet in September 2014 outlined a
number of work streams and priorities to be delivered over the length of the
medium term financial strategy. These essentially focused mainly on income
maximisation and efficiency savings. The following provides commentary in
relation to themes included in the financial strategy and the level of savings
included in the budget for 2015/16.
4.2
Income Maximisation:
4.2.1
New Homes - Generating income from the New Homes Bonus (under the
current method of allocation) and Council Tax Base growth.
61
4.2.2
Business Rates Growth - Growth in the business rates base and also
maintaining existing business rates base.
4.2.3
Asset Commercialisation – In line with the Council‟s strategic framework and
the Asset Management Plan (AMP) for the period 2014/15 to 2016/17,
considering options for the utilisation of the Council‟s assets to ensure they
provide value for money and represent an efficient use of the Council‟s
assets. Consider options and proposals for assets that could generate
efficiencies or a return to the Council. No significant income streams or
savings have been factored in to the 2015/16 budget or forward projections at
this time. As business cases are prepared, these will be brought forward for
approval and the financial impact factored into the future financial projections.
4.2.4
Shared Services/Selling Services – Identifying opportunities for creating
efficiencies through sharing services that can deliver realistic and achievable
benefits and the wider selling of services via Coastshare and legal services.
The budget for 2015/16 includes a net additional income of £40,000 in
relation to the provision of legal services to another authority which
commenced during 2014.
4.2.5
Property Investment - Consider opportunities for direct or indirect investment
in properties to achieve an income stream or improved return on investment.
For example, whether as part of the treasury management transactions or as
a capital investment as the Local Investment Strategy. The budget for
2015/16 and forward projections reflect a revised forecast of the investment
income including the Local Investment Strategy of in the region of £94,000.
4.3
Efficiency Savings – other efficiencies will continue to be identified through
the regular budget monitoring process and annual budget process where
there is little or no impact on service delivery. Given the annual challenge and
consideration of budgets and savings proposals, this does limit the scope for
future budget savings and efficiencies to be identified in this way. A schedule
of the savings that have been factored into the 2015/16 base budget from this
annual exercise is included at Appendix C. The main savings are from a
review of a number of corporate budget headings across all services including
professional fees, training, overtime and travel budgets where the budgets
are historically underspent. The following provides comments on the main
corporate savings:



Training - £19,000 - This is an area which traditionally under spends, with
inconsistencies across Service Areas. A review of both the Corporate and
individual Service areas training budgets was undertaken with a view to
tackling these inconsistencies which would release an ongoing saving
whilst still maintaining adequate Corporate and Service area training
budgets going forward.
Travel £25,000 - Following a review, a number of small savings have
been identified across the council, also allowing for the reallocation of
some of the budgets between services.
Overtime - £7,000. Historically actual overtime incurred has exceeded the
budget set. Not all services budget separately for overtime, but most
service will incur overtime costs. The savings proposal recommends
some reduction to the overtime budget for 2015/16 pending further
detailed work of the reasons for the level of overtime incurred and
62

whether alternative processes or methods of working can be used. Where
overtime is required for an emergency, then consideration can be given to
funding such costs from the general reserve.
Professional Fees - £10,000 – A review of this budget heading identified a
number of underspends historically, should there be a need for one-off
items then use of the general/earmarked reserves can be considered as
opposed to budgeting annually and not utilising in full.
4.4
Other service savings included from 2015/16 onwards include a saving of
£76,000 from removing four vacant posts from the establishment. These have
been vacant for some time and have therefore now been put forward as a
saving. In addition an annual budget for recycling initiatives has been
maintained within the base budget, however it is not always required in full. It
is therefore proposed that this is reduced by £25,000 from 2015/16 onwards
and any initiatives will be run on a project basis and funded from the general
or earmarked reserves as applicable.
4.5
Business Transformation – As members will be aware through the regular
updates to Cabinet and Scrutiny, the overall Business Transformation is
anticipated to deliver savings from the implementation of new technology and
changes in service access and delivery over a number of years. The project is
in progress and the business cases for some of the themes, for example,
unified communications and web infrastructure projects have been approved.
The longer term timescales for the project anticipate savings of £144,000 will
be delivered from 2016/17, increasing to £271,000 from 2017/18 and
£375,000 from 2018/19 onwards. These forecast savings have now been
included as a line in the future financial projections, the detail and the
allocation to services is yet to be completed and therefore at this stage
remain high level projections.
4.6
Where applicable the level of savings to be achieved from the workstreams
have been profiled accordingly, for example only a part year saving has been
factored into the budget for 2015/16 with a full year saving from 2016/17. The
total of savings/additional income that has been factored into the budget for
2015/16 is £222,000; this will increase to £250,000 from 2016/17 onwards.
5
Revenue Account Base Budget
5.1
The detail of the revenue budget now presented for approval is included
within Appendices A and B. Appendix A shows the overall position in the form
of the General Fund Summary. Further detail on the individual service
budgets is included at Appendix B which shows the movement of the 2015/16
budget compared to the base budget for 2014/15 as set in February 2014
along with comments of the more significant variances.
5.2
No growth bids were invited for revenue expenditure in 2015/16. Capital bids
were invited, although these were limited to those which addressed health
and safety issues, computer system upgrades and enhancements that will
deliver efficiency savings, together with Invest to Save projects that support
the delivery of the Corporate Plan actions and projects which are supported
by third party contributions. The capital programme is discussed in detail at
section 8 which includes both an update to the current capital programme
along with new capital schemes.
63
5.3
The revenue budget for 2015/16 makes a number of assumptions, the more
significant ones are as follows:
5.3.1. Council Tax – The budget assumes a Council Tax freeze for the district
element of Council Tax in 2015/16 and that the tax freeze grant as detailed at
2.7 is received. No future assumptions have been made around annual
council tax increases. This means that the district element of the council tax
remains at £138.87 for 2015/16. There are still 10 parish precepts for 2015/16
yet to be received, although these will not impact on the district council tax
element. The final figure for the parish precepts will therefore be included in
the Council Tax report to Full Council later in the month.
5.3.2. Employee budgets – The budget assumes a 1% pay award for 2015/16,
although a local agreement on pay has yet to be agreed. As a guide a 0.5%
sensitivity to the pay award equates to approximately £45,000 per annum. An
allowance has been made to reflect vacancy savings of 2% as in previous
years and where annual increments are due these have continued to be
factored into the budget. The employer pension contribution rates for the
2015/16 and 2016/17 are based upon the results of the tri-ennial valuation of
the pension fund as at 31 March 2013. For 2015/16, the contribution rate will
remain unchanged at 14.5% of the payroll plus an additional monetary
contribution. These assumptions have been included in the 2015/16 budget
and forward projections. The next pension fund valuation is due on 31 March
2016 to take effect from April 2017 and the contribution rate and fixed
payment will be adjusted at that point depending on the scheme‟s position as
at 31 March 2016. The financial projections will be updated for any changes
following the results of this valuation.
As part of Government reforms, from April 2016 a new Single Tier State
Pension Scheme will be introduced. Currently employees can give up
entitlement to what is known as the additional State Pension, in return for a
broadly similar occupational pension and payment of a lower National
Insurance (NI) rate for both the employer and employee. This is called
“contracting out” and currently the employee pays Class 1 NICs on relevant
earnings at a rate reduced by 1.4%. The employer rate for secondary
contributions is reduced by 3.4%. The additional State Pension will end in
2016 when the Single Tier State Pension is implemented. This means
contracting out will also end at that point and all employees and employers
will pay the same rate of Class 1 National Insurance. This equates to
additional expenditure of £112,000 per annum from April 2016.
5.3.3. Fees and Charges – The fees and charges for 2015/16 were approved by Full
Council in December 2014, the financial impact of these have been factored
into the budget for 2015/16.
5.3.4. Contract inflation – The most significant of the Council‟s contracts is the
waste contract. The new contractor prices have been included in the 2015/16
budget for all waste, cleansing and grounds maintenance services as per the
tendered contract.
5.3.5. Investment income – A total of £426,390 is anticipated for 2015/16. This
includes income derived from the Local Investment Strategy. The primary
concern for the Council is the security of the sums invested and this remains
the main consideration when selecting counterparties. The average
investment rate anticipated in the forward year is 2.2% compared with 1.40%
64
for the current estimates for 2014/15. The income budget assumes the
investment portfolio is invested with counterparties and financial institutions
as set out in the Treasury strategy, in call accounts and term deposits, and
that existing deposits will continue to their maturity date. It also takes account
of the £5 million in pooled property funds. Further details of the Council‟s
investment strategy are set out in the Treasury Management Strategy
Statement and Investment Strategy 2015/16 to 2017/18 which appears
elsewhere on this agenda.
5.3.6. Big Society Fund/Second Homes Funding – The budget assumes the
continuation of the Big Society Fund and related costs and grant scheme,
funded by the second homes income which is returned to the districts.
Although these have been revised down in line with the reduction of the
County share of the second funding that is returned to the districts (25% of
the discretionary element compared to 50% in previous years).
5.4
The General Fund Summary presented at Appendix A shows a balanced
budget for 2015/16 and is summarised in Table 4 with the equivalent figures
from the 2014/15 budget.
Table 4 – Variance of 2014/15 to 2015/16
Base Budget
2014/15 Base
Budget
£
2015/16 Base
Budget
£
Variance
Net cost of services (incl. Parishes)
22,195,960
19,536,287
(2,659,673)
Non service expenditure/ income
(7,803,086)
(5,520,187)
2,282,899
Net budget requirement
14,392,874
14,016,100
(376,774)
Local Taxpayers - Parishes
(1,635,884)
(1,716,441)
(80,557)
Local Taxpayers - District Council
Revenue Support Grant & Retained Business
Rates
Council Tax Freeze Grant one off (14/15)
(5,205,386)
(5,307,071)
(101,685)
(6,216,433)
(5,713,254)
503,179
(57,969)
(57,912)
57
New Homes Bonus
(1,277,202)
(1,683,846)
(406,644)
(14,392,874)
(14,478,524)
(85,650)
0
(462,424)
(462,424)
Funded by:
Total Income
(Surplus)/ Deficit
5.5
Non-Service Expenditure and Income includes the adjustments for notional
items that are required to be charged within Net Cost of Services, for
example, International Accounting Standard 19 (IAS19) pension costs and
capital charges.
5.6
Appendix B shows the detail of the service movements for each of the eight
service areas. Table 5 provides a summary of the main movements in Net
Cost of Services across the standard expenditure headings, with notional
charges being shown separately.
65
Table 5 - Variance 2014/15 to 2015/16 Base Budgets (excl. notional charges)
2014/15 Base 2015/16 Base
Budget
Budget
Variance
Percentage
Movement
Employees/Support Services
£
9,833,173
£
10,046,717
£
213,544
Premises
3,049,682
2,453,945
(595,737)
-19.5%
Transport
316,116
295,045
(21,071)
-6.7%
Supplies & Services
10,123,547
9,017,406
(1,106,141)
-10.9%
Transfer Payments
27,886,386
22,866,376
(5,020,010)
-18.0%
(38,082,616)
(32,200,524)
5,882,092
-15.4%
13,126,288
12,478,965
(647,323)
-4.9%
2,135,334
2,096,742
(38,592)
-1.8%
(265,787)
(289,815)
(24,028)
9.0%
5,564,241
3,533,954
(2,030,287)
-36.5%
7,433,788
5,340,881
(2,092,907)
-28.2%
20,560,076
17,819,846
(2,740,230)
-13.3%
Income (External)
Total Direct Costs and Income
%
2.2%
Notional Charges:
Capital Charges
IAS19 Notional Charges
2
2
Reffcus
Total Notional Charges
Total Net Costs
2
5.7
The significant movement in relation to transfer payments is due to the
increase in housing benefit payments, although these have been offset by
housing subsidy receivable from the Department for Work and Pensions.
Other significant movements within the income line are mainly in relation to
the second homes funding for which the return of funding has been reduced
in 2015/16 compared to 2014/15.
5.8
This report recommends that the surplus of £463,424 for 2015/16 be
allocated £260,000 to the general reserve to be used to mitigate the deficit in
2016/17 and the balance to the restructuring/Invest to save reserve to fund
one-off costs in relation to future restructurings and project implementation
costs that will deliver future efficiencies and savings.
6
Council Tax 2014/15
6.1
Table 6 below summarises how the budget for 2015/16 will be financed and
the District‟s net call on the Collection Fund for 2015/16. These figures
assume a council tax freeze in the District element of the Council Tax for
2015/16, the Council tax summary is included at Appendix D.
International Accounting Standard 19 entries to the accounts are required in relation to postemployment benefits for example retirement benefits. The standard requires that the cost of
providing employee benefits should be recognised in the period in which the benefit is earned
by the employee, rather than when it is paid or paid.
Revenue expenditure funded from capital under statute - represents expenditure that may be
capitalised under statutory provisions but which do not result in the creation of tangible
assets.
2
66
Table 6 – Council Tax Summary 2015/16
Total District amount to be met from Government Grant & Local
Taxation
£
12,299,659
Less:
Settlement Funding Assessment
(5,713,254)
New Homes Bonus
(1,683,846)
Council Tax Freeze Grant 2015/16
(57,912)
District call on Collection Fund – excluding Parish Precepts
Surplus
(5,307,071)
(462,424)
6.2
A Council Tax Base of 37,274 Band D equivalent properties was approved by
Full Council on 17 December 2014. Based on this figure, and with no
increase to the Net District Council Tax level, a Band D property would
continue to be £138.87 for 2015/16.
7
Reserves
7.1
The current position and forecast on the General and Earmarked Reserves is
attached at Appendix E. The statement provides the latest proposals for use
of reserves in the current financial year along with the budgeted movements
in 2015/16, and proposed movements in the following three financial years.
The current recommended balance on the general reserve is £1.75 million.
7.2
There are three main reasons for holding reserves:



To provide a working balance to help cushion the impact of uneven
cash flows and avoid unnecessary temporary borrowing – this forms
part of the General Fund Reserve
A contingency to cushion the impact of unexpected events or
emergencies – this also forms part of the General Reserve
As a means of building up funds, referred to as earmarked reserves,
to meet known or predicted requirements. Earmarked reserves are
accounted for separately but remain legally part of the General Fund.
The title of the earmarked reserve generally reflects the purpose for
which the balance is being maintained.
7.3
As part of putting the budget together for 2015/16 all reserves have been
reviewed along with the current balances. Where balances are no longer
required or an allocation can be maintained within the General Reserve for
such purposes, it is recommended that balances be reallocated to the
General Reserve or another earmarked reserve as appropriate.
7.4
The report is recommending that the surplus in the year is allocated to the
general reserve and restructuring/invest to save reserves as detailed at 5.8.
The balance on the general reserve at 1 April 2015 is forecast to be
£1.8million, allowing for the transfer to the general reserve of part of the
2015/16 surplus, this will increase the balance to £2million which will be used
to reduced the forecast deficit in 2016/17.
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7.5
A comprehensive statement about the adequacy of the reserves and
recommended balance will be included within the Chief Financial Officer‟s
report, which forms part of the annual Council Tax and Budget report to Full
Council in February.
8
Capital
8.1
The revised capital programme for the current year was reported to Members
as part of the Period 6 budget monitoring report in November 2014, which
also included amendments to the current capital programme in relation to the
Pier roof and public conveniences and the Sheringham West prom Café. The
programme has also been updated following subsequent reports and
approvals, namely the Market Street, North Walsham (November 2014) and
the Website Integration project (January 2015). This programme has since
been updated for items of slippage identified for 2014/15; together with a
number of amendments in relation to projects that are required to be
capitalised by the nature of the works being undertaken. The revised capital
programme for 2014/15 is now shown, together with the updated capital
programmes for the financial years 2015/16 and 2016/17, at Appendix F,
before taking account of the new capital bids which are detailed later in the
report.
8.2
Current Capital Programme
8.2.1
A further six schemes have now been included within the current capital
programme which relate specifically to works that have and are being
undertaken as a result of the storm surge in December 2013. Originally the
cost of these schemes were included within the Revenue Budget, but due to
the type of works being undertaken, they are required to be capitalised as
they relate to refurbishment of a number of NNDC owned assets, which will
increase the useful life of these assets for a period of in excess of one year.
In the main the full cost of these works are either to be funded from insurance
claims, or where there are excesses to be paid, from previously agreed use of
the General Fund Reserve, by means of a Revenue Contribution to Capital
Outlay (RCCO). The following outlines the schemes:
8.2.2
Mundesley Café – Storm Surge Works – The café on the promenade at
Mundesley suffered significant damage as a result of the storm surge. A
budget of £75,000 has therefore been established within the capital
programme, to be financed in full from claims made against insurance for
the property.
8.2.3
Mundesley Public Convenience – Storm Surge Works – The public
convenience attached to the café at Mundesely also required significant
works as a result of the storm surge. The budget requirement for this
scheme is £50,000, with £46,000 to be funded from an insurance claim
and the balance of £4,000 being covered by an RCCO from the Revenue
Account. This £4,000 had already been included within the Revenue
Account as a transfer from the General Fund Reserve.
8.2.4
Cromer Pier Restaurant and Shop – Storm Surge Works – The restaurant
and shop on Cromer Pier have been subject to remedial works as a result
of the storm surge. The total cost of the works is £200,000 and this is to
be financed in full from claims made against insurance.
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8.2.5
Chalet Rebuilding – Storm Surge Works – During the storm surge a
number of chalets were lost in their entirety or they were severely
damaged. This scheme, with a total budget of £160,000 sought to rebuild
and refurbish a number of those properties, and is to be funded in part by
insurance claims, and the remainder by means of an RCCO . The RCCO
represents the insurance excesses payable for each chalet, with these
monies being made available from the previously agreed use of the
General Fund Reserve.
8.2.6
Cromer Pier Decking – Storm Surge Works – The Pier was damaged
during the storm, resulting in the need to replace a significant area of the
decking. The scheme is to cost a total of £250,000 which is fully covered
by insurance claims.
8.2.7
Sheringham West Prom Café – Storm Surge Works – As with Mundesley,
the Café on the West Prom at Sheringham was severely damaged during
the storm. The works relating to the damage to the structure itself, which
are projected to amount to approximately £92,000, are covered by monies
due to the Council as part of an insurance claim. In addition to, and
because of these works, it has been identified that there is a requirement
for a tank to be introduced to the Prom in order to deal with grey water
from the Café. The capital cost of this tank is budgeted at £28,000, but
this cost cannot be recovered as part of the insurance claim in relation to
this property. As a result the additional expenditure was considered for
approval at the November Cabinet meeting, where upon it was agreed
that the additional £28,000 be included within the Capital Programme to
be financed from Capital Receipts.
8.2.8
On top of the projects identified above, there is one further scheme which
needs to be considered as part of the Capital Programme following
correspondence received from the Department for the Environment, Food
and Rural Affairs (DEFRA).
8.2.9
Repair and Renew Grant – This grant is intended to provide flood
resilience measures to householders and businesses that were affected
by the floods experienced in the winter of 2013/14. Monies paid out by
the Council to individuals or businesses are being reclaimed from DEFRA
on a quarterly basis, by means of a capital grant. Although this scheme
will be accounted for within the capital programme, the actual scheme
value is not known and will be dependent upon the applications that the
Council receives and subsequently pays out. On that basis, the Repairs
and Renewals Grants – Flood Protection Works project has been included
on the capital programme, but no monetary values have been assigned to
the agreed budgets for 2014/15.
8.3
8.3.1
Capital Scheme Slippage
With regard to the Capital Programme the only other changes to the
current capital budget have been made in relation to the profiling of
expenditure between financial years for the following schemes. This is to
reflect more accurately when expenditure is now anticipated to be
incurred, although it should be noted that neither the schemes budgets, or
the sources of financing, for any of these schemes have been changed.
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8.3.2
Disabled Facilities Grants (DFG’s) – The payment of grants for the
provision of disabled adaptations is continuing, but it is not anticipated
that all of the available budget will be spent before the end of the financial
year. From 2015/16, the provision of DFG monies to the Council will
transfer from the Department for Communities and Local Government
(DCLG) to the Department for Health. Although the detail of how this will
impact on the Council has not been confirmed, the 2015/16 and 2016/17
capital programmes have assumed that an equivalent level of funding to
that received in 2014/15 will be forthcoming.
8.3.3
In the future it is anticipated that the annual expenditure on DFG‟s will
amount to approximately £500,000 and as such the £793,220 slippage
identified from 2014/15 will be reallocated alongside the existing 2015/16
budget to provide the following forward budgets for 2015/16 through to
2017/18.
2015/16 - £500,000
2016/17 - £500,000
2017/18 - £1,054,890
8.3.4
The budget of £1,054,890 for 2017/18 reflects the carry forward of
previously agreed use of the Council‟s own resources, which have been
slipped due to the availability of Disabled Facilities Grant funding for prior
years, and a general reduction in annual funding for this type of grant.
This budget may be reallocated into future years once confirmation has
been received of how the existing grant system will change.
8.3.5
Housing Loans to Registered Providers – Although negotiations have
been ongoing with Broadland Housing Association concerning the
Housing Loan, it is unlikely that the actual payment of the capital sum will
be made until the new financial year. As such slippage is requested of
the full £3,500,000 budget into the 2015/16 financial year.
8.3.6
Cromer Pier Structural Works – Following the damage incurred as a result
of the storm surge, works on this capital scheme have not been
progressed as originally anticipated.
Slippage has therefore been
requested for the remaining budget of £115,949 to be moved to the new
financial year.
8.3.7
Cromer Pier and West Prom Refurbishment – This scheme is being
progressed in the current financial year, but the existing budget is unlikely
to be fully spent by 31st March. A total of £100,000 has therefore been
requested to be slipped into the 2015/16 financial year.
8.3.8
Refurbishment Works to Seaside Shelters - Whilst works have continued
in the current financial year, due to workloads as a result of the storm
surge, this scheme has not progressed as quickly as originally
anticipated. As a result it is expected that approximately £72,000 of
expenditure will need to be slipped into the new financial year.
8.3.9
Cromer Coast Protection Scheme 982 and SEA – This scheme, funded
by the Environment Agency, is currently progressing, although the
remaining budget of £8,729,299 is unlikely to be fully spent by the 31st
March 2015. Expenditure projection profiles show the potential for
70
slippage of £4,900,000 into the 2015/16 financial year, and approval is
therefore sought for this sum to be carried forward to the new year.
8.3.10
North Lodge Park – This scheme is still on hold pending the outcome of
negotiations with Cromer Town Council. No expenditure is likely to be
incurred in the current financial year, so the balance of £196,268 is
requested for slippage into 2015/16.
8.3.11
E-Financials Financial Management System Software Upgrade – Whilst it
is anticipated that this scheme will be fully spent as options are currently
being considered, this is unlikely to happen in the current financial year.
As such the remaining balance of budget of £11,494 is requested to the
slipped into the new financial year.
8.3.12
Planning Probass 4 – Work on this project is scheduled to commence in
February 2015 to be completed in the new financial year, therefore this
report requests that £16,390 is slipped to 2015/16.
8.3.13
Planning System – The progress of this project needs to be given further
consideration in light of the Business Transformation programme and
therefore is not expected to commence until 2015/16.
8.3.14
In addition to this the appendix has also been updated to reflect the formal
offer letter received from the Marine Management Organisation (MMO) in
relation to the Sheringham West Gangway Scheme. Although this does
not change the £40,000 required from NNDC resources, it does increase
the external grant funding available by a further £21,737. The total
scheme budget is now identified as being £136,737, with £40,000 coming
from capital receipts, and £96,737 of external grant funding being split
equally between the MMO and the European Fisheries Fund.
8.3.15
The following table provides a summary of the scheme amendments and
slippage detailed above, this report is recommending the re-profiling of
capital budgets from the current financial year of £9,765,321.
Table 7 - Capital Expenditure Summary 2015/16 Onwards
2014/15
2015/16
2016/17
2017/18
£
£
£
£
Previously Approved Capital Programme
18,334,965
1,012,578
2,617,046
0
720,169
23,046
0
0
(9,765,321)
8,676,477
33,954
1,054,890
9,289,813
9,712,101
2,651,000
1,054,890
Adjustments in Year
Slippage
Revised Capital Programme
8.4
8.4.1
New Capital Schemes
In addition to the existing capital programme amendments, approval is
also being sought for a number of new capital projects as identified in
Appendix G. As part of the budget process bids for new capital projects
were submitted by officers which fell into the following categories:
a) Health and safety issues;
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b) System upgrades/enhancements that will deliver efficiency
savings;
c) Invest to save projects;
d) Projects that are externally funding for example grants, other
external contributions which require any match funding.
8.4.2
8.5
The following section outline the bids that the report is recommending for
approval within the capital programme from 2015/16 to 2018/19.
Asset Related Bids
8.5.1
Holt Country Park and Wells Public Convenience Development Options –
As part of the Asset Commercialisation theme within the Financial
Strategy it has been proposed that development options studies be
carried out on the above sites. The studies will provide an opportunity to
review the current facilities and future opportunities for these assets in
order to generate a return for the Council. Whilst the anticipated study
costs of £10,000 would need to be funded from revenue in the first
instance, i.e. the Invest to Save Reserve, the recommendations arising
from the study together with detailed capital proposals will be required
prior to future capital schemes being approved and budgets established.
8.5.2
Asset Management Plan (AMP) – The updated Asset Management Plan
was approved by Cabinet in May 2014. The plan contained a summary of
the budget forecasts for the next 5 years in relation to capital and revenue
expenditure. This bid reflects the capital requirements identified within the
plan, which have not already been subject to capital approvals, or a
separate capital bid process. The total requiring funding for the capital bid
for the AMP amounts to £1,509,882, with individual properties and works
to be undertaken being identified within Appendix G1. Ahead of
commencement of the more significant works, further information is
required in order to support this scheme, together with a full cost benefit
analysis and options for the works to assist in the decision making
process.
8.5.3
Cromer West Promenade Infrastructure Regeneration – This scheme
seeks to consolidate the refurbishment and regeneration of the Cromer
West Prom following the storm surge in December 2013. The storm
caused significant damage to the Prom and some funding has already
been identified for the regeneration of the area from a number of different
sources; £189,253 being available from a previously agreed capital
scheme, £200,000 from FLAG where the scheme has received an „offer in
principle‟, and an estimated £200,000 as the result of an insurance claim
in relation to the storm damage for the chalets and public convenience on
the Prom.
8.5.4
In addition to this the storm also caused damage to the existing lighting
columns and electricity supplies along the Cromer Promenade and this
bid seeks to improve the existing lighting and also the a new foul water
drainage system in order to service those tenants along the Melbourne
Slope. The anticipated budget requirement for these elements of the
regeneration scheme is a further £215,000, which would need to be
funded from NNDC resources. The total value of the infrastructure
regeneration scheme amounts to £804,253.
72
8.5.5
Car Park Refurbishment – A capital bid of £60,000 has been submitted for
approval which would be used to resurface a number of the Council‟s car
parks, in particular, High Street - Stalham, Staithe Street - Wells and the
Limes and Staithe Street - Fakenham. Resurfacing works will improve
these facilities from which the Council receives a significant income, as
well as allowing revenue repair budgets to be spent on maintaining
existing facilities. The total cost of these works is estimated at £60,000.
8.5.6
Fakenham Connect and Cromer Office Works – Department for Work and
Pensions (DWP) – Initial discussions have been held with the DWP in
relation to the potential for sharing office space at both Fakenham
Connect and the main Cromer Council offices. Remodelling works
approximating £126,000 would be required, of which a total of £116,000
would be funded by the DWP over the lifetime of the lease by means of a
service charge, although the initial upfront funding of the works would
need to come from NNDC resources, i.e. capital receipts. This scheme
would lead to new income streams for the Council, and would result in the
improvement of NNDC owned assets. However, the scheme will only be
progressed subject to confirmation that the DWP will be renting the
accommodation from the Council.
8.6
IT / Customer Service Related Bids
8.6.1
Server Replacement – The Council is committed to a program of
Business Transformation, and as a result there is a requirement for higher
capacity and better performance IT servers to be used to implement
resulting new systems. This scheme, for a total of £100,000, seeks to
replace servers and renew the Vmware software which allows the
creation and maintenance of virtual servers.
8.6.2
GIS / Web Base Solution – This scheme seeks progression to a GIS and
web based mapping function, and is essential as the existing GIS solution
will not continue to be supported in the future. The cost of this scheme is
£20,000 and this has been supported for inclusion within the capital
programme for 2015/16.
8.6.3
Recording and Audio Equipment – This bid for £20,000, looks to install
equipment capable of recording council meetings within the Council
Chamber and other meeting rooms, together with the upgrade of the
existing audio equipment.
8.7
Development Management Related Bids
8.7.1
Scanning of Documents – There is a scheme within the existing capital
programme for the Scanning of Planning documents, which will enhance
the utilisation of the current system. Initial enquiries into costs have
identified that in addition to the current budget of £60,000, a further
£40,000 will be required in order to scan all existing Planning records
currently held at an external storage facility.
8.7.2
Upgrades to Accolade and Idox – Upgrades to both of these main
systems used within the Planning Department are anticipated within the
next financial year. In addition to this there are also likely to be further
73
support requirements from both suppliers in order to facilitate the
implementation of the Business Transformation Strategy. The anticipated
cost of these works is £25,000.
8.8
Economic and Community Development Related Bids
8.8.1
Ostend Targeted Rock Replacement and Coastal Adaptation – The
Ostend coastal frontage is susceptible to coastal erosion and the storm
surge in December 2013 initiated a period of coastal change, putting
homes at risk. This work, as part of the adopted Shoreline Management
Plan seeks to provide 60m of rock sill at Ostend and Walcott in order to
limit cliff toe erosion. The cost of these works is anticipated as being
£55,000, although Cabinet have requested confirmation that other bids
are being placed for further external funding in order to extend this
scheme.
8.8.2
Steps (Trafalgar Court Beach Access) – A total bid of £150,000 has been
requested to provide for the reinstatement of a permanent access route
from Trafalgar Court down to the Beach at Mundesley. An external report
has been commissioned by the Council which gave a number of options
for the reinstatement, and discussions have been held with the Parish
Council concerning the contributions that they may be willing to make
towards this scheme. For the purpose of this exercise it has been
assumed a contribution of £50,000 would be forthcoming from the Parish
Council, the commencement of the project will be subject to agreeing the
external funding contribution.
8.8.3
Egmere Business Zone – A report was taken to Cabinet in October 2014,
which outlined a proposal to open an area of land within the Egmere Local
Development Order, in order to promote opportunities for businesses
seeking to invest in this part of the district. The capital bid of £1,500,000
looks to provide a new industrial estate road and utility services which
would then allow access to an area of land identified for future
development. Although this is a significant scheme no funding is being
sought from NNDC resources. Funding bids have been made of £1
million to the Coastal Communities Fund, and a further £500,000 is being
included within a bid to the New Anglia LEP.
8.8.4
Resolution of Surface Water Drainage Constraint to Former General
Trailers Site, North Walsham – This scheme seeks a resolution to the
issue of surface water on the former general trailer site, which is currently
preventing investment opportunities in a prominent employment area
within the District. Although the budget requirement has been identified at
£150,000, no funding is required from NNDC resources, as there is to be
a funding bid of the same value to the New Anglia LEP Business Rates
Pool mechanism.
8.9
8.9.1
Environmental Services Related Bids
Wheeled Bins (Kier) – The Council has recently altered the recycling
collection service, collecting glass at the kerbside and withdrawing the
glass bank collection service provided through the main Kier waste and
recycling contact. A capital bid of £65,000 is recommended for approval in
order to facilitate the purchase of the bins which are now redundant for
74
the contract, but would allow them to be utilised elsewhere within the
district.
8.9.2
Wheeled Bins – In addition to the purchase of redundant wheeled bins
from Kier there is also a requirement to purchase new bins for use by new
households, as well as for customers who wish to change the size of the
bin that they use. This capital bid of £40,000 looks to provide for new and
replacement bins in order to fulfil this requirement.
8.10
The total of the estimated project costs associated with these capital bids is
£5,068,503. It is likely to be spent in the following time periods; £3,293,503 in
2015/16, £975,000 in 2016/17, £380,500 in 2017/18, £339,500 for 2018/19
and £80,000 for 2019/20. Of this total the sum of £2,776,871 may be
receivable from external sources, or from previously agreed capital schemes,
which leaves a further £2,291,632 of new monies to be funded from the
Councils own capital resources from capital receipts and internal borrowing.
8.11
Should the external funding for those schemes identified not be realised as
anticipated, this will prevent the schemes being carried out, as external
funding sources and bids are confirmed, the project status will be reported to
Members accordingly.
8.12
Once approval for these new capital bids have been received the capital
programme will be amended to reflect these changes. The certainty of new
capital receipts will be monitored as part of the on-going budget monitoring
process, and where applicable recommendations will be made to amend the
capital programme and it‟s financing.
8.13
Capital Programme Funding
8.13.1
There are a number of sources of funding available to fund the capital
expenditure. The following outlines those which are available to the
Council:
a) External Contributions or Grants – e.g. the Environment Agency (EA) and
other third party contributors.
b) Reserves – Available capital and revenue reserves can be used to fund
capital expenditure, e.g. Capital Projects Reserve. Following the LSVT in
2006, the Council receives a share of the Victory Housing Trust VAT
shelter receipts. These receipts are current going into the Capital
Projects Reserve to be used for funding capital projects.
c) Capital Receipts – Capital receipts are generated from asset disposals
and can only be used to fund capital expenditure or to repay debt. The
latter is not applicable at the moment, as the Council is currently debt
free.
d) Borrowing – Under the Prudential Framework the Council is able to fund
expenditure from borrowing provided that they can demonstrate
affordability and need. Whilst the Council maintains a level of capital
receipts, the need to borrow cannot be demonstrated. However, following
approval of the Housing Loans to Registered Providers capital scheme in
last year, and the potential capital approvals identified in paragraphs 8.4
75
to 8.9, it is possible that in the new financial year the Council may need to
enter into prudential borrowing, and this has been reflected in the
Prudential Indicators and MRP statement for 2015/16, which is included
as Appendix H to this report.
9
Future Projections 2016/17 to 2018/19
9.1
As mentioned within the report the provisional Local Government Finance
Settlement announcement is for one year only. The forecast financial
projections included at Appendix A makes assumptions around spending
forecasts and future levels of funding for the following three year period
2016/17 to 2018/19. This shows a current forecast budget gap of £265k in
2016/17, increasing to £1 million in 2017/18 and £1.2 million in 2018/19.
9.2
The financial strategy report presented to Members in September 2014
highlighted a number of work streams and projects to be carried out over the
period of the strategy that would help to deliver future savings and additional
income.
9.3
These work streams will be continuing and will be used to inform the updated
financial strategy and financial projections that will be completed in 2015/16.
10
Financial Implications and Risks
10.1
The overall budget for 2015/16 is balanced and delivers a surplus of £462k,
which subject to approval will be transferred to the restructuring/invest to save
save. The recommended level of the General Reserve is currently £1.75
million, the detail of the report highlights why this reserve is forecast to be
maintained at or below this level for the four year period 2015/16 to 208/19.
10.2
The following outlines the main risks faced by the authority in the medium to
long term and not only in relation to the 2015/16 budget.
10.3
Future Funding – The provisional Local Government Finance Settlement
confirms that Local Government will continue to face funding reductions for
the period of the financial forecasts. The provisional settlement figures
confirm the continued shift from Revenue Support Grant to Baseline Funding,
(retained business rates) and overall reductions between financial years of
just over £821,000. The financial planning process has taken account of this
change, however the future funding gaps still remain a risk. The provisional
settlement is for one year only.
10.4
Revenue Support Grant (RSG) – The forward projections assume that RSG
will reduce year on year by approximately 30%. However should there be a
greater reduction and a drive for „financial self-sufficiency‟ for Local
Authorities whereby the financing is from local sources only, i.e. council tax
and business rates, this will increase the forecast deficits by 2018/19 by
£754,000.
10.5
New Homes Bonus (NHB) – The provisional settlement confirmed the
allocation of the 2015/16 New Homes Bonus. The forecasts assume that the
New Homes Bonus will continue to be received for the length of the
projections. However there still remains a risk regarding the future funding
available from the NHB. It is included in the Governments assessment of
Revenue Spending Power and has been accounted for in the Council‟s base
76
budget funding. Previous consultations around the top slicing of the bonus
have been made, and whilst not implemented for Local Authorities outside of
London the future of the NHB post the general elections in May 2015 is not
confirmed. To mitigate the risk of future changes, the 2015/16 budget and
future projections assume that 25% will be earmarked in a reserve.
10.6
Business Rates – Changes to the funding system that were introduced in
2013/14 included the local retention of business rates. This introduced a new
risk to the funding for Local authorities from 2013/14 in that 50% of income
from business rates would be retained locally (split with the County Council),
and the remaining 50% being paid over to Central Government. Within this
revised approach there are a number of inherent risks which are now borne
locally rather than across a national pool. For example, economic downturn
leading to business closures and reducing the income from business rates,
reduced income from rateable value appeals, including the impact of back
dated appeals, reduced income as schools transfer to academy status. The
Council holds an earmarked reserve that can be used to mitigate the impact
of fluctuations in business rate income and also the impact on the in-year
fluctuations compared to the level budgeted. Further measures announced
within the Autumn Statement and detailed earlier in the report, continue to
present a risk to Local Authorities, albeit some of this risk is mitigated by the
section 31 grant announced within the LGFS. A further risk in relation to the
income retained from the business rates retention system is the review that
the Government announced as part of the Autumn statement of the future
structure of business rates which will be reported by the Budget 2016. It is
anticipated that the review will be fiscally neutral in that the amount of income
collected through business rates will remain the same, however due to the
significant proportion of small business hereditaments within the district,
depending on the outcome of the review this could have a negative impact on
the districts share of the income.
10.7
Savings – Details of the savings that have been factored into the 2015/16
budget and future projections are included within the detail of the report.
Delivery of the savings at the levels budgeted is vital to delivery of the overall
budget and future financial position. Where applicable the timing of the
delivery of savings have been taken into account and a full year amount has
not been assumed until 2016/17. It is critical that the delivery of these savings
is closely monitored by CLT and Cabinet as part of the on-going budget
monitoring process.
10.8
Income – Income from a number of demand led services remains a financial
risk that cannot be fully influenced by the Council. Whilst estimates have been
based on previous actuals and knowledge of the service delivery, income
levels need to be closely monitored, for example for planning and car park
income. It is for reasons such as this that a factor in determining the
recommended general reserve balance includes an amount for the more
significant demand led income budgets.
10.9
Investment Returns – Interest rates continue to be low and the delivery of
investment returns is problematic with the choice of counterparty and period
of exposure needing to be weighed on a daily basis in line with the treasury
management strategy. Sound principles underpinned by professional
guidance from treasury management advisors allows for a cautious but not
complacent approach to investment returns. These returns still provide
support to the revenue budget and changes in economic forecasts, money
77
markets and the stock market, as well as the government‟s triple A rating can
all impact on these returns.
10.10 Second Homes – The budget for 2015/16 and the projections for the
following two years assume that Norfolk County Council continue to return an
element of their share of the second homes council tax to the districts for
2015/16 to 2017/18 albeit at approximately half the level received I previous
years. The return of an element of the second homes council tax from the
County to the districts is subject to annual approval by the County. This is
returned to the districts for community related expenditure and has been used
to fund the Council‟s Big Society Fund (BSF) Grant scheme and related
expenditure.
10.11 Holiday Pay and Overtime – There has been a recent holiday pay and
overtime case in relation to whether „non-guaranteed overtime‟ should count
towards holiday pay. Officers are currently looking at the implications of this
and whether there are any financial implications for the Council. At this time
no budget has been allocated for this and therefore there still remains as a
potential financial risk.
10.12 Repair and Renew Grant Scheme – The Council is administering the
Government‟s repair and renew grant scheme that was launched following
the flooding that occurred in 2013/14. The original deadline for submitting
reimbursement claims to Defra was 31 March 2015. This has been flagged as
a risk previously in that the reimbursement of funds is predicated on the
works having been completed by the homeowners and businesses and grants
paid by NNDC ahead of this date. There has been delays in paying over
grants due to the high demand of the relatively specialist nature of the work
by a small number of local suppliers and therefore works not yet complete. An
extension to the deadlines for submitting claims to Defra was announced on
Friday 9 January 2015. The deadline for NNDC is now 30 June 2015,
although this means that the works still have to be completed ahead of this
date in order to allow time for the grants to be paid by NNDC in sufficient time
to be eligible for reimbursement by Defra.
11
Sustainability - none as a direct consequence of this report.
12
Equality and Diversity
12.1
The Council is required to consider the equality duty in its decision-making
and this includes the budget process. As part of any savings or investments
the Council must consider how it can:



13.2
Eliminate unlawful discrimination, harassment and victimisation;
Advance equality of opportunity between different groups; and
Foster good relations between different groups by tackling prejudice
and promoting understanding.
As discussed within the main report savings and additional income proposals
have been put forward for recommendations as part of the budget process.
As part of the proposals Heads of Service were asked to identify any equality
issues affecting a number of protected groups that needed to be considered
as part of accepting the savings/additional income proposals, and where any
negative affect was identified, how this could be minimised or removed. A
78
cumulative assessment has been undertaken in relation to the equality forms
and the savings proposals and no negative impact has been highlighted as a
result of this exercise.
13
Section 17 Crime and Disorder considerations – None as a direct
consequence of the report.
79
Appendix A
General Fund Summary 2015/16 Base Budget
Service Area
Assets & Leisure
Corporate Leadership Team/Corporate
Customer Services
Community & Economic Development
Development Management
Environmental Health
Finance
Organisational Development
Business Transformation
Net Cost of Services
2014/15
Base Budget
£
2,376,094
0
721,046
7,932,005
1,346,891
4,144,772
3,083,806
955,462
0
20,560,076
2014/15
Updated
1
Budget
2,621,373
26,436
786,297
8,216,823
1,350,200
4,150,572
3,062,118
954,522
0
21,168,341
2015/16
Base Budget
£
2,223,403
0
612,761
5,676,831
1,446,866
3,867,714
3,044,050
948,221
0
17,819,846
2016/17
Projection
£
2,252,481
0
617,397
2,592,786
1,482,714
3,846,185
3,072,170
864,209
(144,000)
14,583,942
2017/18
Projection
£
2,277,102
0
619,626
3,694,510
1,494,616
4,065,783
3,077,672
867,624
(271,000)
15,825,933
2018/19
Projection
£
2,294,790
0
623,048
2,648,258
1,511,913
4,083,090
3,093,387
871,136
(375,000)
14,750,622
Parish Precepts (Estimate from 15/16 onwards)
Capital Charges
Reffcus
Interest Receivable
Minimum Revenue Provision
Revenue Financing for Capital
IAS 19 Pension Adjustment
1,635,884
(2,135,334)
(5,564,241)
(363,710)
0
420,950
265,787
1,635,884
(2,135,334)
(5,564,241)
(332,490)
0
706,853
265,787
1,716,441
(2,096,742)
(3,533,954)
(426,390)
56,000
90,800
289,815
1,810,000
(2,342,387)
(33,954)
(436,070)
56,000
0
268,710
1,810,000
(2,421,180)
(1,054,890)
(450,330)
56,000
0
268,710
1,810,000
(2,394,001)
0
(425,430)
56,000
0
268,710
Net Operating Expenditure
14,819,412
15,744,800
13,915,816
13,906,241
14,034,243
14,065,901
39,658
0
0
(332,585)
0
0
0
0
30,000
(60,000)
0
0
0
(5,005)
197,651
0
(19,020)
(72,839)
(115,000)
0
(50,000)
(591,011)
551,613
(343,624)
(14,279)
(50,000)
(620,119)
1,000,000
357,000
(243,167)
(49,569)
14,940
(4,365)
(45,000)
(189,622)
(15,000)
(5,005)
(186,660)
(81,547)
(85,634)
(102,377)
(198,350)
(9,467)
0
(123,081)
0
74,126
0
0
(10,000)
0
0
0
0
(60,000)
(36,516)
0
(25,998)
0
0
329,432
0
0
(89,340)
(81,420)
0
0
0
0
0
0
0
0
0
0
0
0
30,000
0
0
(6,500)
0
0
445,113
0
(18,126)
(84,263)
0
0
0
0
0
0
0
0
0
0
0
0
0
30,000
0
0
0
0
0
451,613
0
(44,108)
0
0
0
0
0
0
0
0
0
0
0
0
0
0
30,000
0
0
0
0
0
446,384
0
(44,108)
0
0
0
0
0
0
Amount to be met from Government Grant and Local
Taxpayers
14,392,874
14,749,874
14,016,100
14,272,465
14,471,748
14,498,177
Collection Fund – Parishes
Collection Fund – District
Retained Business Rates 2
Revenue Support Grant
Council Tax Freeze (2014/15)
Council Tax Freeze (2015/16)
New Homes bonus
Rural Services Delivery 2014/15 Top-up (Section 31 Grant)
(1,635,884)
(5,205,386)
(2,873,112)
(3,331,376)
(57,969)
0
(1,277,202)
(11,945)
(1,635,884)
(5,205,386)
(3,230,112)
(3,331,376)
(57,969)
0
(1,277,202)
(11,945)
(1,716,441)
(5,307,071)
(3,309,321)
(2,403,933)
0
(57,912)
(1,683,846)
0
(1,810,000)
(5,268,094)
(3,431,699)
(1,582,921)
0
0
(1,915,214)
0
(1,810,000)
(5,265,694)
(3,454,510)
(1,092,215)
0
0
(1,806,452)
0
(1,810,000)
(5,276,605)
(3,627,619)
(753,629)
0
0
(1,785,536)
0
(14,392,874)
(14,749,874)
(14,478,524)
(14,007,928)
(13,428,871)
(13,253,389)
0
0
(462,424)
264,537
1,042,877
1,244,788
Contributions to/(from) Earmarked Reserves:
Capital Projects Reserve
Asset Management
Benefits
Big Society Fund
Broadband
Business Rates Reserve
Coast Protection
Common Training
Elections
Enforcement Board
Environmental Health
Grants
Housing
Legal
New Homes Bonus Reserve
Organisational Development
Pathfinder
Planning Revenue
Restructuring/Invest to save
Sports Facilities
Unspent Grants
Use of General Reserve
Contribution to the General Reserve
Income from Government Grant and Taxpayers
(Surplus)/Deficit
1
Updated 14/15 Budget assumes that additional Business rates of £357k is received and transferred to the Business Rates reserve and that £98k of forecast
favourable service variances have been assumed and taken to General Reserve.
2
The Retained Business Rates takes account of the Section 31 Grants, Levy payment and baseline funding.
80
Appendix B
Assets & Leisure Service Area
Service
Car Parking
Markets
Industrial Estates
Surveyors Allotments
Handyman
Parklands
Administration Building Svs
Property Services
Parks & Open Spaces
Foreshore
Community Centres
Sports Centres
Leisure Complexes
Other Sports
Recreation Grounds
Pier Pavilion
Foreshore (Community)
Woodlands Management
Cromer Pier
Public Conveniences
Investment Properties
Leisure
CCTV
Total Net Costs
Gross Direct Costs - Reffcus
Capital Charges
Support Service Charges
Support Service Recharges
Net Cost of Service
2013/14
Actual
2014/15
2015/16
Variance
Base Budget Base Budget 2015/16 Base to
2014/15 Base
£
(1,525,947)
10,151
(84,250)
(150)
(49,108)
(24,017)
482,544
372,736
374,054
119,850
763
204,375
393,973
76,177
8,761
97,543
360,114
81,254
24,942
466,658
(56,851)
139,111
203,819
£
(1,499,231)
14,531
(102,272)
(50)
(60,231)
(30,257)
336,532
391,545
359,471
172,811
6,136
185,122
320,452
35,991
7,582
90,377
369,713
80,452
22,829
463,822
136,562
143,432
100,776
£
(1,410,130)
11,041
(107,192)
(50)
(43,802)
(30,417)
325,949
403,028
335,665
127,883
6,123
173,308
315,966
45,921
7,390
90,380
364,029
91,211
22,830
469,580
(96,539)
142,962
0
£
89,101
(3,490)
(4,920)
0
16,429
(160)
(10,583)
11,483
(23,806)
(44,928)
(13)
(11,814)
(4,486)
9,930
(192)
3
(5,684)
10,759
1
5,758
(233,101)
(470)
(100,776)
1,676,502
1,546,095
1,245,136
(300,959)
100,000
(101,509)
1,368,961
(1,449,470)
0
741,696
1,360,650
(1,272,347)
0
822,768
1,410,580
(1,255,081)
0
81,072
49,930
17,266
1,594,484
2,376,094
2,223,403
(152,691)
*1
These budgets represent the Service Management & Support Service Costs for the Council. These
costs are recharged in full to the final services, based on an appropriate method of allocation, for
example, percentage of time spent.
The summary above includes movements on all costs chargeable to the service including notional
charges, for example, FRS 17, capital charges and support services for which variances will not impact
on the bottom line. The following summary shows the movement on the gross direct costs and income
along with those for the notional charges.
81
Appendix B
2014/15
Base
Budget
£
ASSETS AND LEISURE SERVICE AREA
Car Parking
689,358
Gross Direct Costs
2015/16
Base
Budget
£
679,329
29,495
(2,188,589)
29,485
(2,089,459)
160,000
170,860
(1,309,736)
(1,209,785)
87,531
77,546
(73,000)
(66,505)
55,600
55,260
70,131
66,301
14,154
(116,426)
14,068
(121,260)
Capital Charges
29,903
36,439
Support Service Charges
Support Service Recharges
Net Expenditure
53,490
55,070
(18,879)
(15,683)
(50)
(50)
3,150
3,370
3,100
3,320
57,007
62,998
(117,238)
(106,800)
0
2,739
43,000
35,840
(17,231)
(5,223)
Capital Charges
Gross Direct Income
Support Service Charges
Support Service Recharges
Net Expenditure
Markets
Gross Direct Costs
Capital Charges
Gross Direct Income
Support Service Charges
Support Service Recharges
Net Expenditure
Industrial Estates
Gross Direct Costs
Gross Direct Income
Surveyors Allotments
Gross Direct Costs
Gross Direct Income
IAS 19 Adjustment
Support Service Charges
Support Service Recharges
Net Expenditure
Handyman
Gross Direct Costs
Gross Direct Income
Capital Charges
Support Service Charges
Support Service Recharges
Net Expenditure
Variance
Explanation for Major Variances
£
(10,029) (£9,921) - Reduction in Penalty Charge Notice
(PCN) Administration reflecting reinstatement of
free evening parking.
(10) No major variances
99,130 £72,776 - Reduction in fee income following
revisions to car parking orders and introduction
of free spaces. £38,883 - Reduction in PCN
charges reflecting reinstatement of free evening
parking offset in part by reduced administration
costs. (£13,426) - Additional season ticket
income based on actual income figures for
2014/15.
10,860 (£8,260) - Reduced Property Services
recharges. £3,740 - Increased Accountancy
recharges. £3,600 - Increased Audit recharges
0
99,951
(9,985) (£7,941) - Reduction of Kier trade waste removal
costs, based on savings identified in previous
year. (£1,165) - Reduced rental costs to car
parks following direct reduction in markets
income.
0
6,495 £6,495 - Direct reduction in market income due
to reduced numbers of traders.
(340) No major variances
0
(3,830)
(86) No major variances
(4,834) (£4,500) - Stepped increase in rental income
from Fakenham Factory following property
extension in prior years.
6,536 £6,536 - Increased capital charges reflective of
capital programme expenditure on Industrial
Estates
1,580 No major variances
0
3,196
0
0 No variances
0
220 No major variances
0
220
5,991 £5,271 - Transfer of standby, overtime and
diesel budgets to Handyman, to reflect works
undertaken on Public Conveniences.
10,438 £10,438 - Reduction in Handyman recharges to
reflect reduced service costs in general.
2,739 £2,739 - Additional depreciation charges relating
to capital expenditure incurred on Handyman
Vehicle.
(7,160) No major variances
0
12,008
82
Appendix B
2014/15
Base
Budget
£
ASSETS AND LEISURE SERVICE AREA
Parklands
26,460
Gross Direct Costs
(56,717)
Gross Direct Income
Capital Charges
585
2015/16
Base
Budget
£
Variance
Explanation for Major Variances
£
26,300
(56,717)
1,696
(160) No major variances
0 No variances
1,111 £1,111 - Additional depreciation based on
capital expenditure to be incurred on Parklands.
5,530 £4,850 - Increase in Sundry Debtors recharges.
Support Service Charges
28,590
34,120
Support Service Recharges
Net Expenditure
(1,082)
5,399
0
6,481
83
Appendix B
2014/15
Base
Budget
£
ASSETS AND LEISURE SERVICE AREA
Administration Building Svs
Gross Direct Costs
2015/16
Base
Budget
£
Variance
Explanation for Major Variances
£
482,476
479,948
(2,528) (£1,509) - Net reduction in NNDR costs following
inflation and revaluations. £3,000 - Additional
consumable canteen purchases, offset by
additional income. (£1,882) - Pension auto
enrolment costs not realised. (£2,300) - Overtime
savings agreed corporately.
82,976
78,552
(145,944)
(153,999)
(4,424) (£4,424) - Reduced depreciation based on
capital programme expenditure.
(8,055) (£7,000) - Additional rental incomefor Fakenham
Connect. (£3,000) - Additional canteen sales
income to offset additional expenditure. £1,950 Loss of rental and service charge income
following tenants vacation of North Walsham
Admin Buildings premises.
137,760
156,930
(459,360)
(453,991)
97,908
107,440
Property Services
Gross Direct Costs
441,035
454,098
13,063 £2,851 - IAS 19 Adjustment. £2,320 - Impact of
Job Evaluation reviews. £8,467 - Inflation and
impact of incremental payments due to staff.
Gross Direct Income
(49,490)
(51,070)
Capital Charges
Support Service Charges
15,000
159,520
15,000
151,510
(566,065)
0
(569,538)
0
(1,580) (£1,580) - Increase in total recharges made
direct to Capital schemes.
0 No variances
(8,010) (£10,960) - Reduction in Admin Buildings
recharges. (£5,410) - Reduced Sundry Debtors
recharges. £8,470 - New Business
Transformation recharges. £5,400 - Increased
Audit recharges. (£7,170) - Reduction in Legal
Service recharges.
(3,473) No major variances
0
383,258
350,255
42,909
(23,787)
50,501
(14,590)
87,280
85,580
489,660
471,746
172,811
127,883
Capital Charges
Gross Direct Income
Support Service Charges
Support Service Recharges
Net Expenditure
Support Service Recharges
Net Expenditure
Parks & Open Spaces
Gross Direct Costs
Gross Direct Costs - Refcus
Capital Charges
Gross Direct Income
Gross Direct Income - Refcus
Support Service Charges
Support Service Recharges
Net Expenditure
Foreshore
Gross Direct Costs
Gross Direct Costs - Refcus
19,170 £10,540 Increased Creditors recharges. £11,610
- New Business Transformation recharges.
(£7,730) - Reduced Admin Buildings recharges
5,369 £5,599 - Increased recharges to service areas,
reflecting increased expenditure on Admin
Buildings.
9,532
(33,003) (£32,973) - Savings in grounds maintenance
contract costs relating to the Fine Turf Team
agreed as part of the 2014/15 budget process.
This is partly offset by loss of rechargeable
income (see below) because the works are no
longer to be undertaken.
0
7,592
9,197 £9,200 - No recharge of greens maintenance
0
(1,700) No major variances
0
(17,914)
(44,928) (£42,400) - Removal of non recurring storm
budgets - December 2013. (£1,000) - Electricity
budget transferred to Chalet and Beach Huts.
(£1,557) - Auto enrolment pension costs not
realised.
0
84
Appendix B
2014/15
Base
Budget
£
ASSETS AND LEISURE SERVICE AREA
Capital Charges
12,635
Gross Direct Income
Gross Direct Income - Refcus
Support Service Charges
Support Service Recharges
Net Expenditure
2015/16
Base
Budget
£
7,979
55,900
57,970
241,346
193,832
Variance
Explanation for Major Variances
£
(4,656) (£4,656) - Reduction in depreciation based on
capital programme expenditure.
0
0
2,070 No major variances
0
(47,514)
85
Appendix B
2014/15
Base
Budget
£
ASSETS AND LEISURE SERVICE AREA
Community Centres
Gross Direct Costs
6,136
Gross Direct Income
Capital Charges
19
Support Service Charges
Support Service Recharges
Net Expenditure
Sports Centres
Gross Direct Costs
Gross Direct Income
Capital Charges
Support Service Charges
Support Service Recharges
Net Expenditure
Leisure Complexes
Gross Direct Costs
Capital Charges
Gross Direct Income
Support Service Charges
Support Service Recharges
Net Expenditure
Other Sports
Gross Direct Costs
Capital Charges
Gross Direct Income
Support Service Charges
Support Service Recharges
Net Expenditure
Recreation Grounds
Gross Direct Costs
Capital Charges
Gross Direct Income
Support Service Charges
Support Service Recharges
Net Expenditure
2015/16
Base
Budget
£
(13) No major variances
0
5,324 £5,324 - Increase in depreciation based on
capital programme expenditure for community
centres.
150 No major variances
0
5,461
5,343
8,780
8,930
14,935
20,396
325,244
313,438
(140,122)
11,295
104,930
(140,130)
12,496
106,030
301,347
291,834
320,452
315,966
315,280
311,619
24,560
22,420
660,292
650,005
35,991
128,621
0
(82,700)
53,980
53,800
89,971
99,721
8,582
285
(1,000)
3,150
8,390
79
(1,000)
2,920
11,017
10,389
90,377
90,380
13,040
12,920
103,417
103,300
Foreshore (Community)
Gross Direct Costs
369,713
364,029
0
36,840
36,130
406,553
400,159
Explanation for Major Variances
£
6,123
Pier Pavilion
Gross Direct Costs
Capital Charges
Gross Direct Income
Support Service Charges
Support Service Recharges
Net Expenditure
Capital Charges
Gross Direct Income
Support Service Charges
Support Service Recharges
Net Expenditure
Variance
(11,806) (£3,626) - Savings in training, travel and
overtime. (£7,728) - Staff savings following
restructure.
(8)
1,201
1,100 No major variances
0
(9,513)
(4,486) (£4,368) - Saving in management fee as a result
of contract inflation being applied later.
(3,661)
0
(2,140) No major variances
0
(10,287)
92,630 £2.933 - Pension Fund adjustments. £7,000 Costs relating to Pedal Norfolk Festival. £80,200
- Costs relating to Sports Hubs and Clubs
projects. This is funded by a grant from Sport
England
0
(82,700) (£82,700) - Sport England grant for Hubs and
Clubs projects
(180) No major variances
0
9,750
(192) No major variances
(206)
0 No major variances
(230) No major variances
0
(628)
3
0
0
(120)
0
(117)
No major variances
No major variances
No major variances
No major variances
(5,684) (£5,221) - Agreed annual efficiency savings in
Cleansing Contract
0
0
(710) No major variances
0
(6,394)
86
Appendix B
2014/15
Base
Budget
£
ASSETS AND LEISURE SERVICE AREA
Woodlands Management
Gross Direct Costs
106,002
Capital Charges
6,003
Gross Direct Income
(25,550)
Support Service Charges
81,790
Support Service Recharges
Net Expenditure
Variance
2015/16
Base
Budget
£
£
116,761
7,501
(25,550)
90,030
168,245
188,742
39,317
5,232
(16,488)
11,050
39,320
35,779
(16,490)
12,340
39,111
70,949
466,005
470,943
Capital Charges
95,187
128,567
Gross Direct Income
Support Service Charges
Support Service Recharges
Net Expenditure
(2,183)
49,970
(1,363)
65,020
608,979
663,167
Investment Properties
Gross Direct Costs
352,042
116,570
83,224
87,325
0
(215,480)
(213,109)
84,780
104,940
304,566
95,726
144,132
143,662
(700)
103,490
(700)
88,590
(246,922)
(231,552)
0
0
110,776
11,668
0
11,668
Cromer Pier
Gross Direct Costs
Capital Charges
Gross Direct Income
Support Service Charges
Support Service Recharges
Net Expenditure
Public Conveniences
Gross Direct Costs
Capital Charges
Gross Direct Costs - Refcus
Gross Direct Income
Support Service Charges
Support Service Recharges
Net Expenditure
Leisure
Gross Direct Costs
Capital Charges
Gross Direct Costs - Refcus
Gross Direct Income
Support Service Charges
Support Service Recharges
Net Expenditure
CCTV
Gross Direct Costs
Capital Charges
Gross Direct Costs - Refcus
Explanation for Major Variances
10,759 £8,315 - Employee Inflation.
1,498
0 No major variances
8,240 £4,200 - Recharge of Business Transformation
costs.
0
20,497
3 No major variances
30,547
(2) No major variances
1,290 No major variances
0
31,838
4,938 (£1,928) - NNDR on public conveniences.
(£5,271) - Transfer of overtime, standby and
diesel budgets to handyman service. £10,000 Transfer of sanitary waste collection costs to
public conveniences from Environmental Health.
33,380 £33,380 - Additional depreciation on public
conveniences based on capital programme
expenditure.
820 No major variances
15,050 £9,030 - Additional Creditors recharges.
0
54,188
(235,472) £11,382 - Additional NNDR costs for Grove Lane
Depot following use for storm damage storage.
£1,000 - Transfer of electricity budget from
Admin Buildings to Chalets. (£247,100) Removal of non recurring storm damage
budgets. (£1,500) - Corporate savings on Rocket
House other professional fees.
4,101 £4,101 - Additional depreciation on investment
properties based on capital programme
expenditure.
0
2,371 £2,674 - Reduction in Beach Hut and Chalets
income due to permanent losses of properties
following storm damage.
20,160 £9,890 - Increased Sundry Debtors recharges
0
(208,840)
(470) No major variances
0
0
0
(14,900) (£14,620) - No recharge from Economic
Development and Tourism
15,370 Reduced recharges reflecting lower service
costs.
0
(110,776) One-off decommissioning costs in 2014/15
0
0
87
Appendix B
2014/15
Base
Budget
£
ASSETS AND LEISURE SERVICE AREA
Gross Direct Income
(10,000)
Support Service Charges
0
Support Service Recharges
0
Net Expenditure
112,444
Gross Direct Costs
Gross Direct Costs - Refcus
Capital Charges
Gross Direct Income
Gross Direct Income - Refcus
IAS19 Pension Adjustment
Support Service Charges
Support Service Recharges
Net Expenditure
Variance
2015/16
Base
Budget
£
£
0
11,668
4,728,859
0
741,696
(3,182,764)
4,386,628
0
822,768
(3,141,492)
1,360,650
(1,272,347)
2,376,094
1,410,580
(1,255,081)
2,223,403
10,000
0
0
(100,776)
(342,231)
0
81,072
41,272
0
0
49,930
17,266
(152,691)
88
Explanation for Major Variances
Appendix B
Community & Economic Development Service Area
Service
2013/14
Actual
2014/15
2015/16
Variance
Base Budget Base Budget 2015/16 Base to
2014/15 Base
£
118,493
41,360
225,307
70,389
251,261
10,266
223,576
0
136,462
(390,239)
(511,280)
93,490
£
75,814
68
186,952
77,338
671,763
0
308,021
65,683
146,323
(155,517)
39,884
138,713
£
73,550
0
166,878
62,338
370,250
0
308,650
61,619
150,762
(46,492)
31,106
145,249
(2,264)
(68)
(20,074)
(15,000)
(301,513)
0
629
(4,064)
4,439
109,025
(8,778)
6,536
269,085
1,555,042
1,323,910
(231,132)
Gross Direct Costs - Reffcus
Gross Direct Income - Reffcus
Capital Charges
Support Service Charges
Support Service Recharges
1,070,735
(526,032)
697,500
1,029,653
(732,955)
6,007,241
(443,000)
547,816
1,211,770
(946,864)
4,000,000
(466,046)
516,491
1,336,030
(1,033,554)
(2,007,241)
(23,046)
(31,325)
124,260
(86,690)
Net Cost of Service
1,807,986
7,932,005
5,676,831
(2,255,174)
Arts & Entertainments
Museums
General Economic Development
Tourism
Coast Protection
Pathfinder
Regeneration Management
Comm & Econ Dev Mgt
Independent Living Team
Hsg Strategy
Community and Localism
Coastal Management
Total Net Costs
89
£
Appendix B
COMMUNITY & ECONOMIC DEVELOPMENT SERVICE AREA
2014/15
Base
Budget
£
Arts & Entertainments
Gross Direct Costs
Capital Charges
Gross Direct Income
Support Service Charges
Variance
2015/16
Base
Budget
£
Explanation for Major Variances
£
77,274
1,471
(1,460)
23,390
75,010
211
(1,460)
39,220
100,675
112,981
68
20
88
0
0
0
General Economic Development
Gross Direct Costs
282,910
252,074
Gross Direct Income
(95,958)
(85,196)
Support Service Charges
Net Expenditure
240,400
427,352
251,770
418,648
Tourism
Gross Direct Costs
77,338
62,338
(15,000) Non recurring use of Reserves on DMO
(Destination Management Organisation).
Support Service Charges
82,980
61,940
Net Expenditure
160,318
124,278
(21,040) Reduced
recharge
Management.
(36,040)
Coast Protection
Gross Direct Costs
671,788
370,275
Gross Direct Income
Capital Charges
Support Service Charges
(25)
546,345
228,250
(25)
516,280
237,090
1,446,358
1,123,620
308,021
308,650
Support Service Charges
Support Service Recharges
Net Expenditure
74,600
(382,621)
0
78,340
(386,990)
0
Comm & Econ Dev Mgt
Gross Direct Costs
Support Service Charges
Support Service Recharges
Net Expenditure
65,683
0
(65,683)
0
61,619
6,320
(67,939)
0
Net Expenditure
Museums
Gross Direct Costs
Support Service Charges
Net Expenditure
Net Expenditure
Regeneration Management
Gross Direct Costs
(2,264) (£2,264) - Pension Fund adjustments.
(1,260)
0 No Major Variances
15,830 £26,590
Recharges
from
Economic
Development, offset by reduced recharges from
other service areas.
12,306
(68) No Major Variances
(20) No Major Variances
(88)
(30,836) (£10,762) Learning for Everyone Direct Costs.
(£18,270) Non recurring use of reserves
10,762 £10,762 - Learning for Everyone, reduced
funding to match reduction in direct costs.
11,370
(8,704)
from
Regeneration
(301,513) Non-recurring expenditure funded from
Reserves for Storm repairs
0
(30,065) Depreciation
8,840 £15,980 Additional recharges from Coastal
Management offset by reduced recharges of
(£4,270) from Accountancy and (£5,220) Internal
Audit
(322,738)
629 £5,059 Employee inflation. (£2,194)
Superannuation IAS19 adjustment.
3,740
No Major Variances.
(4,369)
0
(4,064) Reduced Staffing costs.
6,320
No Major Variances.
(2,256)
0
90
Appendix B
2014/15
Base
Budget
£
Variance
2015/16
Base
Budget
£
Explanation for Major Variances
£
Independent Living Team
Gross Direct Costs
Gross Direct Costs - Refcus
146,323
2,402,091
150,762
500,000
Gross Direct Income - Refcus
(443,000)
(466,046)
260,700
287,460
Support Service Recharges
(195,463)
(215,412)
Net Expenditure
2,170,651
256,764
90,138
128,508
Gross Direct Costs - Refcus
3,605,150
3,500,000
Gross Direct Income
(245,655)
(175,000)
Support Service Charges
Support Service Recharges
172,300
(116,744)
189,650
(160,314)
Net Expenditure
3,505,189
3,482,844
990,950
501,206
(951,066)
(470,100)
81,490
126,590
45,100 £82,170
Recharges
from
Economic
Development, offset by reduced recharges from
other service areas.
Net Expenditure
121,374
157,696
36,322
Coastal Management
Gross Direct Costs
Gross Direct Income
Support Service Charges
148,293
(9,580)
47,640
155,929
(10,680)
57,650
(186,353)
(202,899)
0
0
2,858,786
6,007,241
547,816
(1,303,744)
(443,000)
1,211,770
(946,864)
7,932,005
2,066,371
4,000,000
516,491
(742,461)
(466,046)
1,336,030
(1,033,554)
5,676,831
Support Service Charges
Housing Strategy
Gross Direct Costs
Community and Localism
Gross Direct Costs
Gross Direct Income
Support Service Charges
Support Service Recharges
Net Expenditure
Gross Direct Costs
Gross Direct Costs - Refcus
Capital Charges
Gross Direct Income
Gross Direct Income - Refcus
Support Service Charges
Support Service Recharges
Net Expenditure
4,439 No Major Variances
(1,902,091) This reflects expenditure within the Capital
Programme.
(23,046) This reflects expenditure within the Capital
Programme.
26,760 This variance is made up of a number of
movements but the largest relates to an £12,580
increase from Legal Services.
(19,949) No Major Variances
(1,913,887)
38,370 £33,831-This reflects temporary posts funded
from reserves. £2,954 Superannuation IAS 19
adjustment.
(105,150) This reflects expenditure within the Capital
Programme.
70,655 £70,655 - Estimated Vat Shelter Receipts from
Victory Housing Association, this income is
transferred to the Capital Projects Reserve.
17,350
(43,570) Increased direct costs recharged to services
supported.
(22,345)
(489,744) (£475,886) - Reduction in grants payable from
the Big Society Fund following reduction in 2nd
Homes funding. (£13,849) - Savings in travel,
training and contributions.
480,966 £480,960 - Reduction in Norfolk County Council
2nd Homes funding returned to Districts from
50% to 25%.
7,636 Staffing costs
(1,100)
10,010 Increased recharges of £3,710 from Computer
Network and £4,200 for Business
Transformation
(16,546) Increased recharges reflecting higher service
costs
0
(792,415)
(2,007,241)
(31,325)
561,283
(23,046)
124,260
(86,690)
(2,255,174)
91
Appendix B
Corporate Service Area
Service
2013/14
Actual
2014/15
2015/16
Variance
Base Budget Base Budget 2015/16 Base to
2014/15 Base
Corporate Leadership Team
Legal Services
520,075
316,678
£
495,870
297,161
Total Net Costs
836,753
793,031
785,935
(7,096)
206,138
(1,042,866)
194,250
(987,281)
166,060
(951,995)
(28,190)
35,286
25
0
0
0
Support Service Charges
Support Service Recharges
Net Cost of Service
92
£
494,966
290,969
£
(904)
(6,192)
Appendix B
2014/15
Base
Budget
£
Variance
2015/16
Base
Budget
£
Explanation for Major Variances
£
CORPORATE SERVICE AREA
Corporate Leadership Team
Gross Direct Costs
495,870
494,966
Support Service Charges
110,140
76,740
(606,010)
(571,706)
0
0
Legal Services
Gross Direct Costs
357,211
474,799
Gross Direct Income
(60,050)
(183,830)
84,110
89,320
5,210 £8,440 - Recharge of Business Transformation
costs offset by lower recharges from other service
areas.
(381,271)
(380,289)
982 Reduced recharges reflecting lower service costs.
0
0
0
853,081
(60,050)
194,250
(987,281)
0
969,765
(183,830)
166,060
(951,995)
0
116,684
(123,780)
(28,190)
35,286
0
Support Service Recharges
Net Expenditure
Support Service Charges
Support Service Recharges
Net Expenditure
Gross Direct Costs
Gross Direct Income
Support Service Charges
Support Service Recharges
Net Expenditure
(904) £6,760 - Employee Inflation, (£3,998) - Auto
enrolment costs not incurred as anticipated.
(£3,000) - Saving in training costs.
(33,400) (£19,860) - Reduced recharges from Legal
Services. (£11,940) - Reduced recharges from
Planning.
34,304 Reduced recharges reflecting lower service costs.
0
117,588 £8,000 - Transfer of staff costs from another service
area. £4,073 - Transfer of insurance costs re
professional indemnity. £6,323 - Employee
inflation. £7,516 - Pension Fund adjustments.
£60,179 - Additional staff costs (2 FTEs) resulting
from a new contract to provide legal services, this is
covered by an increase in income. £31,300 - oneoff costs relating to enforcement board, funded from
an earmarked reserve.
(123,780) (£123,780) - Income derived from the award of a
contract to provide legal services.
93
Appendix B
Customer Services Service Area
Service
It - Support Services
Tic'S
Homelessness
Housing - Service Mgmt
Transport
Publicity
Graphical Info System
Media & Communications
Customer Services - Corporate
Total Net Costs
Capital Charges
Support Service Charges
Support Service Recharges
Net Cost of Service
2013/14
Actual
2014/15
2015/16
Variance
Base Budget Base Budget 2015/16 Base to
2014/15 Base
£
851,976
139,605
11,462
233,403
1,189
(431)
21,603
304,635
460,995
£
1,006,219
163,878
8,802
239,419
(1,500)
0
26,832
279,775
522,261
£
949,918
143,937
8,650
240,639
0
0
22,830
361,888
447,968
£
(56,301)
(19,941)
(152)
1,220
1,500
0
(4,002)
82,113
(74,293)
2,024,437
2,245,686
2,175,830
(69,856)
237,902
1,057,132
(2,548,409)
141,420
1,093,051
(2,759,111)
179,873
980,641
(2,723,583)
38,453
(112,410)
35,528
771,062
721,046
612,761
(108,285)
94
Appendix B
CUSTOMER SERVICES SERVICE AREA
2014/15
Base
Budget
£
It - Support Services
Gross Direct Costs
Variance
2015/16
Base
Budget
£
Explanation for Major Variances
£
1,006,629
950,328
(56,301) £13,604 - The mobile phones used by staff
are now part of a centralised contract,
therefore phone costs have been transferred
from other service areas. £6,000 - Transfers
from other service areas to cover various
licenses. £6,835 - Employee inflation.
£37,000 - Staff costs funded from the
Business Transformation Reserve.
(£15,649) - Auto enrolment costs not incurred
as anticipated. £10,000 - Increased license
costs. (£115,000) - One-off use of Business
Transformation Reserve in 2014/15
76,875
(410)
87,950
108,044
(410)
74,390
31,169
0 No Major Variance
(13,560) (£12,300) - Lower recharge from Customer
Services.
(1,171,044)
(1,132,352)
0
0
38,692 Reduced recharges reflecting lower service
costs.
0
TIC'S
Gross Direct Costs
196,589
181,647
(14,942) (£5,000) - Saving in staff costs. (£5,863) Auto enrolment costs not incurred as
anticipated. (£3,000) - Planning reduction in
grant awarded. (£1,997) - Savings in travel,
training & overtime
Capital Charges
Gross Direct Income
8,105
(32,711)
6,473
(37,710)
Support Service Charges
