Please Contact: Emma Denny
Please email: emma.denny@north-norfolk.gov.uk
Please Direct Dial on: 01263 516010
25 January 2013
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 4th February 2013 at 10.00 a.m.
At the discretion of the Chairman, a short break will be taken after the meeting has been running
for approximately one and a half hours. Coffee will be available in the staff restaurant at 9.30 a.m.
and at the break.
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
Sheila Oxtoby
Chief Executive
To: Mr T FitzPatrick, Mrs A Fitch-Tillett, Mr T Ivory, Mr J Lee, Mr W Northam, Mr R Oliver, Mr R
Wright
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 07
January 2013.
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.
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.
7.
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.
8.
2013/14 BASE BUDGET AND PROJECTIONS 2014/15 TO 2016/17
(page 10)
(Appendix A – p.29) (Appendix B – p.30) (Appendix C – p.55) (Appendix D – p. 57)
(Appendix E – p.73 ) (Appendix F – p. 74) (Appendix G – p. 77) (Appendix H – p. 85)
Summary:
This report presents for approval the base budget for 2013/14
along with the latest financial projections for the following three
years to 2016/17.
Options considered:
The budget for the forthcoming financial year must be set annually.
Whilst there could be options around the individual budgets
presented for approval i.e. what is included in the budget for
2013/14, the overall position now presented for approval is the
culmination of work carried out by officers and Cabinet, details of
this work is provided within the report.
Conclusions:
The Council’s budget is set for approval each year; it is presented
to Cabinet and then considered by Overview and Scrutiny
Committee before recommendations are made to Full Council. This
report now presents a balanced budget for 2013/14 and also
presents the future financial projections for the following three
financial years, 2014/15 to 2016/17. The budget has been
produced based on a number of assumptions as detailed within the
main body of the report and also reflects the provisional finance
settlement announced on 19 December 2012. The report outlines
the risks facing the Council in setting the budget and forecasting
future spending plans and resources.
Recommendations: 1)
It is recommended that Cabinet agree and recommend
to Full Council:
a) The 2013/14 revenue account budget as outlined at
Appendix A and that the surplus of £240,009 be
allocated to the general reserve;
b) The demand on the Collection Fund, subject to any
amendments as a result of final precepts be:
a. £5,082,610 for District purposes
b. £1,450,000 (subject to confirmation of the final
precepts) for Parish/Town precepts;
c) The fees and charges as included in Appendix D from 1
April 2013;
d) The statement of and movement on the reserves as
detailed at Appendix F;
e) The updated Capital Programme and financing for
2012/13 to 2015/16 as detailed at Appendix G;
f) The new capital bids as detailed at Appendix H to be
financed from capital receipts;
g) That Members note the current projections for 2014/15
to 2016/17.
2)
Reasons for
Recommendations:
That Cabinet resolves that the setting of fees and
charges for the waste service be delegated to the
Corporate Director as set out within 6.2 of the report
and that the delegation within the constitution be
updated to reflect this on a permanent basis.
To recommend a balanced budget position for the 2013/14 financial
year to be approved by Full Council on 27 February 2013.
LIST OF BACKGROUND PAPERS AS REQUIRED BY LAW
(Papers relied on to write the report and which do not contain exempt information)
Provisional 2013/14 and 2014/15 Settlements
Briefing papers – LGA, LG Futures
Cabinet Member(s)
Ward(s) affected
Contact Officer:
Telephone no:
Email:
9.
TREASURY MANAGEMENT STRATEGY STATEMENT AND INVESTMENT STRATEGY
2013/14 to 2015/16
(page 87)
(Appendix I – p.92 ) (Appendix J – p.94)
Summary:
Options Considered:
Conclusions:
Recommendation:
10.
Cllr W Northam
All
Karen Sly
01263 516243
Karen.sly@north-norfolk.gov.uk
This report sets out details of the Council’s treasury management
activities and presents a strategy for the prudent investment of the
Council’s surplus funds. In addition it includes the prudential
indicators for approval.
Alternative investment options are continuously appraised by the
Council’s treasury advisors, Arlingclose and all appropriate
options are included within this Strategy.
The preparation of this Strategy Statement is necessary to comply
with the Chartered Institute of Public Finance and Accountancy’s
Code of Practice for Treasury Management in Public Services.
The Code has been revised in November 2011 and this Strategy
Statement incorporates all the requirements of the new Code.
The Prudential Indicators are required to be set each year in
accordance with the Prudential Code.
That the Council be asked to RESOLVE that The Treasury
Management Strategy Statement and Investment Strategy
and Prudential Indicators, for 2013/14 to 2015/16, are
approved.
Reasons for
Recommendation:
The Strategy provides the Council with a flexible treasury strategy
enabling it to respond to changing market conditions and ensure
the security of its funds.
Cabinet Member(s)
Ward(s) affected
Contact Officer:
Telephone no:
Email:
Cllr W Northam
All
Tony Brown
01263 516126
Tony.brown@north-norfolk.gov.uk
BUDGET MONITORING REPORT 2012/13 – PERIOD 9
(page 99)
(Appendix K – p. 105) (Appendix L – p.106) (Appendix M – p. 109)
Summary:
This report summarises the budget monitoring position
for the revenue account to the end of December 2012.
The base budget report for 2013/14 is included on the
agenda as a separate item and includes a full review of
the capital programme and therefore the capital
programmed has not been included within the budget
monitoring report.
Options considered:
Not applicable
Conclusions:
The overall position at the end of period 9 shows a
forecast over spend of £19,400 for the current financial
year on the revenue account.
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 to write the report and which do not contain exempt information)
System budget monitoring reports
Cabinet Member(s)
Ward(s) affected
Contact Officer:
Telephone no:
Email:
11.
12.
Cllr W Northam
All
Karen Sly
01263 516243
Karen.sly@north-norfolk.gov.uk
PERFORMANCE MANAGEMENT – DELIVERY OF ANNUAL ACTION PLAN 2012/13
QUARTER 3
(page 113)
(Appendix N – p. 120) (Appendix O – p.136)
Summary:
The purpose of this report is to give a third quarter progress report
in delivering the Annual Action Plan 2012-13. It gives an overview,
identifies any issues that may affect delivery of the plan, the action
being taken to address these issues and proposes any further
action needed that requires Cabinet approval.
Conclusions:
The delivery of the Annual Action Plan 2012/13 is progressing to
plan and should be delivered largely as envisaged. Any areas of
concern have been reported in this report and where necessary
details given of progress to date and action being taken is given in
the appendices to this report. In addition, reports on progress of
major projects are also included in the appendices where
necessary.
Cabinet Member(s)
Ward(s) affected
Contact Officer:
Telephone no:
Email:
All
All
Helen Thomas
01263 516214
Helen.thomas@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.”
Agenda Item 2__
CABINET
Minutes of the meeting of the Cabinet held on Monday 7 January 2013 at the Council
Offices, Holt Road, Cromer at 10.00 am.
Members Present:
Mrs A Fitch-Tillett
Mr J Lee
Mr W Northam
Also attending:
Mrs S Arnold
Mrs A Claussen-Reynolds
Mr P High
Mrs A Moore
Ms B Palmer
Mr R Reynolds
Mr R Shepherd
Mr N Smith
Officers in
Attendance:
Also in
Attendance:
90.
Mr T Fitzpatrick (Chairman)
Mr T Ivory
Mr R Oliver
Mrs L Brettle
Ms V Gay
Mr N Lloyd
MrPMoore
Mr J Punchard
Mr E Seward
Mr B Smith
Mr D Young
The Chief Executive, the Corporate Directors, the Head of Finance,
the Economic and Tourism Development Manager, the Head of
Customer Services, the Communications Manager and the
Sustainability Assistant.
Mr B Wright and Mr C Rabone (members of the public), the press
APOLOGIES FOR ABSENCE
None received
91.
MINUTES
The Minutes of the meeting held on 13 December 2012 were confirmed as a correct
record and signed by the Chairman.
92.
PUBLIC QUESTIONS
None received. Mr B Wright and Mr C Rabone were present as public speakers on
Agenda Item 16: Proposed Action in Respect of Structurally Unsound Properties at
Star Yard and Long Term Empty Property at No.57 Oak Street, Fakenham (see
Minute 95 below).
93.
ITEMS OF URGENT BUSINESS
None received.
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1
7 January 2013
94.
DECLARATIONS OF INTEREST
None received
95.
PROPOSED ACTION IN RESPECT OF STRUCTURALLY UNSOUND
PROPERTIES AT STAR YARD AND LONG TERM EMPTY PROPERTY AT NO.57
OAK STREET, FAKENHAM
The Chairman agreed to bring this agenda item forward in deference to the two
public speakers in attendance.
Mr Rabone indicated that he and his wife had only become aware that this matter
was to be under consideration today through reading an article in the local press. He
hoped that Members appreciated that the problem at Star Yard was not of their
making, any more than that it had been caused by the Council. In fact he and his wife
had instigated action by contacting the Council because of the danger and disrepair
of the properties either side of their own through falling flints etc.
As owners of the two storey section of the buildings in Star Yard, the Rabones had
been engaged in steadily improving the property until unofficially advised that it may
not be a good idea to spend too much time on repairs. This was borne out by advice
from surveyors examining the neighbouring property on either side. As far as Mr and
Mrs Rabone were concerned, the ideal outcome would be for the rest of the property
to be put into good order, allowing them to do the same with their part of the building.
Mr Wright, on being invited to address the meeting, accepted that the Star Yard
buildings were an eyesore and in poor structural condition. Unable to afford
professional help, he had offered to carry out repair work himself. His intention was to
make the buildings structurally sound, bricking up the window in line with adjacent
buildings. For health reasons, he sought more time to be able to do this and stated
that he required at least six months. As far as the Oak Street premises were
concerned, he confirmed that the property was not empty but was being used for
storage of items for his other business. He had boarded up the window and intended
to paint it black and continue to use it for storage. In the long term, he wished to
establish an antiques shop there, with flats above.
In thanking the speakers, Mr T Ivory informed the meeting that the properties had
been an issue for many years. The Star Yard property was unsound and presented a
serious risk, especially as it was attached to other properties. Time was of the
essence and, whilst he hoped to be able to work with the owner to secure a solution
within the terms of the recommendation, he said that he felt six months was simply
too long for the Council to wait. The Oak Street property, vacant for over twenty
years, was an eyesore. He welcomed Mr Wright’s proposals, but action was needed
more quickly than was being suggested. This view was supported by Mr Reynolds
and Mrs Claussen-Reynolds, ward representatives who had been determined to
move this forward on behalf of local residents.
Mr Ivory moved the recommendation and was seconded by Mr Lee, who referred to
the serious safety issues presented by these properties.
Mr Reynolds was pleased to see that this matter had now come before the Cabinet
after long negotiations. The shop was situated on a main thoroughfare into the town
for pedestrians, cars and buses. The shop was a blot on the character of Oak Street,
which comprised pleasant shops, terraced housing interspaced with some modern
dwellings and a few short residential lanes leading to meadows. He could remember
this shop being in use and totally in keeping with the surrounding area. Its
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2
7 January 2013
deterioration had become unacceptable to the local people and Town Council several
years ago, but various approaches to encourage improvement had been
unsuccessful. Since their election in 2011, Mr Reynolds and Mrs Claussen-Reynolds
had attended many meetings with the owner and officers of the Council and were still
being approached by concerned townspeople.
Mrs Claussen-Reynolds reiterated these comments and informed Members of the
many questions received over the last eighteen months as to when 57 Oak Street
would be brought back to a respectable condition. As far as Star Yard was
concerned, she was in favour of the protection of the heritage of Fakenham, with
many old buildings having been lost, but feared that without prompt attention, and
with the onset of winter, these buildings could deteriorate to a condition beyond
repair.
Ms V Gay agreed in principle with the proposal, but wondered what criteria were
used to reach this conclusion in respect of a property. Mr P Moore thought that there
were other properties which fell into a similar category and enquired as to the legal
powers available for use to enforce action. Mt N Lloyd commented that a decision to
enforce repairs or refurbishment could herald a long-winded process.
The Corporate Director explained that emergency works had been undertaken at
Star Yard, with the cost being charged to the owner. Further emergency works were
required and, if the owner was unable to carry out the work, which was necessary to
protect the adjoining properties, the Council would have to bear the costs in the short
term. The position at Oak Street was not as clear cut, but the buildings were in the
same ownership and a good opportunity therefore presented itself to secure
improvement through a common approach. In response to Mr Lloyd’s observation,
the Corporate Director agreed that there was a risk of setting in train a lengthy
process at Star Yard, but the Council did have powers under the Building Acts to
bring about a quick resolution. He added that different powers were applicable to
either property. Mr Ivory pointed out that there were various powers which could be
considered by the Enforcement Board in respect of empty properties and Mr
FitzPatrick reminded Members that, if they were aware of any similar situation, then
they could bring the matter to the attention of officers.
RESOLVED:
1. To provide authority for officers to make an offer to purchase properties at No.57
Oak Street and Star Yard, Fakenham, based upon advice received from the
District Valuer, less any direct costs associated with securing the structure of the
buildings, with the objective of undertaking minor works to protect the properties
from further deterioration and then seeking t advertise them for
sale/redevelopment.
2. In the event of the Council being unable to reach agreement with the owner of the
buildings regarding the proposed purchase of the properties by the end of
January 2013, Cabinet authorises officers to take enforcement action against the
owner of the properties so as to bring about an improvement in their condition
and appearance and see them brought back into productive use.
Reasons for the decision:
To prevent further deterioration in the condition of the properties and then advertise
them for sale/redevelopment, or alternatively take enforcement action, to bring about
a positive outcome.
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7 January 2013
96.
CONSIDERATION OF ANY MATTER REFERRED TO THE CABINET BY THE
OVERVIEW AND SCRUTINY COMMITTEE OR COUNCIL FOR
RECONSIDERATION
None received.
97.
CONSIDERATION OF ANY REPORTS FROM THE OVERVIEW AND SCRUTINY
COMMITTEE
None received.
98.
COUNCIL TAX SUPPORT WORKING PARTY
Mr W Northam, Chairman of the Working Party, presented the minutes and referred
to the recommendation therein, which was the subject of the next agenda item.
RESOLVED:
That the minutes of the meeting of the Council Tax Support Working Party held on 23
November be received.
99.
COUNCIL TAX SUPPORT SCHEME 2013/14
Mr Northam drew attention to two amendments to be made to the report:
•
•
On page 16, paragraph 2.1 to read: “it will not be possible to have one
scheme for Norfolk”.
On page 19, paragraph 5.1 to replace “form” in the third line with “from”.
He explained that the £8.3m paid in Council Tax benefits at present would be
replaced by Council Tax Support, a scheme for which had been required to be set
up. The Working Party had been established to look into this and had gone out to
consultation before making recommendations. Meanwhile, £100m had been made
available by Government to cover interim arrangements and the option put forward
by the Working Party met the criteria for this transitional funding.
Mr D Young queried the projected figures for initial additional income and the Head of
Finance agreed to go through the details with him after the meeting. The Chief
Executive pointed out that the levels of determinations for different categories of
property were covered by the recommendation in the following item (see Minute 100
below).
Mr Northam moved the recommendation and was seconded by Mr J Lee.
RECOMMENDED TO FULL COUNCIL:
That the Local Council Tax Support Scheme as set out in the report (option 3) be
adopted.
Reasons for the decision:
Legislation requires a Council Tax Support Scheme to be agreed by full Council by
31 January 2013 prior to implementation on 1 April 2013.
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7 January 2013
100.
DETERMINATION OF COUNCIL TAX DISCOUNTS AND LEVEL OF CHARGES
FOR 2013/14
Mr W Northam moved the recommendation, commenting that reforms gave the
Council the flexibility to raise taxes and /or get empty properties brought back into
use.
In seconding the proposal, Mr Ivory was pleased that the Council would now be able
to look at empty homes.
RECOMMENDED TO FULL COUNCIL:
1. That Council resolve, under Section 11A of the Local Government Finance Act
1992, and in accordance with the Local Government Finance Act 2012 and other
enabling powers, that:
(i)
(ii)
(iii)
(iv)
The Council Tax for dwellings defined as being within Class ‘A’ remains at
50% for the year 2013/14 (report para.3.4)
The Council Tax for dwellings defined as being within Class ‘B’ be reduced to
5% for the year 2013/14 (report para.3.4) with the exceptions of:
(a) Those dwellings identified under Regulation 6 of the Council Tax
(Prescribed Classes of Dwellings)(England) Regulations 2003, which will
retain the 50% discount; and
(b) Those dwellings described or geographically defined at Appendix D which
in the reasoned opinion of the Head of Finance are judged not to be
structurally capable of occupation all year round and were built before the
restrictions of seasonal usage were introduced by the Town and Country
Planning Act 1947, will retain the 50% discount;
The Council Tax discount for dwellings defined as being within Class ‘C’ to be
set at 100% for three months for the year 2013/14 (report para.3.3);
The Council Tax discount for Class ‘D’ properties to act as an incentive to
bring them back into use is recommended to be a discount of 50% for a
maximum of 12 months (report para.3.2).
2. That the Council resolve under Section 11B (2) of the Local Government Finance
Act 1992 and in accordance of the provisions of the Local Government Finance
Act 2012 and other enabling powers that a premium is charged for properties
which have been empty and substantially unfurnished for two years or more of
50% of the Council Tax payable in relation to that home.
3. In accordance with the relevant legislation, these determinations shall be
published in at least one newspaper circulating in North Norfolk before the end of
the period of 21 days beginning with the date of the determinations.
Reasons for decision:
To recommend the Council Tax discount and premium determinations to come into
effect on 1 April 2013; to raise additional Council Tax revenue and to encourage
properties to be brought back into use.
101.
DESTINATION MANAGEMENT ORGANISATION (DMO) FOR NORTH NORFOLK
Mr J Lee moved the recommendation, saying that the Council was committed to the
tourism industry and that it was vital to promote North Norfolk as a year-round
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5
7 January 2013
destination. This was seconded by Mrs Fitch-Tillett, who believed that anything that
could be done to help kick start an organisation which would attract visitors to one of
the most beautiful areas in the country must be beneficial.
Ms Gay expressed some concerns as to whether the projected funding would
materialise and also regretted the loss of 0.5 of a member of the Council’s tourism
staff under the changes put forward. The Council had always had an integrated
approach to tourism and now appeared to be proposing to hive off its seaside areas.
Mr FitzPatrick pointed out the area covered by the new organisation, Visit North
Norfolk Coast and Countryside Ltd, as defined in the report. In reply to a question
from Mrs A Moore as to why Aylsham had been mentioned as part of that area, the
Economic and Tourism Development Officer referred to earlier discussions which
had worked on the basis of economic rather than district boundaries.
Mr Lee reiterated that the proposal had to be made to work. Tourism could not
always rely on Council funding. The Council would retain a degree of control of how
its money was spent and the direction in which promotion of tourism was going
through membership of the Board. Appointment of the representative on the Board
would be a matter for the full Council.
The Economic and Tourism Development Manager stated that since 2008 the
Council had moved away from domination of the tourism industry. Succession
planning, recognising the financial limitations placed upon the Council, had begun
some time ago. Meanwhile, there had been a growth of interest on the part of the
private sector. If the lead on tourism was not transferred to the private sector by
2015, the industry would be in distress, due to the lack of funding available to the
Council. Against this background, the Council had been talking to the Borough
Council of King’s Lynn and West Norfolk on ways of continuing local authority
involvement and influence in tourism. The solution now proposed was of a type being
sought by al local authorities involved in tourism. It would enable the Council to
manage a strategic approach and, if unhappy with any aspect, to suspend the
Service Level Agreement.
Mr P Moore supported the efforts being made by the Economic and Tourism
Development Manager, but remained concerned at the level of Board representation
proposed. Mr FitzPatrick pointed out that this would be at the same level as the North
Norfolk Business Forum.
Mr Ivory felt that the Service Level Agreement was comforting in that it was very clear
as to where the funding would be going and what the outcomes would be.
Recognising that the relationship between public and private sectors would be new
and needed testing, it was not necessarily a good idea for the Council to be in control
of a Board of this nature.
Mr Lloyd asked what incentive other contributors had, given that they would already
be paying business rates and Council Tax. The Economic and Tourism Development
Manager pointed out that these forms of revenue were not direct contributions to
tourism promotion. Subscribing to an independent organisation with a private sector
outlook would be advantageous to contributors.
