Please Contact: Emma Denny
Please email: emma.denny@north-norfolk.gov.uk
Please Direct Dial on: 01263 516010
22nd October 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 November 2015 at 10.00am
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: Mrs S Arnold, Mr N Dixon, Mr T FitzPatrick, Mrs A Fitch-Tillett, Mr W Northam, Mrs J Oliver,
Miss B Palmer, Mr J Rest,
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 5th
October 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.
BUDGET MONITORING REPORT 2015/16 – PERIOD 6
(page 7)
(Appendix A – p.14 ) (Appendix B – p.15 ) (Appendix C – p.18 )
Summary:
This report summarises the budget monitoring position for
the revenue account and capital programme to the end of
September 2015.
Options considered:
Not applicable
Conclusions:
The overall position at the end of September 2015 shows
an under spend of £541,614 to date for the current
financial year on the revenue account, this is currently
expected to deliver a full year variance of £126,000.
Recommendations:
It is recommended that:
1) Cabinet note the contents of the report and the
current budget monitoring position;
Cabinet
Decision
Reasons for
Recommendations:
Cabinet member(s):
Ward member(s)
Contact Officer
Telephone
Email
10.
To update Members on the current budget monitoring
position for the Council.
Councillor W Northam
All
Karen Sly
01263 516243
karen.sly@north-norfolk.gov.uk
HALF YEARLY TREASURY MANAGEMENT REPORT FOR 2015/16
(Page 24)
(Appendix D – p.29) (Appendix E – p.32)
Summary:
This report provides information on the Treasury
Management activities undertaken in the first six months
of 2015/16.
Options considered:
It is a requirement of the Chartered Institute of Public
Finance & Accountancy’s (CIPFA) Code of Practice for
Treasury Management that this mid-year review is
prepared and presented to Full Council.
Conclusions:
That the treasury activities for the half-year have been
carried out in accordance with the CIPFA Code and the
Council’s Treasury Strategy.
Recommendations:
That the Council be asked to RESOLVE that the Half
Yearly Treasury Management Report for 2015/16 is
approved.
Council
Decision
Reasons for
Recommendations:
The recommendation is being made in compliance with
the CIPFA Code.
LIST OF BACKGROUND PAPERS AS REQUIRED BY LAW
(Papers relied on to write the report and which do not contain exempt information)
Arlingclose Report Template – Semi-Annual Treasury Report 2015/16
Cabinet member(s):
Ward member(s)
Contact Officer
Telephone
Email
11.
Councillor W Northam
All
Tony Brown
01263 516126
tony.brown@north-norfolk.gov.uk
INFORMATION AND ADVICE SERVICE
(page 34 )
(Appendix F – p.43 ) (Appendix G – p.47 ) (Appendix H– p.49 )
Summary:
In January 2015 Cabinet resolved to accept the following
recommendations from the Overview and Scrutiny Committee
meeting held on 10th December 2014:
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
County.
•
•
•
•
Conclusions:
This report provides an update to Cabinet on the:
Collaborative working that has been undertaken with Norfolk
County Council and other District Councils in Norfolk.
The process followed to seek proposals to commission a
generic information and advice service in North Norfolk
The proposals received for the delivery of an Information and
Advice Service in North Norfolk.
The outcome of the commissioning process and makes a
recommendation for the appointment of a new three year
generalist Information and Advice service
Collaborative working has resulted in greater
understanding of the issues and needs of North Norfolk
residents in respect of information and advice as well as
the benefits of a jointly commissioned Information and
Advice Service in North Norfolk.
Through the commissioning process and at no additional
financial cost to NNDC a proposal has been received for
the provision of a quality assured, generic Information and
Advice Service with improved stakeholder engagement,
co-ordination and accountability as well as an expansion
and increase in how, where and when Information and
Advice services are delivered.
The provision of an Information and Advices Service will
also contribute towards the achievement of North Norfolk
District Council’s (NNDC’s) Corporate Plan 2015 – 2019
Health and Wellbeing Priority - “providing support and
advice to people who are vulnerable and / or struggling
with issues which are negatively impacting on their lives”.
Recommendations:
Cabinet
Decision
It is recommended that Cabinet:
1. Agree that North Norfolk District Council enters
into a three year partnership agreement with
Norfolk County Council to enable the pooling of
North Norfolk District Council and Norfolk County
Council budgets for information and advice
services for the three year period starting
January 2016. The pooled fund to be used to
fund the provision of a new three year
Information and Advice Service for North Norfolk
at a combined annual cost of £109,000 (NNDC
£66,323 NCC £42,677) in accordance with
recommendations 2 and 3.
2. Agree that subject to the agreement of a
satisfactory contract terms incorporating quality
and service monitoring arrangements and the
inclusion of break clauses and an appropriate
partnership agreement between Mid Norfolk
Citizens Advice and Norfolk Citizens Advice that
North Norfolk District Council and Mid Norfolk
Citizens Advice enter into a three year contract
for Mid Norfolk Citizens Advice to provide a
generalist Information and Advice Service for the
North Norfolk District Council area at an annual
cost not exceeding £109,000
3. Delegate authority to the Head of Economic and
Community Development in consultation with the
Portfolio Holder for Health and Wellbeing to
negotiate and settle with Mid Norfolk Citizens
Advice satisfactory contract terms.
4. Agree that North Norfolk District Council
Overview and Scrutiny Committee will receive a
report every six months on the outcome of the
contract monitoring and performance review
meetings.
Cabinet member(s):
Ward member(s)
Contact Officer,
telephone
and e-mail:
12.
Councillor B Palmer
All
Sonia Shuter
01263 516173
sonia.shuter@north-norfolk.gov.uk
PARTNERSHIP OF MARITIME AUTHORITIES IN NORFOLK AND SUFFOLK
(page 63)
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.
The Coastal Management Teams working within the
Norfolk and Suffolk Maritime Local Authorities (MLAs)
share the same pressures caused by accelerating coastal
change, constrained funding and limited staff resource.
In February/ March 2015, North Norfolk District Council,
Great Yarmouth Borough Council (GYBC), Suffolk Coastal
District Council and Waveney District Council Cabinets
resolved to develop a suitable partnership model to
address these shared issues and sustain the high levels of
service in the future.
Following the exploration of various partnership models in
consultation with a wide range of internal and external
stakeholders, this report recommends a joint Norfolk and
Suffolk Coastal Management shared services team. This
team would work as an equitable partnership, overseen by
a formal governance structure. This would enable
resources to be managed more effectively and with a
higher degree of efficiency, resulting in more positive,
sustainable outcomes for our communities in the long term.
Options considered:
Conclusions:
The principle of developing a case for a ‘coastal
management partnership’ was agreed by Cabinet in march
2015; different business models of how this can be
achieved have been evaluated and the proposed model
has been compared with the options of carrying on as is
(‘do nothing’) or ‘doing less’.
A new approach is required in order to ensure an efficient,
resilient and sustainable Coastal Management service
continues to be delivered in Norfolk and Suffolk. Developing an
appropriate new partnership structure, with the right
governance arrangements in place, will not only help make
best use of the existing resource, skills and expertise but
create a platform to maintain the high calibre of staff and
increase the effectiveness of the Coastal Management Service.
Developing the capacity and expertise locally will enable
informed decisions to be made about managing the coastline
and provide better opportunities to access funding and support
for coastal management schemes, projects and approaches.
Recommendations:
Cabinet
Decision
1. That a Norfolk & Suffolk Coastal Management Team be
established in partnership between North Norfolk
District Council, Great Yarmouth Borough Council,
Suffolk Coastal District Council and Waveney District
Council.
2. That a Councillor Partnership Board and Operational
Officer Group be created respectively to oversee and
manage the work of the Norfolk & Suffolk Coastal
Management Team.
3. That should secondment of staff be required that is
arranged under Section 113 of the Local Government
Act 1972.
4. That the initial decision on the delivery of support
services for the partnership be delegated to the Chief
Executive, in consultation with the relevant Cabinet
Members.
5. That the detailed terms of the relevant Agreement and
protocols, including the secondment of staff under
Section 113 of the Local Government Act 1972 be
delegated to the Chief Executive Officer, in
consultation with the relevant Cabinet Members.
Reasons for
Recommendations:
Cabinet Member:
Ward member(s)
Contact Officer
Telephone
Email
13.
To plan for an effective and sustainable way of continuing to
deliver a robust coastal management service for North Norfolk
and the other partner authorities.
Councillor A Fitch-Tillett
All
Rob Young
01263 516162
robert.young@north-norfolk.gov.uk
REVIEW OF GAMBLING POLICY
(page 70)
(Policy document – p.73)
Please note: The draft gambling policy is attached to the report, it was necessary to keep
the track changes highlighted so that these changes were apparent. The document has
been published in this format on the North Norfolk District Website for the consultation
period to enable those consulted to make comments on those changes.
Summary:
To seek Cabinet approval of the Council’s draft Gambling
Licensing Policy (Statement of Principles)
Options considered:
In accordance with the requirements of the Gambling Act 2005
the Licensing Authority is required to publish a statement of
policy every successive three year period
Conclusions:
Once the Cabinet formally approve the Policy and any written
comments received during the consultation period have been
considered it will be submitted to full Council for adoption
whereupon the Policy will be advertised and duly published in
line with Regulations.
Council
Decision
Recommendations:
To recommend the draft policy to Full Council for
adoption.
Reasons for
Recommendations:
In accordance with the requirements of the Gambling Act 2005
the Licensing Authority is required to publish a statement of
policy every successive three year period from the first
appointed day, namely 31 January 2007. The Policy is now
due to be revised to cover the next successive 3-year period
from 31 January 2013 to 31 January 2016.
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)
Gambling Act 2005
Draft – Gambling Licensing Policy (Statement of Principles)
Responses to consultation (none received at time of writing report)
Cabinet Member:
Ward member(s)
Contact Officer
Telephone
Email
14.
Councillor J Oliver
All
Gemma Faircloth
01263 516139
gemma.faircloth@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.”
15.
PRIVATE BUSINESS
Agenda Item 2__
CABINET
Minutes of the meeting of the Cabinet held on Monday 05 October 2015 at the Council
Offices, Holt Road, Cromer at 10.00am.
Mrs S Arnold
Miss B Palmer
Mr N Dixon
Mrs A Fitch-Tillett
Members Present:
Also attending:
Mrs A Claussen-Reynolds
Mr V FitzPatrick
Mrs P Grove-Jones
Mr P W High
Mr N Pearce
Officers in
Attendance:
48.
Mr T FitzPatrick (Chairman)
Mrs J Oliver
Mr J Rest
Mrs M Prior
Mr R Reynolds
Mr R Shepherd
Mr N Smith
The Chief Executive, the Corporate Directors, the Head of Finance,
the Head of Business Transformation and IT, the Leisure and Cultural
Services Manager and the Democratic Services Team Leader
APOLOGIES FOR ABSENCE
Mr N Northam
49.
MINUTES
The minutes of the meeting held on 7th September 2015 were approved as a correct
record and signed by the Chairman
50.
PUBLIC QUESTIONS
Mr I Ponton asked a question regarding Agenda Item 12: North Norfolk Leisure
Facilities Strategy.
Mr Ponton asked Cabinet to consider including a new build option for a pool in
Fakenham. He explained that this option had been included in the overall strategy
document but not within the recommendations in the executive summary. Mr Ponton
said that both pools in Fakenham were now closed and that the strategy document
strongly identified Fakenham as an area for swimming facilities. He went onto say
that the viability of re-opening the Academy pool needed to be questioned. The
Splash Pool at Sheringham had two alternatives listed within the recommendations
and was listed as a short-term rating, whilst Fakenham had a medium term rating.
Cabinet
1
05 October 2015
Therefore a request was being made to include a new build option within the
recommendations together with a short-term rating. The Leader said that these
issues would be dealt with under Agenda item 12.
51.
ITEMS OF URGENT BUSINESS
The Leader informed members that due to tight timescales the contract award for the
Council’s insurance provision was taken under delegated powers. There had been a
joint procurement exercise between NNDC, Great Yarmouth Borough Council and
South Norfolk District Council and the contract had been awarded to Zurich Municipal
for a period of three years. The new arrangements needed to be in place for 1
October 2015 and the Leader confirmed that this was now the case.
52.
DECLARATIONS OF INTEREST
None
53.
MEMBER QUESTIONS
The Leader confirmed that Members could ask questions as each item arose.
54.
CONSIDERATION OF ANY MATTER REFERRED TO THE CABINET BY THE
OVERVIEW AND SCRUTINY COMMITTEE OR COUNCIL FOR
RECONSIDERATION
None
55.
CONSIDERATION OF REPORTS FROM THE OVERVIEW AND SCRUTINY
COMMITTEE
None
56.
CONSULTANCY TO SUPPORT THE IMPLEMENTATION OF A COUNCIL-WIDE
DOCUMENT AND RECORDS MANAGEMENT SYSTEM
The Leader, Mr T FitzPatrick, introduced this item. He said that the document
management system (DMS) was a critical component of the Digital Transformation
and Business Efficiency Programme and early successful implementation was
essential. Undertaking a pilot project, followed by a phased rollout across the Council
was the best way of ensuring rapid delivery without incurring excessive costs.
It was proposed by Mr T FitzPatrick, seconded by Mrs J Oliver and
RESOLVED
To authorise the Corporate Director (NB) to procure a Document Management
System, initially through a pilot, followed by the Council-wide rollout.
That, the £60,000 cost is funded from the previously identified Business Efficiency
and Digital Transformation budget.
Reasons for the decision:
The approach of engaging third party expertise to assist existing council staff to
deploy a pilot project followed by a separate wider rollout is assessed a being the
Cabinet
2
05 October 2015
most appropriate to ensure rapid delivery of essential technology whilst retaining
control of future costs.
57.
CONSULTANCY TO SUPPORT THE IMPLEMENTATION OF A WEB CONTENT
MANAGEMENT SYSTEM
The Leader, Mr T FitzPatrick, introduced this item. He explained that the Business
Efficiency and Digital Transformation Programme included a work-stream to improve
web technology. In order to deliver against this work-stream, a request was being
made to release previously identified funding to support the provision of third party
expertise for the deployment and configuration of a content management system for
the Council’s web site which would make it easier for residents, businesses and
customers to interact via the NNDC website using a variety of mobile devices.
It was proposed by Mr T FitzPatrick, seconded by Mr J Rest and
RESOLVED
To approve the release of £44,000 of capital funding, previously identified in the
Business Efficiency and Digital Transformation Programme, to allow officers to
procure third party support to deploy a content management system for the Council’s
web site using the Council’s procurement processes. The project to be complete by
February 2016.
Reasons for the decision:
The approach of engaging third party expertise to assist council staff to deploy and
implement a responsive web site supports the rapid delivery of the council’s Business
Efficiency and Digital Transformation Programme.
58.
DRAFT CENTRAL NORFOLK STRATEGIC HOUSING MARKET ASSESSMENT
Mrs S Arnold, Portfolio Holder for Planning introduced this item. She explained that
the Assessment sought to quantify the amount of new homes that would be required
in the area between 2012 and 2036 and comprised one of the evidence documents
that would be used to prepare policies for the new Local Plan.
It was proposed by Mrs S Arnold, seconded by Mr J Rest and
RESOLVED to
Notes the contents of the Assessment, accepts it as evidence to inform the
preparation of the Local Plan and other policies and authorises publication.
Reasons for the decision:
The Assessment has been prepared in accordance with best practice and is a robust
assessment of future housing need and demand which will be used to prepare the
Local Plan.
59.
NORTH NORFOLK INDOOR LEISURE FACILITIES STRATEGY
Miss B Palmer, Portfolio Holder for Leisure introduced this item. She explained that
the report made a number of recommendations which provided the Council and other
providers and operators of leisure facilities across the District with options as to
future investment needs and opportunities in the provision of new indoor sports and
Cabinet
3
05 October 2015
leisure facilities. The Strategy document also provided an audit of existing indoor
leisure facilities and Miss Palmer said that she was pleased to see that there was a
good spread of facilities across the District and that the reach was also very good.
In response to the points raised by the public speaker, Mr Ponton, Miss Palmer
acknowledged that there were a number of issues regarding swimming facilities in
Fakenham. She said that she fully supported the aspirations of the local community
but that a mix of funding would be required to achieve them, She concluded by
saying that the Council would take the consultants recommendations into account
when going forward with the strategy.
In seconding the proposal, the Deputy Leader, Mrs A Fitch-Tillett said that she
completely endorsed the recommendations. Sports and leisure was vital for the
health and wellbeing of the District, although it should be borne in mind that it was
not a statutory obligation.
The Leader invited Members to ask questions:
1. Mr R Reynolds said that he was pleased to see two of his fellow ward members
in attendance and that he was very supportive of their efforts. He said that the reopening of the Fakenham Academy pool was an important consideration. New
build was also an option but it should be sustainable.
2. Mr N Dixon said that he welcomed the reference to mixed economy in terms of
the provision of facilities. He added that it was also important to look outside the
District to ensure that all possible resources were harnessed.
3. Mrs P Grove-Jones spoke about her ward, Stalham. She said that she had met
with the consultant some time ago and pointed out that a large proportion of
leisure activities were supported by volunteers. She also referred to the Dual Use
Sports Centre (DUSC) in Stalham where the provision for the public was very
limited as the school took priority and often cancelled bookings if they required
the facilities. The Leader replied that this would be looked into as it was
important that the provision was right for the town.
Before moving to the recommendations, the Leader asked Mr Ponton if he wished to
respond to any of the comments. Mr Ponton said that it was still not clear that
whether the points that he made earlier were being taken on board and in particular
whether the new build option for a pool for Fakenham was a possibility. Miss B
Palmer replied that the new build option was one of a number of options being
considered.
The Leader said that this was not the final strategy document and that it would be
used to inform the strategy going forward. He said that the recommendations had
been revised to reflect this:
It was proposed by Miss B Palmer, seconded by Mrs A Fitch-Tillett and
RESOLVED to
1. Note the submission of the report by Neil Allen Associates and to take their
views into account when formulating the Council’s way forward for the future
with regard to sports and leisure
2. To task the Corporate Director (SB), working under direction from the Portfolio
Holder to identify and agree the relevant project work streams required to
produce an indoor leisure facilities strategy.
Reasons for the decision:
Cabinet
4
05 October 2015
Sound management of the Council’s sports and leisure assets; co-ordination and
promotion of existing indoor sports facilities to ensure value for money provision and
good levels of participation in sport given the demographic profile of the district and in
support of the Council’s corporate objective in promoting sport and wellbeing; inform
future investment decisions regarding the provision and operation of new indoor
sports facilities in the district over the next twenty years.
60.
COMPULSORY PURCHASE OF THE FORMER SHANNOCKS HOTEL,
SHERINGHAM
The Portfolio Holder for Legal Services, Mrs J Oliver, introduced this item. She
explained that the report made the case for the compulsory purchase of the
Shannocks Hotel site in Sheringham, which despite the efforts of the Council was in
a very dilapidated condition. Mrs Oliver went onto say that various methods of
improving the property had been explored to no avail. The owners continued to show
no willingness to bring the property back into use and only a very limited willingness
to improve it. It was a huge concern to local residents as it was a blight on the
seafront.
Mr N Dixon, on seconding the proposal, said that the property was a blot on the
landscape that needed to be addressed. It was hoped that the Council would not
need to resort to a compulsory purchase order as it was not an action that should be
undertaken lightly.
The Leader invited Members to speak:
1. Mr R Shepherd, Local member for Sheringham South said that he had been
fighting this issue since 2013. The Council’s Enforcement Board had worked
very hard to tackle the problem and he welcomed the commitment to compulsory
purchase the property.
2. Mrs P Grove-Jones asked why the owners had refused to engage with the
Council at all. The Corporate Director (NB) replied that the Council had tried to
engage with the owner several times and had even given them an extended
timeline to complete works to the property but they had still not complied.
It was proposed by Mrs J Oliver, seconded by Mr N Dixon and
RESOLVED:
1. That subject to point 5 below the Corporate Director (NB), after discussion with
2.
3.
4.
5.
Cabinet
the s151 Officer and the Portfolio members for Planning, Property and Assets
and Legal Services, is delegated the power to conclude an agreement with the
owners of the former Shannocks Hotel, Sheringham, to sell the property to the
Council, stating clear timescales for the owners to respond and to complete the
sale.
If no such agreement is reached, that the Corporate Director (NB), is
instructed to proceed to make an application for a Compulsory Purchase
Order on the property and to take all necessary or desirable steps to achieve
that.
That following acquisition, the Corporate Director (NB), will bring a further report
back to Cabinet for a decision regarding options for redevelopment
That, the purchase cost and CPO fees will be funded from capital resources from
which virement of the necessary funds is authorised.
The purchase price will not exceed independent valuation and the CPO on costs
at the upper limit identified in the report.
5
05 October 2015
Reasons for the decision:
1. There is an expectation by the Secretary of State that Councils will seek to reach
voluntary agreement on purchase prior to a Compulsory Purchase being
authorised.
2. To enable the property to be acquired for redevelopment or bringing back into
use, thus removing this long-term empty property which is presently causing
blight in the local area.
3. To enable Cabinet to make an informed decision on the future use of the
property.
4. To make the necessary financial provision for purchase
5. To ensure CPO remains a cost effective option.
The Meeting closed at 10.30 am
_______________
Chairman
Cabinet
6
05 October 2015
Agenda Item No______9______
BUDGET MONITORING REPORT 2015/16 – PERIOD 6
Summary:
This report summarises the budget monitoring position
for the revenue account and capital programme to the
end of September 2015.
Options considered:
Not applicable
Conclusions:
The overall position at the end of September 2015
shows an under spend of £541,614 to date for the
current financial year on the revenue account, this is
currently expected to deliver a full year variance of
£126,000.
Recommendations:
It is recommended that:
1) Cabinet note the contents of the report and
the current budget monitoring position;
Reasons for
Recommendations:
To update Members on the current budget monitoring
position for the Council.
LIST OF BACKGROUND PAPERS AS REQUIRED BY LAW
(Papers relied on the write the report and which do not contain exempt information)
System budget monitoring reports
Cabinet Member(s)
Ward(s) affected
Cllr Wyndham Northam
Contact Officer, telephone number and email: Karen Sly, 01263 516243,
Karen.sly@north-norfolk.gov.uk
1.
Introduction
1.1.
This report compares the actual expenditure and income position at the end
of September 2015 to the Updated budget for 2015/16. The Original Base
Budget as agreed by Full Council in February 2015 has been updated for inyear virements and roll forwards from previous periods.
1.2
The base budget for 2015/16 included savings and additional income totalling
£222,000 to be delivered in the year. Section 3.1 of this report includes the
latest position on both of these areas
2.
Budget Monitoring Position – Revenue Services
7
2.1
The General Fund Summary at Appendix A shows the high level budget
monitoring position at 30 September 2015 which shows a year to date
variance of £541,641 underspend. Of the underspend against the profiled
budget, £506,811 is in relation to the service variances and £40,550 is in
relation to the treasury management position. Details of these variances are
included within sections 2.3 and 2.7 respectively in the report. Appendix B
provides further details of the individual service variances.
2.2
Variances are reported against the updated budget in Appendix A. Any
budgets and reserves affected will be updated accordingly.
2.3
The following table shows the over/under spend to date for the more
significant variances this is compared to the updated budget.
Table 1 – Service Variances
Over/ (Under)
Spend to Date
against
Updated
Budget
£
Assets and Leisure
Car Parking – The favourable variance to the end of
period 6 largely reflects income from pay and display
ticket sales above the profiled budget. Although the
full year effect of the additional income is likely to be
reduced by the reduction in excess charge notices.
As this service is demand led and seasonally
influenced the level of income will continue to be
closely monitored. For the current time a full year
variance of £30,000 is currently forecast.
Estimated
Full Year
Variance
Against
Updated Budget
£
(75,266)
(30,000)
Markets – The full year variance and variance to date
is reflective of the current reduction in market fees.
2,692
5,000
Industrial Estates – The variance to date is mainly due
to reduced rental following vacation of premises
during the year.
18,073
5,000
Investment Properties – The majority of the variance
to date reflects a shortfall of income against the
profiled budget, mainly in relation to the Grove Lane
Depot and also where insurance claims are
outstanding.
Community, Economic Development and Coast
Community and Localism – The variance reflects prior
year grants which have been allocated but the funding
has not yet been drawn down.
Customer Services
IT Support Services – Of the variance against the
profiled budget to the end of period 6 £31,800
represents an underspend on employee expenditure
due to vacant posts. No full year saving is currently
anticipated as this funding will be required to support
the digital transformation. Of the remaining variance
£14,660 relates to an underspend on phone rentals.
37,763
25,000
(58,875)
0
(58,013)
0
8
Table 1 – Service Variances
Over/ (Under)
Spend to Date
against
Updated
Budget
£
(30,714)
Estimated
Full Year
Variance
Against
Updated Budget
£
0
(60,998)
0
(50,839)
(30,000)
Benefits and Revenue Management – Employee
savings due to a vacant post for which there is
expected to be a full year saving.
(39,108)
(50,000)
Corporate Finance – Employee savings due to a
vacant post pending further review of options to fill the
post.
(27,444)
(20,000)
Corporate and Democratic Core – The variance to
date includes some outstanding provisions from
2014/15 for which the invoices have not yet been
received for the external audit. The full year effect is in
relation to bank charges for the year.
(25,010)
0
167,834
0
(65,056)
(20,000)
Media and Communications – The variance to date is
made up of underspends on employees costs and
also lease rentals for the reprographics equipment.
Environmental Health
Waste Collection and Disposal – The underspend to
date is made up of a number of variances within the
service against the profiled budget including, a vacant
post which has recently been appointed to, a provision
made in the 2014/15 accounts which was less than
anticipated, additional fee income from garden, bulky
and trade waste customers. The level of
contamination within the recycling materials continues
to be monitored to identify any in year financial
implications.
Financial Services
Benefits – The variance to date is mainly due to
employee vacancies within the team. Appointments to
three posts have been recently made, although there
will be a full year saving which has been reduced
slightly by the use of overtime with the service.
Organisational Development
Registration Services – The variance to the end of
period 6 reflects the costs of the May elections for
which the claims for reimbursement at yet to be made.
The deadline for the submission of the claims is not
yet due and is currently anticipated that there will be a
full recovery of costs as applicable.
Planning
Development Management – The favourable variance
showing at the end of period 6 reflects income
received compared to the profiled budget. To date
additional income of £105,000 has been received
above the profiled budget to the end of September.
9
Table 1 – Service Variances
This has been offset by additional employee related
costs for temporary staffing and agency. The overall
position continues to be monitored, although it is
currently anticipated that there will be a full year
underspend in the service. and some of the income
will be required for the service restructurings.
Building Control – Of variance at the end of period 6,
£12,400 is due to the trainee post being filled later in
the year than budgeted. The remainder relates to
income received above the level budgeted. Overall
there is currently expected to be a full year favourable
variance of £30,000 although this will be allocated to
the earmarked reserve in line with the ring-fencing of
surpluses for the service.
Planning Support – The budget assumed a saving
from previous years, this is not likely to be achieved in
the year.
Property Information – The budget allowed for the
transfer of the land charges service to the Land
Registry during the year. The timescales for the
national project have now slipped for which there will
be a resulting full year effect due to the service
continuing to be provided by the District Council. This
has resulted in income being received in the year
above the budget which is expected to be £81,000 for
the year. The remainder of the full year effect relates
to a new burdens grant received in the year.
TOTALS
Over/ (Under)
Spend to Date
against
Updated
Budget
£
Estimated
Full Year
Variance
Against
Updated Budget
£
(30,017)
0
1,057
20,000
(91,457)
(112,000)
(385,378)
(207,000)
3
Budget Monitoring Position – Savings and Additional Income
3.1
The budget for 2015/16 included savings and additional income totalling
£222,000 within the service areas. The detail for each of the service savings
is included at Appendix D. Table 2 below summaries the current position for
each service heading.
Table 2 – Savings and Additional
Income 2015/16
Corporate Savings
2015/16
Base
Budget
£
101,000
2015/16
Movement
from the
Base
Budget at
P6
101,000
0
2015/16
Updated
Budget
£
Finance
96,000
96,000
0
Environmental Health
25,000
25,000
0
222,000
222,000
0
Total
10
4
Non Service Variances
Investment Interest – to Period 6 2015/16
4.1
The interest budget for 2015/16 anticipates that a total of £430,610 will be
earned from treasury investments and loan interest from loans to Broadland
Housing Association. Overall an average balance of £19.6m is assumed, at
an average interest rate of 2.2%.
4.2
At the end of period 6, a total of £240,875 had been earned, resulting in a
surplus against the year to date budget of £24,989. The rate of interest
achieved was 1.58% from an average balance available for investment of
£30.4m.
4.3
The loans to Broadland Housing Association were anticipated to be made
early June but, as planning permission has not yet been granted, the loans
have not yet been advanced. The budget assumed two loans would be made
- £2.75m at 3.25% and £0.75m at 5%. The delay in making these loans has
contributed to the lower rate of interest to date, and also the higher
investment balance.
4.4
The LAMIT pooled property fund continues to perform well and a return of
3.0% has been assumed in the first 6 months of the year. Investment
balances remain higher than budget.
4.5
The total return which will be achieved in the year depends on a number of
factors including the timing of the loans to Broadland Housing Association
and the performance of the recent investments in the pooled funds, and no
change to the interest budget is being proposed at this stage. Investments
opportunities and strategy have been considered with the Council’s Treasury
advisers, Arlingclose, and further investments in covered bonds and under a
Repurchase Agreement providing enhanced security are planned. Details of
the treasury activity undertaken in the first 6 months of the year are included
in the Treasury Management Half Yearly Report included on this Agenda.
Retained Business Rates
4.6
The 2014/15 outturn position highlighted a favourable variance in relation to
the local retention of business rates which allowed for a transfer to the
earmarked reserve. The operation of the business rates retention scheme
means that any deficit on the collection fund for business rates in the year
would need to be taken account in future years when determining the shares
of the business rates to be allocated (between the district, County and Central
Government). The earmarked reserve is available to mitigate any significant
in-year impact on the budget of surpluses and deficit to avoid significant
fluctuations year on year.
4.7
The latest monitoring position for the current year is showing a reduction in
the level of business rates income compared to the full year budget. This is
largely due to a greater level of reliefs being granted for mandatory reliefs,
which include small business rate relief and charitable occupation relief.
Whilst the reduction in income due to reliefs is mitigated by a section 31 grant
that is received in the year, the impact of the reduction in income collected
will not influence the financial position until the following year. Furthermore
the appeals provision has been increased to reflect the additional appeals in
respect of GP health centres. These factors will all impact on the forecast levy
for the year which will reduce resulting in a ‘underspend’ on the general fund
in the year.
11
4.8
The culmination of these factors is currently forecast to give a net surplus
compared to the budget for the current year, although it will be recommended
that the surplus is transferred to the earmarked reserve to mitigate the
implications and fluctuations in 2016/17 onwards.
5.1
Budget Monitoring Position – Summary
5.2
The following table provides a summary of the full year projections for the
service areas along with an updated use of reserves figure where applicable.
Table 3 - Summary of Full Year Effects 2015/16
Service Areas (Table 1)
Treasury Management
Transfer/Use of Reserves
Total
Estimated
Movement
From Original
Base
£
(207,000)
0
81,000
(126,000)
6
Budget Monitoring Position – Capital
6.1
Members were provided with an updated capital programme for both current
and future years as part of the Period 4 Budget Monitoring report that was
reported to Members in September 2015. Appendix # shows the latest
position for the updated programme together with detail of spend up to Period
6 and comments on individual schemes where applicable.
6.2
The capital programme has been updated to reflect the additional £20,000
budget required to finance the landscaping works for the property in Market
Street North Walsham, which was approved as part of the Period 4 Budget
monitoring report.
6.3
In addition to this at the Cabinet meeting of the 5th October 2015, three further
capital schemes were approved, of which two have now been included within
the revised appendix.
6.4
A budget of £60,000 has been included for the Implementation of a council
wide Document and Records Management System, to be funded from the
budget previously identified in respect of Business Efficiency and Digital
Transformation. A further £44,000 has also been released from this budget to
finance the Implementation of a Web Content Management System.
6.5
The third scheme which received approval was the compulsory purchase of
the former Shannocks Hotel in Sheringham. At the current time the purchase
price is not yet known, and as such it is not possible to include this scheme
within the capital budget appendix. Once the purchase cost and compulsory
purchase fees have been determined, this scheme will be added to the
current capital programme.
12
6.6
Further to these changes, one amendment has been made to the capital
programme which is shown at appendix D. The budget for the Cromer Pier
and West Prom Refurbishment Project has been reduced by the sum of
£200,000 to reflect the fact that FLAG funding is no longer available to finance
the scheme. Due to timing constraints associated with FLAG funding it is not
possible to undertaken eligible works within the required timescales, and as
such the scheme funding has been reduced accordingly.
7
Conclusion
7.1
The revenue budget is showing an estimated full year under spend for the
current financial year of £126,000. The overall financial position continues to
be closely monitored and it is anticipated that the overall budget for the
current year will be achieved.
8
Financial Implications and Risks
8.1
The detail within section 2 of the report highlights the more significant
variances including those that are estimated to result in a full year impact.
8.2
The Original base budget for 2015/16 included service savings and additional
income totalling £222,000, these are still on target to be achieved. The
progress in achieving these is being monitored as part of the overall budget
monitoring process and where applicable corrective action will be identified
and implemented to ensure the overall budget remains achievable.
8.3
The estimated outturn shown in Table 1 will continue to be monitored during
the year and where applicable will be transferred to reserves.
9
Sustainability - None as a direct consequence from this report.
10
Equality and Diversity - None as a direct consequence from this report.
11
Section 17 Crime and Disorder considerations - None as a direct
consequence from this report.
13
Appendix A
General Fund Summary P6 2015/16
YTD
Updated
Budget
£
YTD
Actuals
£
2,229,553
0
5,732,713
612,761
3,867,714
3,053,550
978,221
1,461,866
737,615
71,690
862,348
282,412
944,888
1,877,705
504,956
701,480
689,414
83,430
769,166
175,353
871,689
1,718,369
662,437
506,424
(48,200)
11,740
(93,182)
(107,059)
(73,199)
(159,336)
157,481
(195,056)
1,590,237
25,342
387,506
97,038
2,146,374
135,678
41,771
58,913
(50,098)
(108,772)
4,576,042
340,370
849,651
1,199,503
274,013
896,528
Net Cost Of Services
17,936,378
5,983,094
5,476,282
(506,811)
4,482,859
7,977,237
Non Service Expenditure/Income
Capital Charges
Contributions To/From Reserves
External Interest Paid
Interest Receivable
Precepts Of Parish Councils
Retirement Benefits
Revenue Financing For Capital
Non Service Expenditure/Income
(5,630,696) (1,048,374) (1,048,374)
(698,980)
0
0
0
0
22
(426,390) (216,289) (256,861)
1,760,520 1,760,520 1,760,520
289,815
0
0
1,113,506
0
0
(3,592,225)
495,857
455,307
0
0
22
(40,572)
(0)
0
0
(40,550)
0 (4,582,322)
0 (698,980)
0
(22)
0 (169,529)
0
0
0
289,815
0 1,113,506
0 (4,047,532)
Income
Central Government Grants
Council Taxpayers
(4,145,594) (2,411,082) (2,405,335)
(10,189,059) (5,533,695) (5,533,695)
5,747
0
0 (1,740,259)
0 (5,334,853)
Income
(14,334,653) (7,944,777) (7,939,030)
5,747
0 (7,075,112)
9,500 (1,465,826) (2,007,441)
(541,614)
4,482,859 (3,145,407)
Name
Net Cost Of Services
Assets & Leisure
Corporate
Community and Economic Development
Customer Services & ICT
Environmental Health
Finance
Organisational Development
Planning
Surplus/Deficit
Full Year
Updated
Budget
£
14
YTD
Variance
£
Commitme Remaining
nts
Budget
£
£
Appendix B
Service Area Summaries P6 2015/16
Assets & Leisure
Cost Centre
Car Parking
Markets
Industrial Estates
Surveyors Allotments
Handy Man
Parklands
Administration Buildings 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 Assets & Leisure
Full Year
YTD Updated
Updated
Budget
Budget
£
£
(1,209,835)
(986,483)
66,301
(3,539)
(15,683)
(5,252)
3,320
1,662
(5,223)
6,296
5,399
(17,549)
107,490
115,869
0
(3,885)
461,746
212,010
193,832
103,170
20,396
10,142
291,834
110,292
649,505
300,593
100,221
89,716
10,389
4,503
103,300
88,817
400,159
227,295
198,742
98,782
43,724
70,949
669,317
340,855
95,726
(5,253)
0
18
11,668
5,832
2,229,553
737,615
YTD Actuals
YTD Variance Commitments
Remaining
Budget
£
(1,061,749)
(847)
12,821
1,940
7,391
(19,976)
124,551
8,436
211,997
83,073
10,498
107,363
287,822
93,262
4,074
86,975
225,963
103,172
35,232
324,782
37,763
(957)
5,832
£
(75,266)
2,692
18,073
278
1,095
(2,427)
8,682
12,321
(13)
(20,097)
356
(2,929)
(12,771)
3,546
(429)
(1,842)
(1,332)
4,390
(8,492)
(16,073)
43,016
(975)
0
£
278,201
16,146
3,302
0
0
1,047
141,801
17,039
234,229
8,255
376
119,907
169,255
32,407
4,904
135,147
157,837
68,014
8,102
165,719
25,018
3,532
0
£
(426,287)
51,003
(31,806)
1,380
(12,614)
24,328
(158,861)
(25,475)
15,520
102,503
9,522
64,564
192,428
(25,448)
1,411
(118,822)
16,360
27,556
27,615
178,816
32,945
(2,574)
5,836
689,414
(48,200)
1,590,237
(50,098)
Corporate
Cost Centre
Full Year
Updated
Budget
£
YTD Updated
Budget
£
YTD Actuals
YTD Variance Commitments
Corporate Leadership Team
Legal Services
0
0
0
71,690
£
(4,136)
87,566
£
(4,136)
15,876
Total Corporate
0
71,690
83,430
11,740
15
£
Remaining
Budget
£
3,261
22,081
875
(109,647)
25,342
(108,772)
Appendix B
Community and Economic Development
Cost Centre
Health
Arts & Entertainments
Museums
General Economic Development
Tourism
NNflag Project
Coast Protection
Pathfinder
Regeneration Management
Comm & Econ Dev Mgt
Housing (Health & Wellbeing)
Housing Strategy
Community And Localism
Coastal Management
Total Community and Economic
Development
Full Year
Updated
Budget
£
YTD Updated
Budget
£
YTD Actuals
YTD Variance Commitments
Remaining
Budget
0
67,922
0
214,340
55,110
0
589,338
0
24
0
108,174
6,840
(179,400)
0
£
(11,061)
67,959
0
216,717
55,661
10,180
589,148
62
(11,076)
1,742
99,171
(1,828)
(238,275)
(9,235)
£
(11,061)
37
0
2,377
551
10,180
(190)
62
(11,100)
1,742
(9,003)
(8,668)
(58,875)
(9,235)
£
0
112,981
20,000
443,648
124,278
0
1,123,600
0
0
0
256,784
3,513,726
137,696
0
0
19,512
0
66,720
20,588
717
253,095
0
150
0
0
26,286
0
437
£
11,061
25,510
20,000
160,211
48,029
(10,897)
281,357
(62)
10,926
(1,742)
157,613
3,489,268
375,971
8,798
5,732,713
862,348
769,166
(93,182)
387,506
4,576,042
Customer Services & ICT
Cost Centre
Full Year
Updated
Budget
£
YTD Updated
Budget
YTD Actuals
YTD Variance Commitments
It - Support Services
Tic'S
Homelessness
Customer Services Housing
Graphical Info System
Media & Communications
Customer Services - Corporate
0
244,510
368,251
0
0
0
0
£
(28,504)
126,618
179,482
(1,428)
6,220
12
12
£
(86,517)
117,228
185,264
(9,131)
4,869
(30,702)
(5,659)
£
(58,013)
(9,390)
5,782
(7,703)
(1,351)
(30,714)
(5,671)
Total Customer Services & ICT
612,761
282,412
175,353
(107,059)
£
Remaining
Budget
£
38,537
15,631
23,245
0
0
10,454
9,172
47,980
111,651
159,742
9,131
(4,869)
20,249
(3,513)
97,038
340,370
Environmental Health
Cost Centre
Commercial Services
Rural Sewerage Schemes
Travellers
Public Protection
Street Signage
Pest Control
Environmental Protection
Dog Control
Env Health - Service Mgmt
Waste Collection And Disposal
Cleansing
Environmental Strategy
Community Safety
Civil Contingencies
Total Environmental Health
Full Year
YTD Updated
Updated
Budget
Budget
£
£
471,640
233,133
370,675
185,337
99,960
72,468
90,319
38,914
33,562
8,959
16,572
8,310
549,803
265,945
60,304
28,924
0
12
1,339,151
(246,084)
638,723
250,946
29,147
14,075
21,973
10,989
145,885
72,960
3,867,714
944,888
16
YTD Actuals
YTD Variance Commitments
£
£
Remaining
Budget
£
232,517
182,949
72,936
35,499
7,504
7,688
262,543
27,585
(1,645)
(307,083)
260,930
14,826
7,386
68,053
(616)
(2,389)
468
(3,415)
(1,455)
(622)
(3,402)
(1,339)
(1,657)
(60,998)
9,984
751
(3,604)
(4,908)
5,575
0
18,346
8,567
2,165
71
19,554
7,587
7,960
1,737,033
330,819
8,598
0
100
£
233,548
187,727
8,677
46,252
23,893
8,813
267,706
25,132
(6,315)
(90,799)
46,974
5,722
14,587
77,733
871,689
(73,199)
2,146,374
849,651
Appendix B
Finance
Cost Centre
Local Taxation
Benefits
Discrectionary Payments
Non Distributed Costs
Benefits & Revenues Mgmt
Corporate Finance
Internal Audit
Central Costs
Corporate & Democratic Core
Total Finance
Full Year
YTD Updated
Updated
Budget
Budget
£
£
559,429
367,850
1,030,227
722,376
95,051
93,761
290
112,104
0
0
0
0
0
(31,998)
0
(2,736)
1,368,553
616,348
3,053,550
1,877,705
YTD Actuals
YTD Variance Commitments
£
358,650
671,537
93,412
111,452
(39,108)
(27,444)
(41,882)
414
591,338
£
(9,200)
(50,839)
(349)
(652)
(39,108)
(27,444)
(9,884)
3,150
(25,010)
1,718,369
(159,336)
£
Remaining
Budget
18,369
8,431
0
0
0
6,311
74,434
0
28,133
£
182,410
350,260
1,639
(111,162)
39,108
21,134
(32,552)
(414)
749,082
135,678
1,199,503
Organisational Development
Cost Centre
Full Year
Updated
Budget
£
YTD Updated
Budget
YTD Actuals
YTD Variance Commitments
£
Remaining
Budget
£
£
£
Human Resources & Payroll
Insurance & Risk Management
Policy & Performance Mgt
Registration Services
Members Services
0
0
0
433,722
544,499
2,624
(17,928)
(12)
248,004
272,268
17,430
(35,329)
(6,082)
415,838
270,580
14,806
(17,401)
(6,070)
167,834
(1,688)
26,586
0
0
9,722
5,463
£
(44,015)
35,329
6,082
8,162
268,456
Total Organisational Development
978,221
504,956
662,437
157,481
41,771
274,013
Planning
Cost Centre
Development Management
Planning Policy
Conservation, Design & Landscape
Major Developments
Building Control & Access
Planning Support
Head Of Planning
Property Information
Total Planning
Net Cost of Services
Full Year
YTD Updated
Updated
Budget
Budget
£
£
515,124
257,574
266,624
125,826
225,038
112,524
185,991
92,994
87,930
43,968
0
18
0
(6)
181,159
68,582
YTD Actuals
YTD Variance Commitments
£
192,518
115,119
110,821
94,947
13,951
1,075
868
(22,875)
£
(65,056)
(10,707)
(1,703)
1,953
(30,017)
1,057
874
(91,457)
£
Remaining
Budget
9,717
0
1,800
295
350
1,407
0
45,344
£
312,889
151,505
112,417
90,750
73,629
(2,482)
(868)
158,690
1,461,866
701,480
506,424
(195,056)
58,913
896,528
17,936,378
5,983,094
5,476,282
(506,811)
4,482,859
7,977,237
17
Appendix C
GENERAL FUND CAPITAL PROGRAMME - 2015/16
Scheme
Scheme Total
Current Estimate
Pre 31/3/15 Actual
Expenditure
Current Budget
2015/16
Actual to P6
2015/16
£
£
£
£
Variance to
2015/16 Current
Budget
£
Comments
Updated
Updated
Budget 2016/17 Budget 2017/18
£
£
Updated
Budget in
Future Years
£
Jobs and the Local Economy
North Norfolk Enterprise Innovation Centre
50,000
10,295
39,705
0
(39,705)
0
0
0
Rocket House
77,084
36,485
40,599
184
(40,415)
0
0
0
Public Conveniences (Plumbing and
Drainage)
15,000
12,303
2,697
466
(2,231)
0
0
0
Mundesley Road Car Park Resurfacing
70,000
615
69,385
59,906
(9,479)
0
0
0
135,000
35,454
99,546
47,808
(51,738)
0
0
0
Car Park Refurbishment 2015/16
53,108
0
53,108
0
(53,108)
The tender process is due
within the next few
months, with works to be
complete by the end of the
financial year.
0
0
0
Public Convenience Water Heater
Improvements
10,000
0
10,000
0
(10,000)
This budget is requested
for virement to cover
additional works
undertaken on the Pier
Public Convenience
0
0
0
410,192
95,152
315,040
108,364
(206,676)
0
0
0
Annual programme
0
594,970
169,796
(425,174)
499,277
1,054,890
0
0
0
0
0
0
0
North Norfolk Enterprise and Start Up Grants
Works have been
completed at the car park,
and it is fully operational.
Housing and Infrastructure
Disabled Facilities Grants
Housing Associations
Housing Loans to Registered Providers
Annual programme
0
504,543
0
(504,543)
3,500,000
0
3,500,000
0
(3,500,000)
18
The transfer of Blowlands
Depot has been
completed, and the
Housing Association works
will be due to start on site
later in the financial year,
at which point payment of
these monies will be due.
GENERAL FUND CAPITAL PROGRAMME - 2015/16
Scheme
Parkland Improvements
Scheme Total
Current Estimate
Pre 31/3/15 Actual
Expenditure
Current Budget
2015/16
Actual to P6
2015/16
£
£
£
£
Variance to
2015/16 Current
Budget
£
100,000
4,437
95,563
4,482
(91,081)
3,600,000
4,437
4,695,076
174,278
1,409,000
1,184,417
224,583
40,023
37,671
1,418,631
1,304,161
Comments
Updated
Updated
Budget 2016/17 Budget 2017/18
£
This scheme is going out
to tender during October,
as Architects and
Electricial plans are now
available.
£
Updated
Budget in
Future Years
£
0
0
0
(4,520,798)
499,277
1,054,890
0
0
(224,583)
0
0
0
2,352
0
(2,352)
0
0
0
114,470
17,411
(97,059)
0
0
0
(9,967)
A review of lighting along
the promenade is currently
being undertaken, with any
future expenditure to be
based on the review
outcome.
0
0
0
(517,617)
Designs for the
redevelopment are now
available for consideration
at the next Project Group
Meeting. The budget has
however, been reduced by
the £200k of FLAG funding
following issues in terms
of the ability to spend the
monies within the required
timescales
0
0
0
The works are ongoing
and it is anticipated that
the programme will be
delivered by the end of the
financial year.
0
0
0
Coast, Countryside and Built Heritage
Gypsy and Traveller Short Stay Stopping
Facilities
Sheringham Beach Handrails
Cromer Pier Structural Works - Phase 2
Sheringham Promenade Lighting
Cromer Pier and West Prom Refurbishment
Project
Refurbishment Works to the Seaside Shelters
Cromer Coast Protection Scheme 982 and
SEA
Pathfinder Project
Cromer to Winterton Scheme
Coastal Erosion Assistance
79,500
615,000
69,533
42,062
9,967
572,938
0
55,321
149,500
109,184
40,316
8,918
(31,398)
10,400,000
3,447,172
6,952,828
47,165
(6,905,663)
0
0
0
1,967,015
1,683,217
283,798
0
(283,798)
0
0
0
122,000
91,486
30,514
0
(30,514)
0
0
0
90,000
16,678
73,322
0
(73,322)
0
0
0
19
GENERAL FUND CAPITAL PROGRAMME - 2015/16
852,105
323,895
46,726
Variance to
2015/16 Current
Budget
£
(277,169)
804,000
279,957
524,043
220
2,221,000
307
69,693
Sheringham Gangway
136,737
46,570
Repairs and Renewals Grants - Flood
Protection Works
368,294
Ostend Targeted Rock Placement and
Coastal Adaptation
Cromer Pier - External and Roofing
Improvements to Pavilion Theatre
Scheme
Scheme Total
Current Estimate
£
1,176,000
Pre 31/3/15 Actual
Expenditure
Current Budget
2015/16
Actual to P6
2015/16
£
£
£
Comments
Updated
Updated
Budget 2016/17 Budget 2017/18
£
£
Updated
Budget in
Future Years
£
0
0
0
(523,823)
0
0
0
660
(69,033)
2,151,000
0
0
90,167
53,317
(36,850)
0
0
0
368,294
0
230,273
230,273
0
0
0
55,000
0
55,000
220
(54,780)
0
0
0
20,000
0
0
0
0
0
20,000
0
21,071,700
9,532,814
9,367,886
460,231
(8,907,655)
2,151,000
20,000
0
North Lodge Park
197,000
732
196,268
0
(196,268)
0
0
0
North Walsham Regeneration Schemes
(Including Market St North Walsham)
102,045
18,929
83,116
46,555
(36,561)
The landscaping works for
Market Street are currently
out to tender.
0
0
0
54,370
12,535
41,835
3,816
(38,019)
Works are complete, and
the final invoices are
awaited.
0
0
0
100,000
86,190
13,810
8,440
(5,370)
0
0
0
Splash Roof Repairs
73,630
9,563
64,067
0
(64,067)
NNDC are due to meet
with the contractors to
establish a timescale for
the completion of the
works.
0
0
0
Steelwork Protection to Victory Pool and
Fakenham Gym
27,500
33
14,967
0
(14,967)
Works are due to
commence within the next
few months.
0
12,500
0
Cabbell Park
64,000
7,915
56,085
49,330
(6,755)
The major works in relation
to Cabbell Park have been
completed.
0
0
0
Storm Surge
Sheringham West Prom
Mundesley - Refurbishment of Coastal
Defences
This expenditure is fully
funded by receipt of grant
from DEFRA.
Localism
Victory Swim and Fitness Centre
Play Areas
20
GENERAL FUND CAPITAL PROGRAMME - 2015/16
Scheme
Scheme Total
Current Estimate
Pre 31/3/15 Actual
Expenditure
Current Budget
2015/16
Actual to P6
2015/16
£
£
£
£
Variance to
2015/16 Current
Budget
£
Comments
Updated
Updated
Budget 2016/17 Budget 2017/18
£
178,500
0
178,500
0
(178,500)
Holt Country Park
12,500
0
12,500
0
Fakenham Gym
62,500
0
15,000
Splash Pool - Steelworks
35,000
0
907,045
Trade Waste Bins/ Waste Vehicle
The first capital
contribution towards this
scheme is due to be paid
within the next month.
£
Updated
Budget in
Future Years
£
0
0
0
(12,500)
0
0
0
0
(15,000)
30,000
0
17,500
0
0
0
0
35,000
0
135,897
676,148
108,141
(568,007)
30,000
47,500
17,500
272,700
254,666
18,034
0
(18,034)
0
0
0
Personal Computer Replacement Fund
205,583
162,603
42,980
0
(42,980)
0
0
0
Waste Management & Environmental Health
IT System
232,427
226,332
6,095
0
(6,095)
0
0
0
0
0
0
North Norfolk Railway
Delivering the Vision
Further purchases will be
made once the relevant
appointments have been
made to the new Assets
and Leisure staffing
structure.
75,000
63,190
11,810
0
(11,810)
Procurement for Upgrade of Civica System
317,312
198,214
119,098
0
(119,098)
0
0
0
e-Financials Financial Management System
Software Upgrade
33,000
21,506
11,494
0
(11,494)
0
0
0
250,570
172,301
78,269
0
(78,269)
0
0
0
10,000
0
10,000
9,100
(900)
0
0
0
100,000
0
100,000
0
(100,000)
0
0
0
Telephony Procurement
90,000
7,933
82,067
43,585
(38,482)
0
0
0
Web Infrastructure Upgrade
71,500
647
70,853
38,950
(31,903)
0
0
0
New Print Solution - Multi Function Devices
60,000
53,599
6,401
0
(6,401)
0
0
0
Asset Management Computer System
Administrative Buildings
Cash Receipting System Upgrade
Planning System (Scanning of Old Files)
21
The tender process is
being undertaken for the
replacement fire alarm and
lighting systems.
GENERAL FUND CAPITAL PROGRAMME - 2015/16
Scheme
Scheme Total
Current Estimate
Pre 31/3/15 Actual
Expenditure
Current Budget
2015/16
Actual to P6
2015/16
£
£
£
£
Server Replacement
100,000
100,000
0
Variance to
2015/16 Current
Budget
£
0
Comments
Updated
Updated
Budget 2016/17 Budget 2017/18
£
0
Works are progressing
well in regard to
Fakenham Connect, and
the DWP are due to move
into the offices in
November.
£
Updated
Budget in
Future Years
£
0
0
0
0
0
0
126,000
0
126,000
77,167
(48,833)
GIS / Web Based Mapping Solution
20,000
0
20,000
0
(20,000)
0
0
0
Recording and Audio Equipment
20,000
0
20,000
0
(20,000)
0
0
0
Upgrades to Accolade and Idox
25,000
0
25,000
0
(25,000)
0
0
0
Wheeled Bins (Purchased from Kier)
66,750
0
66,750
59,638
(7,112)
0
0
0
Wheeled Bins
40,000
0
40,000
25,550
(14,450)
0
0
0
150,000
0
150,000
0
(150,000)
0
0
0
10,000
0
0
Fakenham Connect and Cromer Office Works - DWP
Environmental Health IT System Procurement
Once the DWP are in the
offices, further
consideration will be given
to progressing these
works.
Fakenham Connect Roof Works
30,000
0
20,000
0
(20,000)
Stonehill Way Fire and Security System
15,000
0
0
0
0
0
15,000
0
Document and Records Management System
60,000
0
60000
0
(60,000)
0
0
0
Web Content Management System
44,000
0
44000
0
(44,000)
0
0
0
2,414,842
1,260,991
1,128,851
253,991
(874,860)
10,000
15,000
0
28,403,779
11,029,291
16,183,001
1,105,006
(15,077,995)
2,690,277
1,137,390
17,500
2,310,046
0
0
0
0
380,231
0
0
0
0
0
1,137,390
0
0
0
0
0
17,500
Capital Programme Financing
Grants
Other Contributions
Asset Management Reserve
Capital Project Reserve
Invest to Save Reserve
Capital Receipts
8,765,813
247,965
3,983
1,038,670
70,853
5,131,286
22
GENERAL FUND CAPITAL PROGRAMME - 2015/16
Scheme
Internal / External Borrowing
TOTAL FINANCING
Scheme Total
Current Estimate
Pre 31/3/15 Actual
Expenditure
Current Budget
2015/16
Actual to P6
2015/16
£
£
£
£
924,431
16,183,001
23
Variance to
2015/16 Current
Budget
£
Comments
Updated
Updated
Budget 2016/17 Budget 2017/18
£
0
2,690,277
£
0
1,137,390
Updated
Budget in
Future Years
£
0
17,500
Agenda Item No____10______
HALF YEARLY TREASURY MANAGEMENT REPORT FOR 2015/16
Summary:
This report provides information on the Treasury
Management activities undertaken in the first six months
of 2015/16.
Options considered:
It is a requirement of the Chartered Institute of Public
Finance & Accountancy’s (CIPFA) Code of Practice for
Treasury Management that this mid-year review is
prepared and presented to Full Council.
Conclusions:
That the treasury activities for the half-year have been
carried out in accordance with the CIPFA Code and the
Council’s Treasury Strategy.
Recommendations:
That the Council be asked to RESOLVE that the Half
Yearly Treasury Management Report for 2015/16 is
approved.
Reasons for
Recommendations:
The recommendation is being made in compliance with
the CIPFA Code.
LIST OF BACKGROUND PAPERS AS REQUIRED BY LAW
(Papers relied on to write the report and which do not contain exempt information)
Arlingclose Report Template – Semi-Annual Treasury Report 2015/16
Cabinet Member(s)
Ward(s) affected
Cllr Wyndham Northam
All
Contact Officer, telephone number and email:
Tony Brown
01263516126
tony.brown@north-norfolk.gov.uk
1.
Introduction
1.1
The Chartered Institute of Public Finance and Accountancy’s Treasury
Management Code (CIPFA’s TM Code) requires that authorities report on the
performance of the treasury management function at least twice yearly (midyear and at year end).
1.2
The Council’s Treasury Management Strategy for 2015/16 was approved by
Full Council on 25 February 2015, and this sets out the anticipated treasury
activities for the year. The Council has invested substantial sums of money
and is therefore exposed to financial risks including the loss of invested funds
24
and the revenue effect of changing interest rates. This report covers treasury
activity and the associated monitoring and control of risk.
2.
UK Economy
2.1
The UK economy has remained resilient over the first six months of the
financial year. Although the growth in Gross Domestic Product (GDP) slowed
in the first quarter of 2015 to 0.4%, year-on-year growth to March 2015 was a
relatively healthy 2.7%. In the first quarter of the financial year, GDP growth
bounced back and was confirmed at 0.7%, with year-on-year growth showing
slight signs of slowing, decreasing to 2.4%. GDP has now increased for ten
consecutive quarters, breaking a pattern of slow and erratic growth since
2009.
2.2
Inflation, as measured by the annual rate for consumer price inflation (CPI)
briefly turned negative in April, falling to -0.1%, before fluctuating between
0.0% and 0.1% over the next few months. In the August Quarterly Inflation
Report, the Bank of England’s projections for inflation remained largely
unchanged from the May report with the Bank expecting inflation to gradually
increase to around 2% over the next 18 months, and then remain there for the
near future.
2.3
Further improvement in the labour market saw the unemployment rate for the
three months to July fall to 5.5%. Average earnings excluding bonuses for
the three months to July rose 2.9% year-on-year.
2.4
The outcome of the UK general election, which was largely fought over the
parties’ approach to dealing with the consequences of the structural deficit
and the pace of its removal, saw some very big shifts in the political
landscape and put the key issue of the UK’s relationship with the EU at the
heart of future politics.
3.
Debt Management
3.1
The Council has remained debt-free. The Capital Programme included with
the period 6 budget Monitoring Report assumes expenditure will be financed
using currently available resources, for example capital receipts, government
grants and revenue contributions. This has lowered the overall treasury risk
by reducing the level of investments and avoiding external debt, and
continues to be the most cost effective way of funding capital expenditure.
3.2
As capital projects are reviewed and considered, the funding source and
financial impact will be evaluated and used to inform the decision making on
the method chosen.
4
Investment Activity
4.1
The Investment Guidance from the Department for Communities and Local
Government, gives priority to security and liquidity, and the Council’s aim is to
achieve an interest return commensurate with these principles.
4.2
The table below gives Members an appreciation of the investment activity
undertaken in the first six months of 2015/16, showing the position at the start
and end of the period, together with the transactions during the period. The
percentages show the investment return achieved for each investment
category.
25
Balance
01/4/2015
Invested
Matured
Balance
30/9/2015
£000s
£000s
£000s
£000s
%
Term Deposits & Money
Market Funds
5,010
64,365
(58,545)
10,830
0.42
Certificates of Deposit
4,250
6,000
(5,750)
4,500
0.66
Covered Bonds
4,500
0
0
4,500
1.30
LAMIT Pooled Property
Fund
5,000
5,000
6.08
6,000
0.85
30,830
1.58
Pooled Funds
Total
6,000
18,760
76,365
(64,295)
4.3
Security of the capital sum remained the Council’s main investment objective.
This was maintained by following the Council’s investment counterparty policy
set out in its Treasury Management Strategy Statement for 2015/16.
4.4
Counterparty credit quality was assessed and monitored with reference to
Credit Ratings (the Council’s minimum long-term counterparty rating of A- (or
equivalent) across the rating agencies Fitch, S&P and Moody’s); credit default
swaps; GDP of the country in which the institution operates; the country’s net
debt as a percentage of GDP; sovereign support mechanisms and potential
support from a well-resourced parent institution and share price.
4.5
The original budget for 2015/16 anticipated that £430,610 would be earned in
interest from investments and loans, from an average balance of £19.6m at
2.2%. In the first 6 months of the financial year the average amount invested
was £30.4m at an average rate of interest of 1.58%, resulting in an overall
interest return of £240,875.
4.6
Investment balances remained higher than budget in the six month period and
the opportunity was taken to make further investments in pooled funds. The
most appropriate funds were selected in consultation with the Council’s
treasury advisers, Arlingclose, and £3m was invested in the Royal London
Cash Plus Fund, and £3m in the Payden & Rygel Sterling Reserve Fund.
4.7
The Royal London fund is rated AAA and offers the opportunity for enhanced
returns over the liquidity money market funds which the council currently uses.
The fund manager aims to achieve this through a diversified portfolio of cash
instruments and short-dated fixed income assets. The sum invested can be
withdrawn with 2 days’ notice if necessary, and income earned is distributed
quarterly. The fund has a performance benchmark of 7 day LIBID +0.75%
before fees. The Payden fund operates in a similar way and so far an average
of 0.85% has been earned from these investments.
5.
Credit Risk and Counterparty Update
5.1
Counterparty credit quality as measured by credit ratings is summarised
below. The table below and charts at Appendix D show that, compared to the
Arlingclose client base (for English non-metropolitan district councils), the
26
credit quality of the Council’s investments at the end of June 2015 on a value
weighted basis was better than the client base average of 4.35. On a time
weighted basis the average was again better than the client base figure of
3.62 indicating the high credit quality of the Council’s long-term investments.
Date
Value
Weighted
Average –
Credit Risk
Score
Value
Weighted
Average –
Credit
Rating
Time
Weighted
Average –
Credit Risk
Score
Time
Weighted
Average –
Credit
Rating
31/03/2015
AA
3.37
AAA
1.43
30/06/2015
AA
3.50
AAA
1.23
Scoring:
Value weighted average reflects the credit quality of investments according to
the size of the deposit
Time weighted average reflects the credit quality of investments according to
the maturity of the deposit
AAA = highest credit quality = 1
D = lowest credit quality = 15
Aim = A- or higher credit rating, with a score of 7 or lower, to reflect current
investment approach with main focus on security
5.2
Appendix E also includes a chart showing the rate of return on the total
investment portfolio. The chart shows that at the end of June 2015 the
Council had achieved the second best rate of return on its investment portfolio
compared to all other Arlingclose clients. The chart must be viewed in the
context of the Council’s Investment Strategy and reflects both the capital
growth and income from investments. The result is due in large part to the
investment in the LAMIT pooled property fund made on the advice of
Arlinclose who facilitated the Council’s entry into the fund at the (lower) bid
price.
6.
Compliance with Prudential Indicators
6.1
The Council can confirm that it has complied with its Treasury Prudential
Indicators in the first six months of 2015/16 as set out in Appendix ?
7.
Conclusion
7.1
In compliance with the requirements of the CIPFA Code of Practice this report
provides members with a summary of the treasury management activity
during the first 6 months of 2015/16. As indicated in this report none of the
Prudential Indicators have been breached and a prudent approach has been
taking in relation to investment activity with priority being given to security and
liquidity over yield.
8.
Implications and Risks
8.1
The treasury management activities in the first 6 months of 2015/16 have
been undertaken in accordance with the Treasury Management Strategy
Statement 2015/16.
27
9.
Financial Implications and Risks
9.1
The financial implications and risks of treasury decisions have been
considered in the light of advice from the Council’s treasury advisor and this
report confirms that the Council considers that security and liquidity are the
primary objectives of its prudent investment policy.
10.
Sustainability
10.1
This report does not raise any issues relating to Sustainability
11.
Equality and Diversity
11.1
This report does not raise any issues relating to Equality and Diversity.
12.
Section 17 Crime and Disorder considerations
12.1
This report does not raise any issues relating to Crime and Disorder
considerations.
28
Appendix D
Credit Score Analysis
Long-Term
Credit Rating
Score
AAA
1
AA+
2
AA
3
AA-
4
A+
5
A
6
A-
7
BBB+
8
BBB
9
BBB-
10
Not rated
11
BB
12
CCC
13
C
14
D
15
29
30
31
Appendix E
1
1.1
2
2.1
2.2
Compliance with Prudential Indicators
The Council complied with the Prudential Indicators for 2015/16, which were
set on 25 February 2015 as part of the Council’s Treasury Management
Strategy Statement.
Treasury Management Indicators
The Council measures and manages its exposures to treasury management
risks using the following indicators.
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.
Actual
Target
Portfolio average credit score
2.3
6.0
A credit score of ‘6’ equates to a long-term rating of ‘A’ (Fitch and S&P) or A2
(Moody’s).
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.
Actual
Target
Total cash available within 3 months
2.4
2.5
3.5
£3m
£2m
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
2016/17
2017/18
Estimate
Estimate Estimate
%
%
%
Upper Limit for Fixed Interest Rate
Exposure
Actual
100%
Upper Limit for Variable Interest
Rate Exposure
100%
Actual
93%
100%
100%
100%
100%
7%
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.
32
2.6
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.
2.7
Maturity Structure of Fixed Rate borrowing:
2.8
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.
2.9
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.
No borrowing was undertaken in the first six months of the financial year, and
the Council does not anticipate 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 provide the flexibility to borrow fixed rate
loans in any of the maturity bands below.
Lower Limit Upper Limit
Actual
Maturity structure of fixed
for
2015/16
for
2015/16
For
2015/16
rate borrowing
%
%
%
under 12 months
0
100
0
2.12
12 months and within 24
months
0
100
0
24 months and within 5 years
0
100
0
5 years and within 10 years
0
100
0
10 years and above
0
100
0
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:
2015/16
2016/17
2017/18
Limit on principal invested beyond year
£12m
£12m
£12m
end
Actual
£4.5m
£4.5m
£4.5m
33
Agenda Item No______11____
Information and Advice Service
Summary:
In January 2015 Cabinet resolved to accept the
following recommendations from the Overview and
Scrutiny Committee meeting held on 10th December
2014:
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 County.
This report provides an update to Cabinet on the:
• Collaborative working that has been undertaken
with Norfolk County Council and other District
Councils in Norfolk.
• The process followed to seek proposals to
commission a generic information and advice
service in North Norfolk
• The proposals received for the delivery of an
Information and Advice Service in North Norfolk.
• The outcome of the commissioning process and
makes a recommendation for the appointment of
a new three year generalist Information and
Advice service
Conclusions:
Collaborative working has resulted in greater
understanding of the issues and needs of North Norfolk
residents in respect of information and advice as well as
the benefits of a jointly commissioned Information and
Advice Service in North Norfolk.
Through the commissioning process and at no
additional financial cost to NNDC a proposal has been
received for the provision of a quality assured, generic
Information and Advice Service with improved
stakeholder engagement, co-ordination and
accountability as well as an expansion and increase in
how, where and when Information and Advice services
are delivered.
The provision of an Information and Advices Service will
34
also contribute towards the achievement of North
Norfolk District Council’s (NNDC’s) Corporate Plan 2015
– 2019 Health and Wellbeing Priority - “providing
support and advice to people who are vulnerable and /
or struggling with issues which are negatively impacting
on their lives”.
Recommendations:
It is recommended that Cabinet:
1. Agree that North Norfolk District Council
enters into a three year partnership
agreement with Norfolk County Council to
enable the pooling of North Norfolk District
Council and Norfolk County Council
budgets for information and advice
services for the three year period starting
January 2016. The pooled fund to be used
to fund the provision of a new three year
Information and Advice Service for North
Norfolk at a combined annual cost of
£109,000 (NNDC £66,323 NCC £42,677) in
accordance with recommendations 2 and 3.
2. Agree that subject to the agreement of a
satisfactory contract terms incorporating
quality and service monitoring
arrangements and the inclusion of break
clauses and an appropriate partnership
agreement between Mid Norfolk Citizens
Advice and Norfolk Citizens Advice that
North Norfolk District Council and Mid
Norfolk Citizens Advice enter into a three
year contract for Mid Norfolk Citizens
Advice to provide a generalist Information
and Advice Service for the North Norfolk
District Council area at an annual cost not
exceeding £109,000
3. Delegate authority to the Head of Economic
and Community Development in
consultation with the Portfolio Holder for
Health and Wellbeing to negotiate and
settle with Mid Norfolk Citizens Advice
satisfactory contract terms.
4. Agree that North Norfolk District Council
Overview and Scrutiny Committee will
receive a report every six months on the
outcome of the contract monitoring and
performance review meetings.
Cabinet Member(s)
Ward(s) affected
35
Cllr. Becky Palmer
All wards in North Norfolk
Contact Officer, telephone number and email:
Sonia Shuter, 01263 516173, sonia.shuter@north-norfolk.gov.uk
1.
Background
1.1
North Norfolk District Council had an annual grant funding agreement with
Norfolk Citizen’s Advice Bureau (£51,310) and Mid Norfolk Citizen’s Advice
Bureau (£15,404) towards the delivery of their key objectives and core service
provision in North Norfolk. These agreements ended on 31st March 2015.
1.2
A report was presented to Overview and Scrutiny (O&S) Committee in
December 2014 (Appendix F) in response to expressions of concern
mainly around the provision of some areas of the service delivered by
Norfolk Citizens Advice Bureau (CAB) in North Norfolk specifically North
Walsham. Representatives from both CABs attended O&S to give
presentations about their services and to respond and address concerns
raised.
1.3
O&S considered a range of options for future service provision and made the
following recommendations which were agreed by Cabinet on 6 January
2015:


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 CAB but also other voluntary and community groups or statutory
organisations, would 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 Councils in the County.
To extend the current Service Level Agreement with the Citizen’s Advice
Bureaux for 6 months whilst the needs analysis and tender exercise is
undertake.
2.
Collaborative working
2.1
Norfolk County Council (NCC) also had a grant agreement with Mid Norfolk
(£38,508) and Norfolk CAB (£287,404) towards the delivery of their core
service.
2.2
In discussion with NCC it was agreed it would be beneficial to invite all District
Councils to a meeting with NCC to identify the individual funding
arrangements that each District had with the three CAB’s in Norfolk and
gather their views on the services provided.
2.3
It was identified that each District Council had a different arrangement with
the CAB service in their area. The amount of grant funding to CABs varied,
some District Councils gave a grant towards generalist advice service
provision, and others funded a specific service such as debt advice. In
addition to CAB funding some Councils also gave a grant to other
organisations for the provision of information and advice services.
36
2.4
All District Councils that gave a grant to Norfolk CAB reported a level of
concern around service quality, consistency and performance monitoring.
One District Council cancelled their contract due to noncompliance. This
contradicted the view given by Norfolk CAB that any concerns previously
about service provision in North Norfolk were a result of a merger with North
Walsham Bureau in 2012.
2.5
Norfolk County Council arranged for a short survey to be sent to all Town and
Parish Councils in Norfolk to identify any funding contribution they made
towards information and advice services and their views on the service
provided. This identified that the Town and Parish Councils that gave a grant
to CABs tended to be those where a bureau or face to face service was
available. CABs do offer a county wide telephone service and web based
service however many Town and Parish Councils where there was no face to
face service felt that CABs did not provide a service in their area. This
demonstrated the value and importance placed on a face to face service.
2.6
These discussions also highlighted that Citizens Advice Bureaux are
generally well-known, respected and valued organisations. It also identified
that in terms of generalist advice they are the main organisations providing
services in Norfolk.
2.7
On 11th May 2015, Norfolk County Council, Adult Social Care Committee
agreed to re commission all three Citizen’s Advice Services in Norfolk for the
provision of information and advice services. However, the grant offered to
Norfolk and Mid Norfolk Citizen’s Advice was reduced in total by £42,677.
This amount was calculated by Public Health to be the combined cost of the
current services provided by Norfolk and Mid Norfolk Citizen’s Advice in North
Norfolk. The £42,677 was therefore identified as the contribution from Norfolk
County Council towards the provision of the new co commissioned
Information and Advice Service in North Norfolk.
3.
North Norfolk Information and Advice Service
3.1
The aim and focus of the new service needed to be able to respond to key
user issues identified from the monitoring of the current information and
advice service such as benefits, debt, housing, finance, employment,
consumer, immigration and family matters. It also had to take account of the
challenges of delivering a service in a rural area. In addition, the service
provider must ensure it is aware of and can provide appropriate advice,
support and information in response to the implications and challenges arising
from changes in law, policy and service provision e.g. Introduction of the Care
Act 2014 and Universal Credit.
3.2
Outcomes to be achieved:


North Norfolk residents will be proactively supported and empowered to gain
knowledge and skills to help them prevent or deal with on-going or recurring
problems and difficulties that impact and affect them.
North Norfolk residents will be helped to understand their rights and the
support available to them so that reliance on statutory services is reduced,
delayed or avoided.
37
3.3
Outputs to be delivered:
 Provision of a comprehensive, accessible high quality, district wide, free
impartial and equitable needs led generalist information and advice service
for people aged over 16.
 Active engagement and partnership working with relevant statutory and
voluntary organisations to ensure effective communication, joint working and
cross agency referrals to meet individual needs and to address the local
challenges arising from changes in law, policy and service provision.
3.4
It was recognised that to allow sufficient time for a robust commissioning
process to take place that it was not realistic to expect a new service to start
on 1st October 2015. It was therefore agreed to extend the existing services
for a further three months and for a new service to start on 1st January 2016.
3.5
The appropriate procurement route was considered. As the total maximum
cost of the contract for the provision of the Information and Advice Service is
£327,000, the procurement of the service is eligible to be undertaken using
the Light Touch Regime of the Public Contracts Regulations 2015 in relation
to contracts for “Other Community, Social and Personal Service” (CPV Code
98000000-3). On this basis, the procurement was undertaken using the
principles endorsed within the European procurement rules to ensure
transparency, equal treatment and proportionality.
3.6
Information inviting effective, innovative and creative proposals from suitably
qualified organisations interested in delivering the service as well as a
detailed description of the service required was advertised on NNDC’s
website from 21st July to 5th September 2015 (Appendix G). There was also
information on Norfolk County Council’s website with a link to the relevant
NNDC web page. Providers of existing information and advice services in
Norfolk were notified directly of the proposal opportunity. In addition it was
circulated via Voluntary Norfolk’s electronic newsletter and via the Norfolk
Community Advice Network. The procurement was therefore advertised
widely. The information for tenderers included details of the outcomes
required from the service and how tenders would be assessed.
3.7
It was agreed that a Panel comprising of NNDC officers and Members (Cllrs.
Tom Fitzpatrick and Becky Palmer), an officer from NCC and a representative
from North Norfolk Clinical Commissioning Group would assess and shortlist
the proposals and receive a presentation from the shortlisted organisations.
3.8
By the closing date of 5th September two proposals had been received; one
from Age UK Norfolk and another from Mid Norfolk Citizens Advice in
partnership with Norfolk Citizens Advice (previously known as Citizens Advice
Bureau’s)
3.9
Unfortunately the proposal received from by Age UK Norfolk would only offer
an information and advice service to people age over 50. No other proposal
had been received for a service aimed specifically at people under aged 50
therefore it was agreed that the Age UK proposal was not eligible for
consideration. A letter was sent to Age UK Norfolk advising them of this and
offering a meeting to consider other joint working opportunities.
38
3.10
Mid Norfolk and Norfolk Citizens Advice submitted a joint proposal (Appendix
H) with Mid Norfolk as the lead organisation. National Citizens Advice policies
meant that a Citizens Advice service could not bid to take over a service that
was currently provided by another Citizens Advice service i.e. neither Mid
Norfolk nor Norfolk Citizens Advice could submit a proposal to be the sole
provider of the Information and Advice Service in North Norfolk.
3.11
The Panel considered the proposal and whilst identifying a number of areas
that required further information and clarity considered that the proposal could
meet the identified outputs and outcomes and was eligible for consideration.
3.12
Mid Norfolk and Norfolk Citizen’s Advice were invited to give a presentation to
the Panel and answer questions about their proposal on Thursday 1st
October. Overall the Panel felt that the presentation and subsequent
discussion confirmed that proposal should meet the identified outputs and
outcomes. They were pleased to note that for slightly less funding than that
currently given as a grant contribution by NNDC and NCCs that the
information and advice service proposed both an increase in the number of
venues and locations of face to face advice services to all seven of the
market towns in North Norfolk plus the provision of a service in Mundesley. It
would also provide two self-help kiosks which would be located in venues in
Cromer and Fakenham as well as weekday support through the telephone
advice line and an improved interactive web site whereby users could via the
internet communicate directly with an advisor. In response to the requirement
to improve access to face to face advice services the proposal confirmed that
the provision of late night and weekend advice services would be explored.
3.13
Mid Norfolk and Norfolk Citizen’s Advice advised that they were still in
discussion regarding the venues and times of the face to face advice services
but confirmed that they would offer services in two dedicated offices in North
Walsham and Holt as well as venues such as foodbanks and Sure Start
Centres.
3.14
The Panel asked how the partnership arrangement between Mid Norfolk and
Norfolk Citizens Advice would work and were advised that Mid Norfolk would
be the lead organisation and would have a partnership agreement with
Norfolk Citizen’s Advice to deliver services in identified locations.
3.15
Whilst there were still some areas of the proposal that the Panel felt needed
clarity such as stakeholder and user engagement, proposed partners and
partnership working it was felt that these could be addressed through the
Service Level Agreement.
3.16
The two options regarding the Information and Advice service discussed by
the Panel for recommendation to Cabinet were:


Not to award the contract and re advertise
Offer the contract to Mid Norfolk Citizens Advice in partnership with
Norfolk Citizens Advice subject to sight and acceptance of the
partnership agreement between the two advice services and a robust
Service Level Agreement which covered the outstanding areas of
concern. This would be regularly monitored and reviewed with break
clauses.
39
3.17
The difficulty in providing generalist advice services in a rural area was
recognised and it was considered that nothing would be gained by re
advertising the service as demonstrated by the limited number of proposals
received.
3.18
Whilst there had been concerns on occasions about services previously
provided by Norfolk Citizen’s Advice, Norfolk County Council had re
commissioned them to provide services across Norfolk and it was felt that the
new information and advice service proposal should address many of the
identified services issues and concerns.
3.19
It was also acknowledged that Citizen’s Advice are a well-known, respected
and valued provider of information and advice services and that the integrated
service offered by the proposal will increase and improve the quality, quantity
and availability of information and advice services in North Norfolk.
4.
Conclusion
4.1
In response to the issues and concerns identified during the previous grant
agreement NNDC and NCC have gone through an open and robust
commissioning process.
4.2
The implementation of the proposal for the Information and Advice Service to
be delivered by Mid Norfolk Citizens Advice in partnership with Norfolk
Citizens Advice will meet the identified service outputs and outcomes. It will
also increase the quality, type, range, location and frequency of information
and advice services.
4.3
The integrated service will improve the consistency and equity of the service
and should offer the opportunity for volunteers on occasion to move between
services or operate from another location to ensure face to face services are
fully operational across all tiers of service provision.
5.
Implications and Risks
5.1
NCC and NNDC have committed to co-commission an Information and
Advice Service for North Norfolk. The implication of not offering the service to
Mid Norfolk Citizens Advice in partnership with Norfolk Citizens Advice is that
residents in North Norfolk at a time of significant change in terms of benefit
and social care provision would not have services available to support and
empower them to deal with the issues and challenges they may face.
5.2
There is a risk that people will keep referring to past issues and not recognize
the improvements and opportunities for closer user, stakeholder and
partnership working that the new integrated service will provide.
5.3
In terms of reputational risk the importance of working with the provider(s) to
publicly endorse, promote and raise the profile of the new service is
recognised, as is the need to put systems in place to closely monitor the
service and ensure regular engagement with the service provider(s).
40
5.4
The three year Service Level Agreement (SLA) with Mid Norfolk Citizens
Advice as the lead organisation will require agreed monitoring data to be
submitted to NNDC every six months. The SLA which will be subject to an
annual review will have a break clause which would enable the contract to be
ended earlier if the terms of the SLA are not being met.
5.5
In addition, Mid Norfolk Citizen’s Advice as the lead organization will enter
into a formal partnership agreement with Norfolk Citizens Advice to deliver
the Information and Advice Service. Mid Norfolk Board of Trustees will
monitor the services provided through the partnership agreement to ensure
the required levels of service, outputs and outcomes are met. They will have
the authority to deal with any performance or service issues which could
affect the viability of the service or its continued funding during the three year
period.
6.
Financial Implications and Risks
6.1
NNDC will enter into a three year financial agreement with Norfolk County
Council to enable the annual transfer of NCC’s financial contribution towards
the Information and Advice Services to NNDC.
6.2
NNDC’s current funding contribution towards for the provision of the existing
information and advice services is £66,714 per annum. NNDC’s funding
contribution towards the provision of the information and advice service
starting on 1st January 2016 will reduce slightly to £66,323. However, as
detailed in the report, with greater user, partnership and stakeholder
engagement as well as an increase in the type, location and range of
information and advice services available it is considered that an improved
service will be delivered.
7.
Sustainability
7.1
There will be a three year funding commitment from both NNDC and NCC
towards the provision of Information and Advice Services.
7.2
The service will be reviewed annually and discussions commence at the start
of the third year of the agreement to consider future provision.
8.
Equality and Diversity
8.1
The service description specifically identified the need to ensure that the
service provided is accessible to people with additional needs and minority
groups and is also available to those who work and need advice outside of
normal working hours.
9.
Section 17 Crime and Disorder considerations
9.1
There are no specific crime and disorder considerations
10.
Health and Wellbeing Issues
41
10.1
The impact of financial issues, debt, poor or inappropriate housing,
unemployment, consumer or family problems can all have a negative impact
on a person’s mental, physical and social health and wellbeing.
10.2
Appropriate, accessible and good quality information and advice are essential
to empower and support people to access employment, entitlements and
services, resolve complex issues, make informed decisions, exercise choice
and play a full part in their community and society.
42
Appendix F
Citizens’ Advice Bureau’s (CAB’s)
1. Background
North Norfolk District Council currently has a grant funding agreement with Norfolk Citizen’s Advice
Bureau (£51,310) and Mid Norfolk Citizen’s Advice Bureau (£15,404) as a contribution towards the
delivery of their key objectives and core service provision in North Norfolk.
Representatives from both bureaux attended a meeting of NNDC’s Scrutiny Committee on
Wednesday 12th November 2014 and gave a presentation about the services they provide in North
Norfolk. These included information about particular issues experienced in terms of demand or
capacity.
The presentations identified areas of concern in relation to service provision and engagement
particularly in relation to Norfolk CAB. It also prompted a number of generic and bureau specific
questions from Councillors and members of the public.
The answers to some questions were not available at the meeting. As the responses to questions are
not recorded verbatim both CAB were asked to formally respond in writing to relevant questions
raised:
 In the CAB report which formed part of the Scrutiny papers
 By members of the public in attendance at the meeting
 By Councillor’s in attendance at the meeting
The questions were circulated to both bureau on Thursday 13th November with a request that
written responses were received by Friday 28th November. These responses plus the information
recorded in the minutes of the meeting would help inform Members discussions regarding the CAB
when they were discussed again at Scrutiny on 10th December 2014.
2. Grant Agreement 2014 - 2015
Mid Norfolk CAB
In addition to the information in the Scrutiny minutes, the responses from Mid Norfolk CAB to
relevant questions were received on 17th November and are attached to this report. Mid Norfolk has
sent information about their customer satisfaction survey which took place over a two week period.
Cllr David Young who represents NNDC as an observer at the Mid Norfolk Board meetings also sent
some generic information for Members consideration.
Based on the responses to questions there are no significant concerns in relation to Mid Norfolk CAB
and its compliance with the current grant agreement it has with NNDC. It is noted that:
 The location of one outreach service has changed from Melton Constable to Briston. This
was due to the premises where the service was located in Melton Constable closing.
 A Stakeholder Forum has not been established, however Cllr David Young attends Mid
Norfolk CAB Board meetings as an observer.
 There are difficulties with the Advice Line telephone service. A significant number of calls are
not answered. However, people can phone the Holt Bureau directly for advice.
1
43
Norfolk CAB
A summary of the responses from Norfolk CAB to the questions raised at Scrutiny are given in the
minutes. A written response to questions in the CAB report which formed part of the Scrutiny
papers, those raised by members of the public and Councillor’s in attendance at the meeting was
requested by and received on 28th November and is attached to this report.
The answers to the questions received still leave several key concerns outstanding in relation to
Norfolk CAB and its compliance with the current grant agreement with NNDC. In particular it is noted
that:









Whilst stated that the Wells outreach service was part of a lottery funded project pre
merger, the grant agreement signed by Norfolk Cab for the last two years included an
outreach service in Wells. This has not been delivered.
There are difficulties with the Advice Line telephone service. A significant number of calls are
not answered. There is currently no provision for people to phone directly to bureaux in
North Walsham and Fakenham. Whilst following a successful pilot a call back system is
proposed, no time scale is given for its implementation and the difficulties with accessing
the service by phone continue.
Norfolk CAB website is currently unavailable (and has been for some time). No timescale for
this key information source to be available again has been identified.
A reduction has been reported in the number of days North Walsham bureau is open to the
public and type of advice service available i.e gateway (triage) as opposed to generalist
advice. It is advised that all volunteers are now trained to basic level and in North Walsham
two have become generalist advisors. It is unconfirmed as to the current impact on the
bureau opening times.
A lack of generalist advisors has meant some people requiring generalist advice being
redirected to Norfolk CAB outside the district or increasingly to other providers such as Mid
Norfolk CAB and Age UK Norfolk. This has been confirmed by other providers although
Norfolk CAB report this figure to be very low.
In its monitoring report Norfolk CAB identified that volunteer numbers are significantly
lower than the optimum although recruitment is on-going.
Should the bureau be required to move from its current location in North Walsham and have
to rent accommodation it would cause additional financial difficulties and the service
provision re evaluated.
A Stakeholder Forum has not been established. There is no regular direct engagement with
identified NNDC Members, although promises have been made that engagement will be
reviewed as a matter of urgency.
Fakenham and North Walsham bureaux failed their audit. There are mixed messages in
relation to the reasons for this and the extent to which this links into the service “pre
merger”.
In summary, both Mid Norfolk and Norfolk CAB are providing a service in North Norfolk. However, in
relation to Norfolk CAB there has clearly been a reduction in service provision, in availability and
depth of advice. The grant agreement states that NNDC should be advised of potential or actual
changes in service provision that could impact on ability of Norfolk CAB to fully meet the grant
agreement. This has not happened, communication and engagement with Norfolk Cab compared to
Mid Norfolk CAB has been poor. There appears to be differing opinions on the quality, type and
2
44
availability of the service provided. However, the concerns in relation to service provided by Norfolk
CAB have been raised with NNDC from several sources including members of the public, Councillors,
and other voluntary and statutory organisations.
It is accepted that the merger was a very difficult time and the impact of that was significant.
However, the merger happened over two years ago and it is acknowledged that progress is being
made with respect to addressing the “quality” issues cited as reasons for the poor audit score;
however the concerns relating to the extent of the service availability of advisors etc appears not to
have engendered the level of confidence in the service that is needed for it to attract and retain
sufficient volunteers.
3. Local authority funding arrangements with CABs
To further inform Scrutiny, informal discussions have been held with some other authorities in
regarding their funding arrangements with CABs. The majority of the local authorities advised that
they will shortly be reviewing their funding arrangements.
Norfolk County Council has arranged a meeting on 5th December to which all District Councils have
been invited. This will to identify both county wide needs and local priorities, with a view to
achieving a more joined up approach to organisations investments in Advice and Information
services.
Norfolk County Council
Through a grant agreement annual funding is given towards the core services provided by the CABs
as follows:
 Mid Norfolk CAB - £38,000
 Norfolk CAB - £287,000
It is up to each CAB to decide how they apportion the funding across the geographical area they
cover.
Broadland District Council
No contribution to core service. Norfolk CAB is currently funded to provide a dedicated debt advisor
which is based at Broadland District Council offices.
Great Yarmouth Borough Council
An annual grant of £30,000 is currently given to Norfolk CAB towards the provision of its core
service.
Norwich City Council
No contribution to core service. Norfolk CAB is currently funded to provide a debt advice service in
Norwich. A review of service provision and need in Norwich has been undertaken. As a result the
Council intends to use an “outcomes based” approach to the commissioning of services.
Organisations will be invited to submit proposals that demonstrate how they would deliver a service
which would meet the identified outcomes.
West Norfolk
An annual grant of£76,091 is given to Norfolk CAB for the provision of generalist advice. There is a
historical rolling Service Level Agreement.
3
45
4. Provision of Advice Services from 1st April 2015
NNDC recognises the value of and need for quality and accessible advice and support services across
North Norfolk.
In addition to CABs there are a number of other organisations such as Age UK, Shelter, Equal Lives,
Christians Against Poverty which provide a range of advice services. Some of these are located in
North Norfolk whilst others provide a drop - in service or visit clients in their own homes. NNDC has
no grant agreements for advice services with these organisations.
The concerns that have been raised in relation to the current funded provision of advice and support
services, particularly in relation to Norfolk CAB, have identified a range of options for future service
provision. They would all require further consideration in relation to impact and effect. There are
also reputational and confidence issues both in terms of the provider of a service and NNDC’s
effective use of funding.
Options include:
1. Continue with the current core service contribution grant arrangements with Mid Norfolk
and Norfolk CAB, with revised grant agreements to reflect an agreed level of service in
relation to outputs, outcomes, governance, communication, monitoring and scrutiny to
better reflect geographic and service need.
2. Commission generic or specific advice and support services. A service specification would be
identified whereby any suitably qualified organisation which could include existing CAB but
also other voluntary and community groups or statutory organisations could be invited to
submit a proposal to deliver services in North Norfolk.
3. No longer provide external grant funding for advice and support services. Instead enhance
internal services to provide advice services in particular in relation to debt, housing and
benefits, which are the main areas of identified need.
In summary, the current grant agreements end on 31st March 2015. It is appropriate and timely that
the provision of advice and support services is reviewed.
Following consideration of the responses to the questions received and this report, Scrutiny’s views
on the existing grant agreement and options for future service provision would be welcome.
4
46
Appendix G
North Norfolk Information and Advice Service
Appropriate, accessible and good quality information and advice are essential to empower
and support people of all ages to access employment, entitlements and services, resolve
complex issues, make informed decisions, exercise consumer choice and play a full part in
their community and society.
North Norfolk District Council and Norfolk County Council wish to jointly commission for a
period of three years a generalist Information and Advice Service across the geographic
area covered by North Norfolk District Council. North Norfolk is the lead commissioner for
this service. Effective, innovative and creative proposals are invited from suitably qualified
organisations interested in delivering a service that will ensure the following outcomes are
achieved and outputs delivered:
Outcomes
 North Norfolk residents will be proactively supported and empowered to gain
knowledge and skills to help them prevent or deal with on-going or recurring problems
and difficulties that impact and affect them.
 North Norfolk residents are helped to understand their rights and the support
available to them so that reliance on statutory services is reduced, delayed or avoided.
Outputs
 Provision of a comprehensive, accessible, high quality, district wide, free, impartial
and equitable needs led generalist information and advice service
 Active engagement and partnership working with relevant statutory and voluntary
organisations to ensure effective communication, joint working and cross agency
referrals to meet individual needs and to address the local challenges arising from
changes in law, policy and service provision.
Your proposal should clearly describe how your service will achieve these outcomes and
outputs and must contain a researched and evidenced rationale for service delivery giving
regard to the rural and demographic profile of North Norfolk in terms of:




Delivery methods
Accessibility
Partnership working and user involvement
Communication, reporting and performance monitoring
The successful organisation(s) will be required to demonstrate good standards of
governance, quality assurance and financial accountability. Additional supporting
information and documentation such as references and relevant organisational and
financial policies and procedures may be required.
The expected start date for the commencement of the service is Monday 4th January 2016.
The maximum funding available for the provision of the service is £109, 000 per annum
47
which is to be used exclusively for the provision and delivery of services in North Norfolk
District Council area. The proposal for a service that covers the whole of the North Norfolk
District Council area may be made from a single or partnership of organisations.
Proposals should not exceed 2,500 words should be sent together with a completed budget
template by post to:
Sonia Shuter
Health and Communities Officer
North Norfolk District Council
Holt Road
Cromer
Norfolk
NR27 9EN
“North Norfolk Information and Advice Service Proposal” should be written clearly on the
envelope. Deadline for receipt of proposals is 5pm Friday 4th September 2015
Shortlisted organisations will be invited to give a presentation to commissioners and
stakeholders and to answer questions on their proposed service on Friday 18th September.
Commissioners will assess the proposals on the following basis:
How the proposed delivery methods will achieve the identified
outcomes and outputs in the service description, in particular
ensuring good quality information and advice and preventing
recurring problems
How effectively the proposed delivery arrangements will ensure
the service is accessible to people who need it throughout North
Norfolk and how many unique clients it is proposed will be
supported by the service
How the proposed delivery arrangements will utilise partnership
arrangements and involve customers in shaping the service
Effectiveness of proposed methods for reporting and evidencing
outcomes and performance to commissioners
40%
20%
20%
20%
If you require any further information please contact Sonia Shuter Health and Communities
Officer email sonia.shuter@north-norfolk.gov.uk, phone 01263 516173
48
Appendix H
49
50
51
52
53
54
55
56
57
58
59
60
61
62
Agenda Item No_____12______
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.
The Coastal Management Teams working within the
Norfolk and Suffolk Maritime Local Authorities (MLAs)
share the same pressures caused by accelerating
coastal change, constrained funding and limited staff
resource.
In February/ March 2015, North Norfolk District Council,
Great Yarmouth Borough Council (GYBC), Suffolk
Coastal District Council and Waveney District Council
Cabinets resolved to develop a suitable partnership
model to address these shared issues and sustain the
high levels of service in the future.
Following the exploration of various partnership models
in consultation with a wide range of internal and external
stakeholders, this report recommends a joint Norfolk
and Suffolk Coastal Management shared services team.
This team would work as an equitable partnership,
overseen by a formal governance structure. This would
enable resources to be managed more effectively and
with a higher degree of efficiency, resulting in more
positive, sustainable outcomes for our communities in
the long term.
Options considered:
The principle of developing a case for a ‘coastal
management partnership’ was agreed by Cabinet in
march 2015; different business models of how this can
be achieved have been evaluated and the proposed
model has been compared with the options of carrying
on as is (‘do nothing’) or ‘doing less’.
Conclusions:
A new approach is required in order to ensure an
efficient, resilient and sustainable Coastal Management
service continues to be delivered in Norfolk and Suffolk.
Developing an appropriate new partnership structure,
with the right governance arrangements in place, will not
only help make best use of the existing resource, skills
and expertise but create a platform to maintain the high
calibre of staff and increase the effectiveness of the
Coastal Management Service.
63
Developing the capacity and expertise locally will enable
informed decisions to be made about managing the
coastline and provide better opportunities to access
funding and support for coastal management schemes,
projects and approaches.
Recommendations:
1. That a Norfolk & Suffolk Coastal Management
Team be established in partnership between
North Norfolk District Council, Great Yarmouth
Borough Council, Suffolk Coastal District
Council and Waveney District Council.
2. That a Councillor Partnership Board and
Operational Officer Group be created
respectively to oversee and manage the work of
the Norfolk & Suffolk Coastal Management
Team.
3. That should secondment of staff be required
that is arranged under Section 113 of the Local
Government Act 1972.
4. That the initial decision on the delivery of
support services for the partnership be
delegated to the Chief Executive, in consultation
with the relevant Cabinet Members.
5. That the detailed terms of the relevant
Agreement and protocols, including the
secondment of staff under Section 113 of the
Local Government Act 1972 be delegated to the
Chief Executive Officer, in consultation with the
relevant Cabinet Members.
Reasons for
Recommendations:
To plan for an effective and sustainable way of
continuing to deliver a robust coastal management
service for North Norfolk and the other partner
authorities.
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)
Norfolk & Suffolk Coastal Management Team: A Case for Change
Cabinet Member(s)
Ward(s) affected
Cllr A Fitch-Tillett and Cllr All
Tom FitzPatrick
Contact Officer, telephone number and email:
R Young; 01262 516162; robert.young@north-norfolk.gov.uk
1.
Introduction
1.1
There are significant and diverse challenges and opportunities faced by
the Maritime Local Authority (MLA) Coastal Management teams working
64
across the Norfolk and Suffolk coasts. The demands for management of
coastal change, from coast protection to adaptation, far outstrip the
resources available and are driven by complex processes which act
across and beyond the Norfolk and Suffolk borders.
1.2
Existing assets are under increasing pressure and the opportunities for
larger scale projects are relatively scarce, partly through a reduction in
funding available for such schemes. In addition, the funding for coastal
management interventions is complex and increasingly specialist and
individual MLAs have limited budgets and staff resource to develop the
scale of projects that are needed to address the challenges we face.
1.3
Effective future delivery of the service depends not only upon the
availability and efficient management of financial resources but also on
the recruitment and retention of suitably qualified and experienced staff.
1.4
The Norfolk and Suffolk Coastal Management Teams are currently
responsible for addressing similar challenges, processes and projects on
a linked stretch of coastline. Each team has experienced and skilled staff
but there has to-date been no formal mechanism for sharing resources
between areas.
1.5
In March 2015 cabinet resolved:
“to agree the principle of relevant maritime local authorities (NNDC, the
Borough Council of Kings Lynn and West Norfolk, Great Yarmouth
Borough Council, Suffolk Coastal District Council and Waveney District
Council), 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).”
1.6
Cabinets in each of the four authorities (with the exception of the
Borough Council of Kings Lynn and West Norfolk (BCKLWN))
consequently agreed to explore a collaborative approach to managing
the coast across their frontages and to develop a suitable partnership
model towards the establishment of a shared service. The local
authorities have held further discussions in order to develop the business
model and have agreed that it is in their mutual interests to progress the
partnership arrangement. The intention is to establish the new
partnership at the start of the next financial year. (BCKLWN has
expressed interest in remaining involved in some way, perhaps as a nonvoting member of the Board, but not to enter into a formal arrangement at
this point in time).
1.7
The reasons for seeking this new approach were aired in the previous
report to Cabinet. Experience from other councils who have taken a joint
approach is that it has enabled them to become more resilient and cost
effective and to have built capacity to deliver more. Informal discussions
with a wider range of organisations with coastal interests across Norfolk
and Suffolk suggest the concept will be well received and indeed
welcomed.
1.8
It has been agreed, between the potential partners, that the creation of a
shared coastal team will help bolster resilience, by improving the
opportunities for staff recruitment, retention and development; but other
clear benefits also include: better utilisation of in-house expertise (rather
than reliance on consultants); exploitation, rationalisation of and access
to the most effective and efficient procedures, systems and processes of
65
the partner authorities (e.g. procurement); access to the breadth and
depth of expertise (both in established specialist areas and innovative
new approaches); being able to represent the combined interests to
government and other key authorities; greater capacity to develop inhouse specialist skills (and systems) in a much more cost effective way.
2
REVIEW PROCESS
2.1
A Project Delivery Board, comprising senior officers from each MLA
reviewed the possible models of shared service arrangements,
recognising the lessons from the Suffolk Coastal and Waveney
Partnership, along with other coastal partnerships in operation elsewhere
in the UK, notably the Eastern Solent Coastal Partnership, the Fylde
Partnership and the East Kent Coastal Partnership. The positive
outcomes likely to accrue from adopting a similar approach across the
Norfolk and Suffolk MLAs, are outlined below.
a) Fostering collaboration between authorities, rather than competition
between them can lead to more robust business cases being made
for externally funded projects (perhaps delivered in multiple
locations).
b) Best practice can be shared across a wider team; for example, the
rationalisation of, and access to, the most effective procurement
procedures.
c) The ability to transfer knowledge and experience between authorities
(and learn from projects delivered in neighbouring areas), provides a
better opportunity to improve project management and project
implementation, encouraging innovation and efficiency.
d) A potential to offer services to other organisations (including other
MLAs), providing a fee-earning opportunity.
e) Common issues and problems experienced along the coast can be
addressed in collaboration, for example the challenges facing
vulnerable coastal communities, where perhaps a new policy
approach needs to be developed.
f)
The ability to share and utilise in-house experience and expertise
rather than frequently having to ‘buying in’ from expensive
consultants.
g) A greater capacity to develop in-house specialist skills (and systems)
in a much more cost effective way, with more opportunities for staff
training, development, mentoring and career progression.
h) The ability to represent the combined interests to government and
other key authorities.
i)
Greater resilience in the services provided by a larger coastal team,
with benefits to staff recruitment, retention, leave and sickness cover.
2.2
In summary, as demonstrated by existing similar cross-authority
partnerships, forming a combined Coastal Management team would
allow resources and expertise to be pooled and enhanced, best practice
to be shared and efficiencies to be maximised.
2.3
Based on these compelling benefits, the recommendation is for the
Norfolk and Suffolk MLAs to establish a shared services partnership to
66
jointly deliver coastal management services. The target for the
implementation of the new structure would be April 2016.
3
THE PROPOSED BUSINESS MODEL
3.1
Having evaluated various potential partnership models, the
recommendation is for the Norfolk & Suffolk Coastal Management Team
to initially operate by agreement under Section 113 of the Local
Government Act 1972. This is the same basis by which Suffolk Coastal
and Waveney Officers currently operate to support both Councils and
would see staff seconded, to work in any partner area or on any partner
initiative, rather than transferred.
3.2
It is proposed that a Councillor ‘Partnership Board’ and an ‘Operational
Officer Group’ be established to govern delivery of the Norfolk & Suffolk
Coastal Management Team.
3.3
The Partnership Board will comprise relevant Cabinet Members from the
four partner authorities, each with equal voting rights on decisions. The
Board will provide the strategic direction for the Partnership, ensuring that
each partner’s objectives are identified and achieved, agreeing annual
partnership budgets, future delivery models and the vision.
3.4
The Operational Officer Group (OOG) will consist of one senior officer
from each local authority. Alongside the Partnership Manager, the OOG
will support the functions of the Partnership Board. The OOG will also
provide operational guidance to the Partnership Manager, consider
staffing matters and hold the Partnership Manager to account for delivery
in their respective areas.
3.5
The Partnership Manager, appointed by the Partnership Board and OOG,
will oversee and control the budget, scope, staffing, priorities and delivery
of the new partnership.
3.6
In addition, it is proposed that a number of other stakeholders, including
County Council representatives and the Environment Agency would be
invited to attend Board Meetings as non-voting members, to ensure that
there is co-ordination of work on strategic issues.
3.7
It is anticipated at this stage that one partner authority will provide the IT,
HR and Finance support services to the partnership. This will ensure that
the partnership and Partnership Manager can operate most efficiently
and effectively. The initial decision as to which Council will provide these
support functions has yet to be made and will be subject to further
discussion and determination by the respective Chief Executives, in
consultation with the relevant Cabinet Members. In reaching this
decision, consideration will be given to each council’s desire, capacity
and capability in fulfilling the necessary functions and meeting the needs
of the new team (including IT, HR and finance).
3.8
Once established, any future decisions regarding the delivery of support
services will then be made by the Partnership Manager, OOG and
Partnership Board.
4
CONCLUSION
4.1
A new approach is required in order to ensure an efficient, resilient and
sustainable Coastal Management service continues to be delivered in
67
Norfolk and Suffolk. Developing an appropriate new partnership
structure, with the right governance arrangements in place, will not only
help make best use of the existing resource, skills and expertise but
create a platform to maintain the high calibre of staff and increase the
effectiveness of the Coastal Management Service.
4.2
Developing the capacity and expertise locally will enable informed
decisions to be made about managing the coastline and provide better
opportunities to access funding and support for coastal management
schemes, projects and approaches.
5
IMPLICATIONS AND RISKS
5.1
The establishment of a shared services team is intended to mitigate the
impending risks faced by the future resilience of the service and to
maintain its effectiveness. Any efficiencies achieved in cost-terms will
enable the current investment programme to be delivered more
effectively.
5.2
Concerns that the existing services may be compromised or diluted will
be firmly addressed through the formal governance structure, whose
purpose will be to give confidence to each partner authority that the
service is being managed efficiently, effectively and equitably. A formal
communications plan will also be implemented to highlight the benefits to
key stakeholders.
5.3
As the partnership will be formed under a Section 113 agreement, there
will be no detrimental impacts upon existing staff, who will retain their
existing arrangements and continue to be closely consulted throughout
the change management process. It is anticipated that the Partnership
will be better placed to recruit any new staff than any of the authorities
acting independently.
6
FINANCIAL IMPLICATIONS AND RISKS
6.1
It is anticipated that there will be a modest set-up cost to enable the
partnership to be established, which will be shared across the MLAs from
within existing resources. The level of such costs will be dependent on
the implications of sharing existing IT and finance systems and so this
will be a further consideration in the selection of the council with the ‘best
fit’ to provide these services.
6.2
Although financial savings have been identified by other coastal
partnerships, at this stage targets have not been set. The new
partnership should, however, enable cost efficiencies in a number of
areas, increasing capacity and enabling anticipated new projects to be
delivered.
6.3
It is important to note that the partnership will not result in any one district
subsidising another district area. All resource contributions made by
each authority will be properly reflected in the level of service delivered to
them by the team.
6.4
Officers will continue to be located in each participating local authority
office, to retain local coastal knowledge and also relationships with the
authority. Staff time and costs will be monitored and reported. As part of
the Section 113 Agreement, existing terms and conditions will be
68
maintained. A detailed Change Management Process has been drafted
for implementation once Cabinet approval has been given.
7
SUSTAINABILITY
7.1
No sustainability issues result from the contents of this report.
8
EQUALITY AND DIVERSITY
8.1
No equality or diversity issues result from the contents of this report.
9
SECTION 17 CRIME AND DISORDER CONSIDERATIONS
9.1
No crime or disorder issues result from the contents of this report.
69
13
Agenda Item No____________
REVIEW OF GAMBLING POLICY
Summary:
To seek Cabinet approval of the Council’s draft
Gambling Licensing Policy (Statement of Principles)
Options considered:
In accordance with the requirements of the Gambling
Act 2005 the Licensing Authority is required to publish a
statement of policy every successive three year period
Conclusions:
Once the Cabinet formally approve the Policy and any
written comments received during the consultation
period have been considered it will be submitted to full
Council for adoption whereupon the Policy will be
advertised and duly published in line with Regulations.
Recommendations:
To recommend the draft policy to Full Council for
adoption.
Reasons for
Recommendations:
In accordance with the requirements of the Gambling
Act 2005 the Licensing Authority is required to publish a
statement of policy every successive three year period
from the first appointed day, namely 31 January 2007.
The Policy is now due to be revised to cover the next
successive 3-year period from 31 January 2013 to 31
January 2016.
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)
Gambling Act 2005
Draft – Gambling Licensing Policy (Statement of Principles)
Responses to consultation (none received at time of writing report)
Cabinet Member(s)
Ward(s) affected
Cllr Judy Oliver
All
Contact Officer, telephone number and email:
Gemma Faircloth, 01263 516139, gemma.faircloth@north-norfolk.gov.uk
1.
Introduction
1.1
Section 349 of the Gambling Act 2005(“the Act”) requires all Licensing
Authorities to prepare and publish a Statement of Principles in the form of the
Gambling Licensing Policy (“the Policy”) that it proposes to apply in exercising
its functions under the Act during the three year period to which the policy
applies.
70
1.2
The Council’s Policy has been revised on two occasions since then and it is
now time to revise this Policy to cover the next three year period: 31 January
2016 to 31 January 2019.
1.3
The Policy has been sent to the Chair of the Licensing and Appeals
Committee and will be reported at the next Committee meeting on 16
November 2015, however in accordance with the Act Cabinet and Full
Council must approve and adopt the Policy.
1.4
Cabinet is asked to note and approve the revisions made to the Policy and
are advised that the document has been sent for formal consultation which
ends 29 October 2015.
2.
Background
2.1
The Act states that before each successive period of three years a Licensing
Authority must prepare a statement of the principles that it proposes to apply
in exercising its functions under this Act during that period and to publish a
statement in accordance with Regulations.
2.2
In 2006 an Order came into force setting the First Appointed Day as 31
January 2007 with separate Regulations setting out the requirements as to
the form and publication of a statement or a revision of that statement.
2.3
Section 349(2) of the Act states that a Licensing Authority shall review its
statement policy from time to time and if it thinks it necessary in the light of
that review, revise the statement and publish the revision before giving it
effect.
2.4
The time has come again to review and revise the Policy to cover the fourth
3-year period: 31 January 2016 to 31 January 2019. Members are asked to
approve the draft Gambling Licensing Policy.
2.5
In essence the draft Policy contains only minor amendments so that it
accords with the revised Gambling Commission Guidance and to simplify and
clarify specific paragraphs. The changes have been highlighted in the draft
policy in Appendix 1.
3.
Consultation
3.1
Formal public consultation was carried out for a period of 6 weeks. At the
time of writing this report no written representations have been received, the
consultation period ends on 29 October 2015.
4.
Local Area Profiles
4.1
The Guidance issued by the Gambling Commission (Updated March 2015
and September 2015) introduces the concept of a local area profile (LAP).
This is a means for Licensing Authorities to map out local areas of concern.
The purpose of a LAP is to provide both licensing authorities and operators
with a greater awareness of areas and the risk they present. There is no
71
requirement for an authority to have a LAP or, if they have a LAP, for it to be
included in the policy.
4.2
The Guidance considers that an effective LAP is likely to take account of a
wide range of factors, data and information held by the Licensing Authority
and its partners. The Guidance states that an important element of preparing
the LAP is proactive engagement with relevant partners that can have an
input into mapping local risks in the area. It is not thought that it will be
necessary for the Council at this stage to have a LAP.
4.3
However, if the Licensing authority develops a LAP, this will be contained in a
separate document and made available in conjunction with the Policy. This
will allow the document to be developed and amended without the need for
full consultations
5
Conclusion
5.1
If the draft revised Policy is not approved or adopted then the current Policy
will remain in force without these minor amendments, some of the paragraphs
may not accord with the revised Guidance issued by the Gambling
Commission.
5.2
If, however, Members approve the revised Policy with the minor amendments
it will be compliant with the Guidance and will be up to date and fit for
purpose.
6.
Implications and Risks
Only those highlighted above
7.
Financial Implications and Risks
There are no implications.
8.
Sustainability
There are no implications
9.
Equality and Diversity
There are no implications
10.
Section 17 Crime and Disorder considerations
Under s17 of the Crime and Disorder Act 1998 the Council has a duty to
exercise its functions with due regard to the likely effect of the exercise of
those functions on, and the need to do all that it can to prevent, crime and
disorder in its area.
72
NORTH NORFOLK
DISTRICT COUNCIL
Gambling Licensing Policy
(Statement of Principles)
North Norfolk District Council
Council Offices
Holt Road
Cromer
NR27 9EN
Telephone: 01263 516189
E-mail: licensing@north-norfolk.gov.uk
www.northnorfolk.org
Approved by Licensing Committee on: …………. 2015
Approved by Council on: ………….. 2015
73
NNDC ENVIRONMENTAL HEALTH DEPARTMENT
Gambling Licensing Policy - 2015 version
TDLIGA12
North Norfolk District Council
Gambling Act 2005
Statement of Principles
Contents
Item
Part A - Overview
1. The licensing objectives
Paragraph
1.0
2. Introduction
3. Declaration
4. Responsible Authorities
5. Interested parties
6. Exchange of information
7. Enforcement
8. Licensing authority functions
Part B – Premises licences
1. General Principles
Decision Making
Definition of “premises”
Gambling Commission‟s Relevant Access Provisions
Premises „ready for gambling‟
Location
Local Risk Assessments and Local Area Profile
Planning Permission & Building Regulations
Duplication with other regulatory regimes
Licensing Objectives
Conditions
2. Adult Gaming Centres
3. (Licensed) Family Entertainment Centres
4. Casinos
5. Bingo
6. Betting premises
7.Tracks
8. Application and Plans
Travelling Fairs
9. Provisional Statements
10. Reviews
Part C - Permits / Temporary and Occasional Use Notices
1. Unlicensed Family Entertainment Centre gaming machine permits
2. (Alcohol) Licensed premises gaming machine permits
3. Prize Gaming Permits
4. Club Gaming and Club Machines Permits
5. Temporary Use Notices
6. Occasional Use Notices
7. Lotteries
Part D – committee, officer delegation and contacts
1. Committee decisions and scheme of delegation
2. Contacts
Annexes
Responsible Authorities
Table of Delegation of Licensing Functions
Gambling Licensing Policy
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74
2.0
3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.0
11.0
12.0
13.0
14.0
15.0
16.0
17.0
18.0
19.0
20.0
21.0
22.0
23.0
24.0
25.0
26.0
27.0
28.0
29.0
30.0
31.0
32.0
33.0
34.0
35.0
36.0
37.0
38.0
1
2
Formatted Table
NNDC ENVIRONMENTAL HEALTH DEPARTMENT
Gambling Licensing Policy - 2015 version
This Statement of Licensing Principles was approved by North Norfolk District
-2Council on 19 December 2012.
All references to the Guidance refer to the Gambling Commission's Guidance
for Local Authorities, 3rd Edition, published May 2009.
Gambling Licensing Policy
2 of 372
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NNDC ENVIRONMENTAL HEALTH DEPARTMENT
Gambling Licensing Policy - 2015 version
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PART A
OVERVIEW
1.0
The Licensing Objectives
1.1
In exercising most of their functions under the Gambling Act 2005
(hereafter referred to as the Act), licensing authorities must have regard to
the licensing objectives as set out in section 1 of the Act. The licensing
objectives are:
 Preventing gambling from being a source of crime or disorder, being
associated with crime or disorder or being used to support crime
 Ensuring that gambling is conducted in a fair and open way
 Protecting children and other vulnerable persons from being harmed or
exploited by gambling
Formatted: Indent: Left: 0 cm,
Hanging: 1.27 cm
1.2
It should be noted that the Gambling Commission has stated: “The
requirement in relation to children is explicitly to protect them from being
harmed or exploited by gambling”.
Formatted: Indent: Left: 0 cm,
Hanging: 1.27 cm
1.3
This licensing authority is aware that, as per Section 153 of the Act, in
making decisions about premises licences and temporary use notices it
should aim to permit the use of premises for gambling in so far as it thinks
it:
 In accordance with any relevant code of practice issued by the
Gambling Commission
 in accordance with any relevant guidance issued by the Gambling
Commission
 reasonably consistent with the licensing objectives
 in accordance with the authority‟s statement of licensing policy
Formatted: Indent: Left: 0 cm,
Hanging: 1.27 cm
2.0
Introduction
2.1
North Norfolk District Council is situated in the County of Norfolk, which
contains seven District Councils in total. The Council area has a
population of approximately 989,0800 covering an area of 400 square
miles making it one of the smaller districts in Norfolk. The Council‟s area
is mainly rural/coastal.
Formatted: Indent: Left: 0 cm,
Hanging: 1.27 cm
2.2
The Mmainstays of North Norfolk‟s economies are tourism, agriculture and
service industries. The majority of these sectors have suffered decline in
employment and are prone to cyclical and seasonal variations.
Formatted: Indent: Left: 0 cm,
Hanging: 1.27 cm
2.3
Licensing authorities are required by the Gambling Act 2005 to publish a
statement of the principles which they propose to apply when exercising
their functions. This statement must be published at least every three
Formatted: Indent: Left: 0 cm,
Hanging: 1.27 cm
Gambling Licensing Policy
3 of 372
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NNDC ENVIRONMENTAL HEALTH DEPARTMENT
Gambling Licensing Policy - 2015 version
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years. The statement must also be reviewed from “time to time” and any
amended parts re-consulted upon. The statement must be then republished. The Council‟s first gambling policy was adopted on 1st
November 2006.
2.4
North Norfolk District Council, together with the other six licensing
authorities in Norfolk, will consulted widely upon an updated policy
statement in 2009 before finalising and publishing. this statement of
principles before finalising and publishing. A list of persons who have
been consulted is provided in Annex A.
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This updated version has been prepared in 2012, consulted upon prior to
adoption in December 2012
2.5
The Gambling Act requires that the following parties are consulted by
licensing authorities:
 The Chief Officer of Police
 One or more persons who appear to the authority to represent the
interests of persons carrying on gambling businesses in the authority‟s
area
 One or more persons who appear to the authority to represent the
interests of persons who are likely to be affected by the exercise of the
authority‟s functions under the Gambling Act 2005
2.6
Our consultation took place between the ……2015 and ……2015 and
followed HM Government Consultation Principles (published July 2012), which is
available at; https://www.gov.uk/government/publications/consultation-principlesguidance
2.7
The full list of any comments made and the consideration by the Council
of those comments will be available by request to the Public Protection Manager
at the Council.
2.8
The policy was approved at a meeting of the Full Council on the ……and
was published via the Council‟s website on the …….
2.9
Should you have any comments as regards this statement of principles
please send them via email or letter to;
The Public Protection Manager
Public Protection Team
North Norfolk District Council
Holt Road
Cromer
Norfolk
NR27 9EN
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2.9
It should be noted that this policy statement will not override the right of
any person to make an application, make representations about an
application, or apply for a review of a licence, as each will be considered
on its own merits and according to the statutory requirements of the
Gambling Act 2005.
3.0
Declaration
3.1
In producing the final statement, this Licensing Authority declares that it
has had regard to the licensing objectives of the Gambling Act 2005, the
gGuidance to local authorities issued by the Gambling Commission and
any responses from those consulted on the statement.
4.0
Responsible Authorities
4.1
The licensing authority is required by regulations to state the principles it
will apply in exercising its powers under Section 157(h) of the Act to
designate, in writing, a body which is competent to advise the authority
about the protection of children from harm. The principles are:
 the need for the body to be responsible for an area covering the whole
of the licensing authority‟s area
 the need for the body to be answerable to democratically elected
persons, rather than any particular vested interest group
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4.2
This Authority designates the Norfolk Local Safeguarding Children Board
for this purpose.
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4.3
The contact details of all the Responsible Authorities under the Gambling
Act 2005 are attached at appendix 1Annex B.
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5.0
Interested parties
5.1
Interested parties can make representations about licence applications or
apply for a review of an existing licence. These parties are defined in the
Gambling Act 2005 as follows:
“For the purposes of this Part a person is an interested party in relation to
an application for or in respect of a premises licence if, in the opinion of
the licensing authority which issues the licence or to which the
applications is made, the person;
a)
lives sufficiently close to the premises to be likely to be affected by
the authorised activities
b)
has business interests that might be affected by the authorised
activities
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c)
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5.2
The licensing authority is required by regulations to state the principles it
will apply in exercising its powers under the Gambling Act 2005 to
determine whether a person is an interested party. The principles are:
 Each case will be decided upon its merits. This Authority will not apply
a rigid rule to its decision making. It will consider the examples of
considerations provided in the Gambling Commission‟s guidance for
local authorities. It will also consider the Gambling Commission's
guidance that "has business interests" should be given the widest
possible interpretation and include partnerships, charities, faith groups
and medical practices.
 Interested parties can be persons who are democratically elected such
as councillors and MP‟s. No specific evidence of being asked to
represent an interested person will be required as long as the
Councillor/MP represent the wards likely to be affected. Likewise,
parish councils likely to be affected will be considered to be interested
parties. Other than these however, this Authority will generally require
written evidence that a person/body (e.g. an advocate/relative)
„represents‟ someone who either lives sufficiently close to the premises
to be likely to be affected and/or has business interests that might be
affected by the authorised activities. A letter from one of these
persons, requesting the representation is sufficient.
 If individuals wish to approach councillors to ask them to represent
their views then care should be taken that the councillors are not part
of the Licensing Committee dealing with the licence application. If
there are any doubts then please contact the Councils Licensing Team
6.0
Exchange of Information
6.1
Licensing authorities are required to include in their statements the
principles to be applied by the authority in exercising the functions under
sections 29 and 30 of the Act with respect to the exchange of information
between it and the Gambling Commission and the functions under section
350 of the Act with the respect to the exchange of information between it
and the other persons listed in Schedule 6 to the Act.
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6.2
The principle that this Licensing Authority applies is that it will act in
accordance with the provisions of the Gambling Act 2005 in its exchange
of information which includes the provision that the Data Protection Act
1998 will not be contravened. The licensing authority will also have regard
to any guidance issued by the Gambling Commission to local authorities
on this matter, as well as any relevant regulations issued by the Secretary
of State under the powers provided in the Gambling Act 2005.
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Should any protocols be established as regards information exchange with other
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bodies then they will be made available.
7.
Enforcement
7.1
Licensing authorities are required by regulation under the Gambling Act
2005 to state the principles to be applied by the authority in exercising the
functions under Part 15 of the Act with respect to the inspection of
premises; and the powers under section 346 of the Act to institute criminal
proceedings in respect of the offences specified.
7.2
I.
This Licensing Authority‟s principles are :
Iit will be guided by the Gambling Commission‟s guidance for local
authorities and will endeavour to be:
 Proportionate:
regulators should only intervene when
necessary: remedies should be appropriate to the risk posed and
costs identified and minimised
 Accountable:
regulators must be able to justify decisions and
be subject to public scrutiny
 Consistent: rules and standards must be joined up and
implemented fairly
 Transparent: regulators should be open and keep regulations
simple and user friendly
 Targeted:
regulations should be focused on the problem and
minimise side effects
II.
7.3
The As per the Gambling Commission‟s Guidance for local
authorities this Licensing Authority will endeavour to avoid duplication with
other regulatory regimes so far as possible.
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7.4
This Licensing Authority has adopted and implemented a riskbased inspection programme will be risk-based and take into account;,
based on:
 The licensing objectives
 Relevant codes of practice
 Guidance issued by the Gambling Commission, in particular at Part
36
 This e statement of principles set out in this statement of licensing
policy

IV.
7.5
The main enforcement and compliance role for this Licensing
Authority in terms of the Gambling Act 2005 is to ensure compliance with the
premises licences and other permissions which it authorises. The Gambling
Commission is the enforcement body for the operating and personal licences. It
is also worth noting that concerns about manufacture, supply or repair of gaming
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III.
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machines are not dealt with by the licensing authority but should be notified to
the Gambling Commission.
V. This Licensing Authority also keeps itself informed of developments as
regards the work of the Better Regulation Executive in its consideration of
the regulatory functions of local authorities.
VI. Bearing in mind the principle of transparency, this Licensing Authority‟s
enforcement, compliance protocols or written agreements are available
upon request to the Councils Licensing Team.
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8.
Licensing Authority functions
8.1
Licensing authorities are required under the Act to:
 be responsible for the licensing of premises where gambling activities
are to take place by issuing Premises Licences
 issue Provisional Statements
 regulate members’ clubs and miners’ welfare institutes who wish to
undertake certain gaming activities via issuing Club Gaming Permits
and/or Club Machine Permits
 issue Club Machine Permits to Commercial Clubs
 grant permits for the use of certain lower stake gaming machines at
unlicensed Family Entertainment Centres
 receive notifications from alcohol licensed premises (under the
Licensing Act 2003) for the use of two or fewer gaming machines
 issue Licensed Premises Gaming Machine Permits for premises
licensed to sell/supply alcohol for consumption on the licensed
premises, under the Licensing Act 2003, where there are more than
two machines
 register small society lotteries below prescribed thresholds
 issue Prize Gaming Permits
 receive and Endorse Temporary Use Notices
 receive Occasional Use Notices
 provide information to the Gambling Commission regarding details of
licences issued (see section above on „information exchange‟)
 maintain registers of the permits and licences that are issued under
these functions
8.2
It should be noted that licensing authorities are not involved in licensing
remote gambling at all; this is regulated by the Gambling Commission via
operating licences.
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PART B
PREMISES LICENCES: CONSIDERATION OF APPLICATIONS
91.
General Principles
9.1
Premises licences are subject to the requirements set-out in the Gambling
Act 2005 and regulations, as well as specific mandatory and default
conditions which are detailed in regulations issued by the Secretary of
State. Licensing authorities are able to exclude default conditions and
also attach others, where it is believed to be appropriate.
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(i)10.0 Decision making
10.1
This Licensing Authority is aware that in making decisions about premises
licences it should aim to permit the use of premises for gambling in so far
as it thinks it:
 in accordance with any relevant code of practice issued by the
Gambling Commission
 in accordance with any relevant guidance issued by the Gambling
Commission
 reasonably consistent with the licensing objectives
 in accordance with the authority‟s statement of licensing policy
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10.2
It is appreciated that as per the Gambling Commission's Guidance for
local authorities "moral objections to gambling are not a valid reason to
reject applications for premises licences" (except as regards any 'no
casino resolution' - see section on Casinos below – page 9) and also that
un-met demand is not a criterion for a licensing authority.
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(ii)11.0
Definition of “premises”
11.1
In the Act, "premises" is defined as including "any place". Section 152
therefore prevents more than one premises licence applying to any place.
But a single building could be subject to more than one premises licence,
provided they are for different parts of the building and the different parts
of the building can be reasonably regarded as being different premises.
This approach has been taken to allow large, multiple unit premises such
as a pleasure park, pier, track or shopping mall to obtain discrete
premises licences, where appropriate safeguards are in place. However,
the Licensing Authority shall pay particular attention if there are issues
about sub-divisions of a single building or plot and shall ensure that
mandatory conditions relating to access between premises are observed.
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11.2
The Gambling Commission states in its guidance to licensing authorities
that: “In most cases the expectation is that a single building/plot will be the
subject of an application for a licence, for example, 32 High Street. But,
that does not mean 32 High Street cannot be the subject of separate
premises licences for the basement and ground floor, if they are
configured acceptably. Whether different parts of a building can properly
be regarded as being separate premises will depend on the
circumstances. The location of the premises will clearly be an important
consideration and the suitability of the division is likely to be a matter for
discussion between the operator and the Licensing Officer. However, the
Commission does not consider that areas of a building that are artificially
or temporarily separated, for example by ropes or moveable partitions,
can properly be regarded as different premises.”
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This Licensing Authority takes particular note of the Gambling
Commission‟s Guidance to licensing authorities which states that:
licensing authorities should take particular care in considering applications
for multiple licences for a building and those relating to a discrete part of a
building used for other (non-gambling) purposes. In particular they should
be aware of the following:
 The third licensing objective seeks to protect children from being
harmed by gambling. In practice that means not only preventing
them from taking part in gambling, but also preventing them from
being in close proximity to gambling. Therefore premises should be
configured so that children are not invited to participate in, have
accidental access to or closely observe gambling where they are
prohibited from participating
 Entrances to and exits from parts of a building covered by one or
more premises licences should be separate and identifiable so that
the separation of different premises is not compromised and people
do not “drift” into a gambling area. In this context it should normally
be possible to access the premises without going through another
licensed premises or premises with a permit
 Customers should be able to participate in the activity names on the
premises licence
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The guidance also gives a list of factors which the licensing authority
should be aware of, which may include:

Do the premises have a separate registration for business rates

Is the premises‟ neighbouring premises owned by the same person
or someone else?