133,081
94,100
Net Expenditure
305,064
244,510
(1,632)
(4,999) (£5,000) - Additional income from the sale of
souvenirs.
(38,981) (£21,140) - Lower recharge from Customer
Services.
(60,554)
Homelessness
Gross Direct Costs
55,802
64,942
Capital Charges
24,130
7,170
Gross Direct Income
(47,000)
(56,292)
Support Service Charges
342,150
352,431
Net Expenditure
375,082
368,251
Customer Services Housing
Gross Direct Costs
Support Service Charges
239,419
109,430
240,639
98,640
(348,849)
(339,279)
0
0
31,500
(33,000)
41,790
40,290
0
0
0
0
Capital Charges
Gross Direct Income
Support Service Charges
Support Service Recharges
Net Expenditure
Support Service Recharges
Net Expenditure
Transport
Gross Direct Costs
Gross Direct Income
Support Service Charges
Net Expenditure
9,140 £9,292 Your Choice Your Home (YCYH)
expenditure offset by income.
(16,960) This reflects the level of expenditure
anticipated within the Capital programme.
(9,292) Your Choice Your Home (YCYH) income
offset by expenditure.
10,281 Increased allocation from Customer Services
Housing to reflect work on YCYH.
(6,831)
1,220 No Major Variances.
(10,790) This reflects a more accurate allocation of
9,570 support charges following service
restructure.
0
95
(31,500) No longer issuing concessionary rail cards
33,000
(41,790)
(40,290)
Appendix B
2014/15
Base
Budget
£
Publicity
Support Service Charges
Net Expenditure
Variance
2015/16
Base
Budget
£
Explanation for Major Variances
£
610
610
0
0
26,832
22,830
3,780
190
(30,802)
0
620
(23,450)
0
0
Media & Communications
Gross Direct Costs
287,275
369,388
82,113 £51,777 - Transfer of staff costs from
Democratic Services. £7,598 - Employee
inflation. £6,420 - Staff costs funded from
reserves. £7,613 - Pension Fund
adjustments. £10,975 - One-off savings in
2014/15 relating to equipment lease rental.
Capital Charges
Gross Direct Income
Support Service Charges
0
(7,500)
100,130
19,500
(7,500)
82,480
(379,905)
(463,868)
0
0
19,500
0 No Major Variances
(17,650) (£17,530) - Reduced recharge from IT.
(£9,480) - Reduced recharge from Customer
Services. £7,410 - Recharge of Business
Transformation costs. £4,500 - Recharge of
Internal Audit costs.
(83,963) Increased recharges reflecting higher service
costs.
0
Customer Services - Corporate
Gross Direct Costs
545,511
477,038
Gross Direct Income
(23,250)
(29,070)
28,530
277,720
(828,511)
38,686
277,980
(764,634)
0
0
2,389,557
141,420
(143,871)
1,093,051
(2,759,111)
721,046
2,306,812
179,873
(130,982)
980,641
(2,723,583)
612,761
Graphical Info System
Gross Direct Costs
Capital Charges
Support Service Charges
Support Service Recharges
Net Expenditure
Support Service Recharges
Net Expenditure
Capital Charges
Support Service Charges
Support Service Recharges
Net Expenditure
Gross Direct Costs
Capital Charges
Gross Direct Income
Support Service Charges
Support Service Recharges
Net Expenditure
(610) No Major Variances
(610)
(4,002) (£4,000) - Transfer made to cover additional
license costs in IT Support service area.
(3,780)
430 No Major Variances
7,352 Reduced recharges reflecting lower service
costs.
0
(68,473) (£59,557) - Staff costs transferred to another
service area. £22,238 - Employee inflation
and other staff costs. (£5,762) - Pension
Fund adjustment. (£21,321) - Auto
enrolment costs not incurred as anticipated.
(£8,240) - Savings in travel, training and
overtime.
(5,820) (£5,000) - Internal recharge for the cost of
envelopes.
10,156
260 No Major Variances
63,877 Reduced recharges reflecting lower service
costs.
0
(82,745)
38,453
12,889
(112,410)
35,528
(108,285)
96
Appendix B
Development Management Service Area
Service
2013/14
Actual
2014/15
2015/16
Variance
Base Budget Base Budget 2015/16 Base to
2014/15 Base
Development Management
Major Development
Planning Policy
Conservation & Design
Landscape
Building Control & Access
Planning Mgt & Comm Support
Local Land Charges
£
(50,597)
0
(502,298)
61,314
69,869
(122,778)
347,594
3,237
£
78,399
0
260,619
73,412
70,618
(72,254)
342,175
8,493
£
36,813
170,421
228,637
89,318
0
(44,540)
242,198
98,039
£
(41,586)
170,421
(31,982)
15,906
(70,618)
27,714
(99,977)
89,546
Total Net Costs
(193,659)
761,462
820,886
59,424
Capital Charges
Support Service Charges
Support Service Recharges
41,017
1,120,709
(582,864)
42,517
1,002,247
(459,335)
23,031
971,327
(368,378)
(19,486)
(30,920)
90,957
385,203
1,346,891
1,446,866
99,975
Net Cost of Service
97
Appendix B
DEVELOPMENT MANAGEMENT SERVICE AREA
2014/15
Base
Budget
£
Development Management
Gross Direct Costs
Variance
2015/16
Base
Budget
£
£
727,019
735,433
42,517
(648,620)
23,031
(698,620)
Support Service Charges
504,810
455,190
Net Expenditure
625,726
515,034
Major Development
Gross Direct Costs
0
170,421
Support Service Charges
Net Expenditure
0
0
15,570
185,991
Planning Policy
Gross Direct Costs
260,619
228,637
Gross Direct Income
Support Service Charges
Net Expenditure
0
1,367
261,986
0
22,987
251,624
Conservation & Design
Gross Direct Costs
73,462
90,318
Gross Direct Income
Support Service Charges
Net Expenditure
(50)
65,620
139,032
(1,000)
135,810
225,128
71,618
0
Gross Direct Income
Support Service Charges
Net Expenditure
(1,000)
80,830
151,448
0
0
0
Building Control & Access
Gross Direct Costs
282,540
316,505
(354,794)
(361,045)
150,830
78,576
132,470
87,930
Capital Charges
Gross Direct Income
Landscape
Gross Direct Costs
Gross Direct Income
Support Service Charges
Net Expenditure
Explanation for Major Variances
98
8,414 £8,950 Employee Inflation. £15,660 Net
transfers into Development Management as a
result of the Planning Restructure. This includes
staff transferred from Planning Support off set by
transfers to Major Developments. (£22,204) Non
recurring temporary staff.
(19,486)
(50,000) Additional income from Planning fees, this has
been used to fund additional staffing resources
resulting from planning restructuring.
(49,620) This reflects staff now charged direct to
Development Management.
(110,692)
170,421 Creation of a new service heading as part of the
planning restructure. Additional costs have been
met by additional income and the use of the
Planning Earmarked Reserve.
15,570
185,991
(31,982) Staff reallocated as part of the service
restructure.
0
21,620
(10,362)
16,856 Landscape service merged with Conservation
and Design as part of the service restructure.
(950)
70,190
86,096
(71,618) Landscape service merged with Conservation
and Design as part of the planning restructure
1,000 and are no longer to be reported on separately.
(80,830)
(151,448)
33,965 £24,243 Staff transfer as part of the planning
restructure. £7,488 Employee Inflation.
(6,251) Income generated from undertaking energy
Assessments.
(18,360)
9,354
Appendix B
DEVELOPMENT MANAGEMENT SERVICE AREA
2014/15
Base
Budget
£
Planning Mgt & Comm Support
Gross Direct Costs
Support Service Charges
Support Service Recharges
Net Expenditure
Property Information
Gross Direct Costs
Gross Direct Income
Support Service Charges
Net Expenditure
Gross Direct Costs
Capital Charges
Gross Direct Income
Support Service Charges
Support Service Recharges
Net Expenditure
Variance
2015/16
Base
Budget
£
Explanation for Major Variances
£
342,175
242,198
(99,977) Staff Transfers as part of planning restructure.
117,160
(459,335)
126,180
(368,378)
0
0
9,020
90,957 This reflects staff now being charged direct to
Planning Final Services.
0
216,493
236,039
(208,000)
(138,000)
81,630
90,123
83,120
181,159
1,490
91,036
1,973,926
42,517
(1,212,464)
1,002,247
(459,335)
1,346,891
2,019,551
23,031
(1,198,665)
971,327
(368,378)
1,446,866
(124,796)
(19,486)
13,799
(46,490)
90,957
(86,016)
99
19,546 £5,542 Employee Inflation. £7,751 Staff budget
transferred from Planning Policy to fund temp
post. £2,812 Insurance Transfer from
Organisational Development.
70,000 £75,000 Anticipated part year loss of income
when Land Registry take over part of service.
(£5,000) Fees earned from Street naming and
numbering services.
Appendix B
Environmental Health Service Area
Service
2013/14
Actual
2014/15
2015/16
Variance
Base Budget Base Budget 2015/16 Base to
2014/15 Base
£
351,774
352,923
(3,320)
(79,209)
18,241
9,265
451,262
36,893
127,641
955,472
711,482
23,964
6,643
82,202
£
328,428
360,844
0
(54,716)
26,892
10,390
510,378
37,294
142,815
835,783
664,418
12,150
20,000
91,490
£
378,456
370,315
0
(52,177)
24,797
10,507
400,393
37,457
135,295
774,504
612,292
10,000
21,403
93,945
50,028
9,471
0
2,539
(2,095)
117
(109,985)
163
(7,520)
(61,279)
(52,126)
(2,150)
1,403
2,455
Total Net Costs
3,045,233
2,986,166
2,817,187
(168,979)
Gross Direct Costs - Reffcus
Gross Direct Income - Reffcus
Capital Charges
Support Service Charges
Support Service Recharges
45,531
(45,531)
259,856
785,544
(195,290)
40,000
(40,000)
559,217
813,160
(213,771)
220,000
(220,000)
465,871
777,070
(192,414)
180,000
(180,000)
(93,346)
(36,090)
21,357
Net Cost of Service
3,895,343
4,144,772
3,867,714
(277,058)
Commercial Services
Rural Sewerage Schemes
Travellers
Licensing
Street Naming
Pest Control
Environmental Protection
Dog Control
Env Health - Service Mgmt
Waste Collection and Disposal
Cleansing
Environmental Strategy
Community Safety
Civil Contingencies
100
£
Appendix B
2014/15
Base
Budget
£
ENVIRONMENTAL HEALTH SERVICE AREA
2015/16
Base
Budget
Variance
£
£
Explanation for Major Variances
Commercial Services
Gross Direct Costs
352,862
400,891
48,029 Re-allocation of staffing costs associated
with the departmental restructure
Gross Direct Income
Support Service Charges
(24,434)
142,420
(22,435)
141,100
Net Expenditure
470,848
519,556
1,999 Fewer Food Hygiene courses
(1,320) The major changes relates to recharges of
£12,830 from Business Transformation,
(£4,380) Legal Services, (£3,280) Central
costs and (£5,540) Admin Buildings.
48,708
Rural Sewerage Scheme
Gross Direct Costs
360,844
370,315
Support Service Charges
Net Expenditure
320
361,164
360
370,675
Travellers
Gross Direct Costs
Gross Direct Income
Gross Direct Costs - Refcus
Gross Direct Income - Refcus
Capital Charges
Support Service Charges
Net Expenditure
4,000
(4,000)
40,000
(40,000)
97,800
1,300
99,100
4,000
(4,000)
220,000
(220,000)
97,800
2,160
99,960
Licensing
Gross Direct Costs
115,467
119,008
(170,183)
107,360
(171,185)
94,580
Net Expenditure
52,644
42,403
Street Naming
Gross Direct Costs
Capital Charges
Support Service Charges
Net Expenditure
26,892
7,565
1,350
35,807
24,797
7,565
1,200
33,562
(2,095) No major variances
0
(150) No major variances
(2,245)
Pest Control
Gross Direct Costs
Gross Direct Income
Capital Charges
Support Service Charges
Net Expenditure
14,335
(3,945)
0
5,200
15,590
15,452
(4,945)
1,045
5,020
16,572
1,117
(1,000)
1,045
(180)
982
Gross Direct Income
Support Service Charges
101
9,471 Inflation on Internal Drainage Board (IDB)
Rates and Levies.
40 No major variances
9,511
0
0
180,000 Reflects the Capital programme in year
(180,000) Reflects the Capital programme in year
0
860 No major variances
860
3,541 Re-allocation of staffing costs associated
with the departmental restructure
(1,002) No major variances
(12,780) The major changes relate to reduced
recharges from Customer Services and
Sundry debtors
(10,241)
No major variances
No major variances
No major variances
No major variances
Appendix B
2014/15
Base
Budget
2015/16
Base
Budget
Variance
£
£
Explanation for Major Variances
£
ENVIRONMENTAL HEALTH SERVICE AREA
Environmental Protection
Gross Direct Costs
521,132
416,148
Capital Charges
Gross Direct Income
3,600
(10,754)
3,600
(15,755)
0
(5,001) Recoverable income from works in default
Support Service Charges
158,690
145,810
Net Expenditure
672,668
549,803
(12,880) The major changes relate to reduced
recharges of (£9,340) from Admin Buildings
and (16,340) from Legal Services offset by
additional recharges of £9,830 to Business
Transformation
(122,865)
38,294
(1,000)
0
21,170
58,464
38,457
(1,000)
1,567
21,280
60,304
143,465
135,945
7,416
(650)
63,540
6,709
(650)
50,410
(213,771)
(192,414)
0
0
Dog Control
Gross Direct Costs
Gross Direct Income
Capital Charges
Support Service Charges
Net Expenditure
Env Health - Service Mgmt
Gross Direct Costs
Capital Charges
Gross Direct Income
Support Service Charges
Support Service Recharges
Net Expenditure
102
(104,984) (£54,980) Re-allocation of staffing costs
associated with the departmental
restructure; (£55,000) Non-recurring use of
Reserves for Enforcement Board works;
£5,000 Additional costs for works in default
offset by additional income (see below)
163
0
1,567
110
1,840
No major variances
No major variances
No major variances
No major variances
(7,520) Staff mobile phones are now part of a
centralised contract - budget for rentals and
calls transferred to IT support
(707)
0
(13,130) Reduced recharges from Customer
Services reflecting a more accurate
allocation of time
21,357 Reduced recharges reflecting lower service
costs
0
Appendix B
2014/15
Base
Budget
£
ENVIRONMENTAL HEALTH SERVICE AREA
Waste Collection and Disposal
Gross Direct Costs
3,860,864
Capital Charges
435,119
Gross Direct Income
(3,025,081)
Gross Direct Income - Refcus
Support Service Charges
Net Expenditure
2015/16
Base
Budget
Variance
£
£
3,584,409
339,868
(2,809,905)
233,650
231,090
1,504,552
1,345,462
Explanation for Major Variances
(276,455) See Note A below:
(95,251) Depreciation charges
215,176 Profit share scheme changed for new
recycling contract. Partly offset by lower
costs as detailed in Note A
0
(2,560) Lower recharges of (£9,190) from
Customer Services and (£9,060) from
Computer Applications offset by additional
recharges of £7,650 from Business
Transformation
(159,090)
Note A: Significant variances include (£61,234) On-going efficiency savings on the Kier contract; (£25,000) Reduction in budget
for recycling initiatives; (£139,822) Savings associated with the new joint venture recycling contract; (£28,963) Budget deleted
for Community Recycling Credits; (£19,706) Lower commercial disposal costs due to reduced tonnage.
Cleansing
Gross Direct Costs
706,422
655,043
Gross Direct Income
Support Service Charges
Net Expenditure
(42,004)
17,600
682,018
(42,751)
20,120
632,412
Environmental Strategy
Gross Direct Costs
Gross Direct Income
Capital Charges
Support Service Charges
Net Expenditure
22,150
(10,000)
7,717
9,800
29,667
20,000
(10,000)
7,717
11,430
29,147
(2,150) No major variances
0
0
1,630 No major variances
(520)
Community Safety
Gross Direct Costs
Support Service Charges
Net Expenditure
20,000
2,570
22,570
21,403
570
21,973
1,403 No major variances
(2,000) No major variances
(597)
Civil Contingencies
Gross Direct Costs
Support Service Charges
91,490
48,190
93,945
51,940
139,680
145,885
6,205
6,278,217
40,000
559,217
(3,292,051)
(40,000)
813,160
(213,771)
4,144,772
5,899,813
220,000
465,871
(3,082,626)
(220,000)
777,070
(192,414)
3,867,714
(378,404)
180,000
(93,346)
209,425
(180,000)
(36,090)
21,357
(277,058)
Net Expenditure
Gross Direct Costs
Gross Direct Costs - Refcus
Capital Charges
Gross Direct Income
Gross Direct Income - Refcus
Support Service Charges
Support Service Recharges
Net Expenditure
103
(51,379) (£10,000) Transfer of sanitary waste
collection costs to Public Conveniences;
(£44,728) On-going efficiency savings on
the Kier contract.
(747) No major variances
2,520 No major variances
(49,606)
2,455 No major variances
3,750 Recharges from Business Transformation
Appendix B
Finance Service Area
Service
2013/14 Actual
£
Local Taxation
Benefits
Discretionary Rate Relief
Non Distributed Costs
Benefits & Revenues Mgmt
Corporate Finance
Internal Audit
Central Costs
Corporate & Democratic Core
Total Net Costs
IAS 19 Adjustment
Capital Charges
Support Service Charges
Support Service Recharges
Net Cost of Service
70,311
234,780
163,539
340,275
73,950
478,381
85,630
36,832
393,352
2014/15
2015/16
Variance
Base Budget Base Budget 2015/16 Base to
2014/15 Base
£
£
£
133,336
117,929
(15,407)
409,493
387,919
(21,574)
201,831
92,471
(109,360)
265,787
289,815
24,028
73,811
74,197
386
490,268
480,397
(9,871)
103,613
94,000
(9,613)
43,329
41,279
(2,050)
493,757
554,333
60,576
1,877,050
2,215,225
2,132,340
(82,885)
(317,275)
36,052
2,448,058
(1,359,909)
(265,787)
114,468
2,400,300
(1,380,400)
(289,815)
101,208
2,644,495
(1,544,178)
(24,028)
(13,260)
244,195
(163,778)
2,683,976
3,083,806
3,044,050
(39,756)
104
Appendix B
2014/15 Base 2015/16 Base
Budget
Budget
£
£
Variance
Explanation for Major Variances
£
FINANCE SERVICE AREA
Local Taxation
Gross Direct Costs
Capital Charges
Gross Direct Income
Support Service Charges
Net Expenditure
Benefits
Gross Direct Costs
Capital Charges
Gross Direct Income
Support Service Charges
Net Expenditure
558,066
545,161
15,000
(424,730)
347,069
15,000
(427,232)
417,000
495,405
549,929
28,741,490
89,309
(28,331,997)
522,450
23,550,892
78,728
(23,162,973)
563,580
1,021,252
1,030,227
(12,905) £25,998 Balance Temporary posts funded from
Local Council Tax Support Grant. (£41,152) Non
recurring expenditure funded from Reserves.
0
(2,502) Adjustment re NNDR Collection allowance.
69,931 Major changes to recharges are as follows £20,170
Business Transformation, £30,770 Customer
Services, £11,690 Accountancy, £9,170 Postal and
Scanning and (£16,800) Admin Buildings.
54,524
(5,190,598) See Note A below:
(10,581)
5,169,024 See Note B below:
41,130 (£11,220) legal, £30,730 Business Transformation,
(£14,800) Central Costs, (£30,550) Admin
Buildings. £74,700 Customer services.
8,975
Note A: (£5,000,000) estimated value of benefit payments based on current levels, this is offset by reduced Department for Work and
Pensions (DWP) subsidy. (£82,997) Approved Savings. £12,739 Employee inflation. (£22,265) Superannuation costs not incurred as
anticipated. (£77,520) To reflect changes to the Fraud service through the implementation of Single Fraud Investigation Service (SFIS)
Note B: £4,970,000 subsidy on lower volume of payments. £59,675 Reduced level of Administration support from DWP. A further
adjustment of £77,520 has been anticipated due to the implementation of SFIS.
Discretionary Rate Relief
Gross Direct Costs
201,831
92,471
Support Service Charges
Net Expenditure
0
201,831
2,580
95,051
265,787
(265,787)
289,815
(289,815)
0
0
290
290
Benefits & Revenues Mgmt
Gross Direct Costs
Support Service Charges
Support Service Recharges
Net Expenditure
73,811
18,470
(92,281)
0
74,197
7,950
(82,147)
0
Corporate Finance
Gross Direct Costs
490,268
480,397
10,159
242,530
(742,957)
0
7,480
237,810
(725,687)
0
103,613
94,000
11,140
(114,753)
0
8,590
(102,590)
0
Non Distributed Costs
Gross Direct Costs
IAS 19 Adjustment
Support Service Charges
Net Expenditure
Capital Charges
Support Service Charges
Support Service Recharges
Net Expenditure
Internal Audit
Gross Direct Costs
Support Service Charges
Support Service Recharges
Net Expenditure
(109,360) (£68,000) Non recurring expenditure previously
funded from Second Homes Monies.(£41,360)
Local Council Tax Support grants.
2,580
(106,780)
24,028 £21,105 - Actuarial Strain costs.
(24,028) (£21,105) - Pension Fund adjustment re actuarial
strain
290
290
386 No Major Variances.
(10,520) No Major Variances.
10,134
0
(9,871) £4,538 Employee Inflation. (£12,000) Savings
agreed.
(2,679) No Major Variances
(4,720) No Major Variances
17,270 Reduced Direct costs to recover from services.
0
(9,613) (£3,646) - One-off audit costs in 2014/15. (£6,000) Savings following implementation of the Internal
Audit contract.
(2,550) No Major Variance
12,163 Reduced recharges reflecting lower service costs.
0
M:\Accountancy\Shared Information\BUDGET\2015-16\Appendicies base\Apx B Finance Base 1516
105
Appendix B
2014/15 Base 2015/16 Base
Budget
Budget
£
£
Variance
Explanation for Major Variances
£
FINANCE SERVICE AREA
Central Costs
Gross Direct Costs
Support Service Charges
43,329
387,080
41,279
289,980
(430,409)
0
(331,259)
0
Corporate & Democratic Core
Gross Direct Costs
493,757
554,333
Support Service Charges
Support Service Recharges
871,561
0
1,116,715
(302,495)
1,365,318
1,368,553
Support Service Recharges
Net Expenditure
Net Expenditure
(2,050) No Major Variance
(97,100) (£160,380) - Reduced recharge from Customer
Services. £73,400 - Increased Administrative
Buildings recharge reflecting the changes as a
result of the office move.
99,150 Reduced recharges reflecting lower service costs.
0
60,576 £124,591 - Transfer of staff costs from other
service areas. £6,668 - Employee Inflation. £9,878
- Pension Fund adjustments. (£77,000) - One-off
costs funded from the Business Transformation
Reserve. (£3,807) - Saving in external audit fees.
245,154 See Note A below:
(302,495) Increased recharges reflecting the fact that
Business Transformation costs are now being
charged out on a per head basis.
3,235
Note A: (£29,660) - Reduced recharge from Planning. £21,190 - Increased recharge from Customer Services. £127,340 - Increased
recharge from IT reflecting time spent on Business Transformation projects. £156,740 - Increased Administrative Buildings recharge
reflecting the changes as a result of the office move. (£24,820) - Reduced recharge from the Corporate Leadership Team.
Gross Direct Costs
Capital Charges
Gross Direct Income
IAS19 Pension Adjustment
Support Service Charges
Support Service Recharges
Net Expenditure
30,971,952
114,468
(28,756,727)
(265,787)
2,400,300
(1,380,400)
3,083,806
25,722,545
101,208
(23,590,205)
(289,815)
2,644,495
(1,544,178)
3,044,050
(5,249,407)
(13,260)
5,166,522
(24,028)
244,195
(163,778)
(39,756)
M:\Accountancy\Shared Information\BUDGET\2015-16\Appendicies base\Apx B Finance Base 1516
106
Appendix B
Organisational Development Service Area
Service
2013/14
Actual
2014/15
2015/16
Variance
Base Budget Base Budget 2015/16 Base to
2014/15 Base
£
330,513
252,097
50,849
137,708
426,418
£
352,548
164,429
57,281
163,489
477,903
£
349,628
178,808
56,340
265,632
423,779
Total Net Costs
1,197,585
1,215,650
1,274,187
58,537
Capital Charges
Support Service Charges
Support Service Recharges
0
491,396
(810,560)
3,200
496,950
(760,338)
2,500
411,090
(739,556)
(700)
(85,860)
20,782
878,421
955,462
948,221
(7,241)
Personnel & Payroll Supp Svs
Insurance & Risk Management
Policy & Performance Mgt
Registration Services
Members Services
Net Cost of Service
107
£
(2,920)
14,379
(941)
102,143
(54,124)
Appendix B
2014/15
2015/16
Base
Base
Budget
Budget
£
£
ORGANISATIONAL DEVELOPMENT SERVICE AREA
Variance
Explanation for Major Variances
£
Personnel & Payroll Supp Svs
Gross Direct Costs
353,548
350,628
(2,920) (£11,642) - Transfer of staff costs to
another service area. £6,294 Employee Inflation. £4,172 - Pension
Fund adjustment. (£1,402) - Auto
enrolment costs not incurred as
anticipated.
Gross Direct Income
Support Service Charges
(1,000)
129,380
(1,000)
111,810
(481,928)
(461,438)
0
0
0 No Major Variances
(17,570) (£6,040) - Reduced Administrative
Buildings recharge reflecting the
changes as a result of the office move.
£8,470 - Recharge of Business
Transformation costs. (£9,910) Reduced recharges from Internal
Audit. (£5,920) - Reduced charges
from Legal Services.
20,490 Reduced recharges reflecting lower
service costs.
0
165,079
179,458
(650)
22,460
(186,889)
(650)
16,160
(194,968)
0
0
Policy & Performance Mgt
Gross Direct Costs
Support Service Charges
57,281
34,240
56,340
26,810
Support Service Recharges
(91,521)
(83,150)
0
0
Support Service Recharges
Net Expenditure
Insurance & Risk Management
Gross Direct Costs
Gross Direct Income
Support Service Charges
Support Service Recharges
Net Expenditure
Net Expenditure
108
14,379 (£6,885) - Transfer of insurance costs
to other service areas. £23,000 Increased costs relating to new
Insurance tender. (£1,220) - Auto
enrolment costs not incurred as
anticipated.
0 No Major Variances
(6,300) No Major Variances
(8,079) Increased recharges reflecting higher
service costs.
0
(941) No Major Variances
(7,430) (£3,970) - Reduced Administrative
Buildings recharge reflecting the
changes as a result of the office move.
£2,120 - Recharge of Business
Transformation costs. (£5,220) Reduced recharges from Internal
Audit.
8,371 Reduced recharges reflecting lower
service costs.
0
Appendix B
2014/15
2015/16
Base
Base
Budget
Budget
£
£
ORGANISATIONAL DEVELOPMENT SERVICE AREA
Registration Services
Gross Direct Costs
200,211
304,352
Variance
Explanation for Major Variances
£
104,141 £11,642 - Transfer of staff costs from
another service area. £2,497 Employee inflation. £90,000 - Costs
relating to the conduct of the District
Council election in May 2015. This is
funded from an earmarked reserve.
Gross Direct Income
Support Service Charges
(36,722)
158,900
(38,720)
138,080
Net Expenditure
322,389
403,712
Members Services
Gross Direct Costs
478,303
424,179
(54,124) (£51,777) - Transfer of staff costs to
Media & Communications. £1,923 Employee inflation. (£3,271) - Pension
Fund adjustment.
Capital Charges
Gross Direct Income
Support Service Charges
3,200
(400)
151,970
2,500
(400)
118,230
(700)
0 No Major Variances
(33,740) (£19,790) - Reduced recharge from IT.
£4,200 - Recharge of Business
Transformation costs. The balance
consists of minor reductions in a
number of service areas including
Creditors, Economic Development and
Customer Services, Housing.
633,073
544,509
(88,564)
1,254,422
3,200
(38,772)
496,950
(760,338)
955,462
1,314,957
2,500
(40,770)
411,090
(739,556)
948,221
60,535
(700)
(1,998)
(85,860)
20,782
(7,241)
Gross Direct Costs
Capital Charges
Gross Direct Income
Support Service Charges
Support Service Recharges
Net Expenditure
109
(1,998) No Major Variances
(20,820) (£8,870) - Reduced recharge from
Reprographics. £4,200 - Recharge of
Business Transformation costs. The
balance consists of minor reductions in
a number of service areas including
Customer Services, Personnel,
Internal Audit and Legal Services.
81,323
PROPOSED SAVINGS 2015/16 ONWARDS
Service
Savings Title
Workstream
(where
applicable)
Brief Outline of Saving/Additional Income (where applicable)
Appendix C
Saving(S)
/Income (I)
2015/16
Savings
/Income
2016/17
Savings
/Income
2017/18
Savings
/Income
2018/19
Savings
/Income
£
£
£
£
CORPORATE SAVINGS
Various
Overtime
Other
Efficiencies
Historically actual overtime incurred has exceeded the budget set. Additional
will be funded from underspends elsewhere in the service, for example from
vacant posts or one-off funding. Not all services budget separately budget for
overtime, but most will incur OT costs. The savings proposal proposes some
reduction to the overtime budget for 15/16 pending further detailed work of the
reasons for the level of overtime incurred and whether alternative process or
methods of working can be used. Where overtime is required for an
emergency, then this should be funded from the general reserve.
Various
Professional
Fees
Other
Efficiencies
A small number of professional fees budgets are allocated across services
which are not currently utilised, it is therefore proposed that these be removed.
S
10,000
10,000
10,000
10,000
Training
Other
Efficiencies
Following a review of all service training budgets along with the corporate
training budget it is proposed that a saving can be made across this area of
expenditure. This is an area that has underspent in previous years, also there
is inconsistency across services in relation to the training budget available. This
proposal has also reduces this disparity and also releases an ongoing saving
whilst still ensuring capacity within service and corporate training budgets.
S
19,000
19,000
19,000
19,000
Various
Travel
Other
Efficiencies
Travel costs for example lump sums and public transport costs are allocated
across a nnumber of services, following a review a number of small savings at
the cost centre levels have been identified and are being put forward for
consideration as a saving.
S
25,000
25,000
25,000
25,000
Legal
Additional
Income
Selling
Services
Additional income from the provision of legal services to another authority.
I
40,000
40,000
40,000
40,000
Other
Efficiencies
Within the service (including Revenues, Benefits and Accountancy ) there are
currently a number of vacant posts. It is proposed that four posts are removed
from the establishment. Further review will be carried out to ensure resources
are allocated accordingly across the service. In addition following a review of
the subsidy budgets it is possible to remove £20k from the ongoing budget.
S
96,000
116,000
116,000
116,000
Other
Efficiencies
The annual budget for recycling initiatives is historically underspend and is not
always required every year in full. It is proposed that the annual budget is
removed and initiatives are funded on a project basis moving forwards from the
general or earmarked reserves as applicable.
S
25,000
25,000
25,000
25,000
222,000
250,000
250,000
250,000
Various
S
7,000
15,000
15,000
15,000
FINANCE
Finance
Vacant Posts
and Subsidy
ENVIRONMENTAL HEALTH
Environmental
Health
Recycling
Initiatives
Sub Total
Apx C Summary of Savings 2015-16 onwards v3 Final
110
Sheet 1 of 1
Appendix D
North Norfolk District Council
Council Tax Summary 2015/16
2014/15
Actual
Proposed 2015/16
0% Council Tax Increase
Variance
£
Variance
%
Demand on Collection Fund
(excluding Parish/Town Precepts)
£ 5,205,386
£
5,307,071
£101,685
2.0%
District Council Tax Level at Band D
£
£
142.38
£0.81
0.6%
(£0.81)
112.5%
-
0.00%
Less Estimated Collection Fund Surplus at
31st March
Net District Council Tax at Band D
141.57
(£2.70)
£
138.87
(£3.51)
.
£
138.87
£
Note: The Tax Base for 2015/16 is 37,274 (2014/15 36,769) so each £37,274 change in net
expenditure has a £1.00 effect on Council Tax at Band D.
111
Appendix E
Reserves Statement 2015/16 Onwards
Reserve
Purpose and Use of Reserve
2014/15
Updated
Budget
Movement
£
Balance at
1/4/2014
£
General Fund - General
A working balance and contingency, current recommended balance is £1.75 million.
Reserve
Balance at
01/04/15
2015/16
Budgeted
Movement
Balance
01/04/16
2016/17
Budgeted
Movement
Balance
01/04/17
£
£
£
£
£
Budgeted
Balance
Movement
01/04/18
2017/18
£
£
Budgeted
Movement
2018/19
Balance
01/04/19
£
£
1,923,146
(123,081)
1,800,065
0