RECOMMENDED TO FULL COUNCIL:
That the release of £25,000 per annum over the periods 2012/13, 2013/14 and
2014/15 (£75,000 for three years) from the NNDC Community Fund and £10,000 per
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7 January 2013
annum over the periods 2012/13, 2013/14 and 2014/15 (£30,000 for three years)from
the Economic and Tourism Development Unit budget be authorised as the Council’s
contribution to Visit North Norfolk Coast and Countryside Ltd.
Reasons for decision:
To support the bringing together and promotion of all aspects of the tourism industry
in a major channel for communication, support and access to the market; to provide
funding to assist the establishment of the DMO as the platform for the private sector
to take a greater responsibility for destination management in the future.
102.
BIG SOCIETY FUND LARGE GRANT APPLICATIONS
Mr Ivory put forward the proposal and was seconded by Mr Northam, who referred to
the assistance which had been afforded to organisations through this avenue. The
specific grant referred to in the report had been requested by the Sheringham and
District Sports Association towards the refurbishment of existing floodlit tennis courts
and the transformation of the facility for all-weather use.
RESOLVED:
That a grant award of up to £15,000 be made, conditional upon the submission of
substantial evidence (eg offers of support or grant approval letters) of the total
funding package and a substantial and viable business case; such evidence should
be to the satisfaction of the Chief Executive in consultation with the Portfolio Holder
for Localism and the Big Society, prior to funding being awarded.
Reasons for the decision:
To ensure that the application gets the support necessary to give the project every
chance of success, while safeguarding sufficient funds for other projects.
103.
COLLECTIVE ENERGY SWITCHING SCHEME PROPOSAL
Mr J Lee introduced the report, which put forward an initiative for groups of residents
to band together to negotiate, through a third party, preferential terms for the supply
of gas and electricity. Such schemes presented an opportunity to help more
vulnerable residents from falling into fuel poverty. He drew attention to a scheme
operated by Norwich City Council as an example of the savings that could be
achieved. Mr Lee moved the recommendation and was seconded by Mr R Oliver.
Mrs Fitch-Tillett said that some communities had already introduced local schemes,
which were highly recommended.
In response to a question from Mrs L Brettle, the Sustainability Assistant said that
oil tariffs were covered by a different scheme.
RESOLVED:
That delegated authority be given to the Head of Economic and Community
Development to progress with a collective energy scheme (option 2) as outlined
in the report.
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7 January 2013
Reasons for decision:
To assist local residents in reducing their energy bills, therefore helping to address
fuel poverty issues and divert spending by residents from energy to local businesses
etc; to gain a potential new stream of income for the Council.
104.
REVIEW OF CCTV SERVICE
In moving the recommendation, Mr Oliver pointed out that the Council’s CCTV service
was discretionary and currently cost approximately £200,000 per annum. A review
would carefully examine how any savings could be made. Mr Ivory seconded the
proposal, welcoming the suggested cross-party approach.
RESOLVED:
1. That a politically balanced working party be established to consider the potential
options for the future management of the CCTV service and that the Group
leaders notify Democratic Services of their nominations.
2. That nominations for the membership of the working party be notified to
Council.
Reasons for the decision:
To provide a balanced forum for discussing the various options available for the
future management of the service.
105. TOURIST INFORMATION
Mr T FitzPatrick drew attention to the review of different delivery models for the
provision of Tourist Information and the fact that an organisation in Wells had
expressed an interest in running the Tourist Information Centre in the town. He felt
that a better service could be provided overall as proposed and that the Expression of
Interest under the Community Right to Challenge should, subject to ratification, be
accepted. In moving the recommendations, he was seconded by Mr J Lee.
In reply to a question from Ms Gay, the Chief Executive confirmed that any savings
arising would be considered as a saving on the budget as a whole.
In response to an enquiry from Mr Lloyd as to the use of the Tourist Information
kiosks, the Head of Customer Services informed Members that usage had gone down
and did not justify the technology involved.
Mr Punchard welcomed the proposal, but cautioned that, when the Tourist
Information point at Fakenham became the responsibility of a third party, the service
had been reduced.
RESOLVED:
1. That Cabinet accepts the ‘Community Right to Challenge’ Expression of Interest
(EOI) from a relevant body to manage the Wells Tourist Information Centre,
noting that the EOI meets the appropriate legal requirements.
2. That subject to a positive outcome from a detailed evaluation of the relevant
body’s proposal, and the absence of any formal challenges or additional EOIs,
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8
7 January 2013
officers and the relevant Portfolio Members for Localism and Tourist Information
Centres are given delegated authority to negotiate a Service Level Agreement with
a relevant body with a view to the implementation of service transfer at the start of
the 2013 season.
3. Should further EOIs be received, the organisation will undertake a procurement
exercise in line wit the current contract standing orders.
4. The proposed reduction in TIC staffing levels be approved.
5. That officers are authorised to terminate the maintenance and support contracts
with the New Vision Group for the24/7 kiosks and DMS systems.
Reasons for the decision:
To deliver Tourist Information services more efficiently and effectively, providing value
for money that could produce savings to the Council with no overall loss of service.
Parts (1) and (2) of the decision embrace the Government’s localism agenda to
empower individuals and communities to take more responsibility for their own futures
and to build a stronger civic society.
The Meeting closed at 11.13 am
_______________
Chairman
Cabinet
9
7 January 2013
Agenda Item No____8________
2013/14 BASE BUDGET AND PROJECTIONS 2014/15 TO 2016/17
Summary:
This report presents for approval the base budget for
2013/14 along with the latest financial projections for the
following three years to 2016/17.
Options considered:
The budget for the forthcoming financial year must be
set annually. Whilst there could be options around the
individual budgets presented for approval i.e. what is
included in the budget for 2013/14, the overall position
now presented for approval is the culmination of work
carried out by officers and Cabinet, details of this work
is provided within the report.
Conclusions:
The Council’s budget is set for approval each year; it is
presented to Cabinet and then considered by Overview
and Scrutiny Committee before recommendations are
made to Full Council. This report now presents a
balanced budget for 2013/14 and also presents the
future financial projections for the following three
financial years, 2014/15 to 2016/17. The budget has
been produced based on a number of assumptions as
detailed within the main body of the report and also
reflects the provisional finance settlement announced on
19 December 2012. The report outlines the risks facing
the Council in setting the budget and forecasting future
spending plans and resources.
Recommendations:
1)
It is recommended that Cabinet agree and
recommend to Full Council:
a) The 2013/14 revenue account budget as
outlined at Appendix A and that the surplus of
£240,009 be allocated to the general reserve;
b) The demand on the Collection Fund, subject to
any amendments as a result of final precepts be:
a. £5,082,610 for District purposes
b. £1,450,000 (subject to confirmation of the
final precepts) for Parish/Town precepts;
c) The fees and charges as included in Appendix D
from 1 April 2013;
d) The statement of and movement on the reserves
as detailed at Appendix F;
e) The updated Capital Programme and financing
for 2012/13 to 2015/16 as detailed at Appendix
G;
f) The new capital bids as detailed at Appendix H
to be financed from capital receipts;
g) That Members note the current projections for
10
2014/15 to 2016/17.
2)
Reasons for
Recommendations:
That Cabinet resolves that the setting of fees
and charges for the waste service be delegated
to the Corporate Director as set out within 6.2 of
the report and that the delegation within the
constitution be updated to reflect this on a
permanent basis.
To recommend a balanced budget position for the
2013/14 financial year to be approved by Full Council on
27 February 2013.
LIST OF BACKGROUND PAPERS AS REQUIRED BY LAW
(Papers relied on the write the report and which do not contain exempt information)
Provisional 2013/14 and 2014/15 Settlements
Briefing papers – LGA, LG Futures
Cabinet Member(s) Cllr W
Northam
Ward(s) affected All
Contact Officer, telephone number and email: Karen Sly, 01263 516243
Karen.sly@north-norfolk.gov.uk
1.
Introduction
1.1
This report presents the detail of the 2013/14 revenue base budget and the
indicative projections for the following three financial years. From April 2013 a
new system of Local Government Finance comes into operation of which the
key components are the local council tax support scheme and the retention of
business rates at a local level.
1.2
An updated Capital Programme has also been included covering the periods
2012/13 to 2015/16.
1.3
This report will be considered by the Overview and Scrutiny Committee on 20
February and then presented for approval by Full Council on 27 February
2013.
1.4
The Financial Strategy covering the period 2013/14 to 2015/16 (the period of
the Corporate Plan) was presented to Members in November 2012. At that
time the forecast budget gap over the next three years was in the region of
£1.8 million. This position took account of the known spending pressures at
the time and also forecast grant reductions of 24% over the next three years
and council tax freeze for 2013/14.
1.5
Since November the detail of the budget for 2013/14 has continued to be
developed by both Officers and Members resulting in the budget now
11
presented in this report. This includes the provisional finance settlement
figures announced on 19 December, the final settlement is expected early
February. The final budget presented for approval on 27 February 2013 will
be updated to reflect the final figures.
2.
Finance Settlement - Overview
2.1
On 19 December 2012 the Secretary of State for Communities and Local
Government announced a provisional two-year settlement for local
government covering 2013/14 and 2014/15 and launched a consultation on
the settlement which ended on 15 January 2013.
2.2
These settlement figures reflect the changes both with the Local Council Tax
Support Scheme (LCTSS) and the new arrangements whereby the Council
retains part of the business rates it collects in its area. Both these changes
are a radical shift in local government financial support.
2.3
The final settlement figures are due to be announced in early February when
the result of a consultation exercise covering the provisional settlement and
the submission of the final National Non Domestic Rates projection for
2013/14 have been assessed.
2.4
A direct comparison of the financial settlement for 2013/14 with the previous
year is hampered to some extent by this radical shift in funding. The
Government uses a measure of local authority finance called “Revenue
Spending Power” which has as its constituent elements the main sources of
income to the Council. The table below illustrates this for 2012/13 to 2014/15:
Table 1 – Revenue
Spending Power
Council Tax Requirement
Formula Grant
Set Up fund
Community right to challenge
Community right to bid
New Homes Bonus 2012/13
New Homes Bonus 2013/14
New Homes Bonus 2014/15
C Tax freeze
Sub total
Homelessness
Revenue Spending Power
2012/13
Original
£’000
5,717
6,226
0
0
0
0
0
0
144
12,087
120
12,207
2012/13
2013/14
2014/15
Rebased Provisional Provisional
£’000
£’000
£’000
5,744
5,744
5,744
6,368
0
0
843
7,053
6,150
9
9
9
5
8
8
612
0
0
0
706
0
0
0
799
144
58
58
13,725
13,578
12,768
120
0
0
13,845
13,578
12,768
2.5
The rebased figures for 2012/13 now include “Rolled In” grants for the set up
fund, new homes bonus, council tax freeze and homelessness to compare
with the figures for 2013/14 on a similar basis. These show a reduction of
£267k (1.9%) for 2013/14 and £810k (6.0%) in 2014/15.
2.6
The key components are however, the formula grant and the set up fund
where there is a significant shift in funding between the years and especially
12
2013/14 and 2014/15 where the further split between Revenue Support Grant
(RSG) and Baseline funding is illustrated below in Table 2.
Table 2 – RSG/Baseline
funding
RSG
C Tax freeze grant
C Tax support funding
Homelessness grant
RSG
Total RSG
Baseline
C Tax freeze
C Tax support funding
Homelessness grant
Baseline
Total Baseline
TOTAL SUPPORT
2013/14
2014/15
Amount
provisional provisional % age change
£’000
£’000
change
£’000
86
506
72
664
3,571
4,235
84
0
70
154
3,092
3,246
57
337
48
442
2,376
2,818
7,053
59
0
49
108
2,796
2,904
6,150
(23)
(989)
3.05
86
(903)
2.7
The resource shift from RSG to Baseline is an important development for the
future.
2.8
There were a number of other key messages contained within the provisional
settlement announcement which was also linked to the Chancellor’s autumn
statement on 4 December 2012. As well as the level of grants available the
announcement confirmed that:
•
•
•
•
2.9
The 1% reduction in funding in the Chancellor’s statement did not
impact local authorities.
A council tax freeze grant would be paid in 2013/14 and 2014/15
equivalent to a 1% increase in funding for 2013/14 and 2014/15 for a
0% council tax increase in 2013/14.
The threshold for referenda on council tax increases reduced to 2%
unless the council is in the lower quartile (which includes NNDC)
where a further threshold is introduced based on a cash increase on
no more that £5.
There will be no proposals in 2013/14 to set out referenda principles
for parish and town councils.
As well as the overall reduction in total funding before distribution to councils
there has also been a change in the components which drive the distribution.
In particular the data sets have been updated for the following changes:
•
2011 re-based population. NNDC saw its population figure drop from
104k (estimated 2012/13) to 102k as a result of using the data from
2011 census.
13
•
•
Changes to the scarcity weighting in the formula grant which, following
work by SPARSE and the Rural Services Network would have
benefited NNDC
Grant damping arrangements to control the “winners” and “losers”
which broadly have camouflaged the scarcity weighting changes
2.10
It is also important to remember that the proposal for these changes which
underscore the 2013/14 settlement will then be frozen until 2020.
3.
Provisional Finance Settlement - North Norfolk District Council
3.1
The following section of this report outlines the implications of the provisional
settlement on the financial position of North Norfolk District Council in more
detail. Table 3 below compares the main elements of the formula grant
position between 2012/13 and 2013/14. For the purpose of comparing on
similar bases the 2013/14 provisional figures exclude the Council Tax freeze
grant for 2013/14, Local Council Tax Support funding and homelessness
grants that have been rolled in from 2013/14.
2012/13
Original
£’000
3,489
(1,723)
4,663
(204)
6,225
143
6,368
Table 3 - Formula Grant
Relative needs amount
Relative resources amount
Central allocation
Damping
Council tax freeze grant
Total
2013/14
Provisional
£’000
4,458
(2,472)
4,531
(569)
5,948
0
5,948
3.2
The constituent data sets within the distribution formula for formula grant will
be frozen from 2013 to 2020 although the amount to be distributed will
change reflecting the continuing pressure on public expenditure. The main
element of the formula grant is the central allocation based on per head of
population. This is increased by the relative needs amount which reflects the
interaction of various indicators including sparsity, day visitors, benefit
claimants and additions recognising fixed costs, flood defence and coast
protection. It is in this area that arguments were made to Government to
examine and revise these sparsity indicators. These arguments were, in the
main, accepted by DCLG.
3.3
The relative resources amount reflects an assessment of the ability to raise
income from council taxes which is a negative value.
3.4
The final element is the damping figure which is designed to ensure that
authorities receive at least a minimum grant change. This is paid for by
removing grant from authorities who would have otherwise benefited
significantly from the distribution changes, and paying it to other authorities
who would have suffered a disproportionate reduction. It is this final element
in 2013/14 which has served to reduce the impact of the change in indicators
re sparsity etc. which had been fully recognised in national negotiations with
the DCLG. The masking of these changes by the damping arrangements has
14
been raised with DCLG in our response to the consultation on the provisional
settlement.
Table 4 – RSG
2012/13
Original
£’000
C Tax freeze
C Tax support
Homelessness grant
RSG
Total RSG
0
0
0
121
121
2013/14
2014/15
Provisional Provisional
£’000
£’000
86
84
506
0
72
70
3,571
3,092
4,235
3,246
C Tax freeze
C Tax support
Homelessness
Baseline
Total Baseline/redist NNDR
0
0
0
0
6,247
57
337
48
2,376
2,818
59
0
49
2,796
2,904
TOTAL SUPPORT
6,368
7,053
6,150
3.5
The provisional settlement for 2013/14 includes £5,947k from formula grant
and the rolled in council tax support, freeze grant and homelessness grants
(£843k, £143k and £120k respectively) split 60:40 (RSG:Baseline) in 2013/14
and totalling £7,053k. In 2014/15 this ratio changes to 53:47 (RSG:Baseline).
3.6
The important issue for the Council beyond 2013/14 relates to the split of
central government support between RSG and the Baseline. The provisional
settlement indicates that the RSG element will reduce by £989k (23%) while
the Baseline figure is set to increase by £86k (3%). The percentage increase
to the Baseline figure is that which will be applied as the rating multiplier in
2014/15.
New Homes Bonus
3.7
The New Homes Bonus (NHB) was introduced following a consultation which
ended in December 2010. It is designed to incentivise and reward Councils
and Communities who wished to build new homes in their area. Table 5
shows the current value of the NHB to the Council.
Table 5 – New Homes Bonus – Allocations to date
Allocation 2011/12 2012/13 2013/14 2014/15
£
£
£
£
2011/12
349,762 349,762 349,762 349,762
2012/13
261,916 261,916 261,916
2013/14
93,857
93,857
Total
349,762 611,678 705,535 705,535
3.8
2015/16
£
349,762
261,916
93,857
705,535
2016/17 2017/18 2018/19
£
£
£
349,762
261,916 261,916
93,857
93,857
93,857
705,535 355,773
93,857
Local Authorities are able to decide how this bonus is to be spent. It is paid as
an un-ring fenced grant. Currently the grant is transferred to the New Homes
Bonus Reserve. A policy for the use of this reserve is currently being
developed to guide the future use of these funds.
15
Local Council Tax Support Scheme
3.8
The Local Government Finance Act 2012 set up the framework for the Local
Council Tax Support Scheme (LCTSS). The scheme design has been widely
consulted upon and the cost of the LCTSS is shared between the County
Council, the Police and North Norfolk District Council. Previously subsidy
received form the Department for Work and Pensions (DWP) covered 100%
of the Council Tax Benefits but the new arrangements are to achieve a saving
nationally of £420 million from 2013/14. The incidence of the impact of the
changes is mainly on those who are able to work.
3.9
Pensioners are sheltered from the impact of the scheme so that an overall
10% reduction in benefit, when the incidence of those of pensionable age in
the District is taken into account, is potentially over 20% for non-pensioners.
The local scheme is designed so that the minimum a claimant would pay is
8.5% of the total council tax for the year. In adopting this threshold the
Council will be able to claim additional transitional grant from DCLG for
2013/14 only. The NNDC share of this is £22,700.
3.10
Linked with the introduction of the LCTSS are a number of technical reforms
which give billing authorities greater flexibility in raising money from council
tax payers who are owners of second homes or empty properties. Any
increase in revenue will be shared with the other major preceptors in
proportion to their levels of council tax.
3.11
Details of the LCTSS and Council Tax Technical reforms were reported to
Cabinet and Scrutiny in January and approved by Full Council on 23 January
2013.
Retained National Non Domestic Rates
3.12
The Local Government Finance Act 2012 also introduces the changed
arrangements for business rates. Previously the business rates collected by
the billing authority were pooled centrally and redistributed to individual
councils by formula. From April 2013/14 the Council will be able to retain a
proportion of the business rates collected in its area and pay a share to the
County Council and a further share to the Government as follows:
Share %
50
40
10
100
Central Government
North Norfolk District Council
Norfolk County Council
Total
3.13
Once the system baseline is agreed the changes in funding will be directly
linked to the fluctuations in the rateable values of businesses within the billing
authority area. Increased rateable values and rate income will be shared with
the government and county council.
3.14
The funding arrangement includes a system of tariffs and top-ups. These are
calculated by comparing the authority’s business rates baseline against its
funding level. The tariffs and top-ups are fixed at the start of the scheme and
index-linked to RPI in future years. The table below summarises the amounts
for NNDC as included in the provisional settlement. The tariff will be paid to
16
central government during the financial year. Top-up authorities are those
with a lower individual authority business rates baseline than its funding level
and therefore receive a top-up.
Table 6 – Tariffs
£000
Baseline Need (A)
2,818
NNDR Baseline (B)
9,313
Tariff Amount = A minus B
(6,495)
Risk – Finance Settlement
3.15
The three key reforms of Local Council Tax Support, technical reform of
discounts and Retained National Non Domestic Rates taken individually
would impose a serious financial risk on the Council. Taken together the level
of risk is greatly increased. National schemes that previously allowed these
risks to be spread through national benefit scheme or pooled NNDR will now
fall to individual councils. In order to mitigate this risk either an earmarked
reserve needs to be established or the recommended balance in the general
reserve increased.
3.16
The future levels of external funding will now be localised and subject not only
to the downward pressures on public spending but also exposed to the
vicissitudes of the local economy. There will be increased pressure on
collection of income but also on the local intelligence about business growth,
appeals and changes in benefit claimants circumstances.
4.
Revenue Account Base Budget
4.1
The detail of the revenue budget now presented for approval is included
within Appendices A and B. Appendix A shows the overall position in the form
of the General Fund Summary. Further detail on the individual service
budgets is included at Appendix B which shows the movement of the 2013/14
budget compared to the updated budget for 2012/13.