Can each of the premises be accessed from the street or a public
passageway?
 Can the premises only be accessed from any other gambling
premises?
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11.5
This Authority will consider these and other relevant factors in making its
decision, depending on all the circumstances of the case.
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12.0
The Gambling Commission’s relevant access provisions for each
premises type are reproduced below:
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12.1
Casinos
11.4



The principal access entrance to the premises must be from a street
No entrance to a casino must be from premises that are used wholly or
mainly by children and/or young persons
No customer must be able to enter a casino directly from any other
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premises which holds a gambling premises licence
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12.2
Adult Gaming Centre

12.3

No customer must be able to access the premises directly from:
o a casino
o an adult gaming centre
o a betting premises, other than a track
The Gambling Commission‟s guidance to licensing authorities contains
further guidance on this issue, which this Authority will also take into
account in its decision-making.
(iii)13.0
13.1
No customer must be able to access the premise directly from:
o a casino
o an adult gaming centre
o a betting premises, other than a track
Family Entertainment Centre

12.7
No customer should be able to access the premises directly from:
o a casino
o an adult gaming centre
Bingo Premises

12.6
Access must be from a street or from another premises with a betting
premises licence
No direct access from a betting shop to another premises used for the
retail sale of merchandise or services. In effect there cannot be an
entrance to a betting shop from a shop of any kind and you could not
have a betting shop at the back of a café – the whole area would have
to be licensed.
Tracks

12.5
No customer must be able to access the premises directly from any
other licensed gambling premises
Betting Shops

12.4
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Premises “ready for gambling”
The guidance states that a licence to use premises for gambling should
only be issued in relation to premises that the licensing authority can be
satisfied are going to be ready to be used for gambling in the reasonably
near future, consistent with the scale of building or alterations required
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before the premises are brought into use.
13.2
If the construction of a premises is not yet complete, if they need alteration
or if the applicant does not yet have a right to occupy them, then an
application for a provisional statement should be made instead.
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13.3
In deciding whether a premises licence can be granted where there is are
outstanding construction or alteration works at a premises, this Authority
will determine applications on their merits by applying a two stage
consideration process:
 First - whether the premises ought to be permitted to be used for
gambling
 Second - whether appropriate conditions can be put in place to cater
for the situation that the premises are not yet in the state in which they
ought to be before gambling takes place
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Applicants should note that this Authority is entitled to decide that it is appropriate
to grant a licence, subject to conditions, but it is not obliged to grant such a
licence.
More detailed examples of the circumstances in which such a licence may be
granted can be found in the Gambling Commission guidance.
(iv)14.0
14.1
Location
This Licensing Authority is aware that demand issues cannot be
considered with regard to the location of premises but that considerations
in terms of the licensing objectives are relevant to its decision-making. As
per the Gambling Commission‟s guidance for local authorities, this
Authority will pay particular attention to the protection of children and
vulnerable persons from being harmed or exploited by gambling, as well
as issues of crime and disorder. Should any specific policy be decided
upon as regards areas where gambling premises should not be located,
this statement will be updated. It should be noted that any such policy
does not preclude any application being made and each application will be
decided on its merits, with the onus upon the applicant showing how
potential concerns can be overcome.
15.0 Local Area Profiling
15.1
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th
The Social Responsibility Code (10.1.1), which comes into effect on the 6
April 2016 requires licensees to assess the local risks to the licensing
objectives posed by their gambling operations at each of their premises,
and have policies, procedures and control measures to mitigate those
risks. Additionally, applicants will have to undertake a local assessment
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when applying for a new or variation of a premises licence, to take
account of significant changes in the local circumstances or when there
are significant at the licensee‟s premises.
15.2
The Licensing Authority is aware that there is no mandatory requirement
to have a local area profile but recognises that one may offer a number of
benefits. Should evidence be obtained to identify local risk areas then
these will be reflected in a separate document and made available from
the Public Protection Team and on the Council‟s website.
15.3
Enquiries with relevant organisations have not revealed any data to
suggest that there are any areas within the District that could be identified
as a risk. (However, should the consultation reveal such data then this
paragraph will be updated.)
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(v)16.0
Planning
The Gambling Commission guidance to licensing authority‟s states:
16.1
In determining applications the licensing authority has a duty to take into
consideration all relevant matters and not to take into consideration any
irrelevant matters, i.e. those not related to gambling and the licensing
objectives. One example of an irrelevant matter would be the likelihood of
the applicant obtaining planning permission or building regulations
approval for their proposal.
16.2
The Licensing Authority is aware that a premises licence, once it comes
into effect, authorises premises to be used for gambling. Accordingly, a
licence to use premises for gambling should only be issued in relation to
premises that the licensing authority can be satisfied are going to be ready
to be used for gambling in the reasonably near future, consistent with the
scale of the building or alterations required before the premises are
brought into use. (Equally, licences should only be issued where they are
expected to be used for the gambling activity named on the licence.)
This Authority will not take into account irrelevant matters as per the above
guidance. In addition this Authority notes the following excerpt from the guidance:
“When dealing with a premises licence application for finished buildings, the
licensing authority should not take into account whether those buildings have or
comply with the necessary planning or building consents. Those matters should
be dealt with under relevant planning control and building regulation powers, and
not form part of the consideration for the premises licence. Section 210 of the
2005 Act prevents licensing authorities taking into account the likelihood of the
proposal by the applicant obtaining planning or building consent when
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considering a premises licence application. Equally the grant of a gambling
premises licence does not prejudice or prevent any action that may be
appropriate under the law relating to planning or building.”
(vi)17.0
17.1
Duplication with other regulatory regimes
This Licensing Authority seeks to avoid any duplication with other
statutory/regulatory systems where possible, including planning. This
Authority will not consider whether a licence application is likely to be
awarded planning permission or building regulations approval, in its
consideration of it. It will though, listen to and consider carefully, any
concerns about conditions which are not able to be met by licensees due
to planning restrictions, should such a situation arise.
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When dealing with a premises licence application for finished buildings, this
authority will not take into account whether those buildings have to comply with
the necessary planning or buildings consents. Fire or health and safety risks will
not be taken into account, as these matters are dealt with under relevant
planning control, buildings and other regulations and must not form part of the
consideration for the premises licence.
18.0
Licensing objectives -
18.1
Premises licences granted must be reasonably consistent with the
licensing objectives. With regard to these objectives, this licensing
authority has considered the Gambling Commission‟s Guidance to local
authorities and some comments are made below.
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18.2
Preventing gambling from being a source of crime or disorder, being
associated with crime or disorder or being used to support crime. This Licensing Authority is aware that the Gambling Commission takes a
leading role in preventing gambling from being a source of crime. The
Gambling Commission's guidance does however envisage that licensing
authorities should pay attention to the proposed location of gambling
premises in terms of this licensing objective. Thus, where an area has
known high levels of organised crime this authority will consider carefully
whether gambling premises are suitable to be located there and whether
conditions may be suitable, such as, the provision of door supervisors.
This Licensing Authority is aware of the distinction between disorder and
nuisance and will consider factors (for example whether police assistance
was required and how threatening the behaviour was to those who could
see it) so as to make that distinction.
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18.3
Ensuring that gambling is conducted in a fair and open way. - This
Licensing Authority has noted that the Gambling Commission states that it
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generally does not expect licensing authorities to be concerned with
ensuring that gambling is conducted in a fair and open way as this will be
addressed via operating and personal licences.
18.4
Protecting children and other vulnerable persons from being harmed
or exploited by gambling. - This Licensing Authority has noted the
Gambling Commission's guidance for local authorities states that this
objective means preventing children from taking part in gambling (as well
as restriction of advertising so that gambling products are not aimed at or
are, particularly attractive to children). The licensing authority will
therefore consider, as suggested in the Gambling Commission's guidance,
whether specific measures are required at particular premises, with regard
to this licensing objective. Appropriate measures may include supervision
of entrances/machines, segregation of areas etc.
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This Licensing Authority is also aware of the Gambling Commission Codes of
Practice as regards this licensing objective, in relation to specific premises.
As regards the term “vulnerable persons” it is noted that the Gambling
Commission does not seek to offer a definition but states that “it will for
regulatory purposes assume that this group includes people who gamble
more than they want to; people who gambling beyond their means; and
people who may not be able to make informed or balanced decisions
about gambling due to a mental impairment, alcohol or drugs.” This
Licensing Authority will consider this licensing objective on a case by case
basis.
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19.0
Conditions -
19.1
Any conditions attached to licences will be proportionate and will be:
 relevant to the need to make the proposed building suitable as a
gambling facility
 directly related to the premises and the type of licence applied for
 fairly and reasonably related to the scale and type of premises
 reasonable in all other respects
19.2
Decisions upon individual conditions will be made on a case by case
basis, although there will be a number of measures this Licensing
Authority will consider utilising should there be a perceived need, such as
the use of supervisors, appropriate signage for adult only areas etc.
There are specific comments made in this regard under some of the
licence types below. This Licensing Authority will also expect the licence
applicant to offer his/her own suggestions as to way in which the licensing
objectives can be met effectively.
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19.3
This Licensing Authority will also consider specific measures which may
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be required for buildings which are subject to multiple premises licences.
Such measures may include the supervision of entrances; segregation of
gambling from non-gambling areas frequented by children; and the
supervision of gaming machines in non-adult gambling specific premises
in order to pursue the licensing objectives. These matters are in
accordance with the Gambling Commission's guidance.
19.4
This Authority will also ensure that where category C or above machines
are on offer in premises to which children are admitted:
 all such machines are located in an area of the premises which is
separated from the remainder of the premises by a physical barrier
which is effective to prevent access other than through a designated
entrance
 only adults are admitted to the area where these machines are located
 access to the area where the machines are located is supervised
 the area where these machines are located is arranged so that it can
be observed by the staff or the licence holder
 at the entrance to and inside any such areas there are prominently
displayed notices indicating that access to the area is prohibited to
persons under 18
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These considerations will apply to premises including buildings where multiple
premises licences are applicable.
19.5
This Licensing Authority is aware that tracks may be subject to one or
more than one premises licence, provided each licence relates to a
specified area of the track. As per the Gambling Commission's guidance,
this Licensing Authority will consider the impact upon the third licensing
objective and the need to ensure that entrances to each type of premises
are distinct and that children are excluded from gambling areas where
they are not permitted to enter.
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19.6
It is noted that there are conditions which the licensing authority cannot
attach to premises licences which are:
 any condition on the premises licence which makes it impossible to
comply with an operating licence condition
 conditions relating to gaming machine categories, numbers, or method
of operation
 conditions which provide that membership of a club or body be
required (the Gambling Act 2005 specifically removes the membership
requirement for casino and bingo clubs and this provision prevents it
being reinstated
 conditions in relation to stakes, fees, winning or prizes
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19.7
Door Supervisors The Gambling Commission advises in its guidance for local authorities
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that Iif athe licensing authority is concerned that a premises may attract
disorder or be subject to attempts at unauthorised access (for example by
children and young persons) then it may require that the entrances to the
premises are controlled by a door supervisor, and is entitled to impose a
condition on the premises licence to this effect.
Where it is decided that supervision of entrances/machines is appropriate for
particular cases, a consideration of whether these need to be SIA licensed or not
will be necessary. It will not be automatically assumed that they need to be
licensed, as the statutory requirements for different types of premises vary (as
per the guidance)
20.0
Adult Gaming Centres
20.1
This Licensing Authority will specifically have regard to the need to protect
children and vulnerable persons from harm or being exploited by gambling
and will expect the applicant to satisfy the authority that there will be
sufficient measures to, for example, ensure that under 18 year olds do not
have access to the premises.
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20.2
This Licensing Authority may consider measures to meet the licensing
objectives such as:

Proof of age schemes

CCTV

Supervision of entrances / machine areas

Physical separation of areas

Location of entry

Notices / signage

Specific opening hours

Self-exclusion schemes

Provision of information leaflets/helpline numbers for organisations
such as GamCare
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This list is not mandatory or exhaustive and is merely indicative of
example measures.
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3.21.0 (Licensed) Family Entertainment Centres:
21.1
This Licensing Authority will specifically have regard to the need to protect
children and vulnerable persons from harm or being exploited by gambling
and will expect the applicant to satisfy the authority, for example, that
there will be sufficient measures to ensure that under 18 year olds do not
have access to the adult only gaming machine areas.
21.2
This Licensing Authority may consider measures to meet the licensing
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objectives such as:

CCTV

Supervision of entrances/machine areas

Physical separation of areas

Location of entry

Notices/signage

Specific opening hours

Self-exclusion schemes

Provision of information leaflets/helpline numbers for organisations
such as GamCare

Measures/training for staff on how to deal with suspected truant
school children on the premises
This list is not mandatory or exhaustive and is merely indicative of
example measures.
Formatted: Indent: Left: 1.27 cm
This Licensing Authority will, as per the Gambling Commission‟s guidance, refer
to the Commission‟s website to see any conditions that apply to operating
licences covering the way in which the area containing the category C machines
should be delineated. This Licensing Authority will also make itself aware of any
mandatory or default conditions on these premises licences, when they have
been published.
4.22.0 Casinos
22.1
This Licensing Authority will specifically have regard to the need to protect
children and vulnerable persons from harm or being exploited by gambling
and will expect the applicant to satisfy the authority, for example, that
there will be sufficient measures to ensure that under 18 year olds do not
have access to the adult only gaming machine areas.
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22.2
This Licensing Authority may consider measures to meet the licensing
objectives such as:

CCTV

Supervision of entrances/machine areas

Physical separation of areas

Location of entry

Notices/signage

Specific opening hours

Self-exclusion schemes

Provision of information leaflets/helpline numbers for organisations
such as GamCare

Measures/training for staff on how to deal with suspected truant
school children on the premises
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This Licensing Authority will, as per the Gambling Commission‟s guidance, refer
to the Commission‟s website to see any conditions that apply to operating
licences covering the way in which the area containing the category C machines
should be delineated. This Licensing Authority will also make itself aware of any
mandatory or default conditions on these premises licences, when they have
been published.
5.23.0 Bingo premises
This Licensing Authority notes that the Gambling Commission‟s guidance states:
Licensing authorities will need to satisfy themselves that bingo can be played in
any bingo premises for which they issue a premises licence. This will be a
relevant consideration where the operator of an existing bingo premises applies
to vary their licence to exclude an area of the existing premises from its ambit
and then applies for a new premises licence, or multiple licences, for that or
those excluded areas.
This Authority also notes the guidance regarding the unusual circumstances in
which the splitting of a pre-existing premise into two adjacent premises might be
permitted, in particular that it is not permissible to locate sixteen category B3
gaming machines in one of the resulting premises, as the gaming machine
entitlement for that premises would be exceeded.
23.1
Children and young people are allowed into bingo premises; however they
are not permitted to participate in the bingo and if category B or C
machines are made available for use these must be separated from areas
where children and young people are allowed.
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6.24.0 Betting premises
24.1
Betting machines -– A ‘betting machine’ is not a gaming machine and the
Council is aware that it can attach a condition to restrict the number of
betting machines. This Licensing Authority will, as per the Gambling
Commission's guidance, take into account the size of the premises, the
number of counter positions available for person-to-person transactions
and the ability of staff to monitor the use of the machines by children and
young persons (it is an offence for those under 18 to bet) or by vulnerable
people, when considering the number/nature/circumstances of betting
machines an operator wants to offer.
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7.25.0 Tracks
25.1
This Licensing Authority is aware that tracks may be subject to one or
more than one premises licence, provided each licence relates to a
specified area of the track. As per the Gambling Commission's guidance,
this Licensing Authority will especially consider the impact upon the third
licensing objective (i.e. the protection of children and vulnerable persons
from being harmed or exploited by gambling) and the need to ensure that
entrances to each type of premises are distinct and that children are
excluded from gambling areas where they are not permitted to enter.
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25.2
This Authority will therefore expects the premises licence applicant to
demonstrate suitable measures to ensure that children do not have
access to adult only gaming facilities. It is noted that children and young
persons will be permitted to enter track areas where facilities for betting
are provided on days when dog-racing and/or horse racing takes place,
but that they are still prevented from entering areas where gaming
machines (other than category D machines) are provided.
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25.3
This Licensing Authority may consider measures to meet the licensing
objectives such as:

Proof of age schemes

CCTV

Supervision of entrances/machine areas

Physical separation of areas

Location of entry

Notices/signage

Specific opening hours

Self-exclusion schemes

Provision of information leaflets/helpline numbers for organisations
such as Game Care
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This list is not mandatory or exhaustive and is merely indicative of
example measures.
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25.4
Gaming machines – Where the applicant holds a pool betting operating
licence and is going to use the entitlement to four gaming machines,
machines (other than category D machines) should be located in areas
from which children are excluded.
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25.5
Betting machines - This Licensing Authority will, as per the Gambling
Commission's guidance, take into account the size of the premises and
the ability of staff to monitor the use of the machines by children and
young persons (it is an offence for those under 18 to bet) or by vulnerable
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people, when considering the number/nature/circumstances of betting
machines an operator proposes to offer.
26.0Applications and plans
26.1
Section 51 of the The Gambling Act (s51) requires applicants to submit
plans of the premises with their application, in order to ensure that the
licensing authority has the necessary information to make an informed
judgement about whether the premises are fit for gambling. The plan will
also be used for the licensing authority to plan future premises inspection
activity. (See guidance to licensing authorities).
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26.2
Plans for tracks do not need to be in a particular scale but should be
drawn to scale and should be sufficiently detailed to include the
information required by regulations. (See guidance to licensing
authorities).
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26.3
Some tracks may be situated on agricultural land where the perimeter is
not defined by virtue of an outer wall or fence, such as point-to-point
racetracks. In such instances, where an entry fee is levied, track premises
licence holders may erect temporary structures to restrict access to
premises (See guidance to licensing authorities).
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26.4
In the rare cases where the outer perimeter cannot be defined, it is likely
that the track in question will not be specifically designed for the frequent
holding of sporting events or races. In such cases betting facilities may be
better provided through occasional use notices where the boundary
premises do not need to be defined. (See guidance to licensing
authorities).
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26.5
This Authority appreciates that it is sometimes difficult to define the
precise location of betting areas on tracks. The precise location of where
betting facilities are provided is not required to be shown on track plans,
both by virtue of the fact that betting is permitted anywhere on the
premises and because of the difficulties associated with pinpointing exact
locations for some types of track. Applicants should provide sufficient
information that this authority can satisfy itself that the plan indicates the
main areas where betting might take place. For racecourses in particular,
any betting areas subject to the “five times rule” (commonly known as
betting rings) must be indicated on the plan. (See guidance to licensing
authorities). It is appreciated that racecourses may need the flexibility to
provide different facilities on different days without the need to vary the
licence and this will be reflected in the application process.
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8.27.0 Travelling Fairs
27.1
This Licensing Authority is responsible for deciding whether (where
category D machines and/or equal chance prize gaming without a permit
is to be made available for use at travelling fairs) the statutory requirement
that the facilities for gambling amount to no more than an ancillary
amusement at the fair is met and will also consider whether the applicant
falls within the statutory definition of a travelling fair.
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27.2
It is noted that the 27-day statutory maximum for the land being used as a
fair applies on a per calendar year basis and that it applies to the piece of
land on which the fairs are held, regardless of whether it is the same or
different travelling fairs occupying the land. This Licensing Authority will
work with its neighbouring authorities to ensure that land which crosses
our boundaries is monitored so that the statutory limits are not exceeded.
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9.28.0 Provisional Statements
28.1
Developers may wish to apply to this Authority for provisional statements
before entering into a contract to buy or lease property or land to judge
whether a development is worth taking forward in light of the need to
obtain a premises licence. There is no need for the applicant to hold an
operating licence in order to apply for a provisional statement.
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28.2
Section 204 of the Gambling Act provides for a person to make an
application to the licensing authority for a provisional statement in respect
of premises that he or she:
 expects to be constructed
 expects to be altered
 expects to acquire a right to occupy
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28.3
The process for considering an application for a provisional statement is
the same as that for a premises licence application. The Applicant is
obliged to give notice of the application in the same way as applying for a
premises licence. Responsible authorities and interested parties may
make representations and there are rights of appeal.
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28.4
In contrast to the premises licence application, the Applicant does not
have to hold or have applied for an operating licence from the Gambling
Commission and they do not have to have a right to occupy the premises
in respect of which their provisional application is made.
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28.5
The holder of a provisional statement may then apply for a premises
licence once the premises are constructed, altered or acquired. The
Licensing Authority will be constrained in the matters it can consider when
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determining the premises licence application, and in terms of
representations about premises licence applications that follow the grant
of a provisional statement, no further representations from relevant
authorities or interested parties can be taken into account unless:
 they concern matters which could not have been addressed at the
provisional statement stage
 they reflect a change in the applicant‟s circumstances
28.6
In addition, the authority may refuse the premises licence (or grant it on
terms different to those attached to the provisional statement) only by
reference to matters:
 which could not have been raised by objectors at the provisional
statement stage
 which in the authority‟s opinion reflect a change in the operator‟s
circumstances
 where the premises has not been constructed in accordance with the
plan submitted with the application. This must be a substantial change
to the plan and this Licensing Authority notes that it can discuss any
concerns it has with the Applicant before making a decision
10.29.0
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Reviews
29.1
Requests for a review of a premises licence can be made by interested
parties or responsible authorities; however, it is for the licensing authority
to decide whether the review is to be carried-out. This will be on the basis
of whether the request for the review is relevant to the matters listed
below:
 in accordance with any relevant code of practice issued by the
Gambling Commission
 in accordance with any relevant guidance issued by the Gambling
Commission
 reasonably consistent with the licensing objectives
 in accordance with the authority‟s statement of licensing policy
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29.2
The request for the review will also be subject to the consideration by the
authority as to whether the request is frivolous, vexatious, or whether it will
certainly not cause this authority to wish to alter/revoke/suspend the
licence, or whether it is substantially the same as previous representations
or requests for review.
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29.3
The licensing authority can also initiate a review of a particular premises
licence, or a particular class of premises licence on the basis of any
reason which it thinks is appropriate.
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29.4
Once a valid application for a review has been received by the licensing
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authority, representations can be made by responsible authorities and
interested parties during a 28 day period. This period begins 7 days after
the application was received by the licensing authority, who will publish
notice of the application within 7 days of receipt.
29.5
The licensing authority must carry out the review as soon as possible after
the 28 day period for making representations has passed.
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29.6
The purpose of the review will be to determine whether the licensing
authority should take any action in relation to the licence. If action is
justified, the options open to the licensing authority are: add, remove or amend a licence condition imposed by the licensing
authority
 exclude a default condition imposed by the Secretary of State (e.g.
opening hours) or remove or amend such an exclusion
 suspend the premises licence for a period not exceeding three months
 revoke the premises licence
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29.7
In determining what action, if any, should be taken following a review, the
licensing authority must have regard to the principles set out in section
153 of the Act, as well as any relevant representations.
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29.8
In particular, the licensing authority may also initiate a review of a
premises licence on the grounds that a premises licence holder has not
provided facilities for gambling at the premises. This is to prevent people
from applying for licences in a speculative manner without intending to use
them.
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29.9
Once the review has been completed, the licensing authority must, as
soon as possible, notify its decision to:
 the licence holder
 the applicant for review (if any)
 the Commission
 any person who made representations
 the chief officer of police or chief constable
 Her Majesty‟s Commissioners for Revenue and Customs
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PART C
PERMITS / TEMPORARY & OCCASIONAL USE NOTICE
1.30.0 Unlicensed Family Entertainment Centre gaming machine permits
(Statement of Principles on Permits - Schedule 10 paragraph 7)
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30.1
Where a premise does not hold a premises licence but wishes to provide
gaming machines, it may apply to the licensing authority for this permit. It
should be noted that the applicant must show that the premises will be
wholly or mainly used for making gaming machines available for use
(Section 238).
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30.2
The Gambling Act 2005 states that a licensing authority may prepare a
statement of principles that they propose to consider in determining the
suitability of an applicant for a permit and in preparing this statement,
and/or considering applications, it need not (but may) have regard to the
licensing objectives and shall have regard to any relevant guidance issued
by the Commission under section 25. The Gambling Commission‟s
guidance to licensing authorities also states: “In their three year licensing
policy statement, licensing authorities may include a statement of
principles that they propose to apply when exercising their functions in
considering applications for permits, licensing authorities will want to give
weight to child protection issues." (24.6)
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Guidance also states: “An application for a permit may be granted only if the
licensing authority is satisfied that the premises will be used as an unlicensed
FEC, and if the chief officer of police has been consulted on the application.
Licensing authorities might wish to consider asking applications to demonstrate:
 a full understanding of the maximum stakes and prizes of the gambling
that is permissible in unlicensed FECs
 that the applicant has no relevant convictions (those that are set out in
Schedule 7 of the Act
 that staff are trained to have a full understanding of the maximum stakes
and prizes
30.3
It should be noted that a licensing authority cannot attach conditions to
this type of permit.
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30.4
This Licensing Authority has adopted the following Statement of
Principles, in respect of unlicensed FECs:
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30.5
The licensing authority will expect the applicant to show that there are
policies and procedures in place to protect children from harm. Such
policies/procedures will be considered on their merits; however, they may
include appropriate measures on staff training on how to deal with
suspected truancy, how to deal with unsupervised very young children
being on the premises and children causing problems around the
premises.
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30.6
The licensing authority will also expect the applicants demonstrate a full
understanding of the maximum stakes and prizes of the gambling that is
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permissible in unlicensed FECs, and that staff are trained to have a full
understanding of the maximum stakes and prizes.
30.7
The Licensing Authority will require the following to be submitted in
addition to the application form and fee:
 Proof of the applicant‟s identity and age
 Proof of the applicant‟s right to occupy the premises for which the
permit is sought
 (Where the applicant is an individual) a „basic‟ Criminal Records
Bureau (CRB) disclosure dated no earlier than one calendar month on
the day the application is received by the licensing authority. Holders
of operating licences issued by the Gambling Commission are exempt
from this requirement
 An insurance certificate (or certified copy) confirming the availability of
public liability insurance covering the proposed activity
 A plan scale 1:100 of the premises showing:
o The boundary of the premises including any internal and
external walls, entrances, exits, doorways and windows, and
indicating the points of access available to the public
o The location of any fixed or temporary structures
o The location of any counters, booths, offices or other locations
from which staff may monitor the activities of persons on the
premises
o The location of any public toilets within the boundary of the
premises
o The location of CCTV cameras
o The location of any ATM or other cash/change machines
o The proposed location of the Category „D‟ machines
o Details of non category „D‟ machines (e.g. skill with prizes
machines)
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2.31.0 (Alcohol) Licensed premises gaming machine permits
(Schedule 13 paragraph 4(1))
31.1
Formatted: Font: Not Bold
Automatic entitlement: 2 machines
There is provision in the Act for premises licensed to sell alcohol for
consumption on the premises to automatically have 2 gaming machines, of
categories C and/or D. The premises merely need to notify the licensing
authority.
31.2
The licensing authority can remove the automatic authorisation in respect
of any particular premises if:
 provision of the machines is not reasonably consistent with the pursuit
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

31.3
31.4
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of the licensing objectives
gaming has taken place on the premises that breaches a condition of
section 282 of the Gambling Act (i.e. that written notice has been
provided to the licensing authority, that a fee has been provided and
that any relevant code of practice issued by the Gambling Commission
about the location and operation of the machine has been complied
with)
the premises are mainly used for gaming
an offence under the Gambling Act has been committed on the
premises
Permit: 3 or more machines
If a premises wishes to have more than 2 machines, then it needs to apply
for a permit and the licensing authority must consider that application
based upon the licensing objectives, any guidance issued by the
Gambling Commission issued under Section 25 of the Gambling Act 2005,
and “such matters as they think relevant.”
Formatted: Indent: Left: 1.27 cm
This Licensing Authority considers that “such matters” will be decided on a
case by case basis but generally there will be regard to the need to protect
children and vulnerable persons from harmed or being exploited by
gambling and will expect the applicant to satisfy the authority that there
will be sufficient measures to ensure that under 18 year olds do not have
access to the adult only gaming machines. Measures which will satisfy
the authority that there will be no access may include the adult machines
being in sight of the bar, or in the sight of staff that will monitor that the
machines are not being used by those under 18. Notices and signage
may also be help. As regards the protection of vulnerable persons,
applicants may wish to consider the provision of information
leaflets/helpline numbers for organisations such as GamCare.
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Hanging: 1.27 cm
It is recognised that some alcohol licensed premises may apply for a premises
licence for their non-alcohol licensed areas. Any such application would most
likely need to be applied for, and dealt with as an Adult Gaming Centre premises
licence.
31.5
It should be noted that the licensing authority can decide to grant the
application with a smaller number of machines and/or a different category
of machines than that applied for. Conditions (other than these) cannot be
attached.
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Hanging: 1.27 cm
31.6
It should also be noted that the holder of a permit must comply with any
Code of Practice issued by the Gambling Commission about the location
and operation of the machine.
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32.0. Prize Gaming Permits
32.1
The Gambling Act 2005 states that a licensing authority may “prepare a
statement of principles that they propose to apply in exercising their
functions under this Schedule” which “may, in particular, specify matters
that the licensing authority proposes to consider in determining the
suitability of the applicant for a permit”.
Formatted: Indent: Left: 0 cm,
Hanging: 1.27 cm
32.2
This Licensing Authority has prepared a Statement of Principles which is
that the applicant should set out the types of gaming that he or she is
intending to offer and that the applicant should be able to demonstrate:
 that they understand the limits to stakes and prizes that are set out in
Regulations
 that the gaming offered is within the law
 clear policies that outline the steps to be taken to protect children from
harm
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Hanging: 1.27 cm
32.3
The licensing authority shall also require (where the applicant is an
individual) a „basic‟ Criminal Records Bureau (CRB) disclosure dated no
earlier than one calendar month on the day the application is received by
the licensing authority. Holders of operating licences issued by the
Gambling Commission are exempt from this requirement.
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Hanging: 1.27 cm
32.4
In making its decision on an application for this permit the licensing
authority does not need to (but may) have regard to the licensing
objectives but must have regard to any Gambling Commission guidance.
(Gambling Act 2005, Schedule 14 paragraph 8(3))
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32.5
It should be noted that there are conditions in the Gambling Act 2005 by
which the permit holder must comply, but that the licensing authority
cannot attach conditions. The conditions in the Act are:
 the limits on participation fees, as set out in regulations, must be
complied with
 all chances to participate in the gaming must be allocated on the
premises on which the gaming is taking place and on one day; the
game must be played and completed on the day the chances are
allocated; and the result of the game must be made public in the
premises on the day that it is played
 the prize for which the game is played must not exceed the amount set
out in regulations (if a money prize), or the prescribed value (if nonmonetary prize)
 participation in the gaming must not entitle the player to take part in
any other gambling
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4.33.0 Club Gaming and Club Machines Permits
33.1
Members Clubs and Miners‟ welfare institutes (but not Commercial Clubs)
may apply for a Club Gaming Permit or a Clubs Gaming machines permit.
The Club Gaming Permit will enable the premises to provide gaming
machines (3 machines of categories B, C or D), equal chance gaming and
games of chance as set-out in forthcoming regulations. A Club Gaming
machine permit will enable the premises to provide gaming machines (3
machines of categories B, C or D).
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Gambling Commission guidance states: "Members clubs must have at least 25
members and be established and conducted “wholly or mainly” for purposes
other than gaming, unless the gaming is permitted by separate regulations. The
Secretary of State has made regulation and these cover bridge and whist clubs.
A members‟ club must be permanent in nature, not established to make
commercial profit, and controlled by its members equally. Examples include
working men‟s clubs, branches of Royal British Legion and clubs with political
affiliations."
33.2
The Gambling Commission guidance also notes that lLicensing authorities
may only refuse an application on the grounds that:
 the applicant does not fulfil the requirements for a members‟ or
commercial club or miners‟ welfare institute and therefore is not
entitled to receive the type of permit for which it has applied
 the applicant‟s premises are used wholly or mainly by children and/or
young persons
 an offence under the Act or a breach of a permit has been committed
by the applicant while providing gaming facilities
 a permit held by the applicant has been cancelled in the previous ten
years
 an objection has been lodged by the Commission or the police
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33.3
There is also a „fast-track‟ procedure available under the Act for premises
which hold a Club Premises Certificate under the Licensing Act 2003
(Schedule 12 paragraph 10). As the Gambling Commission‟s Guidance
for local authorities states: "Under the fast-track procedure there is no
opportunity for objections to be made by the Commission or the police,
and the ground upon which an authority can refuse a permit are reduced."
and "The grounds on which an application under the process may be
refused are:
 that the club is established primarily for gaming, other than gaming
prescribed under schedule 12
 that in addition to the prescribed gaming, the applicant provides
facilities for other gaming
 that a club gaming permit or club machine permit issued to the
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applicant in the last ten years has been cancelled
33.4
There are statutory conditions on club gaming permits that no child uses a
category B or C machine on the premises and that the holder complies
with any relevant provision of a code of practice about the location and
operation of gaming machines.
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5.34.0 Temporary Use Notices
34.1
Temporary use notices allow the use of premises for gambling where
there is no premises licence but where a gambling operator wishes to use
the premises temporarily for providing facilities for gambling. Premises
that might be suitable for a temporary use notice, according the Gambling
Commission, would include hotels, conference centres and sporting
venues.
Formatted: Indent: Left: 0 cm,
Hanging: 1.27 cm
34.2
The licensing authority can only grant a temporary use notice to a person
or company holding a relevant operating licence, i.e. a non-remote casino
operating licence.
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The Secretary of State has the power to determine what form of gambling can be
authorised by temporary use notices, and at the time of writing this Statement the
relevant regulations (SI no 3157: The Gambling Act 2005 (Temporary Use
Notices) Regulations 2007) state that temporary use notices can only be used to
permit the provision of facilities or equal chance gaming, where the gaming is
intended to produce a single winner, which in practice means poker tournaments.
There are a number of statutory limits as regards temporary use notices. The
meaning of "premises" in Part 8 of the Act is discussed in Part 7 of the Gambling
Commission guidance to local authorities. As with "premises", the definition of "a
set of premises" will be a question of fact in the particular circumstances of each
notice that is given. In the Act "premises" is defined as including "any place".
In considering whether a place falls within the definition of "a set of premises",
the licensing authority needs to look at, amongst other things, the
ownership/occupation and control of the premises.
This Licensing Authority expects to object to notices where it appears that their
effect would be to permit regular gambling in a place that could be described as
one set of premises, as recommended in the Gambling Commission‟s guidance
to local authorities.
6.35.0 Occasional Use Notices
35.1
The licensing authority has very little discretion as regards these notices
aside from ensuring that the statutory limit of 8 days in a calendar year is
not exceeded. This Licensing Authority will though consider the definition
of a „track‟ and whether the applicant is permitted to avail him/herself of
the notice.
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Hanging: 1.27 cm
736.0. Small Society Lotteries
36.1
The licensing authority will register and administer smaller noncommercial lotteries and applicants for lottery licences must apply to the
licensing authority in the area where their principal office is located.
36.2
The Licensing Authority must be satisfied that the „society‟ is established
and conducted;
 for charitable purposes (as defined in S2 of the Charities Act 2006);
 for the purpose of enabling participation in, or of supporting, sport,
athletics or a cultural nature activity; or
 for any other non-commercial purpose other than private gain.
Formatted: Indent: Left: 0 cm,
Hanging: 1.27 cm
Formatted: Bulleted + Level: 1 +
Aligned at: 1.92 cm + Indent at: 2.55
cm
Formatted: Indent: Left: 1.27 cm
In determining whether the Society is non-commercial the Licensing
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Authority may require applicants to provide copies of the society‟s
constitution or terms of reference.
Formatted: Indent: Left: 1.92 cm
36.3
For new applications, the licensing authority shall require the promoter of
the lottery to produce a „basic‟ Criminal Records Bureau (CRB) disclosure
dated no earlier than one calendar month on the day the application is
received by the licensing authority.
Formatted: Indent: Left: 0 cm,
Hanging: 1.27 cm
36.4
The licensing authority may refuse an application for registration if in their
opinion:
 The applicant is not a non-commercial society
 A person who will or may be connected with the promotion of the
lottery has been convicted of a relevant offence
 Information provided in or with the application for registration is false or
misleading
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Hanging: 1.27 cm
36.5
Where the licensing authority intends to refuse registration of a Society, it
will give the Society an opportunity to make representations and will
inform the Society of the reasons why it is minded to refuse registration
and supply evidence on which it has reached that preliminary conclusion.
In any event, the licensing authority will make available on its web-site its
procedures on how it handles representations.
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36.6
The licensing authority may revoke the registered status of a society if it
thinks that they would have had to, or would be entitled to; refuse an
application for registration if it were being made at that time. However, no
revocations will take place unless the Society has been given the
opportunity to make representations. The licensing authority will inform the
society of the reasons why it is minded to revoke the registration and will
provide an outline of the evidence on which it has reached that preliminary
conclusion.
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PART D
COMMITTEE, OFFICER DELEGATION AND CONTACTS
1.37.0 Committee decisions and scheme of delegation
37.1
The licensing authority is involved in a wide range of licensing decisions
and functions and has established a Licensing Committee to administer
them.
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37.2
Licensing Sub-Committees made up of three Councillors from the main
Licensing Committee will sit to hear applications where representations
have been received from interested parties and responsible authorities.
Ward Councillors will not sit on a Sub-Committee involving an application
within their ward.
Formatted: Indent: Left: 0 cm,
Hanging: 1.27 cm
37.3
Where a Councillor who is a member of the Licensing Committee is
making or has made representations regarding a licence on behalf of an
interested party, in the interests of good governance they will disqualify
themselves from any involvement in the decision making process affecting
the licence in question.
Formatted: Indent: Left: 0 cm,
Hanging: 1.27 cm
37.4
The Council‟s Licensing Officers will deal with all other licensing
applications where either no representation have been received, or where
representations have been received and it is agreed by the parties that a
hearing is not necessary.
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37.5
Decisions as to whether representations are irrelevant, frivolous or
vexatious will be made by Council Officers, who will make the decisions on
whether representations or applications for licence reviews should be
referred to the Licensing Committee or Sub-Committee.
Where
representations are rejected, the person making that representation will be
given written reason as to why that is the case. There is no right of appeal
against a determination that representations are not admissible.
37.6
The table shown at Appendix 2 sets out the agreed delegation of decisions
and functions to Licensing Committee, Sub-Committee and Officers.
Formatted: Indent: Left: 0 cm,
Hanging: 1.25 cm
37.7
This form of delegation is without prejudice to Officers referring an
application to a Sub-Committee or Full Committee if considered
appropriate in the circumstances of any particular case.
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Hanging: 1.25 cm
2.38.0 Contacts
38.1
38.2
Further information about the Gambling Act 2005, this Statement of
Licensing Policy or the application process can be obtained from:-
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The Licensing Public Protection Team
Council OfficesNorth Norfolk District Council
Holt Road
Cromer
NR27 9EN
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cm
Tel:
Fax:
E-mail:
Website:
Formatted: Indent: First line: 1.27
cm
01263 516189
01263 514627
Public.Protectionlicensing@north-norfolk.gov.uk
www.northnorfolk.org
Field Code Changed
Information is also available from:Gambling Commission
Victoria Square House
Victoria Square
Birmingham
B2 4BP
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cm
Tel:
Fax:
Website:
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cm
Gambling Licensing Policy
0121 230 6666
0121 230 6720
www.gamblingcommission.gov.uk
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Appendix 1
RESPONSIBLE AUTHORITIES
The Licensing Authority
North Norfolk District Council
Holt Road
Cromer
Norfolk NR27 9EN
The Gambling Commission
Victoria Square House
Victoria Square
Birmingham
B2 4BP
Tel:
01263 516189
Fax: 01263 514627
Email: Public. Protectionlicensing@northnorfolk.gov.uk
Tel: 0121 230 6666
Fax: 0121 230 6720
Email: info@gamblingcommission.gov.ukField Code Changed
Website:www.gamblingcommission.gov.uk
Formatted: Font color: Blue
Police
Norfolk Constabulary Licensing Team,
4th Floor, Vantage House,
Fishers Lane,
Norwich,
Norfolk, NR2 1ET.
Fire Authority
Divisional Commander
Fire Station
Friars Lane
Great Yarmouth
NR30 2RP
Email. licensingteam@norfolk.pnn.police.uk
Tel. 01603 276024,
Fax. 01603 276025
Tel: 01493 843212
Fax: 01493 339940
Email: Gtyar@fire.norfolk.gov.uk
Planning Authority
North Norfolk District Council
Holt Road
Cromer
Norfolk NR27 9EN
Environmental Health
North Norfolk District Council
Holt Road
Cromer
Norfolk NR27 9EN
Tel:
01263 516143
Fax: 01263 514627
Email: planning@north-norfolk.gov.uk
Tel:
01263 516085
Fax: 01263 514627
Email: ep@north-norfolk.gov.uk
Norfolk Safeguarding Children Board,
Room 60 Lower Ground Floor
County Hall Martineau Lane
Norwich
NR1 2UG
HM Revenue and Customs
National Registration Unit
Betting & Gaming
Portcullis House
21 India Street
Glasgow G2 4PZ
tel 01603 223409
http://www.nscb.norfolk.gov.uk/Contacts.asp
Gambling Licensing Policy
Tel: 03000 516023
Email:
NRUBetting&Gaming@HMRC.gsi.gov.uk
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APPENDIX 2
TABLE OF DELEGATIONS OF LICENSING FUNCTIONS
MATTER TO BE DEALT WITH
FULL
COUNCIL
Three year licensing policy
X
Policy to permit casino
X
LICENSING COMMITTEE/
OFFICERS
SUB-COMMITTEE
Fee Setting - when appropriate
X
(with Cabinet approval)
Application for premises
licences
Where representations have
been received and not
withdrawn
Where no representations
received/ representations
have been withdrawn
Application for a variation to a
licence
Where representations have
been received and not
withdrawn
Where no representations
received/ representations
have been withdrawn
Application for a transfer of a
licence
Where representations have
been received from the
Commission
Where no representations
received from the
Commission
Application for a provisional
statement
Where representations have
been received and not
withdrawn
Where no representations
received/ representations
have been withdrawn
Review of a premises licence
Application for club gaming
/club machine permits
X
Where representations have
been received and not
withdrawn
Cancellation of club gaming/
club machine permits
Where no representations
received/ representations
have been withdrawn
X
Applications for other permits
X
Cancellation of licensed premises
gaming machine permits
X
Consideration of temporary use
notice
X
Decision to give a counter
notice to a temporary use
notice
Gambling Licensing Policy
X
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