1,800,065
0
1,800,065
0
1,800,065
0
1,800,065
1,881,280
(343,624)
1,537,656
74,126
1,611,782
0
1,611,782
0
1,611,782
0
1,611,782
47,427
(14,279)
33,148
0
33,148
0
33,148
0
33,148
0
33,148
Earmarked Reserves:
Capital Projects
To provide funding for capital developments and purchase of major assets. This
includes the VAT Shelter Receipt.
Asset Management
To support improvements to our existing assets as identified through the Asset
Management Plan.
Benefits
To be used to mitigate any claw back by the Department of Works and Pensions
following final subsidy determination. Timing of the use will depend on audited subsidy
claims.
721,792
(50,000)
671,792
0
671,792
0
671,792
0
671,792
0
671,792
Big Society Fund (BSF)
To support projects that communities identify where they will make a difference to the
economic and social wellbeing of the area. Funded by a proportion of NCC element of
second homes council tax.
969,927
(620,119)
349,808
(10,000)
339,808
0
339,808
0
339,808
0
339,808
Broadband
Earmarks £1million for superfast broad band in North Norfolk. (£600k was transferred
from the BSF Reserve and £400k from the NHB Reserve)
0
1,000,000
1,000,000
0
1,000,000
0
1,000,000
0
1,000,000
0
1,000,000
Building Control
Building Control surplus
45,688
0
45,688
0
45,688
0
45,688
0
45,688
0
45,688
Business Rates
To be used for the support of local businesses and to mitigate impact of final claims and
appeals in relation to business rates retention scheme.
327,239
357,000
684,239
0
684,239
0
684,239
0
684,239
0
684,239
Coast Protection
To support the ongoing coast protection maintenance programme ands carry forward
funding between financial years.
243,167
(243,167)
0
0
0
0
0
0
0
0
0
Common Training
To deliver the corporate training programme. Training and development programmes
are sometimes not completed in the year but are committed and therefore funding is
carried forward in an earmarked reserve.
77,019
(49,569)
27,450
0
27,450
0
27,450
0
27,450
0
27,450
Economic Development
and Tourism
Earmarked from previous underspends within Economic Development and Tourism
Budgets along with funding earmarked for Learning for Everyone.
13,248
0
13,248
0
13,248
0
13,248
0
13,248
0
13,248
Election Reserve
Established to meet costs associated with district council elections, to smooth the
impact between financial years.
75,060
14,940
90,000
(60,000)
30,000
30,000
60,000
30,000
90,000
30,000
120,000
Enforcement Works
Established to meet costs associated with district council enforcement works including
buildings at risk, pending recovery.
146,967
(4,365)
142,602
(36,516)
106,086
0
106,086
0
106,086
0
106,086
Environmental Health
Earmarking of previous underspends and additional income to meet Environmental
Health initiatives.
66,567
(45,000)
21,567
0
21,567
0
21,567
0
21,567
0
21,567
112
Appendix E
Reserves Statement 2015/16 Onwards
Reserve
Purpose and Use of Reserve
Balance at
1/4/2014
£
2014/15
Updated
Budget
Movement
£
Balance at
01/04/15
2015/16
Budgeted
Movement
Balance
01/04/16
2016/17
Budgeted
Movement
Balance
01/04/17
£
£
£
£
£
Budgeted
Balance
Movement
01/04/18
2017/18
£
£
Budgeted
Movement
2018/19
Balance
01/04/19
£
£
Revenue Grants received and due to timing issues not used in the year.
237,727
(189,622)
48,105
(25,998)
22,107
(6,500)
15,607
0
15,607
0
15,607
Housing
Previously earmarked for stock condition survey and housing needs assessment.
100,000
(15,000)
85,000
0
85,000
0
85,000
0
85,000
0
85,000
Treasury (Property)
Reserve
Property Investment (Treasury), to smooth the impact on the revenue account of
interest fluctuations.
66,068
0
66,068
0
66,068
0
66,068
0
66,068
0
66,068
Land Charges
To mitigate the impact of potential income reductions.
39,899
0
39,899
0
39,899
0
39,899
0
39,899
0
39,899
Legal
One off funding for Compulsory Purchase Order (CPO) work and East Law Surplus.
48,600
(5,005)
43,595
0
43,595
0
43,595
0
43,595
0
43,595
Local Strategic
Partnership
Earmarked underspends on the LSP for outstanding commitments and liabilities.
51,728
0
51,728
0
51,728
0
51,728
0
51,728
0
51,728
LSVT Reserve
To meet the cost of successful warranty claims not covered by bonds and insurance
following the housing stock transfer.
435,000
0
435,000
0
435,000
0
435,000
0
435,000
0
435,000
New Homes Bonus
(NHB)
Established for supporting communities with future growth and development.*
1,286,885
(186,660)
1,100,225
329,432
1,429,657
445,113
1,874,770
451,613
2,326,383
446,384
2,772,767
Organisational
Development
To provide funding for organisation development to create capacity within the
organisation and address anomalies within the pay structure.
107,695
(81,547)
26,148
0
26,148
0
26,148
0
26,148
0
26,148
Pathfinder
To help Coastal Communities adapt to coastal changes.
239,775
(85,634)
154,141
0
154,141
(18,126)
136,015
(44,108)
91,907
(44,108)
47,799
Planning
Additional Planning income earmarked for Planning initiatives including Plan Review.
300,550
(102,377)
198,173
(89,340)
108,833
(84,263)
24,570
0
24,570
0
24,570
Regeneration Projects
Carry forward of underspends relating to Regeneration Projects.
37,837
0
37,837
0
37,837
0
37,837
0
37,837
0
37,837
923,299
(198,350)
724,949
(81,420)
643,529
0
643,529
0
643,529
0
643,529
30,272
(9,467)
20,805
0
20,805
0
20,805
0
20,805
0
20,805
10,443,862
(994,926)
9,448,936
100,284
9,549,220
366,224
9,915,444
437,505
10,352,949
432,276
10,785,225
Grants
To fund one-off redundancy and pension strain costs and invest to save initiatives
Restructuring & Invest to including costs in relation to the Business Transformation Project. Transfers from this
reserve will be allocated against business cases as they are approved. Timing of the
Save Proposals
use of this reserve will depend on when business cases are approved.
Sports Hall Equipment & To support renewals for sports hall equipment. Amount transferred in the year
represents over or under achievement of income target.
Sports Facilities
Total Reserves
113
Appendix F
GENERAL FUND CAPITAL PROGRAMME - 2014/15
Scheme
Scheme Total
Current Estimate
Pre 31/3/14
Actual
Expenditure
£
£
Current
Budget
2014/15
Updated
Actual
Budget
Adjustments
Expenditure
2014/15 (Feb
at Period 8
2015)
Slippage
Variance to
2014/15
Updated
Budget
£
Updated
Budget
2015/16
Updated
Budget
2016/17
£
£
Jobs and the Local Economy
North Norfolk Enterprise Innovation Centre
50,000
10,295
39,705
0
0
39,705
0
(39,705)
0
0
32,168
44,916
0
0
44,916
62
(44,854)
0
0
68,379
5,000
0
0
5,000
0
(5,000)
0
0
310
14,690
0
0
14,690
7,752
(6,938)
0
0
0
110,000
0
0
110,000
55,406
(54,594)
0
0
0
70,000
0
0
70,000
298
(69,702)
0
0
111,152
284,311
0
0
284,311
63,518
(220,793)
0
0
Financed by;
NNDC (Capital Receipts)
50,000
Rocket House
77,084
Financed by;
NNDC (Capital Receipts)
77,084
Carbon Reduction Scheme
Financed by;
NNDC (Cap Receipts - Carbon Reduction
Fund)
73,379
Public Conveniences (Plumbing and
Drainage)
Financed by;
NNCD (Capital Receipts)
Council Car Park Improvements 2014/15
Financed by;
NNCD (Capital Receipts)
Mundesley Road Car Park Resurfacing
Financed by;
NNCD (Capital Receipts)
73,379
15,000
15,000
110,000
110,000
70,000
70,000
395,463
114
Scheme
Scheme Total
Current Estimate
Pre 31/3/14
Actual
Expenditure
£
£
Current
Budget
2014/15
Updated
Actual
Budget
Adjustments
Expenditure
2014/15 (Feb
at Period 8
2015)
Slippage
Variance to
2014/15
Updated
Budget
£
Updated
Budget
2015/16
Updated
Budget
2016/17
£
£
Housing and Infrastructure
Disabled Facilities Grants
Annual programme
0
1,293,220
(793,220)
0
500,000
298,908
(201,092)
500,000
500,000
Annual programme
0
500,543
0
0
500,543
0
(500,543)
0
0
0
3,500,000
(3,500,000)
0
0
0
0
3,500,000
0
0
100,000
0
0
100,000
1,619
(98,381)
0
0
0
5,393,763
(4,293,220)
0
1,100,543
300,527
(800,016)
4,000,000
500,000
Financed by;
Specified Capital Grant
NNDC (Capital Receipts)
Housing Associations
Financed by;
NNDC (Capital Receipts)
NNDC (Capital Projects Reserve)
Affordable Housing Contributions
Housing Loans to Registered Providers
3,500,000
Financed by;
Capital Receipts
Capital Projects Reserve
2,484,769
90,800
Internal/External Borrowing
924,431
Parkland Improvements
100,000
Financed by;
NNDC (Capital Receipts)
100,000
3,600,000
115
Scheme
Scheme Total
Current Estimate
Pre 31/3/14
Actual
Expenditure
£
£
Current
Budget
2014/15
Updated
Actual
Budget
Adjustments
Expenditure
2014/15 (Feb
at Period 8
2015)
Slippage
Variance to
2014/15
Updated
Budget
£
Updated
Budget
2015/16
Updated
Budget
2016/17
£
£
Coast, Countryside and Built Heritage
Gypsy and Traveller Short Stay Stopping
Facilities
Financed by:
Grant
Sheringham Beach Handrails
Financed by;
NNDC (Capital Projects Reserve)
NNDC (Capital Receipts)
Cromer Pier Structural Works - Phase 2
Financed by;
NNDC (Capital Receipts)
Sheringham Promenade Lighting
Financed by;
NNDC (Capital Receipts)
Other Contributions
Cromer Pier and West Prom Refurbishment
Project
Financed by:
1,409,000
1,148,885
40,115
0
0
40,115
0
(40,115)
220,000
0
37,671
2,352
0
0
2,352
0
(2,352)
0
0
1,280,688
137,943
(115,949)
0
21,994
22,424
430
115,949
0
67,727
11,773
0
0
11,773
648
(11,125)
0
0
1,301
198,699
(100,000)
0
98,699
9,446
(89,253)
100,000
0
41,306
112,194
(72,000)
0
40,194
9,462
(30,732)
72,000
0
1,670,701
8,729,299
(4,900,000)
0
3,829,299
846,590
(2,982,709)
4,900,000
0
1,409,000
40,023
5,023
35,000
1,418,631
1,418,631
79,500
46,500
33,000
200,000
NNDC (Capital Receipts)
200,000
Refurbishment Works to the Seaside
Shelters
153,500
Financed by:
NNDC (Capital Receipts)
Cromer Coast Protection Scheme 982 and
SEA
153,500
10,400,000
Financed by:
Environment Agency Grant
10,400,000
116
Scheme
Pathfinder Project
Current
Budget
2014/15
Updated
Actual
Budget
Adjustments
Expenditure
2014/15 (Feb
at Period 8
2015)
Variance to
2014/15
Updated
Budget
Scheme Total
Current Estimate
Pre 31/3/14
Actual
Expenditure
£
1,967,015
£
1,667,657
299,358
0
0
£
299,358
12,460
(286,898)
0
0
78,083
43,917
0
0
43,917
13,399
(30,518)
0
0
12,228
77,772
0
0
77,772
0
(77,772)
0
0
698,382
342,618
0
0
342,618
153,898
(188,720)
0
0
0
804,000
0
0
804,000
749
(803,251)
0
0
0
70,000
0
0
70,000
0
(70,000)
0
2,151,000
0
136,737
0
0
136,737
389
(136,348)
0
0
0
0
0
75,000
75,000
69,712
(5,288)
0
0
Slippage
Updated
Budget
2015/16
Updated
Budget
2016/17
£
£
Financed by:
DEFRA Grant
Cromer to Winterton Scheme
1,967,015
122,000
Financed by:
Environment Agency Grant
External Contributions
Coastal Erosion Assistance
Financed by:
Government Grant
110,000
12,000
90,000
90,000
Storm Surge
Financed by;
Environment Agency Grant
1,041,000
Sheringham West Prom
Financed by;
NNDC (Capital Receipts)
RCCO
Other - Local Levy
Environment Agency Grant
804,000
Mundesley - Refurbishment of Coastal
Defences
Financed by;
NNDC (Capital Receipts)
Environment Agency Grant
1,041,000
215,000
100,000
70,000
419,000
2,221,000
307,000
1,914,000
Sheringham Gangway
Financed by;
NNDC (Capital Receipts)
Marine Management Organisation Grant
European Fisheries Fund Grant
136,737
Mundesley Café - Storm Surge Works
Financed by;
Insurance Claim
75,000
40,000
48,369
48,368
75,000
117
Scheme
Mundesley Public Convenience - Storm
Surge Works
Financed by;
Insurance Claim
RCCO - Excess over Insurance Claim
Cromer Pier Restaurant and Shop - Storm
Surge Works
Financed by;
Insurance Claim
Scheme Total
Current Estimate
Pre 31/3/14
Actual
Expenditure
£
£
50,000
200,000
Slippage
Variance to
2014/15
Updated
Budget
£
Updated
Budget
2015/16
Updated
Budget
2016/17
£
£
0
0
0
50,000
50,000
48,708
(1,292)
0
0
0
0
0
200,000
200,000
147,488
(52,512)
0
0
58,200
0
0
101,800
101,800
87,501
(14,299)
0
0
88,676
0
0
161,324
161,324
50,262
(111,062)
0
0
0
0
0
120,000
120,000
103,758
(16,242)
0
0
0
0
0
0
0
88,864
88,864
0
0
0
78,000
0
0
78,000
834
(77,166)
0
0
0
45,000
0
0
45,000
211
(44,789)
0
0
6,851,505
11,129,777
(5,187,949)
708,124
6,649,952
1,666,803
(4,983,149)
5,407,949
2,151,000
200,000
160,000
Cromer Pier Decking - Storm Surge Works
250,000
Financed by;
Insurance Claim
250,000
Repairs and Renewals Grants - Flood
Protection Works
Financed by;
DEFRA
Updated
Actual
Budget
Adjustments
Expenditure
2014/15 (Feb
at Period 8
2015)
46,000
4,000
Chalets Rebuilding - Storm Surge Works
Financed by;
Insurance Claim
RCCO - Excess over Insurance claim
Sheringham West Prom Café - Storm Surge
Works
Financed by;
NNDC (Capital Receipts)
Insurance Claim
Current
Budget
2014/15
107,000
53,000
120,000
28,000
92,000
0
0
Pier Roof Full Repair / Refurbishment
Financed by;
NNDC (Capital Receipts)
78,000
Pier Public Conveniences
Financed by;
NNDC (Capital Receipts)
45,000
78,000
45,000
21,060,406
118
Scheme
Scheme Total
Current Estimate
Pre 31/3/14
Actual
Expenditure
£
£
Current
Budget
2014/15
Updated
Actual
Budget
Adjustments
Expenditure
2014/15 (Feb
at Period 8
2015)
Slippage
Variance to
2014/15
Updated
Budget
£
Updated
Budget
2015/16
Updated
Budget
2016/17
£
£
Localism
North Lodge Park
Financed by;
NNCD (Capital Receipts)
197,000
Big Society Fund
Financed by:
NNDC (Capital Receipts)
RCCO
507,000
North Walsham Regeneration Schemes
(Including Market St North Walsham)
Financed by:
NNDC (Capital Receipts)
Victory Swim and Fitness Centre
Financed by;
NNCD (Capital Receipts)
(196,268)
0
0
0
0
196,268
0
394,000
113,000
0
0
113,000
72,500
(40,500)
0
0
17,045
52,955
0
12,045
65,000
0
(65,000)
0
0
0
54,370
0
0
54,370
185
(54,185)
0
0
9,191
90,809
0
0
90,809
74,691
(16,118)
0
0
0
73,630
0
0
73,630
9,402
(64,228)
0
0
0
30,000
0
0
30,000
31
(29,969)
0
0
0
64,000
0
0
64,000
3,471
(60,529)
0
0
420,968
675,032
(196,268)
12,045
490,809
160,281
(330,528)
196,268
0
482,000
25,000
82,045
70,000
54,370
54,370
100,000
Splash Roof Repairs
Financed by;
NNCD (Capital Receipts)
Other Contributions
73,630
Cabbell Park
Financed by;
NNCD (Future Capital Receipts)
196,268
197,000
Play Areas
Financed by;
NNCD (Capital Receipts)
Steelwork Protection to Victory Pool and
Fakenham Gym
Financed by;
NNCD (Capital Receipts)
732
100,000
43,630
30,000
30,000
30,000
64,000
64,000
1,108,045
119
Scheme
Scheme Total
Current Estimate
Pre 31/3/14
Actual
Expenditure
£
£
Current
Budget
2014/15
Updated
Actual
Budget
Adjustments
Expenditure
2014/15 (Feb
at Period 8
2015)
Slippage
Variance to
2014/15
Updated
Budget
£
Updated
Budget
2015/16
Updated
Budget
2016/17
£
£
Delivering the Vision
Trade Waste Bins/ Waste Vehicle
Financed by:
NNDC (Capital Receipts)
LPSA Grant
272,700
Personal Computer Replacement Fund
Financed by;
NNDC (Capital Receipts)
NNDC (RCCO)
205,583
Waste Management & Environmental Health
IT System
Financed by;
NNDC (Capital Receipts)
WPEG Grant
DEFRA Grant
Asset Management Computer System
Financed by;
NNDC (Capital Projects Reserve)
NNDC (Asset Management Reserve)
Procurement for Upgrade of Civica System
Financed by:
NNDC (Capital Receipts)
Other Grants (RIEP)
DWP Performance Standards Fund
e-Financials Financial Management System
Software Upgrade
Financed by:
NNDC (Capital Receipts)
Administrative Buildings
Financed by;
NNDC (Capital Receipts)
Replacement of Planning Printer and Scanner
Financed by:
NNDC (Capital Receipts)
192,817
79,883
0
0
79,883
52,387
(27,496)
0
0
162,603
22,980
0
0
22,980
0
(22,980)
20,000
0
221,082
11,345
0
0
11,345
0
(11,345)
0
0
63,190
11,810
0
0
11,810
0
(11,810)
0
0
187,058
119,098
0
0
119,098
0
(119,098)
0
0
21,506
11,494
(11,494)
0
0
0
0
11,494
0
124,060
126,510
0
0
126,510
34,892
(91,618)
0
0
98
15,300
0
0
15,300
15,300
0
0
0
194,784
77,916
161,322
43,636
232,427
131,514
83,486
17,427
75,000
60,000
15,000
306,156
210,947
53,800
41,409
33,000
33,000
250,570
250,570
15,398
21,000
120
Scheme
Scheme Total
Current Estimate
£
Committee Management Information System
Financed by:
NNDC (Capital Receipts)
12,500
Cash Receipting System Upgrade
Financed by:
NNDC (Capital Receipts)
10,000
Planning Probass 4
Financed by:
NNDC (Capital Receipts)
32,787
Planning System (Scanning of Old Files)
Financed by:
NNDC (Capital Receipts)
60,000
IT Network Switches
Financed by:
NNDC (Capital Receipts)
91,286
Pre 31/3/14
Actual
Expenditure
Current
Budget
2014/15
Updated
Actual
Budget
Adjustments
Expenditure
2014/15 (Feb
at Period 8
2015)
Slippage
Variance to
2014/15
Updated
Budget
£
Updated
Budget
2015/16
Updated
Budget
2016/17
£
12,500
0
0
0
0
0
0
£
0
£
0
0
10,000
0
0
10,000
0
(10,000)
0
0
0
32,787
(16,390)
0
16,397
0
(16,397)
16,390
0
0
60,000
(60,000)
0
0
0
0
60,000
0
0
91,286
0
0
91,286
91,286
0
0
0
0
38,089
0
0
38,089
38,090
1
0
0
0
90,000
0
0
90,000
0
(90,000)
0
0
0
37,500
0
0
37,500
47
(37,453)
0
0
0
60,000
0
0
60,000
0
(60,000)
0
0
12,500
10,000
27,185
60,000
100,000
Replacement of Dell Equalogic Systems
Financed by:
NNDC (Capital Receipts)
38,089
Telephony Procurement
Financed by:
NNDC (Capital Receipts)
90,000
Web Infrastructure Upgrade
Financed by:
Invest to Save Reserve
37,500
New Print Solution - Multi Function Devices
Financed by:
Business Transformation Reserve
60,000
30,000
90,000
37,500
60,000
121
Scheme
Website Intergration Software
Financed by:
Business Transformation Reserve
Scheme Total
Current Estimate
Pre 31/3/14
Actual
Expenditure
£
£
Current
Budget
2014/15
Updated
Actual
Budget
Adjustments
Expenditure
2014/15 (Feb
at Period 8
2015)
Slippage
Variance to
2014/15
Updated
Budget
Updated
Budget
2015/16
Updated
Budget
2016/17
0
34,000
0
0
£
34,000
0
(34,000)
0
0
1,856,996
984,914
852,082
(87,884)
0
764,198
232,002
(532,197)
107,884
0
28,020,910
8,368,539
18,334,965
(9,765,321)
720,169
9,289,813
2,423,130
(6,866,683)
9,712,101
2,651,000
4,900,000
220,000
466,046
0
0
0
0
0
90,800
0
3,110,824
924,431
1,844,000
0
466,046
0
0
0
0
0
0
0
340,954
0
9,712,101
2,651,000
34,000
£
£
34,000
Capital Programme Financing
Environment Agency Grant
DEFRA Grant
Disabled Facilities Grants
Other Grants
Affordable Housing Contributions
Other Contributions
Asset Management Reserve
Revenue Contribution to Capital (RCCO)
Capital Project Reserve
Invest to Save Reserve
Capital Receipts
Internal / External Borrowing
Insurance Claims
TOTAL FINANCING
4,770,606
339,473
466,046
166,737
0
49,771
3,983
157,000
508,370
37,500
2,167,203
0
623,124
9,289,813
122
Scheme
Scheme Total
Current Estimate
Pre 31/3/14
Actual
Expenditure
£
£
Current
Budget
2014/15
Slippage
Updated
Actual
Budget
Adjustments
Expenditure
2014/15 (Feb
at Period 8
2015)
£
123
Variance to
2014/15
Updated
Budget
Updated
Budget
2015/16
Updated
Budget
2016/17
£
£
Appendix G
CAPITAL BIDS - 2015/16 to 2019/20 SUMMARY
Ref. (Bid
Forms)
Bid Title/Brief Description
Total Estimated
Project Costs
Funding
Identified
Estimated Costs
2015/16
2016/17
2017/18
Annual Revenue
Costs / (Income)
Comments
0
As part of the Asset Commercialisation theme within the
financial strategy it is proposed that a development
options study be carried out on Holt Country Park and the
public convenience site at Wells. The study will provide an
opportunity to review the current facilities and future
opportunities for these assets in order to potentially
generate a return for the Council.
0
The updated Asset Management Plan (AMP) was
approved by Cabinet in May 2014. The Plan contained a
summary of the budget forecasts for the next 5 years in
relation to capital and revenue expenditure. This bid
reflects the capital requirements identified within the report
and seeks approval for the budgets to undertake the
works. Please note that this does not include schemes
included within the AMP for which separate capital bids
have been produced, elsewhere within this summary. The
detail is included within Appendix 1 to this summary.
(5,000)
Following the tidal surge in December 2013, significant
damage was experienced along Cromer's West Prom.
This scheme seeks to consolidate those schemes and
sources of funding already identified for regeneration of
the area; using £189,253 of previously agreed NNDC
capital receipts, £200,000 from FLAG where the scheme
has received an 'offer in principle', and an estimated
£200,000 as the result of an insurance claim in relation to
the chalets and public convenience on the Prom following
the storm surge. In addition to this it looks to improve the
existing lighting along the Prom creating a safer
environment for residents and visitors.
2018/19 onwards
Assets and Leisure - Duncan Ellis
Holt Country Park and Wells Public
Convenience Development Options To commission a study to consider the
AL01.15 commercial development opportunities
for generating income and a return for
the Council from the Holt Country Park
and Wells Public Convenience site.
Asset Management Plan - Various
AL02.15 asset related bids in line with the asset
management plan.
Cromer West Promenade
Infrastructure Regeneration Refurbishment and regeneration of the
Cromer Promenade following the
damage caused by the storm surge.
AL03.15 This should look to develop a master
plan which will set an overall strategy for
the medium to long term, with a view to
making the area more viable,
encouraging more visitors and
generating addtional levels of income
Car Park Refurbishment Refurbishment of the following car parks;
AL05.15 Stalham High Street, Staithe Street
Wells, the Limes and Staithe Street
Fakenham.
Summary Capital Bids - Sheet 1 of 4
10,000
1,631,500
804,253
60,000
10,000
356,500
804,253
60,000
Note - development option costs would need to be funded
from revenue, for example the invest to save reserve.
Following the recommendations from the study detailed
capital project proposals will be required for future budget
approval.
475,000
0
0
380,500
0
419,500
0
0
0
124
Funding has been
identifed as
potentially coming
from the revenue
invest to save
reserve. There is
therefore no
funding
requirement from
current capital
resources.
(121,618)
(589,253)
0
0
These works would improve facilities from which the
Council receives a significant income, and would allow
revenue repair budgets to be spent maintaining existing
car parks.
Appendix G
CAPITAL BIDS - 2015/16 to 2019/20 SUMMARY
Ref. (Bid
Forms)
Bid Title/Brief Description
Total Estimated
Project Costs
Fakenham Connect and Cromer
Office Works - DWP - Remodelling of
AL08.15 Fakenham Connect and Main Cromer
Office to facilitate potential office sharing
with the DWP.
126,000
Funding
Identified
Estimated Costs
2015/16
2016/17
2017/18
2018/19 onwards
126,000
0
0
0
(116,000)
Annual Revenue
Costs / (Income)
Comments
(65,065)
Initial discussions have been held with the DWP in relation
to the potential for sharing office space at both Fakenham
Connect and the main Cromer offices. There would be
remodelling works required which would in the main be
funded by the DWP over the lifetime of the lease through
a service charge, although the intial upfront funding of the
works would need to be from NNDC resources. This
would result in new income streams to the Council, and
would improve the assets themselves. The annual
revenue costs does not include the capital recovery
element.
IT / Customer Services - Sean Kelly
Server Replacement - Physical
replacement of servers and renewal of
CS01.15 the Vmware Software which allows the
creation and maintenance of virtual
servers.
100,000
100,000
0
0
0
0
0
GIS /Web Based Solution CS02.15 Progression to web based mapping is an
essential part of the IT strategy.
20,000
20,000
0
0
0
0
0
Recording Equipment and Audio
Equipment - Implementation of
equipment to enable recording of council
CS03.15
meetings in Council Chamber and other
meeting rooms, and upgrade to current
audio equipment.
20,000
20,000
0
0
0
0
0
The Council is committed to a program of Business
Transformation, and as a result there is a requirement for
higher capacity and better performance IT servers to be
used to implement resulting new systems. As existing
hardware is currently 5 years old, it is more efficient to
replace rather than risk the failure of equipment which is
not maintainable.
The progression to a GIS and web based mapping
function is particularly relevant as the existing system will
not continue to be supported in the future. This scheme
has links to the development of the website and the
channel shift programme.
Development Management - Nicola Baker
Scanning of Documents - Additional
funding is sought to facilitate the
DM01.15
complete scanning of documents held in
an external storage facility.
DM02.15
Upgrades to Accolade and Idox Upgrades of both main systems in use
within the department are anticipated
within the year.
40,000
40,000
0
0
0
0
0
There is currently a scheme within the existing capital
programme for the scanning of Planning documents.
Initial enquiries into costs have identified that the current
budget is insufficient to facilitate the scanning of all
existing planning records held at an external location. A
further £40k is therefore requested to undertake the full
process and this should reduce the requirements for
external storage facilities. This will need to be linked to the
Business Transformation strategy.
25,000
25,000
0
0
0
0
0
Upgrades to both Accolade and Idox are anticipated within
the year. Work will also be commencing on the Business
Transformation strategy which is likely to result in system
issues requiring additional support from both suppliers.
Economic and Community Development - Rob Young
Summary Capital Bids - Sheet 2 of 4
125
Appendix G
CAPITAL BIDS - 2015/16 to 2019/20 SUMMARY
Ref. (Bid
Forms)
Bid Title/Brief Description
Total Estimated
Project Costs
2015/16
Ostend Targeted Rock Placement and
Coastal Adaptation - Provision of 60m
ED01.15
of rock sill at Ostend, Walcott to limit cliff
toe erosion
Steps (Trafalgar Court Beach Access)
ED02.15 - Provision of replacement
footbath/steps to enable beach access.
Egmere Business Zone - Provision of a
new industrial estate road and utility
services to open up an area of land
ED03.15 identified for future development. This is
in support of the offshore wind energy
sector through the Egmere Local
Development Order
Resolution of Surface Water Drainage
Constraint to the Former General
Trailers site, Cromer Road North
Walsham - Actively seeking funding to
ED04.15
facilitate and progress this scheme,
removing blight from a prominent
employment site and thereby improving
investment opportunities for the area.
55,000
150,000
1,500,000
150,000
Funding
Identified
Estimated Costs
55,000
150,000
1,000,000
150,000
2016/17
0
0
500,000
0
2017/18
0
0
0
0
Summary Capital Bids - Sheet 3 of 4
126
Comments
500
The Ostend coastal frontage is susceptible to coastal
erosion and the storm surge in December 2013 initiated a
period of coastal change, putting homes at risk. This
work, as part of the adopted Shoreline Management Plan
seeks to manage this coastal change and its impact on
individuals and communities.
0
The background to this bid was included in the November
Pre-Agenda meeting papers. An external report was
commissioned by the Council which gave a number of
options for the reinstatement of a permanent access route
from Trafalgar Court to the Beach.
2018/19 onwards
0
0
0
To be confirmed
with the Parish
Council and other
external funding
bodies, but
assuming £50,000
for the purpose of
this exercise
0
Funding has been
sought through
4,000 per annum
bids of £1 million
(representative
to the Coastal
annual lease
Communities
costs, plus
£50,000 one off
Fund and a
£500,000 bid to marketing costs in
year one)
the New Anglia
LEP
A report was taken to Cabinet in October 2014 outlining a
project proposal to open are of land within the Egmere
Local Development Order in order to promote investment
opportunities from businesses seeking to invest in this part
of the district. The scheme looks to strengthen jobs and
the economy in a key economic sector, taking forward
significant capital investment projects off the North Norfolk
Coast.
Potential funding
to be sought from
New Anglia LEP
Business Rates
Pool mechanism
of £150,000
A solution to the issue of surface water drainage at the site
has been identfied, but the solution needs to be financed,
and at the current time there is insufficient confidence for
external parties to address the issues, with interest from
potential site occupiers being suppressed. NNDC
proposes to undertaken an enabling role to facilitate and
lead an application of funding through the Business Rates
Pool in order to ensure that the works are completed. The
provision of a second attenuation reservoir to handle
surface water from the site would strengthen job and
economy prospects in a principal NNDC settlement.
0
Environmental Services - Steve Hems
Annual Revenue
Costs / (Income)
0
Appendix G
CAPITAL BIDS - 2015/16 to 2019/20 SUMMARY
Ref. (Bid
Forms)
Bid Title/Brief Description
Total Estimated
Project Costs
2015/16
Wheeled Bins (Kier) - Purchase of
ES01.15 redundant wheeled bins from the bottle
bank service
ES02.15
Wheeled Bins - Purchase of new and
replacements wheeled bins
66,750
Funding
Identified
Estimated Costs
66,750
2016/17
0
2017/18
0
Annual Revenue
Costs / (Income)
Comments
(6,655)
The Council has recently altered the recycling collection
service, collecting glass at the kerbside and withdrawing
the glass bank collection service, provided through the
main Kier waste and recycling contract. Rather than have
to pay compensation to Kier for the bins that they have
purchased which are now redundant, the Council have the
optiion to purchase these assets and utilise them
elsewhere.
New bins are required for new households within the
district , as well as for customers who wish to change the
size of the bins that they use. In addition to this the useful
life of a bin is 10-15 years and most of those within the
district have now been in use for a period of 10 years. As
such there is a potential requirement for new and
replacement bins on an ongoing basis.
2018/19 onwards
0
0
40,000
40,000
0
0
0
0
(6,090)
Total Capital Project Bids
4,798,503
3,023,503
975,000
380,500
419,500
(2,526,871)
(78,310)
Total New Capital Funding Required
2,271,632
Summary Capital Bids - Sheet 4 of 4
To be funded from NNDC Resources
127
Appendix G1
ASSET MANAGEMENT PLAN - CAPITAL BIDS - 2015/16 to 2019/20 SUMMARY
Ref. (Bid
Forms)
Bid Title/Brief Description
Total
Estimated
Project Costs
Estimated Costs
Funding
Previously
Identified
Amount Now
Requested
826,882