4.2
As in previous years when the Authority has faced grant reductions, no
growth bids were invited for revenue expenditure in 2013/14. Capital bids
were invited, although these were limited to those which addressed Health
and Safety issues, computer system upgrades and enhancements that will
deliver efficiency savings together with Invest to Save projects that support
the delivery of the Corporate Plan actions. The capital programme is
discussed in detail at section 9.
4.3
The underlying assumptions contained within the revenue base budget for
2013/14 are as follows:
4.3.1
Council Tax – The budget assumes a council tax freeze in 2013/14 and
that the tax freeze grant as detailed at 2.8 is accepted in 2013/14 and
2014/15. No future assumptions have been made around annual council
tax increases. This means that the district element of the council tax
remains at £138.87 for 2013/14.
17
4.3.2
Employee budgets – 2012/13 is the final year of a two year pay freeze
recommended by central government starting in 2011/12. No local
agreement has yet been confirmed for 2013/14, although the budget does
assume a 1% pay award for 2013/14. As a guide a 0.5% sensitivity to the
pay award equates to approximately £44,000. An allowance has been
made to reflect vacancy savings of 2% as in previous years and where
annual increments are due these have continued to be factored into the
budget. The employer pension contribution rates for the three years
covering 2011/12 to 2013/14 were determined by the results of the
pension fund tri-annual revaluation as at 31 March 2010. From 2011/12,
there was a proposal to stabilise the contribution rate at 14.5% of the
payroll plus an additional fixed monetary contribution for three years.
These assumptions have been included in the 2013/14 budget. The next
pension fund valuation is due on 31 March 2013 to take effect from April
2014 and the contribution rate and fixed payment will be adjusted at that
point depending on the scheme position as at 31 March 2013. The
financial projections will be updated for any changes following the results
of this valuation.
4.3.3
Pay and Grading and Car Allowances – The results of the pay and
grading review came into effect in October 2012 and the budget and
future projections now fully reflect the financial implications. As previously
reported within the 2012/13 revised budget and budget monitoring
reports, one off costs as a result of the pay and grading review have been
funded from the Organisational Development earmarked reserve. The
2013/14 projections also included a target saving to be delivered from the
changes to car allowances of £245,000, mainly due to the changes to the
cash equivalent and leased cars policy changes. The budget assumes the
removal of cash equivalent payments from April 2013 and where
applicable those officers will become entitled to the car essential user
lump sum payments.
4.3.4
Fees and Charges – Section 6 of this report includes details of the fees
and charges for 2013/14, the financial implications of these proposals
have been reflected in the budget now presented for approval.
4.3.5
Contract inflation – The most significant of the Council’s contracts is the
waste contract. The new contractor prices have been included in the
2013/14 budget for all waste, cleansing and grounds maintenance
services as per the tendered contract.
4.3.6
Investment income – A total of £392,490 is anticipated for 2013/14. The
primary concern for the Council is the security of the sums invested and
this remains the main consideration when selecting counterparties. The
average investment rate anticipated in the forward year is 1.65%
compared with 1.10% for the current estimates for 2012/13. The income
budget assumes the investment portfolio is invested with UK
counterparties in call accounts and term deposits, and that existing
deposits will continue to their maturity date. It also assumes the approved
investment of £5 million in pooled property funds. Further details of the
Council’s investment strategy are set out in the Treasury Management
Strategy Statement and Investment Strategy 2013/14 to 2015/16 which
appears elsewhere on this agenda.
18
4.4
Section 5 below provides further details of the savings proposals which this
report now recommends are taken forward within the 2013/14 budget.
4.5
The General Fund Summary presented at Appendix A shows a balanced
budget for 2013/14 and is summarised in Table 7 with the equivalent figures
from the 2012/13 budget.
Table 7 – Variance of 2012/13 to
2013/14 Base Budget
Net cost of services
Non service expenditure/ income
Net budget requirement
Local Taxpayers - Parishes
Local Taxpayers - District Council
Government Grant (Including LCTS & Rolled
in grants)
Council Tax Freeze Grant ongoing (10/11)
Council Tax Freeze Grant one off (11/12)
Council Tax Freeze Grant one off (13/14)
Total Income
(Surplus)/ Deficit
(Note: Income figures are shown in (brackets)
2012/13
Updated
Base
Budget £
2013/14
Base
Budget £
15,888,407
(2,046,865)
15,779,592
(2,353,367)
13,841,542
(1,538,934)
(5,789,171)
13,426,225
(1,450,000)
(5,082,610)
(6,225,303)
(6,932,874)
(143,134)
(143,134)
(145,000)
0
0
(57,616)
(13,841,542) (13,666,234)
0
(240,009)
4.6
Non-Service Expenditure and Income includes the adjustments for notional
items that are required to be charged within Net Cost of Services, for
example, International Accounting Standard 19 (IAS19) pension costs and
capital charges.
4.7
Appendix B shows the detail of the service movements for each of the eight
service areas. Table 8 provides a summary of the main movements in Net
Cost of Services across the standard expenditure headings, with notional
charges being shown separately.
Table 8 - Variance of 2012/13 to 2013/14 Base Budgets
Employees/Support Services
Premises
Transport
Supplies & Services
Transfer Payments
Income (External)
Total Direct Costs and Income
Notional Charges:
Capital Charges
IAS19 Notional Charges
2012/13
Updated
Base
Budget £
9,861,706
2,662,298
342,578
9,993,782
34,547,835
(45,254,659)
12,153,540
1,814,493
(256,842)
19
2013/14
Percentage
Base
Movement
Budget £
Variance £
%
9,663,471
(198,235)
(2.0)
2,469,738
(192,560)
(7.2)
340,425
(2,153)
(0.6)
9,698,961
(294,821)
(3.0)
26,491,049 (8,056,786)
(23.3)
(37,398,405)
7,856,254
(17.4)
11,265,239
(888,301)
(7.3)
2,292,529
(266,577)
478,036
(9,735)
26.4
3.8
Reffcus
Total Notional Charges
Total Net Costs
2,552,661
4,110,312
16,263,852
2,511,401
4,537,353
15,802,592
(41,260)
427,041
(461,260)
4.8
The significant movement within transfer payments reflects the changes to
the council tax benefit system from the introduction of the Local Council Tax
Support scheme. Within the new cost of services this is offset by the
reduction in income line, i.e. the subsidy that is no longer receivable.
4.9
This report recommends that the surplus of £240,009 for 2013/14 be
allocated to the general reserve
5.
Savings 2013/14 Onwards
5.1
As part of the preparatory work on for the budget process, Heads of Service
were asked to put forward savings bids and additional income that fell into the
following two categories:
•
•
Savings that will have no impact or an acceptable level of impact on
service delivery;
Income that can be derived without a significant change in policy.
5.2
In addition part of the budget work included a review of all budget heads
highlighting where additional savings could be achieved that would meet the
above criteria. Following this work a total of £163,097 savings and additional
income has been factored into the base budget for 2013/14, increasing to
£224,357 in 2014/15. A full list of the savings now included in the 2013/14
budget is attached at Appendix C.
5.3
Other savings that have been identified in the current year as a result of
current or planned service reviews have been factored into the budget and
future projections, these include the savings from the removal of the annex as
reported to Cabinet in December 2012 and also anticipated savings from the
review of the Tourist Information Centres as reported to Cabinet in January
2013.
6.
Fees and Charges 2013/14
6.1
Fees and charges proposals for 2013/14 have been made by officers and
discussed as part of the budget preparations with Cabinet and the Corporate
Leadership Team. Appendix D now provides the details of the proposed
charges for the 2013/14 financial year. Where applicable the proposed
increase to fees and charges in 2013/14 is generally around 2.5% or to the
nearest sensible figure. The exceptions to this are where fees and charges
are set by central government, for example planning and premises licence
fees or where there have been reviews/work in the current financial year to
inform the future fee setting process for example taxi licensing fees.
6.2
Trade waste and garden waste fees are set annually, as in previous years
and due to the timing of the work required prior to the start of the new
financial year, it is requested that delegated authority for setting these fees is
given to the Corporate Director, in consultation with the Head of
20
(1.6)
10.4
(2.8)
Environmental Health, Head of Finance and the relevant Cabinet Portfolio
Members.
7.
Council Tax 2013/14
7.1
Table 9 below summarises how the budget for 2013/14 will be financed and
the District’s net call on the collection fund for 2013/14. These figures assume
a council tax freeze in the District element of the Council Tax for 2013/14,
more detail is provided at Appendix E.
Table 9 – Council Tax Summary 2013/14
£
Total District amount to be met from Government Grant and
Local taxation
11,976,225
Less: Baseline Funding
(5,947,459)
Council Tax Freeze Grant – ongoing 2011/12*
(143,134)
Homelessness Grant
(120,000)
Local Council Tax Support
(842,675)
Local Council Tax Support – Transitional Funding
(22,740)
Council Tax Freeze Grant 2013/14
(57,616)
District Net Call on Collection Fund – excluding Parish Council
Precepts
Surplus
(5,082,610)
(240,009)
7.2
A Council Tax Base of 36,411 Band D equivalent properties was approved by
Full Council on 23 January 2013. Based on this figure, and with no increase
to the Net District Council Tax level, a Band D property would continue to be
£138.87 for 2013/14.
7.3
There has been a reduction in the Council Tax Base for 2013/14 (36,411)
compared to the previous year (41,366). Movements in the tax base figure
can be caused by a number of factors, for example changes in collection rate,
movements in property numbers, the impact of changes to discounts and
most significantly for 2013/14 the introduction of the LCTSS that comes into
operation in April 2013. The implications of the LCTSS has the effect of
reducing the number of Band D equivalents. Previously 100% subsidy was
received for those eligible for council tax benefit, from April the LCTSS is
funded in part from government grant and partly from council tax now payable
by individuals previously entitled to 100% subsidy together with a range of
technical changes impacting on empty properties and second homes. Full
details of the new LCTSS were reported to Cabinet and Scrutiny in January
and approved by Full Council on 23 January 2013.
8.
Reserves
21
8.1
The current position and forecast on the General and Earmarked Reserves is
attached at Appendix F. The statement provides the latest proposals for use
of reserves in the current financial year along with the budgeted movements
in 2013/14 and proposed movements in the following three financial years.
8.2
There are three main reasons for holding reserves:
•
•
•
8.3
To provide a working balance to help cushion the impact of uneven
cash flows and avoid unnecessary temporary borrowing – this forms
part of the General Fund Reserve
A contingency to cushion the impact of unexpected events or
emergencies – this also forms part of the General Reserve
As a means of building up funds, referred to as earmarked reserves,
to meet known or predicted requirements. Earmarked reserves are
accounted for separately but remain legally part of the General Fund.
The title of the earmarked reserve generally reflects the purpose for
which the balance is being maintained for.
As part of putting the budget together for 2013/14 all reserves have been
reviewed along with the current balances. Where balances are no longer
required or an allocation can be maintained within the General Reserve for
such purposes it is recommended that balances be reallocated to the General
Reserve or another earmarked reserve as appropriate. The following outlines
the reallocations and movements for the earmarked reserves:
Table 10 – Reserves Reallocation
Comment
Reserve
Current
Balance
£
Carbon
21,180 The reserve was previously
Management
held for outstanding initiatives
to deliver the Carbon
Management Plan – no
further initiatives are planned
and one-off funding exists
within the restructuring and
invest to save reserve.
Investment
31,574 Previously established
Income
following the disposal of the
(Treasury
European Investment Bank
Management
(EIB) to offset future
Investment)
implications.
Housing
The Pier
Whistle-
Recommendation
Reallocate to the General
Reserve
Maintain balance and
reallocate as the Treasury
Management Investment
reserve to be used to
mitigate the impact of
fluctuations in returns
from property
investments.
242,000 Established from
Reallocate £142,000 to
homelessness funding grants the general reserve and
not spent in previous financial maintain £100,000 for
years.
one-off expenditure for
example surveys.
15,000 Established from previous
Reallocate to the General
underspends to fund Pier
Reserve
works.
10,000 Previously established to
Reallocate to the General
22
Table 10 – Reserves Reallocation
Reserve
Current
Comment
Balance
£
blowing
fund costs for investigations
as required.
Recommendation
Reserve to be called upon
as required.
8.4
After taking account of the planned movements to and from reserves and the
reallocations as detailed in table 8, this will give a forecast balance on the
General Reserve at 1 April 2014 of £1,771,576. Estimated planned use over
the next three financial years this leaves a revised balance of £1,371,576 by
2016/17. Use of the general reserve has been allowed for of £200,000 in
each of the next three financial years. This will smooth the impact of the
funding reductions over the short term.
8.5
New Homes Bonus (NHB) Reserve – The Council received a provisional
allocation in December for 20131/4 of £705,535. The budget now presented
takes account of this being transferred to the earmarked reserve in the year,
see also 3.8. The net transfer in the year reflects the previous decision to use
some of the NHB to fund a Community Infrastructure Levy Planning Policy
Officer.
8.6
Within 3.16 the risks of the new funding regime were highlighted along with
the need to increase the level of the reserves accordingly, it is recommended
that an allowance of approximately £600,000 be allocated within the general
reserve to mitigate the impact should it be necessary. As the new scheme
comes into effect the level of the reserve will be reviewed and updated
accordingly. The level of the reserves and their use will continue to be
monitored and a comprehensive statement about the adequacy of the
reserves and recommended balance will be included within the Chief
Financial Officer’s report, which forms part of the annual Council Tax and
Budget report to Full Council in February.
9.
Capital
9.1.
This section of the report provides details of the 2013/14 capital programme
for approval.
Current Capital Schemes
9.2.
The current capital programme was last updated within the revised budget
report which was approved by Council in December 2012. At that time,
account was taken of known slippage between financial years, and approval
was given for the inclusion of a further £37,084 to be made available to fund
refurbishment works to the Rocket House, and £21,000 for the replacement of
a scanner and printer for the Planning Service, both of which are to be funded
from capital receipts.
9.3.
The programme as reported in Appendix G incorporates the slippage
identified, the two changes identified in 9.2 above, and one further
amendment which is the capitalisation of the cost of replacement scanners
within the Personal Computer Replacement Programme.
23
9.4.
Personal Computer Replacement Programme – As part of the arrangement to
upgrade all personal computers to Windows 7, there is a requirement to
replace some of the Council’s scanners. Whilst budget exists within the
revenue account the estimated cost of this is £14,500, which is above the
Council’s de minimus capital expenditure level and therefore needs to be
capitalised within the Personal Computer Replacement Programme, to be
funded from a revenue contribution to capital outlay.
New Capital Schemes
9.5.
In addition to the existing capital programme, approval is also being sought
for eleven further capital projects, as identified in Appendix H.
9.6.
Car Park Refurbishment – The anticipated budget requirement is £180,000
which would be used to resurface and reline a number of car parks. As a
major source of income to the Council, these works would increase the
potential of these car parks to generate income.
9.7.
Chalet Refurbishment – The budget requirement of £36,000 would be used to
refurbish chalet roof structures, as well as facilitating the replacement of
windows and doors. This would ensure that the buildings are fit for purpose
and that they can continue to contribute to the Council’s letting income
streams.
9.8.
Doctors Steps – The Doctors Steps access to the Cromer East Promenade is
popular and gives direct access to five chalets elevated from the prom. The
budget provision of £22,000 would be used to replace the iron structure which
is suffering from erosion and fatigue, and should ensure continued use of this
access point.
9.9.
Victory Swim and Fitness Centre – The £54,370 budget requirement is to be
used to maintain the structure of this facility in line with the Council’s
contractual obligation with DC Leisure. There is currently a damp issue
present in the reception area and dance studio of the building, which requires
permanent resolution, in order to fulfil this commitment.
9.10.
Public Conveniences – The budget requirement of £15,000 would be used to
undertake a plumbing and drainage improvements programme at relevant
public conveniences. The scheme will resolve various works required under
health and safety regulations, which include replacement of non-operational
hot water devices, improvements to pipework and fitting of thermostatic mixer
valves, and improvements to toilet and basin fittings.
9.11.
Personal Computer Replacement Fund – A request has been made for the
renewal of a decision previously made by the ICT strategy group and capital
programme from 2007/08, to undertake a rolling programme of replacement
of personal computers to facilitate the efficient and effective provision of
services. An annual budget requirement of £20,000 is being requested to
replace old and unsupported equipment.
9.12.
Openwide Loan Repayment - Openwide Loan Repayment – There is currently
£25,000 which remains outstanding on a capital loan to Openwide, which
occurred following their fitting out of the Tides restaurant as part of the
Cromer seafront and town centre improvements a number of years ago. The
early repayment of this balance will result in an annual profit share element
24
becoming payable to the Council. The repayment monies are to be reinvested
by Openwide, in the Tides Restaurant, where a cash injection could result in
improved profits, a proportion of which would then become eligible for profit
sharing. Whilst this bid has been submitted as part of the 2013/14 budget, it is
requested that it is funded in the 2012/13 financial year and has therefore
been included in the 2012/13 updated capital programme.
9.13.
Disabled Facility Grant - A request has been made for the continuation of the
programme of including £700,000 per annum (part funded by grant of
£443,000) for Disabled Facilities Grants for 2014/15 to 2016/17.
9.14.
Play Areas (Various sites to be determined) - The Council owns a number of
play areas containing traditional equipment, which is now approaching the
end of its useful economic life. A budget requirement of £100,000 is
requested in order to address those playgrounds and equipment which are in
the poorest condition. A needs assessment will be undertaken to identify
those areas which would benefit most from the funding prior to undertaking
any improvements.
9.15.
The total of the estimated project costs associated with these capital bids up
to 2016/17, that would require funding is £1,283,370 (after allowing for an
estimate of grant funding for the Disabled Facilities Grants), and it is
anticipated that £452,370 would be spent in the 2013/14 financial year. All of
these schemes are to be funded from capital receipts.
9.16.
Once approval for the new capital bids have been received the capital
programme will be amended to reflect these changes. The certainty of new
capital receipts will be monitored as part of the on-going budget monitoring
process and where applicable recommendations will be made to amend the
capital programme and it’s financing.
9.17.
Local Investment Strategy – opportunities to deliver affordable housing in the
district through the provision of loan finance to registered providers is being
explored and will be presented to members accordingly.
Capital Programme Funding
9.18.
There are a number of sources of funding available to fund capital
expenditure. The following, outlines those which are available to the Council:
a)
External Contribution or Grants – e.g. the Environment Agency (EA) and
other third party contributions.
b)
Reserves – Available capital and revenue reserves can be used for
funding capital expenditure e.g. Capital Projects Reserve. Following the
LSVT in 2006, the Council receives a share of the Victory Housing Trust
VAT shelter receipts. These receipts are currently going into the Capital
Projects Reserve, and may therefore be used to fund capital expenditure.
These are forecast to end in 2014/15 when the amounts set out in the
transfer agreement have been reached.
c)
Capital Receipts – Capital receipts are generated from asset disposals
and can only be used to fund capital expenditure or to repay debt. The
latter is not applicable at the moment as the council is currently debt free.
25
Following the LSVT in 2006 the Council receives a share of the right to
buy capital receipts from Victory Housing (Preserved Right to Buys).
d)
Borrowing – Under the Prudential Framework the Council is able to fund
expenditure from borrowing provided that they can demonstrate
affordability and need. Whilst the Council maintains a level of capital
receipts, the need to borrow cannot be demonstrated. The Council does
not therefore intend to enter into any prudential borrowing at present and
this has been reflected in the Treasury Strategy and Prudential Indicators
report for 2013/14 which is included elsewhere on this Agenda.
10.
Future Projections
10.1
As mentioned earlier in the report the provisional settlement announcement
covers the two financial years 2013/14 and 2014/15. The forecast included at
Appendix A makes assumptions around the future level of funding for 2014/15
onwards. This shows a current forecast budget gap of £894,616 in 2014/15,
increasing to £1,524,810 in 2015/16 and £2,212,681 in 2016/17. This is after
allowing for a use of reserves of £200,000 in each of the first two years of the
forecast.
10.2
The financial strategy report presented to Members in November 2012
highlighted both short term work to be carried out to deliver a balanced
budget for the coming financial year 2013/14, for example reviewing all base
budgets and identifying savings and additional income streams that fell into
the following categories:
•
•
10.3
No impact or an acceptable level of impact on service delivery.
Income that can be derived without a significant change in policy.
In the longer term the following distinct aspects of work were identified that
would support the strategic direction of the Council:
•
•
Creating new revenue streams by increasing the Council’s tax base
for housing and business rates – to take advantage of the shift in the
funding regime from a centralised formulaic system to one that
provides an incentive at the local level through increased levels of
funding for growth in domestic and non domestic properties.
Efficiency Savings – reducing overheads and identify opportunities to
deliver services more efficiently, including materials recycling facility
and leisure contract procurement; Planning service peer review,
Customer Services/Web Strategy and administrative buildings.
10.4
These work streams will be continuing and will be used to inform the updated
financial strategy and financial projections that will be completed in 2013/14.
11.
Financial Implications and Risks
11.1
The overall budget for 2013/14 is balanced and delivers a surplus of
£240,009, which subject to approval, will be transferred to the General
Reserve. In the light of the increased financial risks that the Council is facing
it is proposed that the level of the General Reserve is increased to £1.6
million. The main risks faced by the authority are outlined below:
26
11.1.1
Future Funding – The new funding arrangements, as identified within this
paper, reflect the continued downward pressure on the public finances.
The changes in base data and the intention to “freeze” the distribution
formula for seven years mean that any adverse impact that the new
formula contains for 2013/14 will remain until 2020. In addition the
indicative figures for 2014/15 show a significant reduction in support by
some £903k and, importantly, a shift between Revenue Support Grant
and Baseline Funding. The financial planning process has taken account
of this change.
11.1.2
Savings – The savings programme is fully included in the forward year
budgets and although there is a slight reduction in the total for 2012/13
the programme is set to remain on course during 2013/14 and beyond.
However, as the pressure on public sector expenditure is set to continue
the delivery of savings beyond these levels will have to embrace more
radical solutions and therefore pose an increased risk to the Council’s
financial position.
11.1.3
Income (demand led budgets) – The review of fees and charges has been
undertaken to try to maintain the real value of the income they generate.
However, the demand led nature of a significant number of these income
streams means that attention also has to be paid to the overarching
economic environment. In particular in the local economy this process
needs to reflect both the local and tourist demands for services.
11.1.4
Local Council Tax Support Scheme (LCTSS) – the change to the funding
of the Local Council Tax Support places increased financial risks on the
Council. The model, though well developed and subject to testing and
consultation, will only be fully tested in a live situation after April 2013.It
conforms to the national move to reassess the provision of benefits and,
in a similar way to other LCTSS, anticipates that all owners or occupiers
of property will pay some part of the council tax demand. It is anticipated
that the collection of these modest amounts of Council Tax will be more
difficult and while the collection rate has been adjusted for this,
undoubtedly additional costs will result.
11.1.5
Council Tax Technical Reforms – These reforms derived from the
increased flexibility provided by central government are a means by which
some of the additional costs of the LCTSS are mitigated. However, in
themselves they pose a number of challenges in collection. The estimates
of additional income from these technical changes have been carefully
considered but any shortfall will increase the financial risks the Council is
experiencing.
11.1.6
Retained National Non Domestic Rates – A further change to the financial
mechanisms that support the Council is within the collection and retention
locally of business rates. Prior to April 2013 the income collected from the
National Non Domestic Rates had been pooled and redistributed to local
authorities. After April 2013 this mechanism changes such that 50% is
retained locally and this is split with the County Council. The remaining
50% is paid over to Central Government. Within this revised approach
there are a number of inherent risks which will now be borne locally rather
than across a national pool. Mitigating these risks will require the Council
to develop a great deal more awareness of developments that impinge on
27
the district’s rateable value as well as reinforcing the need to maintain a
high level of collection.
11.1.7
Investment Returns – Interest rates have never been so low for such a
sustained period of time in the national economy. The delivery if
investment returns is problematic with the choice of counterparty and
period of exposure being weighed on a daily basis in line with the treasury
management strategy. Sound principles underpinned by professional
guidance from treasury management advisors allows for a cautious but
not complacent approach to investment returns. The development of a
property led investment portfolio, for example, weeks to increase
investment returns without compromising the security of the invested
funds. However, these returns still provide support to the revenue budget
and changes in economic forecasts, money markets and the stock market
as well as the government’s triple A rating can all impact on these returns.
12.
Sustainability – none as a direct consequence of this report.
13.
Equality and Diversity
13.1
The Council is required to consider the equality duty in its decision-making
and this includes the budget process. As part of any savings or investments
the Council must consider how it can:
•
•
•
Eliminate unlawful discrimination, harassment and victimisation;
Advance equality of opportunity between different groups; and
Foster good relations between different groups by tackling prejudice
and promoting understanding.
13.2
As discussed within the main report (section 5) savings and additional income
proposals have been put forward for recommendations as part of the budget.
As part of the proposals Heads of Service were asked to identify any equality
issues affecting a number of protected groups that needed to be considered
as part of accepting the savings/additional income proposals, and where any
negative affect was identified, how this could be minimised or removed. A
cumulative assessment has been undertaken in relation to the equality forms
and the savings proposals and no negative impact has been highlighted as a
result of this exercise.
14.
Section 17 Crime and Disorder considerations – none as a direct
consequence.
28
Appendix A
General Fund Summary 2013/14 Base Budget
2013/14 Base
Budget
£
2,325,691
558,987
313,906
4,338,408
934,948
4,230,806
2,783,143
316,703
(23,000)
2014/15
Projection
£
2,218,811
561,717
441,279
3,184,221
938,807
4,187,077
2,819,952
317,763
(46,000)
2015/16
Projection
£
2,225,345
562,727
675,305
2,918,676
912,803
4,066,279
2,873,367
409,651
(46,000)
2016/17
Projection
£
2,214,433
559,987
668,146
2,379,446
906,206
4,069,136
2,913,498
318,751
(46,000)
Net Cost of Services
15,779,592
14,623,627
14,598,153
13,983,603
Parish Precepts (Estimate from 13/14 onwards)
Capital Charges
LCTS - Grants to Parishes
Reffcus
Interest Receivable
Revenue Financing for Capital
IAS 19 Pension Adjustment
1,450,000
(2,292,529)
204,738
(2,511,401)
(392,490)
400,000
266,577
1,450,000
(2,445,397)
0
(650,000)
(382,401)
0
266,577
1,450,000
(2,197,010)
0
(427,578)
(379,223)
0
266,577
1,450,000
(2,007,145)
0
0
(374,045)
0
266,577
Net Operating Expenditure
12,904,487
12,862,406
13,310,919
13,318,990
Contributions to/(from) Earmarked Reserves:
Contribution from Capital Projects Reserve (VAT Shelter)
Contribution to Capital Projects Reserve (VAT Shelter)
Big Society Fund
Carbon Management
Elections
Housing
New Homes Bonus Reserve
Pathfinder
Planning Revenue
Restructuring/Invest to save
The Pier
Whistleblowing
Contribution to general rsv (Reallocation)
Use of General Reserve
(400,000)
390,551
169,735
(21,180)
30,000
(142,000)
674,614
(68,358)
(43,304)
(31,500)
(15,000)
(10,000)
188,180
(200,000)
0
255,600
0
0
30,000
0
696,458
(36,813)
(8,000)
0
0
0
0
(200,000)
0
0
0
0
(60,000)
0
705,536
(28,426)
0
0
0
0
0
(200,000)
0
0
0
0
30,000
0
705,536
(18,126)
0
0
0
0
0
0
Amount to be met from Government Grant and Local
Taxpayers
13,426,225
13,599,651
13,728,029
14,036,400
(1,450,000)
(5,082,610)
(664,675)
(178,000)
(22,740)
(5,947,459)
(120,000)
(143,134)
(57,616)
(13,666,234)
(1,450,000)
(5,082,610)
(664,675)
0
0
(5,187,000)
(120,000)
(143,134)
(57,616)
(12,705,035)
(1,450,000)
(5,082,610)
(664,675)
0
0
(4,742,800)
(120,000)
(143,134)
0
(12,203,219)
(1,450,000)
(5,082,610)
(664,675)
0
0
(4,363,300)
(120,000)
(143,134)
0
(11,823,719)
(240,009)
894,616
1,524,810
2,212,681
Service Area
Assets & Leisure
Corporate Leadership Team/Corporate
Customer Services
Community & Economic Development
Development Management
Environmental Health
Finance
Organisational Development
Management Structures
Collection Fund – Parishes
Collection Fund – District
LCTS - NNDC
LCTS - Parish
LCTS Transitional funding
NEW FUNDING BREAKDOWN:
Rolled in grants Homelessness
Council Tax Freeze Funding 11/12 onwards
Council Tax Freeze Funding 13/14 & 14/15
Income from Government Grant and Taxpayers
(Surplus)/Deficit
29
Appendix B
Assets & Leisure Service Area
Service
Car Parking
Markets
Industrial Estates
Surveyors Allotments
Handyman
Parklands
Administration Building Svs
Property Services
Parks & Open Spaces
Foreshore
Community Centres
Sports Centres
Leisure Complexes
Other Sports
Recreation Grounds
Pier Pavilion
Foreshore (Community)
Woodlands Management
Cromer Pier
Public Conveniences
Investment Properties
Leisure
CCTV
Total Net Costs
Gross Direct Costs - Reffcus
Capital Charges
Support Service Charges
Support Service Recharges
Net Cost of Service
2011/12
Actual
£
(1,313,172)
24,762
(107,248)
(50)
(36,413)
(32,571)
374,193
406,218
343,650
96,234
4,811
214,311
393,809
45,129
12,108
89,837
378,759
74,518
10,589
443,556
(93,049)
141,609
145,984
Variance
2012/13
2013/14 Base to
2012/13 Updated
Updated
2013/14
Base
Budget
Base Budget
£
£
£
(1,357,230) (1,413,503)
(56,273)
15,724
18,491
2,767
(85,716)
(95,822)
(10,106)
(50)
(50)
0
(34,317)
(34,303)
14
(26,480)
(27,790)
(1,310)
413,849
423,827
9,978
367,513
340,564
(26,949)
391,017
372,274
(18,743)
133,197
129,521
(3,676)
4,189
6,135
1,946
193,382
177,268
(16,114)
374,393
408,223
33,830
59,451
49,618
(9,833)
8,086
9,803
1,717
96,377
93,377
(3,000)
374,763
369,056
(5,707)
93,109
85,699
(7,410)
22,829
22,829
0
408,256
414,593
6,337
(135,544)
(152,918)
(17,374)
145,334
141,514
(3,820)
150,758
157,802
7,044
1,617,574
1,612,890
1,496,208
(116,682)
0
585,463
1,374,545
(1,304,268)
126,714
625,522
1,356,390
(1,347,903)
126,723
690,028
1,270,600
(1,257,868)
9
64,506
(85,790)
90,035
2,273,314
2,373,613
2,325,691
(47,922)
30
Appendix B
2012/13
Updated
Budget
£
ASSETS AND LEISURE SERVICE AREA
Car Parking
Gross Direct Costs
617,495
Capital Charges
2013/14
Base
Budget
£
699,688
14,205
28,794
(1,974,725)
(2,113,191)
135,080
123,800
(1,207,945)
(1,260,909)
93,009
95,776
(77,285)
45,980
(77,285)
46,130
61,704
64,621
18,473
(104,189)
18,038
(113,860)
Capital Charges
40,441
44,789
Support Service Charges
47,410
50,950
Net Expenditure
2,135
(83)
Surveyors Allotments
Gross Direct Income
Support Service Charges
Net Expenditure
(50)
3,370
3,320
(50)
2,890
2,840
82,921
82,935
(117,238)
57,740
(117,238)
44,360
Net Expenditure
23,423
10,057
Parklands
Gross Direct Costs
35,860
26,460
(62,340)
(54,250)
585
21,310
(4,585)
585
22,650
(4,555)
Gross Direct Income
Support Service Charges
Net Expenditure
Markets
Gross Direct Costs
Gross Direct Income
Support Service Charges
Net Expenditure
Industrial Estates
Gross Direct Costs
Gross Direct Income
Handyman
Gross Direct Costs
Gross Direct Income
Support Service Charges
Gross Direct Income
Capital Charges
Support Service Charges
Net Expenditure
Variance
Explanation for Major Variances
£
82,193 (£1,200) - Virement of overtime to Markets. £3,600 - NNDR
inflation. (£6,446) - Changes to Kier Contract costs. £20,000 Additional maintenance costs for car park machines. £15,760
- Rental on car parks offset by additional income. £1,552 Credit card charges offset by income. £48,875 - Additional
contract and Penalty Charge Notice (PCN) administration
costs.
14,589 £14,589 - Depreciation charges following capital works to car
parks.
(138,466) (£94,472) - Additional car park fee income. (£33,435) Additional PCN income. £5,159 - Reduction in recoverable
charges following loss of contract management. (£15,000) Additional concession rental income identified as part of
savings exercise - AL2.
(11,280) (£4,230) - Reducti on in Customer Services recharges.
(£9,520) - Reduced Property Services recharge. £2,800 Increase in Fakenham Connect Admin Buildings recharge.
(52,964)
2,767 £1,200 - Virement of overtime from Car Parks. £2,325 NNDR inflation. (£1,364) - Changes to Kier Contract costs.
0
150 (£8,030) - Reduced Property Services recharges. £3,000 Increased Accountancy recharges. £4,880 - Increased
recharges as a result of direct staff employed .
2,917
(435) No major variances.
(9,671) (£9,671) - Additional rental income following renegotiation of
leases.
4,348 £4,348 - Depreciation ch arges following capital works to
Industrial Estates.
3,540 £1,430 - Increase in Pro perty Services recharges. £2,000 Increased Accountancy recharge.
(2,218)
0
(480) No major variances
(480)
14 (£4,000) - Transfer of consumable materials budget to Public
Conveniences. £2,791 - Non achievement of salary savings
identified during 2011/12.
0
(13,380) (£1,190) - Reduced Pe rsonnel Services recharges. (£1,080) Reduced Admin Buildings recharge. (£16,110) - Reduced
Property Services recharge. £2,270 - Increased Depots
recharge. £3,820 - Increased Accountancy recharge
(13,366)
(9,400) (£10,000) - Reduction in electricity costs offset by reduced
recovery of electricity recharges
8,090 £10,000 - Reduction in recovery of electricity charges.
(£1,910) - Increase in rental income.
0
1,340 No major variances.
30
31
Appendix B
2012/13
Updated
Budget
£
ASSETS AND LEISURE SERVICE AREA
Administration Building Svs
Gross Direct Costs
506,662
Capital Charges
2013/14
Base
Budget
£
Variance
Explanation for Major Variances
£
508,453
1,791 £1,945 - Additional costs on Windmill Canteen Service.
(£31,081) - Reduced NNDR costs following revaluation of
properties and the decision to dispose of the Annexe building.
(£2,841) - Reduction in Kier contract costs. £31,500 Annexe removal costs (one-off funded from reserves in the
year)
(5,287) (£5,287) - Reduced depre ciation charges as a result of
reduced capital expenditure on admin buildings than origina lly
anticipated.
8,187 £7,292 - Potential reduction in rental income from Health
Trainers occupation of Cromer Offices.
2,540 £3,040 - Increased Acco untancy recharges
12,287 £43,787 - Red uced recharges out reflecting lower costs
incurred.
19,518
81,527
76,240
(92,813)
(84,626)
102,570
(539,327)
105,110
(527,040)
58,619
78,137
367,513
340,564
(26,949) (£22,706) - Full year effect of management restructuring and
pay and grading review. £7,467 - Inflation on salary costs.
£1,000 - Additional Continuing Professional Development
training requirement. (£13,682) - Net impact of removal of car
alternative allowances and alternative travel costs.
13,659
15,000
180,810
167,690
(561,982)
(523,254)
0
0
1,341 £1,341 - Intangible a mortisation of capital expenditure on
Concerto system.
(13,120) (£13,120) - Lower support service recharges reflecting more
accurate allocations of time.
38,728 £38,728 - Red uction in recharges to reflect reduced cost of
service provision.
0
Parks & Open Spaces
Gross Direct Costs
441,032
408,231
Capital Charges
Gross Direct Income
30,909
(50,015)
30,612
(35,957)
91,420
78,460
Net Expenditure
513,346
481,346
(32,000)
Foreshore
Gross Direct Costs
Capital Charges
Support Service Charges
133,197
7,885
59,030
129,521
8,193
46,020
(3,676) (£3,748) - Reduced staffing costs.
308 No major variances
(13,010) (£3,580) - Reduced re charge from Property Services.
(£11,070) - Reduced recharge from Coastal Management.
Net Expenditure
200,112
183,734
(16,378)
6,189
(2,000)
6,135
27
3,660
7,876
13
4,890
11,038
Gross Direct Income
Support Service Charges
Support Service Recharges
Net Expenditure
Property Services
Gross Direct Costs
Capital Charges
Support Service Charges
Support Service Recharges
Net Expenditure
Support Service Charges
Community Centres
Gross Direct Costs
Gross Direct Income
Capital Charges
Support Service Charges
Net Expenditure
(32,801) (£26,604) - Kier Contract Savings, (£3,539) - NNDR now paid
by lessee
(297)
14,058 £9,058 - One-off S106 monies received in 2012/13, £5,000 One-off grant in 2012/13 for target hardening at Heather
Barrow Court
(12,960) (£23,100) - Lower rech arge from leisure services as a result
of changes in duties following the officer restructure. £5,730 Legal work undertaken for Parks Services
(54) No major variances
2,000 £2,000 - Reduced rental income following transfer of property
to another organisation.
(14) No major variances
1,230 No major variances
3,162
32
Appendix B
2012/13
Updated
Budget
£
ASSETS AND LEISURE SERVICE AREA
Sports Centres
Gross Direct Costs
346,504
Gross Direct Income
2013/14
Base
Budget
£
317,390
(153,122)
(140,122)
Capital Charges
Support Service Charges
12,831
128,470
11,188
105,860
Net Expenditure
334,683
294,316
Leisure Complexes
Gross Direct Costs
374,393
408,223
Capital Charges
Support Service Charges
305,559
28,470
313,485
25,110
Net Expenditure
708,422
746,818
71,088
49,618
Other Sports
Gross Direct Costs
Gross Direct Income
(11,637)
Variance
Explanation for Major Variances
£
(29,114) £2,000 - One-off purchase of equipment funded by a transfer
from Leisure Complexes. £8,916 - Pay & Grading
implementation costs. £2,690 - Pay award. (£40,000) Revised Sports Centre management arrangements.
13,000 Income from Sports Halls lower than anticipated, in line with
2011/12 outturn and 2012/13 ongoing participation.
(1,643)
(22,610) (£5,860) - Lower re charge from Leisure Services as a result
of changes in duties following the officer restructure.
(£14,670) - Lower recharge from Accountancy reflecting a
more accurate allocation of time. (£4,110) - Reduced
recharge from Media unit.
(40,367)
33,830 £28,095 - Inflation on management contract. £6,300 - Oneoff transfers to other services in 2012/13 to cover the cost of
the Olympic Torch relay and purchase of equipment at
Stalham Sports Centre.
7,926
(3,360) (£2,970) - Lower recharg e from Leisure Services as a result
of changes in duties following the officer restructure.
38,396
(21,470) (£11,637) - Mobile gym expenditure. (£4,300) - One-off costs
in 2012/13 for the Olympic Torch relay. (£5,000) - Reduced
grant following review of all grants and contributions.
11,637 £11,637 - Grant for Mobile gym service no longer received
Support Service Charges
31,520
58,100
Net Expenditure
90,971
107,718
Recreation Grounds
Gross Direct Costs
Capital Charges
Gross Direct Income
Support Service Charges
Net Expenditure
9,086
520
(1,000)
3,120
11,726
10,803
285
(1,000)
2,650
12,738
Pier Pavilion
Gross Direct Costs
96,377
93,377
Support Service Charges
15,840
12,970
Net Expenditure
112,217
106,347
(5,870)
Foreshore (Community)
Gross Direct Costs
379,513
373,806
Gross Direct Income
Support Service Charges
Net Expenditure
(4,750)
32,290
407,053
(4,750)
30,610
399,666
(5,707) (£12,588) - Kier Contract Savings. £5,000 - Emergency
phone rentals, in line with 11/12 actual and ongoing
expenditure in 2012/13.
0 No Major Variances
(1,680) No Major Variances
(7,387)
Woodlands Management
Gross Direct Costs
111,709
107,299
Capital Charges
Gross Direct Income
1,386
(18,600)
6,003
(21,600)
79,670
77,340
174,165
169,042
Support Service Charges
Net Expenditure
26,580 £21,570 - Higher rech arge from Leisure Services as a result
of changes in duties following the officer restructure.