Includes a variety of works over the next 5 years including roofing works,
guttering replacement, office lighting improvements, lift works, heating control
panels etc. A full business case will however be undertaken prior to incurring
any significant expediture on the building to ensure this represents value for
money and to appraise any alternative solutions.
2015/16
2016/17
2017/18
2018/19
2019/20
Unspent
Amounts from
Existing Capital
Programme
(Including future
years)
91,618
Comments
Assets and Leisure - Duncan Ellis
Administration Offices
Council Main Offices, Holt Road
918,500
133,500
85,000
298,000
339,500
62,500
Fakenham Connect
30,000
20,000
10,000
0
0
0
30,000
The majority of these works relate to improvements to the roof structure
15,000
0
0
15,000
0
0
15,000
Potential installation of fire and security system
Cornish Way North Walsham
150,000
0
150,000
0
0
0
150,000
A full business case will be undertaken prior to any expenditure being
incurred, costs relate to full roof replacement
Catfield
150,000
0
150,000
0
0
0
150,000
A full business case will be undertaken prior to any expenditure being
incurred, costs relate to full roof replacement
Holt Country Park
12,500
12,500
0
0
0
0
12,500
Replacement of observation tower - subject to the outcome of the
development options paper.
Cromer Pier
20,000
0
0
20,000
0
0
20,000
External improvements and roofing improvements for the pavillion theatre
Victory Sports and Leisure Centre
27,500
15,000
0
12,500
0
0
15,000
12,500
Improvements to entrance canopy
Fakenham Gym
62,500
15,000
30,000
0
0
17,500
15,000
47,500
Improvements to entrance canopy and further steel works
Splash Pool
35,000
0
0
35,000
0
0
35,000
Steelworks and external weather proofing
Cromer Melbourne Slope
75,000
75,000
0
0
0
0
75,000
The forecast cost relates to the full refurbishment of this facility. However a
full business case will be undertaken prior to any expenditure being incurred
to ensure that this represents value for money and to consider alternative
options.
Sheringham, Lushers Passage
50,000
0
50,000
0
0
0
50,000
The forecast cost relates to the full refurbishment of this facility. However a
full business case will be undertaken prior to any expenditure being incurred
to ensure that this represents value for money and to consider alternative
options.
Public Convenience Improvements
10,000
10,000
0
0
0
0
10,000
Water heater replacement scheme across a number of sites
75,500
75,500
0
0
0
0
75,500
Costs relect works to the office block, warehouse and workshop. However a
full business case will be undertaken prior to any expenditure being incurred
to ensure this represents value for money and to explore any alternative
options for the site.
356,500
475,000
380,500
339,500
80,000
Storage Facilities
Stonehill Way (leased)
Enterprise and Industrial
Leisure and Community
Public Conveniences
Estates - Other Lettings
Grove Lane Holt
Total Capital Project Bids
1,631,500
Total New Capital Funding Required
1,509,882
To be funded from NNDC Resources
128
121,618
1,509,882
Appendix H
Prudential Indicators and MRP Statement 2015/16
1.
Background:
1.1
The Local Government Act requires the Council to have regard to the Chartered Institute
of Public Finance and Accountancy’s Prudential Code for Capital Finance in Local
Authorities (the Prudential Code) when determining how much money it can afford to
borrow. The objectives of the Prudential Code are to ensure, within a clear framework,
that the capital investment plans of local authorities are affordable, prudent and
sustainable, and that treasury management decisions are taken in accordance with good
professional practice. To demonstrate that the Council has fulfilled these objectives, the
Prudential Code sets out the following indicators that must be set and monitored each
year.
2.
Estimates of Capital Expenditure:
2.1
This indicator is set to ensure that the level of proposed capital expenditure remains
within sustainable limits and, in particular, to consider the impact on Council Tax.
Capital Expenditure
Total
2.2
2015/16
Estimate
£000s
2016/17
Estimate
£000s
12,425
2017/18
Estimate
£000s
3,626
381
Capital expenditure will be financed or funded as follows:
Capital Financing
2015/16
Estimate
£000s
2016/17
Estimate
£000s
2017/18
Estimate
£000s
Capital receipts
4,097
816
381
Government Grants
6,586
2,310
0
Revenue contributions
and Reserves
818
500
0
Internal Borrowing
924
0
0
12,425
3,626
381
Total Financing
129
3.
Estimates of Capital Financing Requirement:
3.1
The Capital Financing Requirement (CFR) measures the Council’s underlying need to
borrow for a capital purpose. The calculation of the CFR is taken from the amounts held
in the Balance Sheet relating to capital expenditure and financing.
Capital Financing
Requirement
Total CFR
2015/16
Estimate
£000s
2016/17
Estimate
£000s
7,187
2017/18
Estimate
£000s
7,772
7,452
The total CFR indicated in the table relates in part to vehicles and equipment used on
the Council’s refuse and car park management contracts. These are recognised under
IFRS accounting regulations which require equipment on an embedded finance lease to
be recognised on the balance sheet. In addition to this, it also reflects the Council’s
decision to provide loan advances to Registered Providers under the Local Investment
Strategy. Although initially this will increase the CFR, the capital receipts
generated by the annual repayments on the loans will be applied to reduce the CFR
across subsequent years in accordance with the Council’s Minimum Revenue Provision
Policy as set out below.
4.
Gross Debt and the Capital Financing Requirement:
4.1
This is a key indicator of prudence. In order to ensure that over the medium term debt
will only be for a capital purpose, the Council should ensure that debt does not, except in
the short term, exceed the total of the capital financing requirement in the preceding year
plus the estimates of any additional capital financing requirement for the current and next
two financial years. The Council will have no difficulty in meeting this requirement as no
long term external borrowing is anticipated for the period of the Strategy.
5.
Authorised Limit and Operational Boundary for External Debt:
5.1
The Council has an integrated treasury management strategy and manages its treasury
position in accordance with its approved strategy and practice. Overall borrowing will
therefore arise as a consequence of all the financial transactions of the Council, and not
just those arising from capital spending reflected in the CFR.
5.2
The Authorised Limit sets the maximum level of external debt on a gross basis (i.e.
excluding investments) for the Council. It is measured against all external debt items (i.e.
long and short term borrowing, overdrawn bank balances and long term liabilities). The
indicator separately identifies borrowing from other long term liabilities such as finance
leases. It is consistent with the Council’s existing commitments, its proposals for capital
expenditure and financing and its approved treasury management policy statement and
practices.
5.3
The Authorised Limit is the statutory limit determined under Section 3(1) of the Local
Government Act 2003 (referred to in the legislation as the Affordable Limit).
130
5.4
The Operational Boundary is based on the same estimates as the Authorised Limit
reflecting the most likely, prudent but not worst case scenario, and without the additional
headroom included within the Authorised Limit for unusual cash movements.
2015/16
2016/17
2017/18
Estimate
£000s
Estimate
£000s
Estimate
£000s
Authorised Limit for
Borrowing
7,900
7,900
7,900
998
688
688
Authorised Limit for
External Debt
8,898
8,588
8,588
Operational Boundary for
Borrowing
5,590
5,590
5,590
998
688
688
6,588
6,278
6,278
Authorised Limit for Other
Long-term Liabilities
Operational Boundary for
Other Long-term Liabilities
Operational Boundary
for External Debt
6.
Ratio of Financing Costs to Net Revenue Stream:
6.1
This is an indicator of affordability and highlights the revenue implications of existing and
proposed capital expenditure by identifying the proportion of the revenue budget
required to meet financing costs. The definition of financing costs is set out in the
Prudential Code.
6.2
The ratio is based on costs net of investment income.
Ratio of Financing
Costs to Net
Revenue Stream
Total
2015/16
Estimate
%
2016/17
Estimate
%
(3.34)
(3.51)
131
2017/18
Estimate
%
(3.82)
The indicator is negative because the Council has interest receivable and no financing
costs.
7.
Incremental Impact of Capital Investment Decisions:
7.1
This is an indicator of affordability that shows the impact of capital investment decisions
on Council Tax levels. The incremental impact is calculated by comparing the total
revenue budget requirement of the current approved capital programme with an
equivalent calculation of the revenue budget requirement arising from the proposed
capital programme.
Incremental Impact of
Capital Investment
Decisions
Increase in Band D
Council Tax
2015/16
Estimate
£
2016/17
Estimate
£
2017/18
Estimate
£
-0.21
0.19
0.16
7.2
The incremental impact of capital investment decisions reflects the additional revenue
cost to the authority of undertaking specific capital schemes, together with the loss of
interest from the use of capital resources that would otherwise have been invested as
part of the Treasury Management process
8.
Adoption of the CIPFA Treasury Management Code:
8.1
This indicator demonstrates that the Council has adopted the principles of best practice.
Adoption of the CIPFA Code of Practice in Treasury Management
The Council approved the adoption of the CIPFA Treasury Management Code at Full
Council on 28 April 2010.
9
Annual Minimum Revenue Provision (MRP) Statement 2016/17
9.1
Where a local authority finances capital expenditure by debt, it must put aside resources
to repay that debt in later years. The amount charged to the revenue budget for the
repayment of debt is known as Minimum Revenue Provision (MRP). There has been no
statutory minimum amount since 2008, but the Local Government Act 2003 requires
authorities to have regard to the Department for Communities and Local Government’s
Guidance on Minimum Revenue Provision, which was most recently issued in 2012.
9.2
The Guidance requires the Council to approve an Annual MRP Statement, and
recommends a number of options for calculating a prudent amount of MRP.
132
9.2
There are four alternative methods available and the Council will apply the asset life
basis, whereby the MRP charged to revenue is spread across the life of the asset(s)
funded. CFR (Capital Financing Requirement) Method. The CFR at 31 March 2016 is
estimated to be £7,772k. Under this calculation method, there will be a requirement to
charge MRP in 2015/16 of £56,000.
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Agenda Item No____12_________
Treasury Management Strategy Statement 2015/16
Summary:
This report sets out details of the Council‟s treasury management
activities and presents a strategy for the prudent investment of the
Council‟s surplus funds.
Options Considered:
Alternative investment options are continuously appraised by the
Council‟s treasury advisors, Arlingclose and all appropriate options are
included within this Strategy.
The Strategy represents an appropriate balance between risk
management and cost effectiveness. An alternative strategy might be
to invest in a narrower range of counterparties or for shorter periods.
Interest income is likely to be lower as a consequence, but with a
reduced risk of losses from counterparty default. Investing in a wider
range of counterparties or for longer periods may increase interest
income, but with an increased risk of loss from defaults.
Conclusions:
Recommendations:
Reasons for
Recommendation:
The preparation of this Strategy Statement is necessary to comply
with the Chartered Institute of Public Finance and Accountancy‟s
Code of Practice for Treasury Management in Public Services.
That the Council be asked to RESOLVE that The Treasury
Management Strategy Statement is approved.
The Strategy provides the Council with a flexible treasury strategy
enabling it to respond to changing market conditions and ensure the
security of its funds.
LIST OF BACKGROUND PAPERS AS REQUIRED BY LAW
(Papers relied on to write the report, which do not contain exempt information and which are not
published elsewhere)
Cabinet Member(s)
Ward(s) affected: All
Cllr W Northam
Contact Officer, telephone number and email: Tony Brown, 01263 516126, tony.brown@northnorfolk.gov.uk
1.
Introduction
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1.1
In April 2010 the Council adopted the Chartered Institute of Public Finance and
Accountancy‟s Treasury Management in the Public Services: Code of Practice 2011
Edition (the CIPFA Code) which requires the Council to approve a treasury management
strategy before the start of each financial year.
1.2
In addition, the Department for Communities and Local Government (CLG) issued
revised Guidance on Local Authority Investments in March 2010 that requires the
Council to approve an investment strategy before the start of each financial year.
1.3
This report fulfils the Council‟s legal obligation under the Local Government Act 2003 to
have regard to both the CIPFA Code and the CLG Guidance.
1.4
The Council has invested substantial sums of money and is therefore exposed to
financial risks including the loss of invested funds and the revenue effect of changing
interest rates. The successful identification, monitoring and control of risk are therefore
central to the Council‟s treasury management strategy.
1.5
The treasury strategy set out in this report supports the budget for 2015/16 which is
included as a separate report elsewhere on this agenda.
2.
Context
2.1
Economic background: The UK economy has enjoyed a period of growth as a result of
domestically-driven activity and strong household consumption. Growth is becoming
more balanced and the greater contribution from business investment should support
continued, albeit slower, growth in Gross Domestic Product (GDP). Inflation is likely to
remain low in the short-term. There have been large falls in unemployment but levels of
part-time working, self-employment and underemployment are significant and growth in
earnings remains weak and below inflation.
2.2
The Bank of England‟s Monetary Policy Committee (MPC) has focused on both the
degree of spare capacity in the economy, and the rate at which this will be used up. Two
MPC members having voted for a 0.25% increase in rates at each of the meetings from
August 2014 onwards and some Committee members have become more concerned
that the economic outlook is less optimistic than at the time of their August Inflation
Report.
2.3
Credit outlook: Two European Union (EU) directives will be incorporated into UK
legislation in the coming months and will place the burden of rescuing failing EU banks
disproportionately onto unsecured local authority investors. The Bank Recovery and
Resolution Directive promotes the interests of individual and small businesses covered
by the Financial Services Compensation Scheme and similar European schemes. The
Deposit Guarantee Schemes Directive extends the compensation schemes to large
companies. The combined effect of these two changes is to leave public authorities and
financial organisations (including pension funds) as the only senior creditors likely to
incur losses in a failing bank after July 2015.
2.4
The continued global economic recovery has led to a general improvement in credit
conditions since last year. This is evidenced by a fall in the credit default swap spreads
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of banks and companies around the world. However, due to the above legislative
changes, the credit risk associated with making unsecured bank deposits will increase
relative to the risk of other investment options available to the Council.
2.5
Interest rate forecast: The Council‟s treasury management advisor Arlingclose
forecasts the first rise in official interest rates in August 2015 and a gradual pace of
increases thereafter, with the average for 2015/16 being around 0.75%. Arlingclose
believes the normal level for the Bank Rate post the economic crisis will be in the range
of 2.5% to 3.5%. The risk that the rate will actually be higher is weighted more towards
the end of the forecast period. Against this, the Eurozone weakness and the threat of
deflation have increased the risks to the durability of UK growth. If the negative
indicators from the Eurozone become more entrenched, the Bank of England are likely
to defer rate rises to later in the year.
2.6
For the purpose of setting the budget for 2015/16, it has been assumed that treasury
investments together with the loans to housing associations will achieve an average
interest rate of 2.2%.
2.7
At the end of December 2014, the Council had total investments of £19.025m, details of
which are set out in Appendix I
3.
Borrowing Strategy
3.1
The Council is currently debt free and its capital expenditure and financing plans do not
currently imply any external borrowing requirement over the forecast period.
Investments are forecast to fall to £12.9m in 2018/19 as capital receipts, capital grants
and other NNDC reserves are used to finance capital expenditure. If changes to the
capital programme are approved during 2015/16 which will require financing from
external borrowing, an amendment to this Strategy will be taken to Full Council for
approval.
3.2
The balance available for treasury investments is after taking account of £3.5m in loans
anticipated to be made to Housing Associations for service related purposes under the
Local Investment Strategy. These will be financed from capital receipts and £1.7m of
internal borrowing which will result in a future Minimum Revenue Provision (MRP)
charge being made to the revenue account.
3.3
In addition, the Council may occasionally borrow short-term in accordance with prudent
treasury management activity.
4.
Investment Strategy
4.1
The Council had an average balance of £27.6m invested to 31 December 2014. This
represents income received in advance of expenditure, plus balances and reserves held.
An average balance of £19.4 is anticipated in 2015/16.
4.2
The CIPFA Code and the DCLG Guidance require the Council to invest its funds
prudently, and to have regard to the security and liquidity of its investments before
seeking the highest rate of return, or yield. The Council‟s objective when investing
money is to strike an appropriate balance between risk and return, minimising the risk of
incurring losses from defaults and the risk of receiving unsuitably low investment income.
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4.3
With the increasing risk and continued low returns from short-term unsecured bank
investments, the Council aims to further diversify into more secure and/or higher yielding
asset classes during 2015/16. This is especially the case for the estimated £12m that is
available for longer-term investment. In the past the majority of the Councils surplus
cash has been invested in short-term unsecured deposits and money market funds, so
this diversification will represent a significant change in strategy over the coming year.
4.4
The Council may invest its surplus funds with any of the counterparty types in table 1
below, subject to the cash limits (per counterparty) and the time limits shown. Further
details are included from paragraph 4.5 onwards.
Table 1: Approved Investment Counterparties and Limits
Credit
Rating
UK
Govt.
AAA
AA+
AA
AAA+
A
ABBB+
BBB or
BBBNone
Pooled
funds
Banks
Unsecured
Banks
Secured
N/A
N/A
£1.5m
5 years
£1.5m
5 years
£1.5m
4 years
£1.5m
3 years
£1.5m
2 years
£1.5m
13 months
£1.5m
6 months
£0.75m
100 days
£0.75m
next day only
£0.75m
6 months
£3m
20 years
£3m
10 years
£3m
5 years
£3m
4 years
£3m
3 years
£3m
2 years
£3m
13 months
£1.5m
6 months
£1.5m
100 days
Government
Corporates
Registered
Providers
£ Unlimited
50 years
£3m
50 years
£3m
25 years
£3m
15 years
£3m
10 years
£1.5m
5 years
£1.5m
5 years
£1.5m
5 years
£0.75m
2 years
N/A
N/A
£1.5m
20 years
£1.5m
10 years
£1.5m
5 years
£1.5m
4 years
£1.5m
3 years
£1.5m
2 years
£1.5m
13 months
£0.75m
6 months
£1.5m
20 years
£1.5m
10 years
£1.5m
10 years
£1.5m
10 years
£1.5m
5 years
£1.5m
5 years
£1.5m
5 years
£0.75m
2 years
n/a
n/a
n/a
£1.5m
25 years
£50,000
5 years
£0.75m
5 years
n/a
£5.0m per fund
Note: The limits for banks apply equally to building societies as they are no longer treated any
differently.
4.5
Credit Rating: Investment decisions are made by reference to the lowest published longterm credit rating from Fitch, Moody‟s or Standard & Poor‟s. Where available, the credit
rating relevant to the specific investment or class of investment is used, otherwise the
counterparty credit rating is used.
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4.6
Banks Unsecured: Accounts, deposits, certificates of deposit and senior unsecured
bonds with banks and building societies, other than multilateral development banks.
These investments are subject to the risk of credit loss via a bail-in should the regulator
determine that the bank is failing or likely to fail. Unsecured investment with banks rated
BBB or BBB- are restricted to overnight deposits.
4.7
Banks Secured: Covered bonds, reverse repurchase agreements and other
collateralised arrangements with banks and building societies. These investments are
secured on the bank‟s assets, which limits the potential losses in the unlikely event of
insolvency, and means that they are exempt from bail-in. Where there is no investment
specific credit rating, but the collateral upon which the investment is secured has a credit
rating, the highest of the collateral credit rating and the counterparty credit rating will be
used to determine cash and time limits. The combined secured and unsecured
investments in any one bank will not exceed the cash limit for secured investments.
4.8
Government: Loans, bonds and bills issued or guaranteed by national governments,
regional and local authorities and multilateral development banks. These investments
are not subject to bail-in, and there is an insignificant risk of insolvency. Investments
with the UK Central Government may be made in unlimited amounts for up to 50 years.
4.9
Corporates: Loans, bonds and commercial paper issued by companies other than banks
and registered providers. These investments are not subject to bail-in, but are exposed
to the risk of the company going insolvent. Loans to unrated companies will only be
made as part of a diversified pool in order to spread the risk widely.
4.10
Registered Providers (treasury investments as opposed to loans made for services
related purposes): Loans and bonds issued by, guaranteed by or secured on the assets
of Registered Providers of Social Housing, formerly known as Housing Associations.
These bodies are tightly regulated by the Homes and Communities Agency and, as
providers of public services, they retain a high likelihood of receiving government
support if needed.
4.11
Pooled Funds: Shares in diversified investment vehicles consisting of any of the above
investment types, plus equity shares and property. These funds have the advantage of
providing wide diversification of investment risks, coupled with the services of a
professional fund manager in return for a fee. Money Market Funds that offer same-day
liquidity and aim for a constant net asset value will be used as an alternative to instant
access bank accounts, while pooled funds whose value changes with market prices
and/or have a notice period will be used for longer investment periods.
4.12
Bond, equity and property funds offer enhanced returns over the longer term, but are
more volatile in the short term. These allow the Council to diversify into asset classes
other than cash without the need to own and manage the underlying investments.
Because these funds have no defined maturity date, but are available for withdrawal
after a notice period, their performance and continued suitability in meeting the Council‟s
investment objectives will be monitored regularly.
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Risk Assessment and Credit Ratings: Credit ratings are obtained and monitored by the
Council‟s treasury advisers, who will notify changes in ratings as they occur. Where an
entity has its credit rating downgraded so that it fails to meet the approved investment
criteria then:
•
no new investments will be made,
•
any existing investments that can be recalled or sold at no cost will be, and
•
full consideration will be given to the recall or sale of all other existing investments
with the affected counterparty.
4.14
Where a credit rating agency announces that a credit rating is on review for possible
downgrade (also known as “rating watch negative” or “credit watch negative”) so that it
may fall below the approved rating criteria, then only investments that can be withdrawn
on the next working day will be made with that organisation until the outcome of the
review is announced. This policy will not apply to negative outlooks, which indicate a
long-term direction of travel rather than an imminent change of rating.
4.15
Other Information on the Security of Investments: The Council understands that credit
ratings are good, but not perfect, predictors of investment default. Full regard will
therefore be given to other available information on the credit quality of the organisations
in which it invests, including credit default swap prices, financial statements, information
on potential government support and reports in the quality financial press. No
investments will be made with an organisation if there are substantive doubts about its
credit quality, even though it may meet the credit rating criteria.
4.16
When deteriorating financial market conditions affect the creditworthiness of all
organisations, as happened in 2008 and 2011, this is not generally reflected in credit
ratings, but can be seen in other market measures. In these circumstances, the Council
will restrict its investments to those organisations of higher credit quality and reduce the
maximum duration of its investments to maintain the required level of security. The
extent of these restrictions will be in line with prevailing financial market conditions. If
these restrictions mean that insufficient commercial organisations of high credit quality
are available to invest the Council‟s cash balances, then the surplus will be deposited
with the UK Government, via the Debt Management Office or invested in government
treasury bills for example, or with other local authorities. This will cause a reduction in
the level of investment income earned, but will protect the principal sum invested.
4.17
Specified Investments: The CLG Guidance defines specified investments as those:
•
denominated in pound sterling,
•
due to be repaid within 12 months of arrangement,
•
not defined as capital expenditure by legislation, and
•
invested with one of:
o
the UK Government,
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o
a UK local authority, parish council or community council, or
o
a body or investment scheme of “high credit quality”.
4.18
The Council defines “high credit quality” organisations and securities as those having a
credit rating of A- or higher that are domiciled in the UK or a foreign country with a
sovereign rating of AA+ or higher. For money market funds and other pooled funds “high
credit quality” is defined as those having a credit rating of A- or higher.
4.19
Non-specified Investments: Any investment not meeting the definition of a specified
investment is classed as non-specified. The Council does not intend to make any
investments denominated in foreign currencies, nor any that are defined as capital
expenditure by legislation, such as company shares. Non-specified investments will
therefore be limited to long-term investments, i.e. those that are due to mature 12
months or longer from the date of arrangement, and investments with bodies and
schemes not meeting the definition on high credit quality. Limits on non-specified
investments are shown in table 2 below.
4.20
Table 2: Non-Specified Investment Limits
Cash limit
Total long-term investments *
£12m
Total investments without credit ratings or rated below A- *
Total investments with institutions domiciled in foreign
countries rated below AA+
Total non-specified investments *
* Includes £5m invested in the LAMIT Pooled Property Fund
4.21
£10m
£2m
£15m
Investment Limits: The Council‟s revenue reserves available to cover investment losses
are forecast to be £9 million on 31st March 2015. In order to ensure only an acceptable
level of these reserves will be put at risk in the case of a single default, the maximum
that will be lent to any one organisation (other than the UK Government) will be £3
million. A group of banks under the same ownership will be treated as a single
organisation for limit purposes. Limits will also be placed on fund managers,
investments in brokers‟ nominee accounts, foreign countries and industry sectors as
below:
Table 3: Investment Limits
Cash limit
Any single organisation, except the UK Central
Government
UK Central Government
Any group of organisations under the same ownership
£3m each
unlimited
£3m per group
Any group of pooled funds under the same management
£5m per manager
Negotiable instruments held in a broker‟s nominee account
£10m per broker
Foreign countries
£5m per country
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Registered Providers
£7.5m in total
Unsecured investments with Building Societies
£3m in total
Loans to unrated corporates
£3m in total
Money Market Funds
£12.5m in total
4.22
Liquidity management: The Council maintains a cash flow forecast on an Excel spread