16,747
1,717 No Major Variances
(235)
0 No Major Variances
(470) No Major Variances
1,012
(3,000) (£3,000) - Reduced grant following review of all grants and
contributions.
(2,870) (£2,970) - Lower recharg e from Leisure Services as a result
of changes in duties following the officer restructure.
(4,410) £2,287 - Pay award. £2,529 - Staff joining pension scheme.
(£7,620) - One-off purchase of equipment in 2012/13.
(£2,855) - One-off tree works in 2012/13
4,617
(3,000) (£3,000) - Woodland Trust, contract for site management at
Pretty Corner.
(2,330) (£5,960) - Lower recharg e from Leisure Services as a result
of changes in duties following the officer restructure.
(5,123)
33
Appendix B
2012/13
Updated
Budget
£
ASSETS AND LEISURE SERVICE AREA
2013/14
Base
Budget
£
Variance
Explanation for Major Variances
£
Cromer Pier
Gross Direct Costs
Capital Charges
Gross Direct Income
Support Service Charges
Net Expenditure
38,417
5,232
(15,588)
470
28,531
39,317
5,232
(16,488)
7,810
35,871
900 No Major Variances
0
(900) No Major Variances
7,340 £6,530 - Higher recharge fro m Coast Protection
7,340
Public Conveniences
Gross Direct Costs
410,439
416,776
6,337 £4,000 - Virement from Handyman Service for consumable
materials. £1,838 - Changes to Kier Contract costs.
Capital Charges
76,380
79,481
Gross Direct Income
Support Service Charges
(2,183)
57,980
(2,183)
43,280
542,616
537,354
89,243
24,569
89,888
55,538
126,714
(224,787)
126,723
(242,806)
Support Service Charges
60,740
82,900
Net Expenditure
76,479
112,243
Leisure
Gross Direct Costs
146,034
142,214
Gross Direct Income
Support Service Charges
(700)
101,260
(700)
66,060
(246,594)
0
(207,574)
0
195,954
9,807
(45,196)
199,096
14,590
(41,294)
68,180
64,960
228,745
237,352
Net Expenditure
Investment Properties
Gross Direct Costs
Capital Charges
Gross Direct Costs - Reffcus
Gross Direct Income
Support Service Recharges
Net Expenditure
CCTV
Gross Direct Costs
Capital Charges
Gross Direct Income
Support Service Charges
Net Expenditure
Gross Direct Costs
Gross Direct Costs - Reffcus
Capital Charges
Gross Direct Income
Support Service Charges
Support Service Recharges
Net Expenditure
4,571,108
4,563,608
126,714
126,723
625,522
690,028
(2,958,218) (3,067,400)
1,356,390
1,270,600
(1,347,903) (1,257,868)
2,373,613
2,325,691
3,101 £3,101 - Increase in dep reciation following capital
expenditure on public conveniences.
0
(14,700) (£19,900) - Reductio n in recharge from Property Services.
£4,620 - Increase in Accountancy recharge.
(5,262)
645 No major variances
30,969 (£2,794) - Reduced depre ciation costs relating to Other Lets.
£33,409 - Increased depreciation charge following major
revaluation of Rocket House.
9 No major variances
(18,019) (£9,450) - Increase in Beach Hut rentals following price
increase and additional site lets. (£3,000) - Increase in Chalet
rental. (£4,763) - Increased recoverable charges for Rocket
House.
22,160 £8,850 - Increase in Property Services recharge. £10,730 Increased Accountancy recharge.
35,764
(3,820) (£4,434) - Savings resulting from the review of the car
alternative policy.
0 No Major Variances
(35,200) (£24,430) - Lower re charge from Accountancy reflecting a
more accurate allocation of time. (£9,500) - Reduced
recharge from Legal Services
39,020 Reduced recharge s out reflecting lower costs incurred.
0
3,142 £2,618 - Employee inflation costs.
4,783
3,902 £3,902 - Contributions from businesses lower than expected.
(3,220) £4,570 - Recharge fro m Fakenham Connect to reflect the
space taken by the CCTV control room. (£3,940) - Lower
recharge from Accountancy reflecting a more accurate
allocation of time. (£4,160) - Lower charge from Property
Services.
8,607
(7,500)
9
64,506
(109,182)
(85,790)
90,035
(47,922)
34
Appendix B
Community & Economic Development Service Area
Service
Planning Policy
Health
Arts & Entertainments
Museums
General Economic Development
Tourism
Coast Protection
Pathfinder
Strategic Housing
Hsg Strategy & Needs Determination
Regeneration Management
Independent Living Team
Hsg Strategy
Local Land Charges
Environmental Strategy
Community and Localism
Coastal Management
2011/12
Actual
£
(210,084)
(559)
130,296
46,510
162,668
76,169
240,042
171,091
(21,315)
(56,489)
133,914
186,862
0
40,494
99,817
144,432
139,605
Variance
2012/13
2013/14 Base to
2012/13 Updated
Updated
2013/14
Base
Budget
Base Budget
£
£
£
(448,950)
(542,792)
(93,842)
0
0
0
120,217
114,950
(5,267)
40,955
41,017
62
104,851
198,705
93,854
62,338
52,338
(10,000)
533,632
370,252
(163,380)
0
7,697
7,697
0
0
0
5,620
5,620
0
137,669
206,267
68,598
192,306
128,093
(64,213)
0
130,406
130,406
13,390
5,389
(8,001)
106,711
53,739
(52,972)
(114,286)
(221,660)
(107,374)
120,801
135,452
14,651
Total Net Costs
1,283,453
875,254
685,473
(189,781)
Gross Direct Costs - Reffcus
Gross Direct Income - Reffcus
Capital Charges
Support Service Charges
Support Service Recharges
1,649,863
(658,992)
743,666
1,796,457
(880,531)
2,926,947
(501,000)
484,026
1,724,900
(847,896)
2,827,678
(443,000)
728,895
1,353,660
(814,298)
(99,269)
58,000
244,869
(371,240)
33,598
Net Cost of Service
3,933,916
4,662,231
4,338,408
(323,823)
35
Appendix B
2012/13
2013/14
Updated
Base
Budget
Budget
£
£
COMMUNITY & ECONOMIC DEVELOPMENT SERVICE AREA
Planning Policy
Gross Direct Costs
254,901
254,917
Explanation for Major Variances
Variance
£
16 £30,922 CIL (Community Infrastructure Levy) post funded
from the New Homes Bonus. (£15,000) One off CIL
expenditure funded from a budget roll forward from 2011/12.
(£6,237) Implications from the pay and grading review.
(£8,794) Car Alternative savings.
(93,858) Increased allocation of New Homes Bonus, transferred to the
earmarked reserve in the year.
(6,410) (£3,940) Reduced recharge from Accountancy.
(100,252)
Gross Direct Income
(703,851)
(797,709)
Support Service Charges
Net Expenditure
102,660
(346,290)
96,250
(446,542)
Health
Support Service Charges
8,410
0
Net Expenditure
8,410
0
121,677
116,410
480
(1,460)
44,080
1,300
(1,460)
25,020
164,777
141,270
Museums
Gross Direct Costs
Support Service Charges
40,955
3,940
41,017
570
62 No Major Variances
(3,370) (£3,430) - Lower recharge from leisure services as a result of
changes in duties following the officer restructure.
Net Expenditure
44,895
41,587
(3,308)
104,851
329,663
Arts & Entertainments
Gross Direct Costs
Capital Charges
Gross Direct Income
Support Service Charges
Net Expenditure
General Economic Development
Gross Direct Costs
Gross Direct Income
(130,958)
Capital Charges
Support Service Charges
12,463
156,550
175,760
Net Expenditure
273,864
374,465
Tourism
Gross Direct Costs
62,338
52,338
Support Service Charges
54,430
62,870
Net Expenditure
116,768
115,208
Coast Protection
Gross Direct Costs
533,657
370,277
Capital Charges
463,366
719,879
Support Service Charges
183,550
242,960
1,180,548
1,333,091
Net Expenditure
Pathfinder
Gross Direct Costs
7,697
Support Service Charges
10,490
0
Net Expenditure
10,490
7,697
(8,410) (£8,200) - Lower recharge from Corporate Leadership Team
as a result of changes in duties following the officer
restructure.
(8,410)
(5,267) (£5,000) - Reduced grant to Little Theatre Sheringham, in line
with 2012/13 savings target.
820
0 No Major Variances
(19,060) (£13,860) - Lower recharge from Leisure Services as a result
of changes in duties following the officer restructure. (£6,590)
- Lower recharge from Media and Communications.
(23,507)
224,812 £32,424 Economic Development Projects funded from the
Pathfinder Reserve. £8,271 IAS 19 Adjustment. £198,976
Learning for Everyone budgets, £68,018 of which is funded
(130,958) from a budget transfer from Discretionary rate relief and the
balance (£130,958) is funded from external grants and
contributions.
(12,463)
19,210 Increased costs within Economic Development and Tourism
Management unit recharged to final services.
100,601
(10,000) (£10,000) One off expenditure relating to residual Tourism
Guide Distribution costs. This was funded from a roll forward
in 2011/12.
8,440 Increased costs within Economic Development and Tourism
Management unit recharged to final services.
(1,560)
(163,380) (£181,000) Underspend on Sea Defences in 2011/12 rolled
forward to 2012/13. £17,620 Consultancy fees transferred
from Coastal Management.
256,513 Debt charges on Cr omer Coast Protection Scheme
commenced in 2012/13.
59,410 £50,590 - Additional charge from Coastal Management
reflecting increased work on revenue schemes.
152,543
7,697 Residual Pathfinder project costs funded from Earmarked
Reserve.
(10,490) Reduction in support costs reflecting end of Pathfinder
project.
(2,793)
36
Appendix B
2012/13
2013/14
Updated
Base
Budget
Budget
£
£
COMMUNITY & ECONOMIC DEVELOPMENT SERVICE AREA
Strategic Housing
Gross Direct Costs - Reffcus
1,838,351
1,350,000
Explanation for Major Variances
Variance
£
(488,351) Revenue Expenditure Funded From Capital Under Statute
(Reffcus). This reflects the 2013/14 Housing Capital
Programme
58,000 Reffcus - This reflects the 2013/14 Housing Capital
Programme
Gross Direct Income - Reffcus
(501,000)
(443,000)
Support Service Charges
Net Expenditure
378,600
1,715,951
269,000
1,176,000
(109,600) This reflects the restructure of the housing staffing budgets.
(539,951)
Hsg Strategy & Needs Determination
Gross Direct Costs
Gross Direct Costs - Reffcus
5,620
1,088,596
5,620
1,477,678
Support Service Charges
Net Expenditure
131,490
1,225,706
71,710
1,555,008
0
389,082 Reffcus - This reflects the 2013/14 Housing Capital
Programme
(59,780) This reflects the restructure of the housing staffing budgets.
329,302
Regeneration Management
Gross Direct Costs
137,669
206,267
Support Service Charges
124,880
89,260
Support Service Recharges
Net Expenditure
(262,549)
0
(295,527)
0
Independent Living Team
Gross Direct Costs
192,306
128,093
Support Service Charges
Support Service Recharges
Net Expenditure
167,090
(359,396)
0
51,620
(179,713)
0
Housing Strategy
Gross Direct Costs
Support Service Recharges
Net Expenditure
130,406
68,598 £65,197 Costs relating to the management restructure.
(£5,274) Car Alternative saving. £4,511 IAS19 adjustment
(35,620) (£25,750) Corporate Leadership team (£7,692) Media and
Communications.
(32,978) Increased costs recharged to services supported.
0
(64,213) (£21,726) This reflects budget transfers to other areas as a
result of the housing budgets being restructured. (£22,726)
Staff saving following restructure. (£6,792) Savings resulting
from Pay and Grading. (£7,159) Savings from Management
restructure. (£5,274) Car Alternative saving.
(115,470) This reflects the reallocation of the housing Budgets.
179,683 T his reflects the reallocation of the housing Budgets.
0
130,406 £127,570 budget transfers, this reflects a new budget created
as a result of the Housing budgets being restructured.
(£4,857) Pay and Grading Saving. £6,466 IAS 19 adjustment.
There is no overall growth.
(130,406) This reflects the reallocation of the housing Budgets.
0
0
(130,406)
0
213,390
211,389
(2,001) (£2,918) Staff Savings as a result of Pay and Grading work.
(200,000)
(206,000)
Capital Charges
Support Service Charges
Net Expenditure
87,560
100,950
86,440
91,829
(6,000) Income generated from new Street Naming and Numbering
fees.
0
(1,120) No Major Variances
(9,121)
Environmental Strategy
Gross Direct Costs
117,711
64,739
Gross Direct Income
Capital Charges
Support Service Charges
(11,000)
7,717
35,710
(11,000)
7,716
23,300
Net Expenditure
150,138
84,755
Local Land Charges
Gross Direct Costs
Gross Direct Income
(52,972) (£32,882) Staff restructure - budget transferred to Coast &
Community Partnership. (£20,090) Area Based Grant - one-off
funding from Reserves for 2012-13
0
(1)
(12,410) Lower recharge from Corporate Leadership Team as a result
of changes in duties following the officer restructure.
(65,383)
37
Appendix B
2012/13
2013/14
Updated
Base
Budget
Budget
£
£
COMMUNITY & ECONOMIC DEVELOPMENT SERVICE AREA
Community and Localism
Gross Direct Costs
592,943
645,903
Gross Direct Income
(707,229)
(867,563)
130,310
85,700
16,024
(135,960)
Coastal Management
Gross Direct Costs
120,801
135,452
Support Service Charges
105,150
73,200
(225,951)
0
(208,652)
0
2,498,819
2,926,947
484,026
(1,623,565)
(501,000)
1,724,900
(847,896)
4,662,231
2,700,188
2,827,678
728,895
(2,014,715)
(443,000)
1,353,660
(814,298)
4,338,408
Support Service Charges
Net Expenditure
Support Service Recharges
Net Expenditure
Gross Direct Costs
Gross Direct Costs - Reffcus
Capital Charges
Gross Direct Income
Gross Direct Income - Reffcus
Support Service Charges
Support Service Recharges
Net Expenditure
Explanation for Major Variances
Variance
£
52,960 £6,191 - Pensions deficit funding adjustment. £46,095 2013/14 projects funded from the Big Society Fund.
(160,334) £50,417 - Staff costs funded from Big Society earmarked
reserve (LSP balance). (£210,751) - projected increase in 2nd
homes money.
(44,610) (£38,310) - Lower recharge from Corporate Leadership Team
as a result of changes in duties following the officer
restructure. (£5,990) - Lower recharge from Computer
Applications Team.
(151,984)
14,651 £27,487 - Salaries & Oncosts following a restructure to be
funded from an earmarked reserve. (£17,620) Consultancy
fees transferred to Coast Protection. £2,245 - Pensions
deficit funding adjustment.
(31,950) (£31,450) - Lower recharge from Corporate Leadership Team
as a result of changes in duties following the officer
restructure.
17,299 Reduced recharges reflecting reduced service cost.
0
201,369
(99,269)
244,869
(391,150)
58,000
(371,240)
33,598
(323,823)
38
Appendix B
Corporate Service Area
Service
Members Services
Corporate Leadership Team
Legal Services
Total Net Costs
Support Service Charges
Support Service Recharges
Net Cost of Service
2011/12
Actual
£
386,013
845,847
317,426
Variance
2012/13
2013/14 Base to
2012/13 Updated
Updated
2013/14
Base
Budget
Base Budget
£
£
£
397,988
446,377
48,389
747,508
507,996
(239,512)
301,754
286,970
(14,784)
1,549,286
1,447,250
1,241,343
(205,907)
404,522
(1,405,564)
383,620
(1,298,802)
290,340
(972,696)
(93,280)
326,106
548,244
532,068
558,987
26,919
39
Appendix B
2012/13
Updated
Budget
£
2013/14
Base
Budget
£
Explanation for Major Variances
Variance
£
CORPORATE SERVICE AREA
Members Services
Gross Direct Costs
398,388
446,777
Gross Direct Income
Support Service Charges
(400)
134,080
(400)
112,610
Net Expenditure
532,068
558,987
Corporate Leadership Team
Gross Direct Costs
747,508
507,996
Support Service Charges
143,490
104,770
(890,998)
0
(612,766)
0
Legal Services
Gross Direct Costs
352,804
347,020
Gross Direct Income
Support Service Charges
(51,050)
106,050
(60,050)
72,960
Support Service Recharges
Net Expenditure
(407,804)
0
(359,930)
0
Gross Direct Costs
Gross Direct Income
Support Service Charges
Support Service Recharges
Net Expenditure
1,498,700
(51,450)
383,620
(1,298,802)
532,068
1,301,793
(60,450)
290,340
(972,696)
558,987
Support Service Recharges
Net Expenditure
48,389 £53,402 - Transfer of staff from another unit. £2,249 - Pay
award. £6,175 - Management restructure. (£2,703) - Pay
and grading implementation. (£3,000) - Members' NI costs.
(£5,000) - Travel, subsistence, phone, post & allowances.
0 No Major Variances
(21,470) (£23,790) - Lower recharge from the Corporate Leadership
Team as a result of changes in duties following the officer
restructure.
26,919
(239,512) (£200,057) Management Restructure savings. (£37,648) Car
allowance policy savings.
(38,720) Lower recharges - (£20,260) from Legal Services, (£4,700)
Personnel Services and (£4,580) Admin buildings
278,232 Lower recharges reflecting lower costs incurred.
0
(5,784) £2,855 - Pay award. £5,879 - Pay and grading
implementation costs. (£12,081) - Savings resulting from the
review of the car allowance policy.
(9,000) (£9,000) - Additional external legal fee income generated.
(33,090) (£33,060) - Lower recharge from the Corporate Leadership
Team as a result of changes in duties following the officer
restructure.
47,874 Lower recharges reflecting lower costs incurred.
0
(196,907)
(9,000)
(93,280)
326,106
26,919
40
Appendix B
Customer Services Service Area
Service
It - Support Services
Tic'S
Home Improvement Agency
Homelessness
Housing - Service Mgmt
Transport
Publicity
Graphical Info System
Media & Communications
Customer Services - Corporate
Total Net Costs
Capital Charges
Support Service Charges
Support Service Recharges
Net Cost of Service
2011/12
Actual
£
869,005
156,764
(3,300)
(393,749)
361,456
3,806
24,088
18,116
323,916
493,611
Variance
2012/13
2013/14 Base to
2012/13 Updated
Updated
2013/14
Base
Budget
Base Budget
£
£
£
886,886
860,188
(26,698)
198,353
166,671
(31,682)
6,300
6,300
0
(533,378)
(379,749)
153,629
368,132
235,342
(132,790)
(1,580)
(1,500)
80
26,388
0
(26,388)
26,412
26,832
420
368,183
315,334
(52,849)
522,040
524,096
2,056
1,853,713
1,867,736
1,753,514
(114,222)
135,331
1,164,509
(2,823,231)
153,497
1,223,090
(2,984,989)
141,986
1,106,450
(2,688,043)
(11,511)
(116,640)
296,946
330,322
259,334
313,907
54,573
41
Appendix B
2012/13
Updated
Budget
£
CUSTOMER SERVICES SERVICE AREA
It - Support Services
Gross Direct Costs
887,296
Capital Charges
Gross Direct Income
Support Service Charges
Support Service Recharges
Net Expenditure
2013/14
Base
Budget
£
Explanation for Major Variances
Variance
£
862,098
(25,198) £4,032 - Pay award. (£46,411) - Management restructure.
£23,278 - Pay and grading implementation costs. (£9,604) Savings resulting from the review of the car allowance
policy. £5,178 - Inflation on IT contracts
67,582
(410)
77,997
(1,910)
121,680
117,240
10,415
(1,500) (£1,500) - Recharges for broadband , phone and internet
usage.
(4,440) £13,560 - Higher recharge from Customer Services as a
result of changes in duties following the officer restructure.
£4,670 - Recharge from Fakenham Connect to reflect the
space taken. (15,330) - Lower recharge from the Corporate
Leadership Team as a result of changes in duties following
the officer restructure.
(1,082,708) (1,055,425)
(6,560)
0
Tic'S
Gross Direct Costs
239,085
199,382
Capital Charges
Gross Direct Income
Support Service Charges
8,105
(40,732)
77,590
8,105
(32,711)
62,520
Net Expenditure
284,048
237,296
6,300
6,300
6,300
560
6,860
47,802
57,251
Capital Charges
Gross Direct Income
47,716
(581,180)
23,130
(437,000)
Support Service Charges
Net Expenditure
316,000
(169,662)
356,070
(549)
Housing - Service Mgmt
Gross Direct Costs
368,132
235,342
Support Service Charges
186,530
133,780
(554,662)
0
(369,122)
0
26,020
31,500
(27,600)
48,070
(33,000)
40,720
Net Expenditure
46,490
39,220
Publicity
Gross Direct Costs
26,388
0
Support Service Charges
72,330
31,080
Net Expenditure
98,718
31,080
Home Improvement Agency
Gross Direct Costs
Support Service Charges
Net Expenditure
Homelessness
Gross Direct Costs
Support Service Recharges
Net Expenditure
Transport
Gross Direct Costs
Gross Direct Income
Support Service Charges
27,283 Lower recharges reflecting lower costs incurred.
6,560
(39,703) Savings anticpated from the TIC review as reported to
Cabinet in January 2013.
0
8,021 No Major Variances
(15,070) (£21,960) - Lower recharge from Customer Services as a
result of changes in duties following the officer restructure.
(46,752)
0 No Major Variances.
560
560
9,449 £9,449 , This is the admin costs relating to the Vat shelter
agreement with Victory Housing, this was not previously
budgeted for and was netted off against the income. Costs
are now shown gross.
(24,586)
144,180 £120,000 Central Government Homelessness Grant now
within overall funding grant. £24,180 Reduction in
anticipated Vat Shelter Receipts from Victory Housing
Association.
40,070 Reallocation of Housing Staffing budgets
169,113
(132,790) This represents budget transfers to the Community and
Economic Development Area following the restructure of
Housing Services Budgets.
(52,750) (£28,600) Corporate Leadership team and (£15,040) Legal
Services.
185,540 Reduction in costs to recover through recharges.
0
5,480 £5,500 - Higher number of rail cards purchased, offset by
additional income.
(5,400) (£5,400) - Increased number of rail cards sold.
(7,350) (£7,320) - Lower recharge from Customer Services as a
result of changes in duties following the officer restructure.
(7,270)
(26,388) (£26,000) - Saving in costs of producing Outlook magazine.
(41,250) (£41,730) - Lower recharge from Media and
Communications as a result of changes in duties following
the officer restructure.
(67,638)
42
Appendix B
2012/13
Updated
Budget
£
CUSTOMER SERVICES SERVICE AREA
Graphical Info System
Gross Direct Costs
26,412
Capital Charges
3,780
Support Service Charges
140
2013/14
Base
Budget
£
26,832
3,780
8,950
Support Service Recharges
Net Expenditure
(30,332)
0
(39,562)
0
Media & Communications
Gross Direct Costs
375,683
322,834
Gross Direct Income
Support Service Charges
(7,500)
117,290
(7,500)
106,530
(485,473)
0
(421,864)
0
Customer Services - Corporate
Gross Direct Costs
532,040
534,096
Gross Direct Income
Capital Charges
Support Service Charges
(10,000)
26,314
283,460
(10,000)
28,974
249,000
(831,814)
0
(802,070)
0
Support Service Recharges
Net Expenditure
Support Service Recharges
Net Expenditure
Gross Direct Costs
Capital Charges
Gross Direct Income
Support Service Charges
Support Service Recharges
Net Expenditure
2,535,158
2,275,635
153,497
141,986
(667,422)
(522,121)
1,223,090
1,106,450
(2,984,989) (2,688,043)
259,334
313,907
Explanation for Major Variances
Variance
£
420 No Major Variances
0
8,810 £8,750 - Higher recharge from Computer Network & PC
support.
(9,230) Higher recharges reflecting higher costs incurred.
0
(52,849) (£54,697) - Transfer of staff to another unit. £3,148 - Pay
award. £3,771 - Pay and grading implementation costs.
(£4,330) - Savings resulting from the review of the car
allowances.
0 No Major Variances
(10,760) (£19,510) - Lower recharge from the Corporate Leadership
Team as a result of changes in duties following the officer
restructure. £18,200 - Higher recharge from Customer
Services as a result of changes in duties following the
officer restructure. (£4,610) - Lower recharge from
Computer Applications Team. (£3,300) - Lower recharge
from Media.
63,609 Lower recharges reflecting lower costs incurred.
0
2,056 £9,631 - Pay award. £8,546 - Management restructure.
£16,402 - Pay and grading implementation costs. (£24,740)
- Officer restructure. (£4,330) - Savings resulting from the
review of the car allowances policy.
0 No Major Variances
2,660
(34,460) £11,250 - Higher recharge from Computer Applications
Team as a result of changes in duties following the officer
restructure. (£36,540) - Lower recharge from Fakenham
Connect to reflect the space taken. (£10,830) - Lower
recharge from the Corporate Leadership Team as a result
of changes in duties following the officer restructure.
29,744 Lower recharges reflecting lower costs incurred.
0
(259,523)
(11,511)
145,301
(116,640)
296,946
54,573
43
Appendix B
Development Management Service Area
Service
Development Management
Conservation & Design
Landscape
Building Control & Access
Planning Mgt & Comm Support
Total Net Costs
2011/12
Actual
£
149,152
87,256
56,111
(58,266)
354,448
Variance
2012/13
2013/14 Base to
2012/13 Updated
Updated
2013/14
Base
Budget
Base Budget
£
£
£
41,567
89,122
47,555
88,464
67,636
(20,828)
70,029
57,954
(12,075)
(66,814)
(77,091)
(10,277)
346,659
315,422
(31,237)
588,701
479,905
453,043
(26,862)
Capital Charges
Support Service Charges
Support Service Recharges
41,018
915,206
(476,537)
44,609
932,340
(459,959)
47,437
866,620
(432,152)
2,828
(65,720)
27,807
Net Cost of Service
1,068,388
996,895
934,948
(61,947)
44
Appendix B
2012/13
Updated
Budget
£
DEVELOPMENT MANAGEMENT SERVICE AREA
Development Management
Gross Direct Costs
615,187
Capital Charges
Gross Direct Income
2013/14
Base
Budget
£
687,742
Explanation for Major Variances
Variance
£
72,555 (£15,548) Car Allowance saving following policy review.
(£10,073) Pay and Grading. £31,125 Increased staff
recharge from other Planning services. £45,088 Balance of
two temporary planning assistants, £35,304 of which is being
funded from a reserve. £6,563 IAS 19 adjustment. £16,265
Employee inflation.
2,828
(25,000) Additional income following 15% fee increase, £50,000 was
already included in the base budget
(26,780) The main reason for this variance is due to the reduced
costs in planning management being reflected in the services
it supports.(£14,460)
23,603
44,609
(573,620)
47,437
(598,620)
Support Service Charges
490,910
464,130
Net Expenditure
577,086
600,689
Conservation & Design
Gross Direct Costs
88,514
67,686
Gross Direct Income
Support Service Charges
Net Expenditure
(50)
65,590
154,054
(50)
57,050
124,686
71,029
58,954
Gross Direct Income
Support Service Charges
Net Expenditure
(1,000)
83,860
153,889
(1,000)
78,510
136,464
Building Control & Access
Gross Direct Costs
346,836
277,703
(413,650)
(354,794)
Support Service Charges
Net Expenditure
163,680
96,866
150,200
73,109
Planning Mgt & Comm Support
Gross Direct Costs
346,659
315,422
(31,237) £3,302 Employee inflation. (£3,219) Pay and Grading review.
(£5,696) Car alternative saving. (£12,167) Management
Restructure. (£15,000) one off use of reserves.
Support Service Charges
128,300
116,730
Support Service Recharges
Net Expenditure
(459,959)
15,000
(432,152)
0
(11,570) (£10,510) Reduced recharge from Corporate Leadership
team following restructuring savings.
27,807 Reduced costs to recover from recharges.
(15,000)
Gross Direct Costs
Capital Charges
Gross Direct Income
Support Service Charges
Support Service Recharges
Net Expenditure
1,468,225
44,609
(988,320)
932,340
(459,959)
996,895
1,407,507
47,437
(954,464)
866,620
(432,152)
934,948
(60,718)
2,828
33,856
(65,720)
27,807
(61,947)
Landscape
Gross Direct Costs
Gross Direct Income
(20,828) (£8,105) Increased recharge of staff time to other planning
services. (£6,274) Pay And Grading review. (£5,275) Car
Alternative saving.
0
(8,540) No Major Variances.
(29,368)
(12,075) £15,080 Pay and Grading review. (£20,549) Increased
recharge of staff time to other Planning services. £2,712
Employee inflation. (£14,000) one-off expenditure funded
from reserves in 2012/13. £8,000 Biodiversity work funded
from Planning revenue reserve.
0
(5,350) No Major Variances.
(17,425)
(69,133) (£29,186) Pay and Grading Review (£37,457) Restructure of
the service. (£5,775) Saving following review of car
allowance policy. £2,667 Employee inflation.
58,856 Reduced income reflects current market conditions and the
requirement that the service is self financing.
(13,480) (£3,850) Planning Management
(23,757)
45
Appendix B
Environmental Health Service Area
Service
Commercial Services
Rural Sewerage Schemes
Travellers
Licensing
Street Naming
Pest Control
Environmental Protection
Dog Control
Env Health - Service Mgmt
Waste Collection and Disposal
Cleansing
Community Safety
Civil Contingencies
Total Net Costs
2011/12
Actual
£
348,158
335,441
0
(57,163)
21,384
23,572
396,795
53,807
237,897
910,866
738,260
57,818
70,621
Variance
2012/13
2013/14 Base to
2012/13 Updated
Updated
2013/14
Base
Budget
Base Budget
£
£
£
377,059
340,786
(36,273)
346,505
356,897
10,392
0
0
0
(74,894)
(59,658)
15,236
27,436
26,926
(510)
11,063
11,205
142
461,851
432,496
(29,355)
37,572
37,788
216
139,276
136,848
(2,428)
1,079,273
986,110
(93,163)
734,655
655,855
(78,800)
26,984
20,000
(6,984)
84,579
87,708
3,129
3,137,456
3,251,359
3,032,961
(218,398)
Gross Direct Costs - Reffcus
Gross Direct Income - Reffcus
Capital Charges
Support Service Charges
Support Service Recharges
32,897
(32,897)
587,300
808,420
(197,875)
0
549,188
974,785
(288,831)
32,897
(32,897)
422,791
907,920
(191,062)
164,509
(99,500)
(6,813)
Net Cost of Service
4,372,598
4,391,008
4,230,806
(160,202)
46
Appendix B
2012/13
Updated
Budget
£
ENVIRONMENTAL HEALTH SERVICE AREA
2013/14
Base
Budget
£
Explanation for Major Variances
Variance
£
Commercial Services
Gross Direct Costs
406,493
365,720
(40,773) (£13,045) Reduction in establishment. (£18,734) Staff savings
mainly due to the pay and grading review. (£9,494) Saving
resulting from the review of the car allowances policy.
Gross Direct Income
(29,434)
(24,934)
4,500 Reduction in the provision of food hygiene courses due to a
team restructure
Support Service Charges
171,600
123,750
(47,850) (£12,380) Lower recharge from Corporate Leadership Team
as a result of changes in duties following the officer
restructure. (£10,590) Lower recharge from Environmental
Health reflecting a more accurate allocation of time. (£13,660)
Lower recharge from Legal Services as a result of changes in
duties. (£11,100) Lower recharges from Customer Services,
Personnel Services and the Computer teams.
Net Expenditure
548,659
464,536
(84,123)
Rural Sewerage Scheme
Gross Direct Costs
346,505
356,897
10,392 Inflation on Internal Drainage Board (IDB) Rates and Levies.
Support Service Charges
Net Expenditure
346,505
380
357,277
380 No major variances
10,772
10,000
(10,000)
32,897
(32,897)
97,800
4,000
(4,000)
32,897
(32,897)
97,800
3,320
97,800
101,120
(6,000) Reduction in running costs
6,000 Reduction in contributions
0
0
0
3,320 Recharges from Accountancy and Environmental Health
reflecting a more accurate allocation of time
3,320
115,289
110,525
(190,183)
(170,183)
150,940
127,130
Net Expenditure
76,046
67,472
Street Naming
Gross Direct Costs
Capital Charges
Support Service Charges
27,436
9,960
510
26,926
10,148
2,310
Net Expenditure
37,906
39,384
Pest Control
Gross Direct Costs
Gross Direct Income
Support Service Charges
Net Expenditure
15,008
(3,945)
6,080
17,143
15,150
(3,945)
6,880
18,085
Travellers
Gross Direct Costs
Gross Direct Income
Gross Direct Costs - Reffcus
Gross Direct Income - Reffcus
Capital Charges
Support Service Charges
Net Expenditure
Licensing
Gross Direct Costs
Gross Direct Income
Support Service Charges
(4,764) (£5,274) Saving resulting from the review of the Car allowance
Policy.
20,000 Reduction in general licensing income due to closed premises
(public houses, restaurants and arcades)
(23,810) (£12,300) Lower recharge from Corporate Leadership Team
as a result of changes in duties following the officer
restructure. (£10,640) Lower recharge from Environmental
Health reflecting a more accurate allocation of time.
(8,574)
(510) No major variances
188 No major variances
1,800 Recharges from Accountancy and Creditors reflecting a more
accurate allocation of time
1,478
142 No major variances
0
800 No major variances
942
47
Appendix B
2012/13
Updated
Budget
£
ENVIRONMENTAL HEALTH SERVICE AREA
Environmental Protection
Gross Direct Costs
480,781
2013/14
Base
Budget
£
Explanation for Major Variances
Variance
£
451,426
(29,355) (£10,548) Saving resulting from the review of car allowances.
(£13,847) Staff savings due mainly to the pay and grading
review. (£3,385) Reduced budget for equipment repair and
maintenance. (£1,500) Reduced budgets for professional fees
relating to Bacton testing station and abandoned vehicles.
0
0
11,140 (£12,030) Lower recharge from Corporate Leadership Team
as a result of changes in duties following the officer
restructure. (£7,290) Lower recharge from Environmental
Health reflecting a more accurate allocation of time. £26,100
Higher recharge from Legal Services as a result of changes in
duties. £3,950 Recharge from Accountancy to reflect a more
accurate allocation of time.
Capital Charges
Gross Direct Income
Support Service Charges
3,600
(18,930)
176,070
3,600
(18,930)
187,210
Net Expenditure
641,521
623,306
Dog Control
Gross Direct Costs
Gross Direct Income
Support Service Charges
38,072
(500)
29,900
38,288
(500)
19,230
Net Expenditure
67,472
57,018
140,126
137,498
11,616
(850)
40,170
7,337
(650)
53,690
(191,062)
0
(197,875)
0
(6,813)
0
4,033,601
299,815
(2,954,328)
228,050
3,917,267
468,415
(2,931,157)
216,660
(116,334)
168,600
23,171
(11,390)
1,607,138
1,671,185
64,047
Env Health - Service Mgmt
Gross Direct Costs
Capital Charges
Gross Direct Income
Support Service Charges
Support Service Recharges
Net Expenditure
Waste Collection and Disposal
Gross Direct Costs
Capital Charges
Gross Direct Income
Support Service Charges
Net Expenditure
(18,215)
216 No major variances
0
(10,670) (£4,990) Lower recharge from Corporate Leadership Team as
a result of changes in duties following the officer restructure.
(£3,870) Lower recharges from Personnel Services and
Admin Buildings
(10,454)
(2,628) (£5,695) Saving resulting from the review of the car
allowances policy, partly reduced by pay award
(4,279) Intangible amortisation
200
13,520 £24,400 Higher recharges from Customer Services,
Fakenham Connect, Accountancy and Central Costs offset by
lower recharges of (£11,560) from Personnel Services, Admin
Buildings and Performance Management
See Note A below
Depreciation
See Note B below
(£4,890) Lower recharge from Corporate Leadership Team as
a result of changes in duties following the officer restructure.
£23,990 Higher recharge from Environmental Health reflecting
a more accurate allocation of time. (£6,650) Lower recharge
from Accountancy to reflect a more accurate allocation of
time. (£7,840) Lower recharge from Sundry Debtors reflecting
a more accurate allocation of duties. (£12,630) Lower
recharge from Admin Buildings, Personnel Services and
Media and Communications
Note A: (£105,211) Kier contract savings. (£85,473) Reduced disposal costs for trade waste customers. £49,000 Waste haulage charge - the cost of
taking waste to Caister transfer station instead of direct to Landfill - this cost is fully recharged. (£23,000) One-off procurement costs for the
Materials Recycling Facility (MRF). £34,146 Norfolk Environmental Waste Services (NEWS) processing costs. £3,818 Additional garden bin stock.
£16,950 Transfer staffing costs to Cleansing. (£6,555) Staff savings.
Note B: £41,746 Reduced Fee income - this is due to a change of definition by Defra for Prescribed waste being treated as Trade waste. (£29,725)
Additional fee income from Increased number of garden bins. £15,585 Loss of recycling credits - street sweepings are no longer being processed.
£42,754 Reduction in Profit Share (reduction in the price per tonne). (£49,000) Recharging for Tipping Away.
48
Appendix B
2012/13
Updated
Budget
£
ENVIRONMENTAL HEALTH SERVICE AREA
2013/14
Base
Budget
£
Explanation for Major Variances
Variance
£
Cleansing
Gross Direct Costs
771,401
696,462
(74,939) (£15,000) Payment for cleansing survey National Indicator
195 (Cleanliness Indicator) no longer required. (£32,415) Kier
contract savings. (£16,950) Transfer of staffing costs from
Waste. (£9,007) Reduction to establishment.
Gross Direct Income
(36,746)
(40,607)
20,480
21,590
755,135
677,445
(3,861) Additional income from Parish and Town Councils for
recharges from emptying of dog and litter bins
1,110 Recharges from Accountancy reflecting a more accurate
allocation of time
(77,690)
26,984
20,000
(6,984) Reduction for the contribution for the mainstream analyst
7,830
4,650
Net Expenditure
34,814
24,650
(3,180) Recharges from Accountancy reflecting a more accurate
allocation of time
(10,164)
Civil Contingencies
Gross Direct Costs
Support Service Charges
84,579
76,290
87,708
41,620
160,869
129,328
(31,541)
6,496,275
32,897
422,791
(3,244,916)
(32,897)
907,920
(191,062)
4,391,008
6,227,867
32,897
587,300
(3,194,906)
(32,897)
808,420
(197,875)
4,230,806
(268,408)
0
164,509
50,010
0
(99,500)
(6,813)
(160,202)
Support Service Charges
Net Expenditure
Community Safety
Gross Direct Costs
Support Service Charges
Net Expenditure
Gross Direct Costs
Gross Direct Costs - Reffcus
Capital Charges
Gross Direct Income
Gross Direct Income - Reffcus
Support Service Charges
Support Service Recharges
Net Expenditure
3,129 £2,896 Staff costs
(34,670) (£8,380) Lower recharge from Corporate Leadership Team as
a result of changes in duties following the officer restructure.
(£17,520) Lower recharge from Environmental Health
reflecting a more accurate allocation of time. (£5,900) Lower
recharges from Customer Services, Personnel Services and
Computer teams
49
Appendix B
Finance Service Area
Service
Local Taxation
Benefits
Treasury Management
Discretionary Rate Relief
Non Distributed Costs
Benefits & Revenues Mgmt
Corporate Finance
Internal Audit
Central Costs
Corporate & Democratic Core
Total Net Costs
IAS 19 Adjustment
Capital Charges
Support Service Charges
Support Service Recharges
Net Cost of Service
2011/12 Actual
£
168,045
(329,301)
0
62,952
369,726
71,900
576,796
99,822
44,857
331,388
2012/13
Updated
2013/14
Budget
Base Budget
£
£
115,400
82,734
198,967
277,801
0
76,161
68,018
68,000
256,842
266,577
72,512
73,330
573,133
478,417
105,967
109,613
97,485
42,614
347,386
297,338
Variance
2013/14 Base to
2012/13 Updated
Base
£
(32,666)
78,834
76,161
(18)
9,735
818
(94,716)
3,646
(54,871)
(50,048)
1,396,185
1,835,710
1,772,585
(63,125)
(157,726)
46,567
2,566,442
(1,444,041)
(256,842)
99,048
2,561,360
(1,465,672)
(266,577)
111,883
2,496,750
(1,331,498)
(9,735)
12,835
(64,610)
134,174
2,407,427
2,773,604
2,783,143
9,539
50
Appendix B
2012/13
Updated
Budget
2013/14
Base
Budget
Explanation for Major Variances
£
£
622,263
565,597
15,000
(506,863)
15,000
(482,863)
434,210
564,610
416,400
514,134
35,305,113
27,271,528
(8,033,585) £5,485 Balance of System Admin post transferred from Council
tax.(£19,851) One off temporary staffing. £3,560 IAS 19
adjustment. £25,190 Pay and Grading Review. £16,398
Employee inflation. (£5,274) Car Alternative saving.