sheet to determine the maximum period for which funds may prudently be committed.
The forecast is used to minimise the risk that the Council is forced to borrow on
unfavourable terms to meet its financial commitments.
5
Treasury Management Indicators
5.1
The Council measures and manages its exposures to treasury management risks using
the following indicators.
5.2
Security: The Council has adopted a voluntary measure of its exposure to credit risk by
monitoring the value-weighted average credit score of its investment portfolio. This is
calculated by applying a score to each investment (AAA=1, AA+=2, etc.) and taking the
arithmetic average, weighted by the size of each investment.
Target
Portfolio average credit score
6.0
A credit score of „6‟ equates to a long-term rating of „A‟ (Fitch and S&P) or A2 (Moody‟s).
5.3
Liquidity: The Council has adopted a voluntary measure of its exposure to liquidity risk
by monitoring the amount of cash available to meet unexpected payments within a
rolling three month period, without additional borrowing.
Target
Total cash available within 3 months
5.4
£3m
Interest Rate Exposures: This indicator is set to control the Council‟s exposure to
interest rate risk. The upper limits on fixed and variable rate exposures, expressed as
the proportion of net principal borrowed (i.e. fixed rate debt net of fixed rate investments,
will be:
2015/16
Estimate
%
2016/17
Estimate
%
2016/17
Estimate
%
Upper Limit for
Fixed Interest
Rate Exposure
(100%)
(100%)
(100%)
Upper Limit for
Variable Interest
(100%)
(100%)
(100%)
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Rate Exposure
5.5
As the Council‟s investments exceed its borrowing, these calculations have resulted in a
negative figure.
5.6
The purpose of the limit is to ensure that the Council is not exposed to interest rate rises
on any borrowing which could adversely impact the revenue budget. Variable rate
borrowing can be used to offset exposure to changes in short term rates on investments.
However, the Council does not anticipate entering into a borrowing during the period of
the Strategy. These limits therefore allow maximum flexibility for fixed or variable rate
investments and investment decisions will ultimately be made on expectations of interest
rate movements as set out in the Strategy. Fixed rate investments and borrowings are
those where the rate of interest is fixed for the whole financial year. Instruments that
mature during the financial year are classed as variable rate.
5.7
Maturity Structure of Fixed Rate borrowing:
5.8
This indicator highlights the existence of any large concentrations of fixed rate borrowing
needing to be replaced at times of uncertainty over interest rates and is designed to
protect against excessive exposures to interest rate changes in any one period, in
particular in the course of the next ten years.
5.9
It is calculated as the amount of projected borrowing that is fixed rate maturing in each
period as a percentage of total projected borrowing that is fixed rate. The Council is
currently debt free and does not anticipate new borrowing in 2015/16 (other than for
short periods for cash flow purposes). However, should the Council require to borrow for
the long-term, the limits below provide the flexibility to borrow fixed rate loans in any of
the maturity bands below.
Lower Limit
for 2015/16
%
0
Upper Limit
for 2015/16
%
100
12 months and within 24 months
0
100
24 months and within 5 years
0
100
5 years and within 10 years
0
100
10 years and above
0
100
Maturity structure of fixed rate borrowing
under 12 months
5.10
As the Council has no external debt, the limits above allow flexibility to borrow new loans
in the most appropriate maturity band.
5.11
Principal Sums Invested for Periods Longer than 364 days: The purpose of this
indicator is to limit exposure to the possibility of loss which may arise as a result of the
Council having to seek early repayment of the sums invested. The limits on the total
principal sum invested to final maturities beyond the period end will be:
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Limit on principal invested beyond year end
2015/16
2016/17
2017/18
£12m
£12m
£12m
6
Policy on Use of Financial Derivatives
6.1
The CIPFA Code requires authorities to clearly detail their policy on the use of financial
derivatives in the annual strategy. These instruments are used to manage risks (such
as interest rate swaps to manage interest rate risks), and can be embedded into loans
and investments, or are standalone. The general power of competence in Section 1 of
the Localism Act 2011 removes much of the uncertainty over local authorities‟ use of
standalone financial derivatives.
6.2
The Council will only use standalone financial derivatives (such as interest rate swaps)
where it can be clearly demonstrated that they reduce the overall level of financial risks
that the Council is exposed to. They will only be used after seeking expertise, a legal
opinion and ensuring officers have the appropriate training for their use.
6.3
Embedded derivatives will not be subject to this policy, although the risks they present
will be managed in line with the overall treasury risk management strategy.
7.
Investment Training
7.1
The needs of the Council‟s treasury management staff for training in investment
management are assessed as part of the staff appraisal process. Staff regularly attend
training courses, seminars and conferences provided by Arlingclose and CIPFA.
8.
Treasury Management Advisors
8.1
The Council employs a Treasury Management Advisor, Arlingclose Limited, to provide
advice and information on counterparty creditworthiness, treasury strategy, economic
updates and technical support on all treasury matters. The Treasury Advisory Service is
periodically subject to tender to ensure the Council receives a quality service and
Arlingclose successfully tendered for a new contract commencing 1 April 2011. The
option to extend the contract for a further year has been taken by the Council and the
current contract now expires on 31 March 2016.
9.
Financial Implications and Risks
9.1
The budget for investment income in 2015/16 is £426,390 based on an average
investment balance of £19.4 million at an interest rate of 2.2%. This rate assumes the
Council‟s £5m investment in the Local Authorities Property Fund makes an income
distribution of 5%, and loans under the local investment strategy earn 3.5%. The rates
which can be earned on other of investments included in this Strategy are anticipated to
remain low during 2015/16 and an average of 0.5% is assumed in the budget figure.
9.2
The effectiveness of the Treasury Strategy will have a significant impact on the budget
and finances of the Council. Investment decisions will be made based on the Council‟s
forecast of interest rate movements. If actual rate movements prove to be very different,
there will be implications for the investment return achieved.
9.3
It is not possible to predict with certainty the future movements in interest rates. The
Strategy must therefore be flexible enough to allow the Council to respond to changing
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market conditions. It must also enable the Council to respond to future changes in
legislation.
9.4
The security of the Council‟s investments is of prime concern, and the Strategy must
ensure that, as far as possible, the Council‟s investments are repaid in full, with interest
earned, on the due date.
10.
Sustainability – None as a direct consequence of this report.
11.
Equality and Diversity – None as a direct consequence of this report.
12.
Section 17 Crime and Disorder considerations – None as a direct consequence of
this report.
Appendix I
Investment Position as at 31 December 2014
Amount
£
Average
Rate
%
Managed in-house
Short-term Investments
- Term Deposits with Banks & Building Societies
- Certificates of Deposit
Long-term Investments
- Covered Bonds with Building Societies
Managed externally
- Money Market Funds
- LAMIT Pooled Property Fund
Total Investments
144
5,000,000
3,000,000
0.6
0.77
4,500,000
1.23
1,525,000
5,000,000
19,025,000
0.39
5.5
2.05
Agenda Item No___13_________
ASSET MANAGEMENT PLAN (AMP) UPDATE – FEBRUARY 2015
Summary:
The Asset Management Plan outlines the strategic
framework within which the Council mages its property
portfolio. It also drives the capital requirements in
relation to the Council’s property assets.
The Plan is key to both the strategic and operational
activities of the Property team and as such it is vital that
the Plan remains current and is updated as things
progress. The capital forecasts produced at the start of
2014 have now been updated to reflect various works
now completed in relation not only to the storm surge
works but also other changes and improvements made
to the portfolio.
This report highlights the current anticipated capital
requirements for the portfolio and includes a capital bid
for these funds as part of the 2015/16 budget report
contained elsewhere on this agenda.
The opportunity has also been taken to update the
Action Plan contained within the original AMP to ensure
this also remains up to date.
Options considered:
1.
2.
3.
4.
Do nothing – the Council could continue to
operate the asset base without any future capital
investment. However this will over the longer
term lead to increased maintenance costs and
deterioration of the asset base, potentially
reducing service capacity, income generating
capacity and resulting in an enhanced
reputational risk for the Council.
Make provision for future capital requirements –
this option will enable the identified capital works
to be undertaken which will help to reduce future
revenue maintenance costs and ensure the
portfolio remains fit for purpose.
Potential disposal of some of the assets included
within the works summary would remove the
requirement for future capital investment (and
ongoing revenue maintenance costs) and
provide for a one-off capital receipt. This may
however be at the expense of service provision
or revenue income streams so where potential
disposals are identified these will be considered
within the wider strategic context of the portfolio.
Opportunities under the Localism Act –
opportunities for local groups to take on the
operation of services under ‘Community Right to
Challenge’ will continue to be investigated as
Asset Management Plan – February 2015 update
145
and when they are received.
Conclusions:
The forecast capital requirements for the medium term
have been updated to take account of recent works and
potential changes to the portfolio. A capital bid has been
produced to make provision for these works which will
help to ensure the portfolio remains fit for purpose and
continues to provide value for money both in terms of
service provision and income generation. Opportunities
will still be explored in relation to potential disposals,
acquisitions, partnership working and transfers to either
remove or minimise both future capital and revenue
costs.
Recommendations:
It is recommended that Cabinet;
1.
2.
Reasons for
Recommendations:
Note the contents of the report and the updates
to the AMP 2014/15 – 2016/17.
Considers the capital bid in relation to the AMP
included within the 2015/15 budget report
contained elsewhere on the agenda.
Provision of the relevant capital budgets will enable the
Council’s property portfolio to be enhanced to ensure
that the assets remain fit for purpose in relation to
service provision and also that their income generating
capacity is protected and enhanced wherever possible,
ensuring value for money for the tax payer. The asset
portfolio has a key role to play in helping to meet the
budget deficit forecast for future years by not only
improving efficiency but also by increasing income
streams and continued capital investment in the portfolio
will help to ensure that this opportunity is maximised.
LIST OF BACKGROUND PAPERS AS REQUIRED BY LAW
(Papers relied on to write the report, which do not contain exempt information and which are not
published elsewhere)
Asset Management Plan 2014/15 – 2016/17
Cabinet Member(s)
Cllr Rhodri Oliver(Property
Ward(s) affected
All wards
Assets)
Contact Officer, telephone number and email:
Duncan Ellis 01263 516330
duncan.ellis@north-norfolk.gov.uk
1.
Introduction
Asset Management Plan – February 2015 update
146
1.1
The Asset Management Plan (AMP) 2014/15 – 2016/17 was agreed by
Cabinet on 1 May 2014 and approved by Full Council on 24 June 2014. The
Plan outlines the strategic framework within which the Council manages its
property assets and explains how the Council assesses the condition,
sufficiency and suitability of its properties. It discusses the objectives for the
portfolio along with the costs and opportunities in relation to the assets.
1.2
The AMP drives the capital programme and operational activities within the
Property Services Team in order that the work can be planned and prioritised.
1.3
This document is key to both the strategic and operational activities of the
Property team and as such it is vital that the Plan remains current and is
updated as things progress.
1.4
The original plan included a 5 year forecast in relation to both revenue and
capital costs. The total capital costs over the period were estimated to be just
under £3.0m, which left a balance of £2.3m to be identified once current
budget allocations had been taken into account.
1.5
As mentioned above the AMP drives the capital requirements for the portfolio
and as a consequence the opportunity has been taken to update the Plan
following the completion of various storm surge works and other changes to
the portfolio so that the updated requirements can be considered as part of
the 2015/16 capital budget process which is the subject of a separate report
contained elsewhere on this agenda.
1.6
This report now considers the forecast for the medium term capital
requirements and requests provision for capital allocations to be made as part
of the 2015/16 budget setting process. The 2015/16 budget report includes a
capital bid to cover the anticipated works identified below.
2.
Asset Commercialisation
2.1
There is currently a budget deficit of £1.3m forecast for 2017/18 and the asset
portfolio has a key role to play in helping to address this as follows;
 Improving asset efficiency - this can be achieved in a number of different
ways including a review of the Council’s current energy framework,
improving the efficiency of individual buildings through capital improvement
works, capital investment in technology (such as photovoltaic (PV) units)
which reduce ongoing revenue running costs etc.
 Identifying new income generating opportunities – this could include things
such as improving the usage of existing buildings and increased
partnership working (such as the rental agreement with Norfolk County
Children’s Services at the Cromer office) but also investing in new assets
(such as identifying opportunities for provision of new off-street car parks)
whilst also potentially investing in current assets to enhance income
streams either by extending current facilities or converting assets to a
different use.
 Development opportunities – Seeking new and innovative ways to develop
opportunities and share risks and rewards with both public and private
partners.
Asset Management Plan – February 2015 update
147
2.2
The Council needs to develop a more commercial approach to its asset
portfolio to ensure the current potential of the assets is maximised and
opportunities are identified, appraised and delivered where appropriate.
2.3
Having a portfolio which is fit for purpose and has sufficient capital investment
to ensure that key improvement works can be undertaken will help to support
the Council’s commercialisation aspirations, facilitate service delivery and
ultimately help to deliver further revenue savings and increased income.
2.4
Works are currently progressing in relation to procuring development support
from a dedicated development partner who can help to appraise development
opportunities and further support the Council’s asset commercialisation
agenda. The East of England Local Government Association (EELGA) are
supporting with this work and the helping to produce the service specification.
2.5
As part of the development agenda separate capital bids have been
submitted to support options appraisals for potential development
opportunities in relation to Holt Country Park and Wells public conveniences.
This is covered by capital bid AL01.15 and totals £10,000 to cover all of the
anticipated professional support.
3.
Potential changes to the portfolio and current capital approvals
3.1
The original Plan included a 5 year forecast in relation to both revenue and
capital costs. The total capital costs over the period were estimated to be just
under £3.0m, with a balance of £2.3m to be found after taking account of
current budget allocations.
3.2
Since the work on the current AMP was completed earlier in the year there
have been a number of changes in relation to both the portfolio and the
current capital programme. This involves both planned improvement works,
potential disposals and other changes that are detailed in the table below.
Asset
The Oaks, North
Walsham
Chalet sites
Cromer Pier
Mundesley prom
PC
Cromer
west
prom cafe
Mundesley prom
cafe
Sheringham
prom cafe
Parklands
Caravan Site
North Walsham
office & barns
Works
Complete
refurbishment
Refurb/rebuild
following storm surge
Reason for removal
Capital Est
Asset to be demolished to provide for
£17,500
additional car parking
Majority of works now complete,
£395,000
covered by revenue budgets and
insurance works
Refurb/rebuild
Majority of works now complete,
£100,000
following storm surge covered by insurance
Refurb/rebuild
Works now complete, covered by
£50,000
following storm surge insurance
Refurb/rebuild
Subject to a separate capital bid for
£40,000
following storm surge the West Prom refurbishment project
Refurb/rebuild
Works now complete, covered by
£70,522
following storm surge insurance
Refurb/rebuild
Works now complete, covered by
£45,000
following storm surge insurance
Establish new plots
Not considered to represent value for
£120,000
money
Various works (only Subject to potential disposal to
£100,000
capital
elements Wetherspoons
included)
Asset Management Plan – February 2015 update
148
Parklands
Rebuild of laundry
Caravan Site
block etc
Seaside shelters Various refurbishment
works
Splash
– Roof works
Sheringham
North Walsham Steel works
&
Fakenham
leisure centres
Cromer office
Various improvement
works
Cromer pier PC Complete
refurbishment
Car parks
Relining
and
resurfacing works
Total
Allocation within current capital
budget
Allocation within current capital
budget
Allocation within current capital
budget
Allocation within current capital
budget
£100,000
Allocation within current capital
budget
Allocation within current capital
budget
Allocation within current capital
budget
£168,000
3.3
As mentioned above the total capital costs over the period were estimated to
be just under £3.0m within the original plan. However taking account of the
adjustments above which total £1.5m and subject to further reports coming
forward in relation to option appraisals for various assets the adjusted
requirement stands at an estimated £1.5m (the exact requirement being
£1,509,882). Further detail can be found within Appendix J.
3.4
These requirements have been fed into the 2015/16 budget report which can
be found elsewhere on this agenda and form the AMP capital bid for future
years.
3.5
As well as updating the capital work requirements the opportunity has also
been taken to review and update the work plan that was provided with the
previous AMP back in May. Anticipated timescales have been updated and
additional tasks included. The updated plan can be found within Appendix K.
4.
Conclusion
4.1
The forecast capital requirements for the medium term have been updated to
take account of recent works and potential changes to the portfolio. A capital
bid has been produced to make provision for these works which will help to
ensure the portfolio remains fit for purpose and continues to provide value for
money both in terms of service provision and income generation.
4.2
Opportunities will still be explored in relation to potential disposals,
acquisitions, partnership working and transfers to either remove or minimise
both future capital and revenue costs.
5.
Financial Implications and Risks
5.1
The financial implications are discussed in more detail within section 3 above.
The original Plan had an estimated future capital requirement of £2.9m,
however having taken account of various adjustments to the forecast works
schedule, including the new allocation of capital budgets during the year,
completion of various storm surge works and anticipated changes in relation
to the portfolio, the revised forecast now stands at £1.5m.
Asset Management Plan – February 2015 update
149
£90,000
£60,000
£30,000
£35,000
£110,000
£1,531,022
5.2
This capital requirement will be included as a capital bid within the 2015/16
budget report which is contained elsewhere on this agenda.
5.3
There are various risks associated with not undertaking the works identified
and these include the following;
 potential reduction in service provision as assets deteriorate and are no
longer fit for purpose
 an increase in expensive responsive maintenance costs as assets
continue to deteriorate
 potential reduction in income generating capacity as deteriorating assets
will not be able to command higher rentals
 reputational issues for the Council as assets potentially fall into disrepair
6.
Sustainability
6.1
Sustainability in relation to building methods and materials will be considered
as appropriate in relation to the various asset capital works at the point any
works are designed and commissioned.
7.
Equality and Diversity
7.1
The equality and diversity issues arising will relate to the accessibility
requirements of any capital improvement works and these will be covered by
Building Regulation requirements.
8.
Section 17 Crime and Disorder considerations
8.1
There are no crime and disorder issues arising from this report.
Asset Management Plan – February 2015 update
150
Appendix J
Property
Storm Damaged
Current
Date of Condition
Building
Survey
Score
Insured
value
2014/15
5 Year Forward Maintenance Plan Capital Estimates
Yr 1 - 2015/2016
Yr 2 - 2016/2017
Yr 3 - 2017/2018
Yr 4 - 2018/2019
Yr 5 - 2019/2020
Revenue
Capital
Capital
Capital
Capital
Capital
Capital
Totals
Totals
Separate
2015/16
Remaining
capital bids
capital
budgets
Adjusted
capital
requirement
Administration Offices
Council Main Offices, Holt Road
Fakenham Connect (leased)
North Walsham Office - potential disposal
North Walsham Barn & Yard
Apr 2011
May 2011
Dec 2010
Dec 2010
B
B
B
C
£11,958,831
£1,522,319
£1,061,055
£183,855
£133,500
£20,000
£0
£0
£85,000
£10,000
£0
£0
£298,000
£0
£0
£0
£339,500
£0
£0
£0
£62,500
£0
£0
£0
£329,850
£86,300
£0
£34,750
£918,500
£30,000
£0
£0
£91,618
£0
£0
£0
£0
£0
£0
£0
£826,882
£30,000
£0
£0
Storage Facilities
Stonehill Way (leased)
17 Cornish Way
Nov 2012
Aug 2012
B
B
N/A
£90,000
£0
£0
£0
£0
£15,000
£0
£0
£0
£0
£0
£30,100
£6,050
£15,000
£0
£0
£0
£0
£0
£15,000
£0
Enterprise & Industrial
Cornish Way
Catfield
Fakenham factory unit (JW Automarine - full repairing lease)
May 2013
Feb 2012
N/A
B
B
N/A
£810,000
£760,002
£1,963,400
£0
£0
£0
£150,000
£150,000
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£29,750
£49,000
£0
£150,000
£150,000
£0
£0
£0
£0
£0
£0
£0
£150,000
£150,000
£0
June 2013
Nov 2006
Jan 2014
Jan 2014
Jan 2014
£110,545
£12,500
£0
£0
£0
£0
£0
£12,500
£0
£0
£12,500
£13,641,920
£100,000
£0
£20,000
£0
£0
£120,000
£100,000
£0
£20,000
Oct 2011
Mar 2010
Oct 2011
Oct 2011
D
B
D
D
D
B
B
B
B
C
B
B
B
B
B
B
£0
£6,324,000
£262,650
£3,060,000
£6,120,000
£785,400
£400,000
£301,920
£10,000
£495,000
£0
£0
£15,000
£0
£15,000
£0
£0
£0
£0
£0
£64,000
£0
£0
£0
£0
£30,000
£0
£0
£0
£0
£0
£0
£0
£0
£12,500
£0
£0
£95,000
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£17,500
£0
£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
£95,000
£0
£0
£0
£0
£64,000
£0
£0
£15,000
£0
£15,000
£60,000
£0
£0
£0
£0
£64,000
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£12,500
£0
£47,500
£35,000
£0
£0
£0
£0
£0
£0
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
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
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
Jan 2010
Jan 2010
Jan 2010
Jan 2010
Jan 2010
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
B
B
B
B
B
B
B
B
B
B
N/A
£30,000
£35,000
£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
£10,000
£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
£15,000
£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
£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
£600
£1,500
£0
£0
£0
£0
£0
£0
£0
£0
£2,100
£215,000
£4,000
£0
£15,000
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£4,000
£20,000
£20,000
£0
£0
£0
£0
£0
£29,732
£0
£0
£0
£10,000
£0
£215,000
£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
£5,000
£7,000
£60,000
£60,000
£20,400
N/A
£5,000
N/A
£215,000
£4,000
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£4,000
£20,000
£20,000
£0
£0
£0
£0
£0
£29,732
£0
£0
£0
£0
Beach Huts and Chalets
Beach Chalets
Beach Hut Sites
Feb 2014
Mar 2009
C
B
£745,000
N/A
£50,000
£0
£0
£0
£0
£0
£0
£0
£0
£0
£12,500
£12,050
£50,000
£0
Feb 2014
Feb 2014
Feb 2014
N/A
N/A
N/A
N/A
N/A
N/A
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)
Car Parks
Cromer Cadogan Road
Cromer Promenade
Cromer Runton Road
Yes - minor
Yes - major
Yes - major
Yes - major
Yes - major
151
£51,650
£102,732
£50,000
£0
£0
£0
£0
£0
£0
£0
Property
Storm Damaged
Current
Date of Condition
Building
Survey
Score
Insured
value
2014/15
5 Year Forward Maintenance Plan Capital Estimates
Yr 1 - 2015/2016
Yr 2 - 2016/2017
Yr 3 - 2017/2018
Yr 4 - 2018/2019
Yr 5 - 2019/2020
Revenue
Capital
Capital
Capital
Capital
Capital
Capital
Totals
Totals
£60,000
£0
£0
£0
£0
£159,273
£60,000
Separate
2015/16
Remaining
capital bids
capital
budgets
Adjusted
capital
requirement
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
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
Community Centres
Community Centre Oak Street
Jan 2007
B
£1,754,400
£0
£0
£0
£0
£0
£2,500
£0
£0
£0
£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
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
Aug 2010
Aug 2010
Mar 2010
May 2010
May 2010
Sept 2010
Jul 2010
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
B
B
B
C
B
B
C
B
B
D
B
B
B
B
B
B
B
B
B
B
B
B
D
B
B
B
B
B
B
B
C
B
B
B
B
B
B
B
B
£60,000
£122,145
£147,085
£152,335
£20,000
N/A
£63,035
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
£0
£0
£0
£75,000
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£1,500
£0
£0
£0
£1,500
£0
£0
£0
£0
£1,500
£0
£0
£0
£0
£0
£0
£0
£0
£1,500
£1,500
£0
£0
£0
£0
£0
£0
£0
£0
£35,000
£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
£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
£3,250
£5,100
£5,350
£0
£0
£3,500
£250
£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
£0
£0
£0
£75,000
£0
£0
£35,000
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£1,500
£0
£0
£0
£1,500
£0
£0
£0
£0
£1,500
£0
£0
£0
£50,000
£0
£0
£0
£0
£1,500
£1,500
£0
£0
£0
£0
£0
£0
£0
£0
£35,000
£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
£75,000
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£1,500
£0
£0
£0
£1,500
£0
£0
£0
£0
£1,500
£0
£0
£0
£50,000
£0
£0
£0
£0
£1,500
£1,500
£0
£0
Yes - minor
Yes - minor
Yes - major
Yes - major
Yes - minor
152
£0
£60,000
£0
Property
Storm Damaged
Current
Date of Condition
Building
Survey
Score
Insured
value
2014/15
5 Year Forward Maintenance Plan Capital Estimates
Yr 1 - 2015/2016
Yr 2 - 2016/2017
Yr 3 - 2017/2018
Yr 4 - 2018/2019
Yr 5 - 2019/2020
Revenue
Capital
Totals
Totals
Separate
Adjusted
2015/16
capital
Remaining
capital bids requirement
capital
budgets
£0
£0
£2,500
Capital
Capital
Capital
Capital
Capital
Apr 2010
B
£84,300
£2,500
£0
£0
£0
£0
£3,250
£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
£44,854
£0
£0
£0
£0
£75,500
£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
£110,450
£0
£0
£0
£0
£2,250
£0
£0
£44,854
£0
£0
£0
£0
£75,500
£0
£0
£44,854
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£75,500
Feb 2014
Tenant building
Full repairing lease
Feb 2014
May 2010
Feb 2014
Feb 2014
D
B
B
B
B
B
B
£50,000
N/A
£61,010
£250,000
£180,000
£211,650
£95,300
£40,000
£0
£0
£0
£0
£0
£20,000
£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
£40,000
£0
£0
£0
£0
£0
£20,000
£0
£0
£0
£0
£0
£0
£20,000
£40,000
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
Residential
Parklands, Pudding Norton
Cromer Travellers short stay site (leased)
Fakenham Travellers short stay site (leased)
April 2014
April 2014
C
B
B
£84,150
£127,500
£127,500
£100,000
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£5,100
£0
£0
£100,000
£0
£0
£100,000
£0
£0
£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
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£70,000
£13,950
£15,650
£11,200
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£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
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£1,750
£3,500
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£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
£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
£72,036,630
£1,128,086
£520,000
£440,500
£339,500
£95,000
£1,391,623
£2,523,086
£698,204
£315,000
£1,509,882
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
Yes - minor
N/A
N/A
Oct 2013
Yes - major
Yes - major
Yes - minor
Yes - major
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
153
Appendix K
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
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
Works
ongoing
Current joint
procurement