(£8,056,786) Council Tax Benefit payments, change in the way
these are treated through the introduction of the Local Council
Tax Support Scheme (LCTS), this is offset by reduced subsidy.
75,054
(35,106,146)
85,289
(26,993,727)
10,235
8,112,419 £8,056,786 Subsidy on Council Tax Benefits (LCTS
implication). £55,633 Reduction in Benefits Administration grant
received from the Department for Works and Pensions.
Support Service Charges
651,930
628,960
Net Expenditure
925,951
992,050
Variance
£
FINANCE SERVICE AREA
Local Taxation
Gross Direct Costs
Capital Charges
Gross Direct Income
Support Service Charges
Net Expenditure
Benefits
Gross Direct Costs
Capital Charges
Gross Direct Income
Treasury Management
Gross Direct Costs
76,161
(56,666) (£30,000) one off expenditure funded from reserves. (£3,696)
Pay and Grading review. (£5,485) Balance of System Admin
post transferred to Benefits. (£84,000) One off expenditure
related to setting up new council tax scheme, this was funded
by government grant. £60,000 One off Expenditure funded by
Grant from the County Council relating to the new local council
tax scheme.
0
24,000 One off Government grant for developing LCTS. (£60,000) One
off grant from the County Council relating to the new Local
Council Tax Scheme.
(17,810) (£14,100) Computer applications team
(50,476)
(22,970) £20,550 Fakenham Connect, (£28,730) Reduced costs from
ICT. (£16,550) Customer Services.
66,099
76,161 £75,496 Transfer of Treasury Management budgets including
bank charges which were previously included under Corporate
Finance.
8,570 Increased recharge from Accountancy.
84,731
Support Service Charges
Net Expenditure
50,430
50,430
59,000
135,161
Discretionary Rate Relief
Gross Direct Costs
68,018
68,000
Net Expenditure
68,018
68,000
256,842
(256,842)
0
266,577
(266,577)
1,580
1,580
72,512
73,330
37,230
(109,742)
0
16,800
(90,130)
0
(20,430) (£18,320) Corporate Leadership team.
19,612
0
573,133
478,417
(94,716) (£11,992) Car Alternative savings. £5,734 Pay and Grading
review. (£75,496) Transfer of Treasury Management budgets
including bank charges to Treasury Management Final Service.
(£12,207) Staff savings.
8,994
267,750
(843,318)
6,559
11,594
260,570
(750,581)
0
Non Distributed Costs
Gross Direct Costs
IAS 19 Adjustment
Support Service Charges
Net Expenditure
Benefits & Revenues Mgmt
Gross Direct Costs
Support Service Charges
Support Service Recharges
Net Expenditure
Corporate Finance
Gross Direct Costs
Capital Charges
Support Service Charges
Support Service Recharges
Net Expenditure
(18) No Major Variances. This budget is funded through the Big
Society Fund.
(18)
9,735 £9,735 - Inflation on Added Years payments.
(9,735)
1,580 No Major Variances.
1,580
818 £4,462 Pay and Grading review. (£5,696) Car alternative
saving.
2,600
(7,180) (£2,580) Corporate Leadership Team
92,737 Reduced Costs recoverable through recharges.
(6,559)
51
Appendix B
2012/13
Updated
Budget
2013/14
Base
Budget
Explanation for Major Variances
£
£
105,967
109,613
11,340
3,060
(117,307)
0
(112,673)
0
97,485
42,614
297,820
335,500
(395,305)
0
(378,114)
0
Corporate & Democratic Core
Gross Direct Costs
347,386
297,338
Support Service Charges
810,650
774,880
1,158,036
1,072,218
(85,818)
37,448,719
99,048
(35,613,009)
(256,842)
2,561,360
(1,465,672)
2,773,604
29,249,175
111,883
(27,476,590)
(266,577)
2,496,750
(1,331,498)
2,783,143
(8,199,544)
12,835
8,136,419
(9,735)
(64,610)
134,174
9,539
Variance
£
FINANCE SERVICE AREA
Internal Audit
Gross Direct Costs
Support Service Charges
Support Service Recharges
Net Expenditure
Central Costs
Gross Direct Costs
Support Service Charges
Support Service Recharges
Net Expenditure
Net Expenditure
Gross Direct Costs
Capital Charges
Gross Direct Income
IAS19 Pension Adjustment
Support Service Charges
Support Service Recharges
Net Expenditure
3,646 £3,646 - 11.5 Planned audit days carried over from 2012/13
(8,280) (£5,430) - Lower recharge from Accountancy reflecting a more
accurate allocation of time.
4,634 Lower recharges reflecting lower costs incurred.
0
(54,871) (£51,584) - Pay and Grading implementation. These costs now
feature in the relevant service areas.
37,680 £6,270 - Higher recharge from Customer Services as a result of
changes in duties following the officer restructure. (£16,010) Lower recharge from Accountancy reflecting a more accurate
allocation of time. £44,610 - Higher recharge from Corporate
Leadership Team as a result of changes in duties following the
officer restructure.
17,191 Lower recharges reflecting lower costs incurred.
0
(50,048) (£50,000) - Saving in external audit costs as a result of abolition
of Audit Commission.
(35,770) £9,620 - Higher recharge from Corporate Leadership Team as
a result of changes in duties following the officer restructure.
£26,550 - Higher recharge from Environmental Health,
reflecting a more accurate allocation of time. £11,580 - Higher
recharge from Human Resources as a result of changes in
duties following the officer restructure. (£11,460) - Lower
recharge from Accountancy reflecting a more accurate
allocation of time. (£29,040) - Lower recharge from Legal
Services as a result of changes in duties following the officer
restructure. (£73,950) - Treasury Management no longer a
charging management unit. £31,500 - Higher recharge from
Administrative Buildings for Annexe.
52
Appendix B
Organisational Development Service Area
Service
Personnel & Payroll Supp Svs
Insurance & Risk Management
Policy & Performance Mgt
Registration Services
Total Net Costs
Support Service Charges
Support Service Recharges
Net Cost of Service
2011/12
Actual
£
320,910
276,386
131,181
230,219
Variance
2012/13
2013/14 Base to
2012/13 Updated
Updated
2013/14
Base
Budget
Base Budget
£
£
£
321,800
338,543
16,743
238,229
250,178
11,949
154,456
119,492
(34,964)
154,609
154,763
154
958,696
869,094
862,976
(6,118)
270,878
(883,215)
283,570
(877,565)
348,750
(895,023)
65,180
(17,458)
346,359
275,099
316,703
41,604
53
Appendix B
2012/13
2013/14
Updated
Base
Budget
Budget
£
£
ORGANISATIONAL DEVELOPMENT SERVICE AREA
Explanation for Major Variances
Variance
£
Personnel & Payroll Supp Svs
Gross Direct Costs
321,800
338,543
Support Service Charges
124,340
113,680
(446,140)
0
(452,223)
0
238,879
(650)
9,190
250,828
(650)
23,570
Support Service Recharges
Net Expenditure
(247,419)
0
(273,748)
0
Policy & Performance Mgt
Gross Direct Costs
154,456
119,492
29,550
49,560
(184,006)
0
(169,052)
0
Registration Services
Gross Direct Costs
Gross Direct Income
Support Service Charges
160,888
(6,279)
120,490
161,042
(6,279)
161,940
154 No Major Variances
0 No Major Variances
41,450 £34,070 - Higher recharge from Human Resources as a
result of changes in duties following the officer restructure.
£11,920 - Higher recharge from Corporate Leadership Team.
Net Expenditure
275,099
316,703
41,604
876,023
(6,929)
283,570
(877,565)
275,099
869,905
(6,929)
348,750
(895,023)
316,703
(6,118)
0
65,180
(17,458)
41,604
Support Service Recharges
Net Expenditure
Insurance & Risk Management
Gross Direct Costs
Gross Direct Income
Support Service Charges
Support Service Charges
Support Service Recharges
Net Expenditure
Gross Direct Costs
Gross Direct Income
Support Service Charges
Support Service Recharges
Net Expenditure
16,743 £8,773 - Pay award. £4,000 - Fees for lone working
monitoring. £7,547 - Pay and grading implementation costs.
(£4,330) - Savings following review of the car allowances
policy.
(10,660) (£7,560) - Lower recharge from Corporate Leadership Team
as a result of changes in duties following the officer
restructure.
(6,083) Higher recharges reflecting higher costs incurred.
0
11,949 £11,978 - Inflation on insurance premiums.
0 No Major Variances
14,380 £16,660 - Higher recharge from Human Resources as a
result of changes in duties following the officer restructure.
(26,329) Higher recharges reflecting higher costs incurred.
0
(34,964) (£38,036) - Staff transferred to another unit. £9,635 - Pay
and grading implementation. (£5,000) - Reduced grant
following review of all grants and contributions.
20,010 £16,730 - Higher recharge from Human Resources as a
result of changes in duties following the officer restructure.
14,954 Lower recharges reflecting lower costs incurred.
0
54
SAVINGS SUMMARY - 2013/14 TO 2016/17
Appendix C
Ref.
Service
Brief Outline of
Saving/Addition
al Income
AL2
Assets and
Leisure
Car Parks
concessions
AL3
Assets and
Leisure
Revised arrangements for the DUSC
Dual Use Sports
(Cromer and Stalham) (in addition to current
Centres
review of NW).
CS1
Customer
Services
Customer
Services
EH2
EH4
Environmental
Health
Environmental
Health
Environmental
EH5
Health
Brief Outline of Saving/Additional
Income (where applicable)
Introduction of concessions (refreshments
trailors etc) to some of the car parks.
2013/14
Savings
/Income
2014/15
Savings
/Income
2015/16
Savings
/Income
2016/17
Savings
/Income
(15,000)
(15,000)
(15,000)
(15,000)
(40,000)
(40,000)
(40,000)
(40,000)
Generating efficiencies through maximising
use of Front Office Reception, Cabinet
report December 2012
(24,740)
(33,000)
(33,000)
(33,000)
Handyman
Reduction in establishment for handyman
function. (0.5 fte). Previously post used for
waste associated work (now within contract)
and street signs back log of work - mostly
now complete.
(9,007)
(9,007)
(9,007)
(9,007)
Recycling
Initiatives
Reduction in the recycling initiatives budget,
currently used for promotional activities
associated with recycling and composting,
previous years spend has been less than
level budgeted.
(6,500)
(6,500)
(6,500)
(6,500)
Service Review
Service review over the next 6-12 month
period, combination of savings and
additional income.
0
(44,000)
(44,000)
(44,000)
55
SAVINGS SUMMARY - 2013/14 TO 2016/17
Ref.
Service
Brief Outline of
Saving/Addition
al Income
Appendix C
Brief Outline of Saving/Additional
Income (where applicable)
F1
Finance
Internal Audit
Review of Internal audit and management
pending end of current contract (Sept
2014), assume savings from new
arrangement, part year in 14/15, then full
year.
F2
Finance
Staffing and
Other
Outlook
C1
Corporate
(no
form)
DM2
Development
Management
Assets and
AL6
Leisure
AL7
Assets and
Leisure
OD1
Organisational
Development
EH6
Environmental
Health
Grants and
contributions
review
Grants and
contributions
review
Grants and
contributions
review
Grants and
contributions
review
Grants and
contributions
review
2013/14
Savings
/Income
2014/15
Savings
/Income
2015/16
Savings
/Income
2016/17
Savings
/Income
0
(6,000)
(12,000)
(12,000)
Deletion of vacant Exchequer Services
Assistant post.
(19,700)
(19,700)
(19,700)
(19,700)
Cessation of the publication of outlook.
(26,000)
(26,000)
(26,000)
(26,000)
Landscape contributions - not currently
committed
(2,150)
(2,150)
(2,150)
(2,150)
Reduction in the 13/14 contribution from £6k
to £3k then full amount thereafter for the
Folk on the Pier
(3,000)
(6,000)
(6,000)
(6,000)
Contribution to the Village Games event.
(5,000)
(5,000)
(5,000)
(5,000)
Norwich and Norfolk Racial Equality Council
(5,000)
(5,000)
(5,000)
(5,000)
Community Safety - Remove contribution of
£7k for funding analyst.
(7,000)
(7,000)
(7,000)
(7,000)
(163,097)
(224,357)
(230,357)
(230,357)
TOTAL
56
Appendix D
Fees and Charges - Assets & Leisure Service Area
CAR PARKING
Pay & Display Car Parks between 08:00 - 18:00
Coastal Car Parks
Cromer
East Runton
Happisburgh
Mundesley
Overstrand
Sea Palling
Sheringham
V
A
T
2012/13
Charge
£:p
Actual
Increase
Proposed
%
Increase
Proposed
Charge
2013/14
- Runton Road
- Beach Road
- Cart Gap
- Beach Road
- Pauls Lane
- Clink Road
- Beach Road
- Station Road
- Stearmans Yard
- Beach Road
T
T
T
T
50p for 30
T minutes only,
T £1.20 per hour
thereafter
T
T
T
T
50p for 30 minutes only, £1.20 per
hour thereafter
- Cadogan Road
- Meadow
- Promenade (Disabled only)
- Albert Street
- Station Road
- Chequers
- Morris Street
- Staithe Street
T
T
T
T
T
T
T
T
50p for 30
minutes only,
£1.00 for the
first hour, 70p
per hour
thereafter
50p for 30 minutes only, £1.00 for
the first hour, 70p per hour
thereafter
T
T
50p for 30
T minutes only,
£1.00 for 2
T
T hours, 70p per
T hour thereafter
T
50p for 30 minutes only, £1.00 for
2 hours, 70p per hour thereafter
Stalham
- Bridge Street
- The Limes
- Queens Road
- Bank Loke
- New Road
- Vicarage Street
- High Street
All P&D Car Parks (Coastal Car Park tickets transferable)
- All day ticket
T
£5.00
£0.00
0.0%
£5.00
T
£1.00
£0.00
0.0%
£1.00
Wells
Weybourne
Other Car Parks
Cromer
Holt
Sheringham
Wells
Fakenham
North Walsham
Pay & Display Car Parks between 18:00 - 23:00
All Car Parks
57
Comments
No Change
Appendix D
Fees and Charges - Assets & Leisure Service Area
Other Charges
Coach Parking (where permitted)
Carnival Day (Runton Road)
Weekly Permit
Annual Permit
Half Year Permit
Quarter Year Permit
Penalty Charge Notice
V
A
T
2012/13
Charge
£:p
Actual
Increase
Proposed
%
Increase
Proposed
Charge
2013/14
- 3 hour permit
- 24 hour permit
- 3 hour permit
- 24 hour permit
- 3 hour permit
- 24 hour permit
- Full
- Prompt Payment
T
T
T
T
T
T
T
T
T
T
T
T
T
£5.00
£10.00
£6.00
£3.00
£27.50
£55.00
£200.00
£30.00
£120.00
£16.00
£65.00
£50 - £70
£25 - £35
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
£5.00
£10.00
£6.00
£3.00
£27.50
£55.00
£200.00
£30.00
£120.00
£16.00
£65.00
£50.00
£25.00
- April, May, June, Oct, Nov, Dec
- July, August, Sept
- Jan, Feb, March
- April - June
- July - September
- October - December
- January - March
- April - Sept
- October - March
- April - Sept
- October - March
T
T
T
T
T
T
T
T
T
T
T
£20.00
£30.00
£15.00
£152.00
£234.00
£111.00
£88.00
£297.00
£153.00
£223.00
£115.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
£20.00
£30.00
£15.00
£152.00
£234.00
£111.00
£88.00
£297.00
£153.00
£223.00
£115.00
- April, May, June, Nov, Dec
- July, August, Sept, Oct
- Jan, Feb, March
- April - June
- July - September
- October - December
- January - March
- April - Sept
- October - March
- April - Sept
- October - March
T
T
T
T
T
T
T
T
T
T
T
£35.00
£45.00
£25.00
£338.00
£520.00
£247.00
£195.00
£660.00
£340.00
£495.00
£255.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
£35.00
£45.00
£25.00
£338.00
£520.00
£247.00
£195.00
£660.00
£340.00
£495.00
£255.00
- Half day (up to 4 hours)
- All day ticket
- Per Car, Per Entry
- Per Motorcycle, Per Entry
Comments
MARKETS
Site = 4m Frontage x 5m Depth
Cromer, Stalham and Sheringham (Weds) - Per Site
Weekly
Quarterly
Half Yearly (Up to 2 pitches, £ per pitch)
Half Yearly (3rd pitch +, £ per pitch)
Sheringham (Saturday) - Per Site
Weekly
Quarterly
Half Yearly (Up to 2 pitches, £ per pitch)
Half Yearly (3rd pitch +, £ per pitch)
58
No Change
Appendix D
Fees and Charges - Assets & Leisure Service Area
V
A
T
2012/13
Charge
£:p
Actual
Increase
Proposed
%
Increase
Proposed
Charge
2013/14
Other Charges
Full Annual Payment in Advance
Refunds - Administration Fee
New Traders Discount (conditions apply)
T
T
T
10% discount
£15.00
25% discount
£0.00
0.0%
10% discount
£15.00
25% discount
CHALETS & BEACH HUTS
Chalets
Sheringham
Old Chalets
New Chalets (incl electricity)
T
T
£650.00
£770.00
£10.00
£20.00
1.5%
2.6%
£660.00
£790.00
Cromer
West Beach
East Beach
T
T
£600.00
£650.00
£10.00
£10.00
1.7%
1.5%
£610.00
£660.00
Weekly Lets - Cromer & Sheringham
Low Season
High Season
T
T
£60.00
£110.00
£0.00
£5.00
0.0%
4.5%
£60.00
£115.00
Weekly Lets - Cromer East & Sheringham New (Serviced)
Low Season
High Season
T
T
£75.00
£135.00
£0.00
£0.00
0.0%
0.0%
£75.00
£135.00
Winter Lets
Per Month
Per Week
40 Week Lets (October - July)
40 Week Lets (October - July)
T
T
T
T
£60.00
£20.00
£450.00
£500.00
£0.00
£0.00
£15.00
£15.00
0.0%
0.0%
3.3%
3.0%
£60.00
£20.00
£465.00
£515.00
Cromer West
Cromer East
59
Comments
No Change
Appendix D
Fees and Charges - Assets & Leisure Service Area
V
A
T
2012/13
Charge
£:p
Actual
Increase
Proposed
%
Increase
Proposed
Charge
2013/14
Hut Sites
Cromer, Overstrand & Sheringham
One Year (Excluding Rates)
Mundesley
T
T
£205.00
£195.00
£5.00
£5.00
2.4%
2.6%
£210.00
£200.00
Huts
Weekly Lets
Low Season
High Season
Mundesley - Seasonal Let
T
T
T
£45.00
£95.00
£500.00
£0.00
£5.00
£15.00
0.0%
5.3%
3.0%
£45.00
£100.00
£515.00
T
£30.00
£0.00
0.0%
£30.00
PARKLANDS CARAVAN SITE
Site Per Year
T
£960.00
£25.00
2.6%
£985.00
HOLT COUNTRY PARK
School visits where Ranger's assistance required (Per Person)
T
£3.20
£0.10
3.1%
£3.30
T
T
£1.50
£20.00
£0.00
£0.00
0.0%
0.0%
£1.50
£20.00
T
T
£2.90
£2.40
£0.10
£0.10
3.4%
4.2%
£3.00
£2.50
Termination of Licence (early - mid-term)
Car Park
Per car per occasion
Annual Permit
(NNDC Standard Car Park Season Tickets are also valid)
MOBILE GYM
Fees for the use of the facility per session
Concessionary price per session
Admin Fee
60
Comments
Appendix D
Fees and Charges - CLT / Corporate Service Area
LEGAL SERVICES
Legal Work (exclusive of VAT charged)
Mortgage Redemption
Preparation of a new lease
Sale of land
Preparation of License
Private Mortgage
Quest re: second Mortgage
Agreement - section 18 Public Health Act 1936
Legal Work in connection with release of covenant
V
A
T
2012/13
Charge
£:p
T
T
T
T
T
T
T
T
At Solicitors
Hourly Rate
61
Actual
Increase
Proposed
%
Increase
Proposed
Charge
2013/14
At Solicitors Hourly Rate
Comments
Appendix D
Fees and Charges - Customer Services Service Area
V
A
T
2012/13
Charge
£:p
Actual
Increase
Proposed
%
Increase
Proposed
Charge
2013/14
TOURIST INFORMATION CENTRES
Concessionary Fares
Application processing
T
£7.00
£0.50
7.1%
£7.50
FILMING
TV drama/advertisements/feature films
Per Day
Per Hour
T
T
£512.50
£82.00
£12.50
£3.00
2.4%
3.7%
£525.00
£85.00
Documentaries and charities (depending on nature of organisation, subject and
crew size)
Per Day
Per Hour
T
T
£310.00
£52.00
£10.00
£3.00
3.2%
5.8%
£320.00
£55.00
Administration Charge (only charged where a fee and/or contract is appropriate)
Standard
Less than 7 days notice
T
T
£25.60
£51.30
-£0.60
£3.70
-2.3%
7.2%
£25.00
£55.00
Stills (specifically commercial advertising with props, etc)
T
£100 - £500
£100 - £500
Free
Free
£10 - £15
Education/news/weather/student/individual photographers or 'in the interest of the district'
Parking (if required)
T
£10 - £15
PHOTOCOPYING
Per Copy
Per Copy - Staff
Colour Copying (A4)
Colour Copying (A3)
Colour Copying - Staff (A4)
Colour Copying - Staff (A3)
T
T
T
T
T
T
£0.07
£0.07
£0.61
£1.21
£0.61
£1.21
62
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
£0.07
£0.07
£0.61
£1.21
£0.61
£1.21
Comments
Appendix D
Fees and Charges - Development Management Service Area
V
A
T
2012/13
Charge
£:p
Actual
Increase
Proposed
%
Increase
Proposed
Charge
2013/14
DEVELOPMENT PLAN
Development Plan for North Norfolk (all prices inclusive of postage)
Core Strategy (incorporating Development Control Policies) and Proposals Map (complete set)
T
£63.30
£1.70
2.7%
£65.00
Individual Core Strategy Documents (all prices inclusive of postage)
Core Strategy (incorporating Development Control Policies)
Map Set (complete set including the Proposals Map)
Proposals Map
Map Key
CD-ROMS (contains all documents and maps)
Inspectors Report of the Core Strategy
LDF Magazine File
T
T
T
T
T
T
T
£10.60
£52.80
£5.30
Free
£5.50
Free
£6.00
£0.40
£2.20
£0.20
3.8%
4.2%
3.8%
£0.00
0.0%
£0.00
0.0%
£11.00
£55.00
£5.50
Free
£5.50
Free
£6.00
Single page extracts of Core Strategy Maps (various sizes inclusive of postage)
T
N/A
Supplementary Planning Documents
Design Guide SPD
Landscape Character Assessment SPD
T
T
£15.90
£21.10
£0.10
£0.40
0.6%
1.9%
£16.00
£21.50
Other Publications and Background Studies
LDS - b/w or colour
AMR - b/w
AMR - colour
Core Strategy Sustainability Appraisal (Final)
Tourism Study - b/w
Tourism Study - colour
Landscape Character Assessment - b/w
Landscape Character Assessment - colour
Retail & Commercial Study - b/w
Retail & Commercial Study - colour
3 Dragons - b/w
3 Dragons - colour
Settlement Planning - b/w
Settlement Planning - colour
Rural Economy - b/w
Rural Economy - colour
Open Space Study - Volume 1
Open Space Study - Volume 2
Open Space Study - Volume 3
Open Space Study - Volume 4
Open Space Study - Complete
T
T
T
T
T
T
T
T
T
T
T
T
T
T
T
T
T
T
T
T
T
Free
£5.90
£23.10
£27.30
£17.40
£52.00
£5.90
£11.50
£8.50
£34.60
£5.90
£28.90
£5.90
£23.10
£11.50
£57.60
£9.20
£11.50
£19.60
£7.00
£52.00
£0.10
£0.90
£0.70
£0.60
£1.00
£0.10
£0.50
£0.50
£1.40
£0.10
£1.10
£0.10
£0.90
£0.50
£1.40
£0.30
£0.50
£0.40
£0.00
£1.50
1.7%
3.9%
2.6%
3.4%
1.9%
1.7%
4.3%
5.9%
4.0%
1.7%
3.8%
1.7%
3.9%
4.3%
2.4%
3.3%
4.3%
2.0%
0.0%
2.9%
Free
£6.00
£24.00
£28.00
£18.00
£53.00
£6.00
£12.00
£9.00
£36.00
£6.00
£30.00
£6.00
£24.00
£12.00
£59.00
£9.50
£12.00
£20.00
£7.00
£53.50
£10.00
63
Comments
Previous Fees & Charges included various sizes & sites,
proposal for one set fee. All are currently available online.