with NCC
almost
complete
Anticipated

completion
July 2015
Works
ongoing,
recommenda
    
tions
expected
April 2015
Works
ongoing with
EELGA,
    
anticipated
procurement
July 2015
Surveys
expected to

be
completed by
the year end

Works
ongoing

Investigation
of options
currently
ongoing
Investigation
of options
currently
ongoing, to
be further
developed
once
development
partner is
procured

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
Update
   
154
Business
case
completed,
completion of
works
expected
March 2015
Majority of
Timescales
Action
December
2015
Property Business
Manager
February
2015
Property Project &
Programme
Manager
July 2015
Head of Assets &
Leisure
April 2015
Head of Assets &
Leisure
July 2015
Head of Assets &
Leisure
March 2015
Property Manager
April 2015
Head of Assets &
Leisure
April 2015
Head of Assets &
Leisure
December
2015
Head of Assets &
Leisure
March 2015
Property Project &
Programme
Manager
Dec 2015
Head of Assets &
Appendix K
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
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
works
completed,
Cromer West
Prom project
ongoing
Works on
Upper Lees
shelter
completed,
capital
budget
     approved for
Cromer pier
PC works,
further works
required on
remaining
assets
Works
 
currently
ongoing
Review of
energy
contract
underway,
further
 
income
opportunities
with third
party
organisations
ongoing
Information
currently
being
collated to
support


detailed
business
case and
options
appraisal
Further
income
generating
opportunities
to be
explored,
revenue
savings


agreed re
enforcement
and to be
included
within current
2015/16
budget
forecasts
155
Leisure
December
2015
Head of Assets &
Leisure/Property
Manager/Estates &
Valuations Manager
Dec 2015
Head of Assets &
Leisure
April 2015
Property Manager
Head of Assets &
Leisure
Estates &
Valuations Manager/
Property Business
Manager
Dec 2015
Head of Assets &
Leisure
Property Manager
Estates &
Valuations
Manager/Head of
Assets & Leisure
July 2015
Nov 2014
Estates &
Valuations Manager/
Property Business
Manager
Property Business
Manager
Agenda Item No_____14_______
PARTNERSHIP OF MARITIME AUTHORITIES IN NORFOLK & SUFFOLK
Summary:
NNDC’s Coastal Management team provides an
effective and efficient service both in the implementation
of coast protection schemes of works and in the
development of innovative approaches to coastal
change management. Sustaining that for the future
depends upon the availability of financial resources but
also on the recruitment and retention of suitably
qualified and experienced staff. Decisions affecting the
future of how the service is to be delivered need to
recognise the context of the coastal management
challenges. This report seeks authority to explore ways
in which NNDC could work in partnership with other
maritime local authorities (and potentially other partners)
to develop a ‘coastal management partnership’.
Options considered:
This report only seeks approval of the principle of a
‘coastal management partnership’ at this stage. This
was considered to be a sensible course of action due to
the number of parties potentially involved in the
initiative; to move straight to the full business case for
any proposed new service delivery model (the main
alternative option) may result in abortive work, if the
principles have not been agreed by all parties from the
outset.
The main alternatives to the principle course of action
outlined in this report are:
1. to continue to provide the service in-house,
independently from other councils; this may
leave the service vulnerable due to difficulties of
recruitment but might also miss the opportunity
to engage with partners in a way that can deliver
services in a more effective way, making better
use of the skills and expertise that exist;
2. to out-source the service to an external
organisation; this would risk eroding the close
relationship between local communities and the
coastal management service, and lose valuable
skills/expertise and capacity.
These will be explored further during the further
development of the business model.
Conclusions:
Taking further steps to explore the most effective way of
delivering a coastal management service with other
councils is a prudent course of action, given the
challenges that are likely to be faced by NNDC and
other local maritime authorities and the opportunities
that are apparent through working more closely
156
together. The further detailed work that is necessary to
develop a suitable business model will explore the
various options available and evaluate the risks
associated with each before a recommendation on a
preferred approach is made.
Recommendations:
To agree the principle of relevant maritime local
authorities (NNDC, Waveney District Council,
Suffolk Coastal District Council, Great Yarmouth
Borough Council and the Borough Council of Kings
Lynn and West Norfolk), working together to
develop a suitable partnership model towards the
establishment of a shared coastal management
service; and for this to be brought before the
Council for detailed consideration (by each council)
later this year (targeted for late summer 2015).
Reasons for
Recommendations:
To plan for an effective and sustainable way of
continuing to deliver a robust coastal management
service for North Norfolk.
Cabinet Member(s)
Ward(s) affected
Cllr A Fitch-Tillett
All
Contact Officer, telephone number and email:
R Young; 01262 516162; robert.young@north-norfolk.gov.uk
1.
Introduction
1.1
NNDC’s Coastal Management team provides an effective and efficient service
both in the implementation of coast protection schemes of works and in the
development of innovative approaches to coastal change management.
Sustaining that for the future depends upon the availability of financial
resources but also on the recruitment and retention of suitably qualified and
experienced staff. Decisions affecting the future of how the service is to be
delivered need to recognise the context of the coastal management
challenges, these include:

the
increasingly complex procedures for financing coast
protection works

the ever increasing physical challenges posed by coastal
process, coastal geomorphology and climate predictions

the impacts of coastal change (and its prediction) on local
communities and the local economy on which they depend,
their understanding of it, their resilience and their propensity to
adapt

emerging, innovative technical and policy responses to these
challenges

the demands of the consenting regimes for coast protection
schemes

the demands of the procurement procedures for coastal
engineering expertise, design and works
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
the need to support the training and development of
professional staff in an increasingly complex and changing
environment
1.2
It has been recognised that in order for NNDC (and other maritime local
authorities in Norfolk and Suffolk1) to successfully meet these challenges,
significant resources and/or changes to current working practices will be
necessary. In the foreseeable future the long-standing skilled and
experienced workforce is likely to diminish; and it is highly likely that the
various local authorities (and in all likelihood, other agencies) will be
competing for (nationally) scarce staff resources. In order to address these
significant sustainability issues in the medium-to-long-term, we need to take
key decisions now and to take actions in the short-term, not only in North
Norfolk but all areas around the Norfolk and Suffolk coastline. It therefore
makes sense for all of the relevant authorities to work together towards
identifying a common, mutually beneficial solution.
2.
Discussions to-date
2.1
Discussions on a partnership approach between local maritime authorities
were initiated in 2008 and have since been re-energised due to the
recognition of pending resource constraints (staffing and budgets). Following
a review of similar initiatives operating in other parts of the country, and an
appraisal of the broad options and scenarios, discussions between coastal
portfolio holders and senior officers of the principle five coastal District and
Borough Councils (North Norfolk, Suffolk Coastal, Waveney, Great Yarmouth,
Kings Lynn and West Norfolk) took place in late 2014. This resulted in a joint
agreement to take this report to the respective Cabinets, in order to confirm
agreement to the principle of working together in partnership for the delivery
of a coastal management service in the future, prior to further detailed work
being undertaken.
2.2
Agreement was reached that:

Coastal management is a high priority, and finding a means by
which the necessary resources to ensure resilience and
capacity for coastal management is paramount

This is a complex and potentially trail-blazing initiative and
therefore full political support at the outset is necessary

Much more work needs to be done in the development of an
appropriate business model and therefore agreement on the
overall aims and objectives is essential

It is likely that the partnership will develop from a phased
approach, beginning with the establishment of close working
relations between the principle partners and working towards a
potentially much broader initiative (a ‘centre of excellence’ or
‘coastal institute’) consisting of a wide range of organisations
and agencies with an interest in coastal management

This requires a practical approach with a timeline and
understanding of the financial implications and other potential
risks
1
North Norfolk, Suffolk Coastal, Waveney, Great Yarmouth, Kings Lynn and West Norfolk
158


Before a final decision can be taken all partners will need to be
clear about what the partnership would look like, how it would
operate and how it would be funded
Governance of the new organisation will be a critical issue and
a clear understanding of its accountability to the respective
organisations, both individually and collectively will be
necessary.
3.
Rationale for change
3.1
The Norfolk and Suffolk coastline is of enormous importance to the economy
of the area. It plays host to vital national infrastructure, both onshore and
offshore; it is the key factor in the location of many businesses; it is itself a
principle attraction and tourism asset; it comprises internationally significant
environmental features and habitats; it is a key cultural and historic
characteristic of not only the two counties but the nation; and makes a vital
contribution to the quality of life of inhabitants of the whole area.
3.2
The coast is where some of the most exciting and innovative engineering
projects and investments are taking place, from offshore renewable energy;
oil and gas extraction, importation and processing; nuclear power; ports and
harbour projects; coast protection and flood defence works.
3.3
This coastline is also one of the most vulnerable in the UK; comprising low
lying areas and soft cliffs. It is susceptible both to flooding and erosion on a
vast scale. As home to a great many businesses and large numbers of people
(a high proportion of whom are elderly) the need to manage coastal change is
crucial to safeguarding the sustainability and vitality of coastal communities.
4.
The challenges
4.1
Maritime local authorities face the challenge of maintaining the vitality and
sustainability of their areas in the face of enormous forces of change. Other
organisations (national and local) have specific roles in relation to the
management of the coastal environment but none is as directly accountable
to the needs and wishes of local people and local businesses as the local
councils. The demands for management of coastal change, from coast
protection to adaptation, far outstrip the resources available. The funding for
such interventions is complex and increasingly specialist and the
opportunities for larger scale projects are relatively scarce. Local authorities
struggle to recruit, retain, train and develop qualified specialist staff; and
individually they have limited budgets and expertise to develop the kinds of
projects that are needed to address the future challenges that are likely to be
faced.
4.2
Coastal issues are complex, varied and interrelated and consequently each
authority has attempted to develop and adopt an integrated approach to
coastal management. This is likely to be so much easier if acting in concert,
as:

Coastal issues are not confined within administrative
boundaries of local authorities; although the current funding
procedures have tended to propagate a parochial approach to
coastal management;
159








Expertise is fragmented across local authorities and significant
skill gaps exist in some areas that can be met in others;
Much of the coastal infrastructure around the whole coast will
near the end of its effective life in a similar timeframe;
Defra’s Partnership Funding Policy is highly competitive and
requires specialist knowledge and creates additional burdens
on small teams with limited capacity;
The regulatory framework for coastal and marine works is
increasingly complex and there is therefore a duplication of
effort in each authority addressing such matters independently;
The expectations of local communities are rising as their
vulnerabilities become increasingly apparent (a more
sophisticated response is difficult to deliver within the current
limitations);
To-date the response to coastal change has been largely
reactive; adaptable solutions require a more strategic,
coordinated approach, as well as funding, intellectual resources
and social capital;
Individual local authorities find it hard to engage on an equal
footing with national (and international) organisations,
government agencies and strategic bodies; working collectively
they will have a stronger voice;
There is a long history of these authorities coming together
within other groups such as the East Anglian Coastal
Authorities Group (EACAG) and The LGA Coastal and Marine
Special Interest Group.
5.
Overall Aim
5.1
The overall vision is to create an august partnership of maritime local
authorities, research institutions, the Local Economic Partnership and
relevant government agencies and environmental organisations, to become a
centre of excellence in meeting the coastal management challenges of
Norfolk and Suffolk. In doing so, however, it must, retain local accountability
and exploit local knowledge. Such an organisation will be able to access
resources (both staffing and funding) to develop both practical engineering
works and innovative adaptation programmes and will be financially
sustainable in its own right.
5.2
The aim is to establish the most effective means by which the Norfolk and
Suffolk coastline can be managed in a holistic way in the long-term. Utilising
the local authorities’ existing resources for coastal management staff, any
partnership which is developed should be responsive to the needs of coastal
communities and be responsible for the development, implementation and
monitoring of relevant shoreline management plans, strategies and schemes,
as well as delivering local authority statutory obligations.
5.3
The ultimate aim is to establish a cohesive and sustainable long-term future
for coastal management locally, meeting the needs of our coastal
communities.
6.
Conclusion
160
6.1
Taking further steps to explore the most effective way of delivering a coastal
management service with other councils is a prudent course of action, given
the challenges that are likely to be faced by NNDC and other local maritime
authorities and the opportunities that are apparent through working more
closely together. The further detailed work that is necessary to develop a
suitable business model will explore the various options available and
evaluate the risks associated with each before a recommendation on a
preferred approach is made.
7.
Implications and Risks
7.1
This report recommends agreement in principle only and does not commit the
council to any particular course of action. There is a risk that even embarking
upon this investigation will be unsettling to staff, potentially adversely affecting
recruitment and retention; however relevant staff have been, and will continue
to be, suitably engaged in the development of the initiative.
8.
Financial Implications and Risks
8.1
This report recommends agreement in principle only and does not commit the
council to any particular course of action. The resources exist to undertake
the necessary investigations in the further development of an appropriate
business model.
9.
Sustainability
9.1
To ensure the sustainability of the future of the management of the coastline.
10.
Equality and Diversity
10.1
No equality or diversity issues result from the contents of this report.
11.
Section 17 Crime and Disorder considerations
11.1
No crime or disorder issues result from the contents of this report.
161
Agenda Item No___15_________
Electric Vehicle Charging Points
Summary:
This report aims to provide information regarding a
proposal to install electric vehicle charging points in
selected locations in the District and to seek Members
agreement to proceed with a business case to inform
future recommendations.
Options considered:
Initial investigations undertaken at this stage.
It is
recommended that a further more detailed business
case is undertaken to inform the potential wider
installation of charging points within the district.
Conclusions:
The use of electric cars is growing and it is anticipated
that this trend will continue as second hand vehicles
become available and production/technology costs
reduce. It is recommended that a further detailed
business case is undertaken to investigate the potential
installation of Electrical Vehicle Charging Points
(EVCPs), with a further report to be presented to a
future Cabinet once this work is completed.
Recommendations:
It is recommended that Cabinet;
Notes the report and gives officers
instructions in relation to this project.
Reasons for
Recommendations:
further
To obtain clarification regarding the Council’s
aspirations in relation to the potential future installation
of EVCPs within the district.
LIST OF BACKGROUND PAPERS AS REQUIRED BY LAW
(Papers relied on to write the report, which do not contain exempt information and which are not
published elsewhere)
Cabinet Member(s)
Ward(s) affected
Rhodri Oliver
All
Contact Officer, telephone number and email:
Maxine Collis 01263 516256 maxine.collis@north-norfolk.gov.uk
1.
Introduction
1.1
The overall benefits of using electrical cars to reduce C02 emissions are well
documented i, but these vehicles are no doubt becoming increasingly more
i
http://www.nextgreencar.com/electric-cars/environmental-benefits.php
162
attractive because of the low running costs as well. Inner city and urban areas
also benefit from the fact that electric vehicles are significantly quieter for city
driving as there is minimal engine and transmission noise. It is therefore no
surprise that the majority of public charging points are situated in urban areas.
Most websites showing public charging sites indicate few/patchy public
access installations outside of the main north/south corridor of the country.
1.2
It is difficult to find significant or conclusive information and data regarding the
use of public access vehicular charging points because there is no centralised
data bank. There is however considerable evidence to suggest that the
electric car market is growing. There are many articles (links given below)
giving data and information on the surge in sales, these articles are further
supported by a useful summary on Wikipedia which states that, “the British
market experienced a rapid growth of plug-in car sales during 2014, driven by
the introduction of several new models. During the first nine months of 2014 a
total of 8,803 plug-in electric cars were registered in the UK, consisting of
4,500 pure electrics and 4,303 plug-in hybrids. Total registrations year-to-date
through September 2014 of all-electric cars were up 148.1% from 2013, while
plug-in hybrid registrations were up 454.5% from a year earlier. The plug-in
electric car segment captured a 0.45% market share of new car sales
between January and September 2014. In November 2014, with 646 allelectric cars and 1,225 plug-in hybrids registered, the segment's market share
passed 1% of monthly new car sales for the first time in the UK.”

http://www.theguardian.com/environment/2014/oct/07/uk-electric-car-sales-surge-in2014

http://myelectricavenue.info/growth-electric-vehicles

https://www.gov.uk/government/organisations/office-for-low-emission-vehicles
2.
Local & Rural Coverage
2.1
It is difficult to ascertain the total number of charging points in the Country
because they are currently managed by various different systems and
organisations.
There
is
a
National
Charge
Point
Registry
(http://www.nationalchargepointregistry.com/) which aims to be able to provide a
complete picture of public charging points across the country but supplying
information to this is not yet mandatory. The registry currently has nearly
2,800 public charging points listed, but only 24 charge points within a 50 mile
radius of Cromer according to the information currently held on the website
2.2
Nationally there are various organisations, particularly those dealerships
selling electrical vehicles, offering access to charging points. In addition
many hotels and supermarkets are now offering this facility. In North Norfolk
currently the Nissan Garage at Bodham offers this service as does the
Waitrose supermarket in North Walsham. The Nissan garage uses the points
for its own vehicles and it is currently free to the public to use during their
opening hours. They do however acknowledge it is not overly popular with
non-customer based users and this is probably due to its location rather than
a lack of need. Waitrose do charge users (through a provider) but have said
that although it was slow to take off it is now used daily.
2.3
Norwich has a few Electric Vehicle (EV) charging points situated at the Forum
and Chapelfield car parks, the railways station and airport. None of these are
163
owned/managed by the Norwich City Council but those in the central car
parks are managed through Source East.
2.4
Kings Lynn and West Norfolk Borough Council have obtained funding and are
currently looking to install 3 EV charging points in Kings Lynn and 2 in
Hunstanton. They are choosing to install rapid charge units (50kw) which are
costing in excess of £30k per unit. The procurement was carried out through
a framework established with Electromotive, Nissan and Charge your Car.
2.5
There are very few rural Councils nationally that have taken the step of
installing these points although as sales increase many appear to be
considering them. Haverfordwest Council installed 6 charging points in 2011
when it was decided to change the Council owned vehicles to electric/hybrid
vehicles. The cost of the project was approximately £30k for which they
received Community Transport funding. The saving in fuel on the fleet
vehicles covers the on-going costs which amount to approximately £1,300 per
unit per year. The units are situated in a multi-stay car park and the public
were invited to use the Council’s own card purchase scheme for which they
charged £20 per card. They sold a total of 26 cards last year which
apparently was a significant increase in previous sales. They are now moving
to a national charge card provider.
3.
Options for consideration
3.1
Vehicle requirements
When vehicles are sold owners are provided with an adaptor or ‘domestic’
charging point to allow them to charge their car via a normal 3 pin plug.
3.2
For a typical pure electric car (as opposed to a ‘hybrid electric vehicle’ which
uses two or more distinct power sources to move the vehicle, typically
combining an internal combustion engine with electrical motors) the cost to
charge from flat to full can be as little as £1 depending on the electricity tariff ii
3.3
Most new electric cars have a range of around 100 miles i In rural areas this
one factor is probably what causes most concern but statistically the average
UK driver travels just 25 miles per day i so 85% of users plug in and charge
overnight at home or work rather than using public on-street charging points.
3.4
There are various makes of public use charging points available which are
obviously more robust than domestic charging points and can be purchased
with various charging capabilities which in turn affect the time taken to fully
charge a vehicle. The rate at which an electric vehicle charges depends on
the power output from the electrical supply, the charge cable, the capability of
the charge point, the size of the battery pack and the rate at which the
charger in the electric vehicle can charge the battery. The higher the kilowatt
(kW) rating of the power supply and the charge point, the faster the charge
point will charge the battery, so long as the charger will accept the charge at
the same rate.
Charge point capability Electrical power supply Approximate charge time
3kW AC
13/16amp 220-240V
6–8 hours
7kW AC
32amp 220-240V
3–4 hours
ii
http://www.thechargingpoint.com/beginners-guide.html
164
21kW AC
50kW DC
3.5
3.6
32amp 415V
80amp 415V
1–2 hours
20–30 mins
Anecdotally, it would appear that the majority of public charging points are
used to ‘top up’ rather than access a full recharge and therefore are more
popular close to shops or attractions where people have 1+ hours to spend
on activities whilst the vehicle is charging.
Equipment
The standard for charging systems across Europe is for a Type 2
socket and Mode 3 communication module (between vehicle and
charging point). For use in our car parks the stand alone bollard
type are the most feasible (rather than wall mounted ones).
3.7
Although they are available, there is little evidence that any other
local authorities use charging points which take payment at the
point of charging the vehicle. The main benefits of not doing this
are: no cash collections, reduced vandalism, easier system for
vehicle users, reduced administration costs.
3.8
Typical charging units like the one pictured costs around £2k for a
7kw model. Installation, ground works and commissioning varies
depending on the availability of a power source and the type of
equipment purchased. However a rough estimate would be
approximately £6k - £10k per double unit fully installed, including
the purchase of the unit. Ongoing annual revenue costs would
include service contracts, supply of Global System for Mobile
Communications (GSM) hosting, maintenance costs of between
£300 and £500 per year plus the electricity use cost.
3.9
Rapid charge points (50kw) are the most expensive to purchase (circa £30k)
but offer the shortest charge time but many vehicles at this time are not able
to use them. It should be noted that it is the vehicle that determines the
rate/speed of recharge not the service unit.
3.10
3.11
Payment options
It would appear that many local authorities do not currently charge for
providing this service whilst others have opted to charge a basic hourly rate
(ie £1/hr). Many charging points are in car parks and again there is evidence
that many authorities state car parking charges apply whilst others offer free
parking whilst charging.
It has to be acknowledged that the cost of the electricity to charge one vehicle
is not significant, if these do become increasingly popular and are used
regularly then the cost will need to be borne either by the Council or the user.
It should also be noted that given the proximity of a number of Council owned
car parks to housing, that we may find residents using the facility for complete
recharges at the tax payers cost if no charge is levied. In addition,
introducing charges to a previously free facility is never popular so ideally
consideration needs to be made about whether or not to charge from the
outset (for the provision of a new facility) and what level would be deemed
acceptable.
165
3.12
Most local authorities (including Hackney, West Sussex, Tunbridge, Adur &
Worthing and Newcastle) use a charging administrator such as Charge Your
Car (CYC), Polar, Charge Master or similar organisation to manage their
charging point administration, promotion, and where appropriate, payment
systems. Source East is an organisation operating specifically in the East.
These organisations do not own the charge points on the network but operate
by providing a single charge point management system to which charge point
owners can connect charge points, making the posts visible to all drivers via
their web sites. This system enables charge point owners to set the tariff for
each charge point, collect payment for usage, and provides alerts to charge
point maintenance teams in the event of a fault.
3.13
To use the network, drivers simply register a debit/credit card, which connects
to their Access Card. Each charging point reads the cards details and
charges the user accordingly. The funds are then paid to the provider less an
administration fee.
4.
Conclusion
4.1
There is no doubt that these vehicles will become more popular as confidence
grows in their use and as current sales of new vehicle feed through to the
second hand car market but as yet we have not received public requests for
them. Is it not surprising that these vehicles are more popular for use in
urban areas so, even if resident use is likely to be limited, we need to
acknowledge the seasonal tourism requirements and that the use of hybrid
cars is likely to increase in rural areas as people seek greener and more
affordable transportation.
4.2
At this point in time it is recommended that a more detailed business case is
prepared to investigate the options in relation to potential charging regimes,
installation points/locations, funding options and costs etc. Initially the Council
could consider potentially installing 3 units, possibly to provide coverage
centrally and to the east and west of the district as a trial, monitoring their use
prior to potentially increasing coverage to ensure each town has one installed
but this can be further explored within the business case.
4.3
Consideration also needs to be given to the (Kw) size of the charge units and
the costing both from a purchase point of view and the impact on the car
parking. Lower wattage charge units obviously mean vehicles take longer to
charge thus restricting the number of users able to access the ‘charge space’,
however the faster charging units are considerably more expensive and
cannot at present be used by all cars. Charging for the electricity used should
be considered, possibly on a standard rate in addition to the normal car park
charge. Such a move would help to ensure the installation of these units are
cost neutral after 2-3 years.
5.
Implications and Risks
5.1
Due to the current low level demand within the district it is not considered at
present that the lack of EVPCs has any significant impact on the ability of
residents or tourists to travel around the area.
5.2
However if we wish to promote this area to tourists along with this more
sustainable method of transport then consideration should be given to
166
installing the points so that we can promote this facility and meet demand as it
inevitably grows.
5.2
It may well be that as more and more vehicles are purchased that
supermarkets, hotels etc may seek to install their own units for public access
but as a provider of car park facilities across the district, the Council is well
placed (with ideal facilities) to spearhead this service.
6.
Financial Implications and Risks
6.1
This report seeks further clarification from Members and seeks to obtain
agreement to complete a business case where the financial implications and
risks are identified in greater detail. The reason for the reservation at this
stage is due to the apparent wide variety of costs that other local councils
appear to be incurring to undertake this work.
6.2
Initial indications show that a budget of between £6k and £10k for the
purchase, commissioning and installation of one double sided charging point
could be achievable (based on costs for the lower powered charging units).
Ongoing revenue costs of between £0.5k and £1k per year per unit plus
electric use are also anticipated but if the Council charges for the service this
may well be covered by the users.
6.3
There would also potentially be a small impact on car park income if, once
these units were installed, 2 adjacent bays were earmarked specifically for
electric cars as currently usage is expected to be low which might result in
empty bays at peak times. The impact of this has however not yet been
calculated and would be dependent on a number of factors including
installation locations, useage levels, charging units purchased etc.
6.4
It is recommended that, if any scheme were to be introduced, that normal car
parking charges apply as the primary function of the car parks is for parking
as opposed to the charging of electrical vehicles, which can be seen as an
ancillary service. It might also be sensible to consider charging for the actual
useage of the charging points right from the outset, at the point the new
service is implemented, rather than initially providing a free service and then
at a later point introducing a charging regime which might meet with customer
resistance. Again any charging considerations will be fully covered within the
detailed business case.
6.7
Further work will be undertaken as part of the business case to try and
identify any potential funding streams to help with the capital installation costs
of any works which might be undertaken.
7.
Sustainability
7.1
The life expectancy of each power point is approximately 15 – 20 years. If
the service is run on a cost neutral basis then sustainability should not be a
financial issue. Ultimately the technology may change during that time but at
this stage installing these units would be a positive step towards supporting
the Council’s aspirations for sustainable living while enhancing the facilities
available at Council owned car parks for customers.
8.
Equality and Diversity
167
8.1
Providing the units are accessible to all users there are no equality issues with
the installation of machines.
8.2
The Council may be open to crisiticsm if users were not charged for the use
of the service.
9.
Section 17 Crime and Disorder considerations
9.1
Providing appropriate robust equipment is sourced and sited in well lit,
protected areas and they are cash free units then we would anticipate these
units would attract significantly less vandalism than sustained by our P&D
machines.
168
2nd February 2015
Cabinet
Agenda Item No___16_______
Proposed Cromer Community Sports Pitch facility – Site Appraisal process
Summary:
This report summarises the initial appraisal of potential
sites adjoining the boundary of Cromer to accommodate
a new community sports pitch facility to include facilities
for future use by Cromer Town Football Club and Cromer
Youth Football Club, and recommends that four sites be
the subject of public consultation and more detailed
appraisal.
Conclusions:
That four sites considered able to accommodate a new
community sports pitch facility be the subject of public
consultation before further detailed appraisal.
Recommendations:
Cabinet approves the shortlist of four sites considered to
have potential to accommodate the proposed community
sports pitch facilities as the basis for public consultation.
Cabinet member(s):
Cromer Town, Suffield Park, Roughton,
Poppyland, The Runtons
Cllr Tom FitzPatrick
Contact Officer, telephone number, and
e-mail:
Steve Blatch, Corporate Director
Steve.blatch@north-norfolk.gov.uk
Tel:- 01263 516232
Mark Ashwell, Planning Policy and Property
Information Manager
Mark.ashwell@north-norfolk.gov.uk
Tel:- 01263 516325
169
1
2nd February 2015
Cabinet
1.0
Summary:-
1.1
The District Council wishes to support local sports clubs, particularly Cromer Youth
Football Club, develop new sports pitches and clubhouse facilities so as to meet demand
for such facilities and promote increased participation in sport.
1.2
As part of wider consideration which the Council has given to the future use of the
Cabbell Park site, particularly the ability of part of Cabbell Park to accommodate a new
medical centre facility for the Cromer Group Practice; the Council sees the potential of
supporting the development of shared community sports facilities on a site on the edge
of Cromer. Such a facility could include new football and other outdoor sports pitches
together with clubhouse facilities and parking which could meet the needs of Cromer
Town Football Club, Cromer Youth Football Club and potentially the North Norfolk
Hockey Club.
1.3
The Council‘s Planning Policy Team have therefore undertaken a high level appraisal of
sites adjoining the town to accommodate a new community sports facility and has
identified four potential sites which it believes should be the subject of detailed appraisal
including inviting comments on their potential through a public consultation process.
2.0
Background:-
2.1
At the meeting of Cabinet held on 14th April 2014, Cabinet considered and endorsed a
report which proposed that part of Cabbell Park, Cromer accommodate a new medical
centre facility for the Cromer Group Practice. Endorsement of this report committed the
Council to taking forward a number of key tasks / workstreams in order that the front part
of the Cabbell Park site might be made available to the doctors’ practice for future
development, including identifying a potential site on the edge of Cromer which could be
developed to provide new pitch facilities for Cromer Youth and Cromer Town Football
Club.
2.2
In the period since April 2014, the Council has undertaken the following pieces of work: Developed plans to relocate the existing football pitch within Cabbell Park in a
westerly direction and obtained quotes for these works, which it is proposed will
be taken forward in the spring period, which is considered to be the best time to
undertake ground works and lay new grass.
 Provided advice to the Cromer Group Practice and its development partner
regarding the planning of the proposed new surgery building – ie design, layout,
site accesses, highway issues etc, which the Council understands will be the
subject of pre-application consultation with key stakeholders and the wider public
over the next few weeks.
 Considered the future needs of local sports clubs for pitches and clubhouse
facilities in the Cromer area and, based upon these requirements, undertaken a
high level appraisal of potential sites adjoining the town to accommodate such
facilities.
2.3
This report provides further information of this site appraisal process for the new
community sports facility and recommends that four shortlisted sites now be endorsed as
the basis of a public consultation exercise.
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3.0
The high level appraisal process
3.1
It is considered that there are a number of sites around Cromer which could, in principle,
accommodate new facilities for use by Cromer Town Football Club, Cromer Youth
Football Club and other outdoor sports clubs such as the North Norfolk Hockey Club and
the North Norfolk Beachrunners.
3.2
Some are within the Norfolk Coast Area of Outstanding Natural Beauty, where national
and local policy requires an assessment of alternative sites before selecting a site within
the AONB for development. All of the potential site options are outside of the current
development limits of Cromer and are in adjacent parishes. They would introduce
development, albeit relatively low key, into the landscape setting of the Cromer. None of
the potential alternatives are likely to be straightforward as they will variously have
impacts on landscape character, highways and in some cases residential amenity, which
will need to be carefully balanced alongside the benefits of enhanced sport and
recreational opportunities and the delivery of significant health care improvements
through accommodating a new medical centre facility on part of the Cabbell Park site.
3.3
A methodology has been developed which has been used to appraise the long list of
potential sites in order to assess their suitability in land use terms for a new community
sports facility. This should be regarded as a first stage sieving of the potential sites to
enable a small number of options to be considered in more detail.
3.4
A four stage appraisal approach has been adopted in order to assess the potential of
possible sites as detailed below:Stage 1 - A high level screening of options based on location, size, shape and
physical suitability
As the key drivers for proposing the provision of new community sports pitch facilities for
Cromer is the wish to relocate Cromer Town Football Club from the Cabbell Park site
and provide facilities which can be shared by Cromer Youth Football and other local
sports clubs, consideration of potential sites has been limited to Cromer and the town’s
immediate surroundings. Ideally any site should be accessible both by public transport
and by pedestrians and consequently a search area of around 500 metres or less from
the boundary of Cromer has been used. This should not be regarded as an absolute
constraint as other sites more distant from the town may need to be considered if
suitable sites are not available within the initial search area. Clearly sites will need to be
of suitable size, shape and level for outdoor sports use.
Officers of the Council have had conversations with Cromer Town Football Club, Cromer
Youth Football, the Football Association and North Norfolk Hockey Club so as to
understand their future requirements for pitches / facilities, which as a minimum would
provide opportunities for both senior and junior football and potentially other sports. At
this stage it has been assumed that any site should be capable of accommodating up to
two adult pitches (or a number of smaller pitches), a club house and changing facilities,
and car parking but it would be sensible to ensure that any site is sufficiently large to
allow for future expansion. This requires a useable site area of approximately 10 acres.
16 individual sites in locations adjoining the town’s development boundary were initially
identified and have been the subject of high level appraisal, as shown on the attached
plan.
Stage 2 - Appraisal of site suitability based upon 18 separate core criteria covering
land use considerations such as landscape and wildlife impacts, accessibility, and
any other land use constraints.
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Each of the 16 long-list sites identified in stage one has been subject initial assessment
of their suitability. The assessment criteria include all those typically taken into account
through the land use planning process including land use designations such as the Area
of Outstanding Natural Beauty, highway and access issues, drainage, potential wildlife
impacts, and any impacts on residential amenity.
This stage of the appraisal process is intended to identify any absolute land use
constraints which might render individual sites unsuitable for further consideration or
suggest at this stage that it should be given a lower priority. Some of the criteria used
inevitably require judgements to be reached and inevitably there is a degree of
subjectivity in this. This is considered to be particularly the case in relation to potential
landscape impacts.
The first and second stages of the appraisal process has identified four sites which it is
believed have real potential to accommodate the proposed community sports pitch
facility and should therefore be the subject of public consultation and comment before
further detailed work is progressed to establish the willingness of landowners to make
the sites available for provision of a sports facility. In identifying the four short-listed sites
for the proposed sports facility, officers have contacted the owners of all 16 long-list sites
to advise them that land in their ownership has been appraised and either rejected from
further consideration or short-listed as part of the proposed public consultation process.
The high level appraisal of the long-list of 16 sites is summarised at the appendix X.
Stage 3 - Site Availability
It is considered that the initial appraisal of individual sites should be undertaken without
knowledge of the willingness of landowners to make a site available for future sports
use. This will allow an objective assessment of individual sites to be undertaken based
upon pre-stated criteria rather than the process being influenced by one or more
landowners. As part of the public consultation process landowners will also be able to
comment on the potential availability of land in their ownership and of possible terms and
conditions attached to them being prepared to make their land available for the provision
of new sports facilities for the town.
Stage 4 - Deliverability
The final stage of the site appraisal process might require detailed feasibility studies of
two or three sites to establish if proposals are deliverable. This stage of the appraisal
process might necessitate further investigations in relation to issues such as drainage,
the extent of any levelling, the need and scope of any highway improvements and
establishing whether proposals are affordable under the terms of possible funding
schemes and mechanisms. This stage of the appraisal process may need to include
consideration of the merits of allowing some facilitating development to add value to the
package and some of the options identified to date may lend themselves to such an
approach.
4.0
The shortlisted sites
4.1
The initial appraisal process has identified four sites which are considered as being able
to accommodate a new community sports facility and it is proposed that these sites
should now be the subject of consultation with town and parish councils, sports clubs
and the wider public.
4.2
The four sites are:172
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
FC7 – Land to the west of Roughton Road, south of Compit Hills

FC9 – Land east of Roughton Road

FC14 / FC15 – Land of The Avenue to the south of the Cromer Karttrack

FC16 – Land known as the former Golf Practice Ground, off Overstrand Road
5.0
Financial Implications and Risks
7.1
There are no direct financial issues raised by this report, beyond the officer time and
modest costs associated with inviting public comment on the short-listed sites, the costs
of which can be met from the Planning Policy budget.
8.0
Sustainability
8.1
The recommendations made in this report do not in themselves raise issues of
sustainability. The site appraisal process has attached priority to sites for the new
community sports facility which are well-related to the town of Cromer and which would
be accessible to some participants by foot, cycle or public transport. Detailed
consideration of sustainable development will be considered in the final site selection
and design and development of any facilities in due course.
9.0
Equality and Diversity
9.1
There are no direct equality or diversity issues raised by this report, but the Council’s
wish to support the provision of new community sports pitches in Cromer recognises the
longstanding deficit of facilities for youth football in and around the town. Any facilities
provided will be developed in accordance with advice from the Football Association and
grant funding bodies and will need to be accessible to all sections of the community.
10.0
Section 17 Crime and Disorder considerations
10.1
This report does not raise any issues directly relating to Crime and Disorder.
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Appendix L
Appendix to Cabinet Report – 2nd February 2015
Proposed Cromer Community Sports Pitch facility – Site Appraisal process
There are a number of sites around Cromer which could, in principle, accommodate new
facilities for use by Cromer Town Football Club, Cromer Youth Football Club and other outdoor
sports clubs such as the North Norfolk Hockey Club.
Some 16 potential sites have been identified and subject to a high level appraisal against 18
“criteria” to consider their ability to accommodate the new sports pitch facilities against potential
impacts including - landscape character, highways and in some cases residential amenity.
The results of this initial high-level appraisal, further details of which can be provided on request
are detailed below – the results of which are that four sites are now proposed for shortlisting as
the basis for a public consultation process and more detailed appraisal.
The comments below should be read in conjunction with reference to a plan of Cromer
identifying the location of each of the 16 sites, which for the purposes of orientation start with
FC1 off the Runton Road in the north-west corner of the plan and then move numerically anticlockwise round the south of the town to FC16 off the Overstrand Road in the north-east of the
plan.
Site
FC1
Summary
Not within the AONB but the current open character of the
area is valued locally and makes a contribution to the setting
of Cromer. Residential development has been considered
and discounted in the past and a planning appeal was
dismissed historically due to the openness of the site. Low
key sport use is regarded as acceptable. Vehicular access is
readily available and the site is on a public transport route
and would be readily accessible on foot.
The land owner was previously willing to make ten acres of
public open space available as part of a residential
development scheme which was consider but not accepted
as part of Local Plan preparation as better sites were
available.
Residential development of this site may well need to be
reconsidered as part of Local Plan review and it‟s „hope‟
value may prejudice delivery unless the Council is prepared
to include some facilitating development.
FC2
The sites exposed, cliff top location may render it unsuitable
for outdoor sports, the flatter (road side) part of the site is
limited in size and moderate levelling would be required to
make it suitable.
Within the AONB but partly screened. Substantial levelling
would be required so unlikely to be suitable. Land owner has
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Rec
Don‟t consider
further at this
stage pending
assessment of
preferable
options.
Potential to re
appraise if
other options
prove
undeliverable
but adjacent
land to the
west would
also need to
be considered
to make this a
potential
option.
Do not
consider
FC3
FC4
FC5
FC6
FC7
FC8
FC9
FC10
FC11
indicated that this site is unlikely to be available.
Within the AONB but partly screened. Substantial levelling
would be required so unlikely to be suitable. Land owner has
indicated that this site is unlikely to be available.
These sites comprise attractive agricultural land which is part
of the Cromer Hall estate and in the case of FC4 is formally
designated as part of the Historic Park and Garden
associated with the Hall. The area retains a very rural
character with undulating farmland interspersed with pockets
of woodland and shelter belts. Vehicular access via Hall
Lane is poor although this area is relatively accessible on
foot from large areas of Cromer. Due to landscape and
access concerns it is not considered that these sites should
be considered further at this stage. Furthermore the land
owner has indicated that these sites are not likely to be
available.
Although in the AONB this site is visually self-contained and
any impacts on the wider landscape could be managed.
Vehicular access is likely to only be possible via Roughton
Road and this would require agreement of the adjacent land
owner. The land owner has previously promoted the site for
residential development and may consider that this location
has significant „hope‟ value making this option difficult to
deliver. Nevertheless in land use terms this is a strong
candidate for further consideration.
The land owner has indicated that this site is unlikely to be
available.
Relatively open and prominent in the landscape. The site
location slightly detached from the built up area of Cromer is
also a disadvantage. However it is sufficiently close to the
town to be comparatively accessible. Development here may
not be as acceptable as other options but until the delivery of
these other options has been tested further this site has
sufficient merit to be retained for further consideration.
On it‟s own this site is not large enough to meet the selection
criteria but it would be suitable if combined with adjacent
land (FC9). However the land owner has indicated that this
land is not likely to be available.
The land owner has indicated that this site is unlikely to be
available
FC12
There is no obvious means of securing vehicular access to
this site.
FC13
This site is too far from Cromer (Compared to other options)
to be considered at this stage.
FC14
FC15
Although within the AONB these sites are not unduly
prominent in the wider landscape being screened by existing
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further.
Do not
consider
further.
Do not
consider
further.
Shortlist for
further
consideration
Do not
consider
further
Shortlist for
further
consideration
Do not
consider
further
Do not
consider
further
Do not
consider
further
Do not
consider
further
Shortlist for
further
FC16
mature landscaping. They are relatively close to the built up
area of Cromer but unlikely to be accessed on foot. Vehicular
access is currently poor but land could be available to deliver
highway improvements.
This site has previously had planning permission for a golf
driving range. It is well related to Cromer and is visually selfcontained. Vehicular access is suitable and the site is
accessible on foot from much of Cromer. However the shape
of the site and it‟s topograghy will limit the areas that are
practical to use without significant levelling. As with other
sites on the edge of Cromer it has previously been promoted
for residential development and the owner may not be
prepared to make it available without other development. In
land use terms it is a strong candidate for further
consideration
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8
consideration
Shortlist for
further
consideration
Appendix M
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