Appendix D
Fees and Charges - Development Management Service Area
V
A
T
2012/13
Charge
£:p
Actual
Increase
Proposed
%
Increase
Proposed
Charge
2013/14
T
T
T
T
£2.50
£28.00
£24.00
£2.00
£0.00
£0.00
£0.00
£0.00
0.0%
0.0%
0.0%
0.0%
£2.50
£28.00
£24.00
£2.00
Part 1 Enquiries
Non National Land Information Service Search
One Parcel
National Land Information Service
First Parcel
Additional Parcels
T
T
T
T
T
£77.00
£77.00
£77.00
£66.00
£15.00
£0.00
£0.00
£0.00
£0.00
£0.00
0.0%
0.0%
0.0%
0.0%
0.0%
£77.00
£77.00
£77.00
£66.00
£15.00
Optional Enquiries
Printed
Additional
Enquiry 22
T
T
T
£15.00
£20.00
£26.00
£0.00
£0.00
£0.00
0.0%
0.0%
0.0%
£15.00
£20.00
£26.00
T
£70.00
£0.00
0.0%
£70.00
T
£7.00
£0.00
0.0%
£7.00
LAND CHARGES
Official Search of - One Part
Official Search of - Whole
- Paper Search
- Electronic Search
- Additional Parcel
Other Fees relating to Local Land Charges
Registration of a charge in Part 11 of the Register (Light Obstruction Notice)
Filing a judgement order or application for variation or cancellation of any entry in Part 11 of the
Register (Light Obstruction Notice)
Filing a definitive certificate of the Lands Tribunal under rule 10 (3) of the Local Land Charges
Rules 1977
Inspection of documents filed under Rule 10 in respect of each parcel of land
Office copy of any entry in the Register (not including a copy or extract of any plan or document
filed pursuant to 1977 Rules)
PLANNING
Weekly list Planning Applications per annum
Preparation of Section 106 Agreement (simple)
Discharging of conditions
PLANNING - MISCELLANOUS
Misc. Photocopies (per copy)
A4 copies - per sheet
A3 copies - per sheet
Large documents - subject to negotiation
High Hedges Complaint
Architects Plans A1 & A2 Sheets (per copy)
- Non householder permission
- Householder permission
T
£2.50
£0.00
0.0%
£2.50
T
£2.50
£0.00
0.0%
£2.50
T
£5.00
£0.00
0.0%
£5.00
T
T
T
T
£290.00
£300.00
£85.00
£25.00
£8.00
£25.00
£0.00
£0.00
2.8%
8.3%
0.0%
0.0%
£298.00
£325.00
£85.00
£25.00
T
T
£0.10
£0.20
£0.00
£0.00
0.0%
0.0%
£0.10
£0.20
T
T
£395.00
£2.50
£10.00
£0.10
2.5%
4.0%
£405.00
£2.60
64
Comments
Cost of dealing with s106 higher than current charge
Statutory Charge
Statutory Charge
Appendix D
Fees and Charges - Development Management Service Area
V
A
T
2012/13
Charge
£:p
Actual
Increase
Proposed
%
Increase
Proposed
Charge
2013/14
Supply of Information on Permitted Use/History
Administrative Staff - per hour
Professional Staff - per hour
T
T
£43.00
£84.00
£1.00
£2.00
2.3%
2.4%
£44.00
£86.00
Check compliance with Conditions (for Solicitors, Agents)
Administrative Staff - per hour
Professional Staff - per hour
T
T
£43.00
£84.00
£1.00
£2.00
2.3%
2.4%
£44.00
£86.00
General Research
Administrative Staff - per hour
Professional Staff - per hour
T
T
£43.00
£84.00
£1.00
£2.00
2.3%
2.4%
£44.00
£86.00
65
Comments
Appendix D
Fees and Charges - Environmental Health
V
A
T
2012/13
Charge
£:p
WASTE COLLECTION SERVICES
Clinical Waste - Commercial & Prescribed
Commercial Waste Bins - Collection & Hire
Commercial Recycling Bins - Collection & Hire
Prescribed Waste Bins - Collection & Hire
Prescribed Recycling Bins - Collection & Hire
Sacks - Commercial & Prescribed
Bulky Items - Commercial, Prescribed & Household
T
T
T
T
T
T
T
Prices on
Application
Garden Bin Collection - Per Annum
T
£40.04
£1.56
3.9%
£41.60
EDUCATION & PROMOTION
(CIEH) Foundation Certificate in Food Hygiene
Resident or employed in North Norfolk
Other
T
T
£48.60
£60.00
£1.40
£2.00
2.9%
3.3%
£50.00
£62.00
Emergency First Aid Courses
Manual Handling (4 hours)
Manual Handling & Patient Handling (6 hours)
Specially arranged courses for businesses - held at business premises
T
T
T
T
Prices on
Application
DOG CONTROL
Environmental Protection Act - Stray Dogs
Charge when dog collected:- Release Fee (Vets fees, collection charge and kennelling charge to be added if appropriate)
T
£25.00
£0.00
0.0%
£25.00
COMMERCIAL SERVICES
Food Inspections
Unfit food inspections
Food export certificates
Sunday Trading Application for loading consent
T
T
T
£34.90
£26.70
£81.60
£1.10
£0.80
£2.40
3.2%
3.0%
2.9%
£36.00
£27.50
£84.00
- 5+ parameters
- 17 parameters
- 33 parameters
T
T
T
£25.00
£100.00
£500.00
£0.00
£0.00
£0.00
0.0%
0.0%
0.0%
£25.00
£100.00
£500.00
- Single Private Dwelling
- Small Domestic Supplies
- Large Domestic Supplies
- Commercial or Public Small
- Commercial or Public Medium
- Commercial or Public Large
- Commercial or Public Very Large
T
T
T
T
T
T
T
£100.00
£100.00
£200.00
£200.00
£300.00
£500.00
£500.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
£100.00
£100.00
£200.00
£200.00
£300.00
£500.00
£500.00
Private Water Sampling
Laboratory Analysis
Risk Assessments
Actual
Increase
Proposed
%
Increase
Proposed
Charge
2013/14
Prices on Application
Comments
Delegated Authority to be given as set out in the
report
Prices on Application
66
Statutory Fee
Actual cost charged by the testing laboratory
plus any transport costs will be charged up to
the maximum shown
Appendix D
Fees and Charges - Environmental Health
V
A
T
2012/13
Charge
£:p
Actual
Increase
Proposed
%
Increase
Proposed
Charge
2013/14
Sampling - per visit
Other Investigations (e.g. Investigating failure)
Granting an authorisation to depart from the standard authorisation
T
T
T
£50.00
£100.00
£100.00
£0.00
£0.00
£0.00
0.0%
0.0%
0.0%
£50.00
£100.00
£100.00
T
T
T
£15.70
£382.80
£823.70
£0.30
£17.20
£26.30
1.9%
4.5%
3.2%
£16.00
£400.00
£850.00
ENVIRONMENTAL PROTECTION SERVICES
Register of Authorised Processes
T
£80.00
£2.00
2.5%
£82.00
Abandoned Cars
Abandoned Car release fee comprising of:
Collection Costs
+ Storage Costs (per 24 hours or part thereof)
Destroyed vehicles - disposal fee
T
T
T
£105.00
£12.00
£50.00
£0.00
£0.00
£0.00
0.0%
0.0%
0.0%
£105.00
£12.00
£50.00
T
T
T
T
T
T
T
£90.00
£170.00
£90.00
£170.00
£190.00
£190.00
£150.00
£40.00
£0.00
£40.00
£0.00
£0.00
£0.00
£0.00
44.4%
0.0%
44.4%
0.0%
0.0%
0.0%
0.0%
£130.00
£170.00
£130.00
£170.00
£190.00
£190.00
£150.00
T
T
T
T
£19.06
£3.00
£1.50
£36.05
£0.44
£0.00
£0.00
£0.95
2.3%
0.0%
0.0%
2.6%
£19.50
£3.00
£1.50
£37.00
Registration of Food Premises
Charge for copies of Register (or parts of)
TAXI LICENCE FEES
Taxi Licences
Licence to Drive Hackney Carriages or Private Hire Vehicles
Licence to Drive Hackney Carriages or Private Hire Vehicles
Hackney Carriage Vehicle Licence
Private Hire Vehicle Licence
Private Hire Operators Licence
- Single Entry
- Part of Register
- Complete Register
- New Licence valid for 1 year
- New Licence valid for 3 years
- Renewal valid for 1 year
- Renewal valid for 3 years
- New or Renewal valid for 1 year
- New or Renewal valid for 1 year
- New or Renewal valid for 5 years
Taxi Licence Charges
Replacement badge (including name or address change)
Replacement drivers badge holder with lanyard
Windscreen pouches (additional or replacement)
Replacement plate for vehicle
Vehicle Inspection full initial test (if undertaken other than at a time of licensing or relicensing
vehicle)
Vehicle Inspection re-test following failure of initial test
Meter test or retest undertaken separate to full vehicle inspection
T
£52.80
£12.12
23.0%
£64.92
T
T
£12.00
£24.00
£0.00
£0.00
0.0%
0.0%
£12.00
£24.00
Other Charges
Criminal Records Bureau Enhanced check
T
£44.00
£0.00
0.0%
£44.00
T
£30.00
£10.00
33.3%
£40.00
OTHER LICENSING
Permits for Goods and Amenities on the Highway
- Application Fee
67
Comments
Set on Cost Recovery Basis
Set by Statute
As recommended by L&A committee - 21/5/12
As recommended by L&A committee - 21/5/12
Current charge as set by the CRB
Appendix D
Fees and Charges - Environmental Health
V
A
T
2012/13
Charge
£:p
Actual
Increase
Proposed
%
Increase
Proposed
Charge
2013/14
Premises Licences (Alcohol)
Premises Licences, under the Licensing Act 2003, are based on bands determined by the
non-domestic rateable value of the property concerned.
The fees relating to applications for premises licences, club premises certificates and variations
or conversions to existing licences are:
Band
Non-domestic rateable value
A
£0 - £4,300
B
£4,301 - £33,000
C
£33,001 - £87,000
D
£87,001 - £125,000
E
£125,001 and over
T
T
T
T
T
£100.00
£190.00
£315.00
£450.00
£635.00
£0.00
£0.00
£0.00
£0.00
£0.00
0.0%
0.0%
0.0%
0.0%
0.0%
£100.00
£190.00
£315.00
£450.00
£635.00
Annual charges relating to the above are:
Band
A
B
C
D
E
Non-domestic rateable value
£0 - £4,300
£4,301 - £33,000
£33,001 - £87,000
£87,001 - £125,000
£125,001 and over
T
T
T
T
T
£70.00
£180.00
£295.00
£320.00
£350.00
£0.00
£0.00
£0.00
£0.00
£0.00
0.0%
0.0%
0.0%
0.0%
0.0%
£70.00
£180.00
£295.00
£320.00
£350.00
Premises applying to vary conditions in relation to the sale of alcohol during transition will be
charged a supplementary fee, according to their fee band:
Band
Non-domestic rateable value
A
£0 - £4,300
B
£4,301 - £33,000
C
£33,001 - £87,000
D
£87,001 - £125,000
E
£125,001 and over
T
T
T
T
T
£20.00
£60.00
£80.00
£100.00
£120.00
£0.00
£0.00
£0.00
£0.00
£0.00
0.0%
0.0%
0.0%
0.0%
0.0%
£20.00
£60.00
£80.00
£100.00
£120.00
Personal Licence
T
£37.00
£0.00
0.0%
£37.00
- Initial Fee
68
Comments
Subject to changes in legislation
Appendix D
Fees and Charges - Environmental Health
V
A
T
2012/13
Charge
£:p
Actual
Increase
Proposed
%
Increase
Proposed
Charge
2013/14
T
T
T
T
T
T
T
T
T
T
T
T
T
T
T
£10.00
£10.50
£10.50
£23.00
£23.00
£23.00
£315.00
£10.50
£10.50
£10.50
£21.00
£10.50
£10.50
£10.50
£21.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
£10.00
£10.50
£10.50
£23.00
£23.00
£23.00
£315.00
£10.50
£10.50
£10.50
£21.00
£10.50
£10.50
£10.50
£21.00
- New Application
- Annual Fee
- Application to Vary
- Application to Transfer
- Application to Reinstatement
- Application for Prov. Statement
- Application (Prov. State Holders)
- Copy Licence
- Notification of Change
T
T
T
T
T
T
T
T
T
£2,522.80
£505.70
£1,261.40
£1,011.30
£1,011.30
£2,522.80
£1,011.30
£25.00
£50.00
£77.20
£14.30
£38.60
£38.70
£38.70
£77.20
£38.70
£0.00
£0.00
3.1%
2.8%
3.1%
3.8%
3.8%
3.1%
3.8%
0.0%
0.0%
£2,600.00
£520.00
£1,300.00
£1,050.00
£1,050.00
£2,600.00
£1,050.00
£25.00
£50.00
Maximum set by statute
Maximum set by statute
- New Application
- Annual Fee
- Application to Vary
- Application to Transfer
- Application to Reinstatement
- Application for Prov. Statement
- Application (Prov. State Holders)
- Copy Licence
- Notification of Change
T
T
T
T
T
T
T
T
T
£1,261.40
£842.80
£1,044.00
£799.50
£799.50
£2,104.20
£799.50
£25.00
£50.00
£38.60
£27.20
£26.00
£20.50
£20.50
£55.80
£20.50
£0.00
£0.00
3.1%
3.2%
2.5%
2.6%
2.6%
2.7%
2.6%
0.0%
0.0%
£1,300.00
£870.00
£1,070.00
£820.00
£820.00
£2,160.00
£820.00
£25.00
£50.00
Maximum set by statute
Maximum set by statute
Additional Fees and Charges
Supply of copies of information contained in the register
Application for copy of licence or summary on theft, loss etc of premises licence or summary
Notification of change of name or address (holder of premises licence)
Application to vary to specify individual as premises supervisor
Application to transfer premises licence
Interim authority notice
Application for making of a provisional statement
Application for copy of certificate or summary on theft, loss etc of certificate or summary
Notification of change of name or alteration of club rules
Change of relevant registered address of club
Temporary event notices
Application for copy of notice on theft, loss etc of temporary notice
Application for copy of notice on theft, loss etc of personal licence
Notification of change of name or address (personal licence)
Notice of interest in any premises
Premises Licence Fees - Gambling Act 2005
Betting Premises (excluding tracks)
Tracks
69
Comments
Set by Statute
Appendix D
Fees and Charges - Environmental Health
V
A
T
2012/13
Charge
£:p
Actual
Increase
Proposed
%
Increase
Proposed
Charge
2013/14
- New Application
- Annual Fee
- Application to Vary
- Application to Transfer
- Application to Reinstatement
- Application for Prov. Statement
- Application (Prov. State Holders)
- Copy Licence
- Notification of Change
T
T
T
T
T
T
T
T
T
£1,685.50
£630.70
£842.80
£799.50
£799.50
£1,681.00
£799.50
£25.00
£50.00
£64.50
£19.30
£27.20
£20.50
£20.50
£69.00
£20.50
£0.00
£0.00
3.8%
3.1%
3.2%
2.6%
2.6%
4.1%
2.6%
0.0%
0.0%
£1,750.00
£650.00
£870.00
£820.00
£820.00
£1,750.00
£820.00
£25.00
£50.00
Maximum set by statute
Maximum set by statute
- New Application
- Annual Fee
- Application to Vary
- Application to Transfer
- Application to Reinstatement
- Application for Prov. Statement
- Application (Prov. State Holders)
- Copy Licence
- Notification of Change
T
T
T
T
T
T
T
T
T
£1,685.50
£842.80
£842.80
£1,011.30
£1,011.30
£1,681.00
£1,011.30
£25.00
£50.00
£64.50
£27.20
£27.20
£38.70
£38.70
£69.00
£38.70
£0.00
£0.00
3.8%
3.2%
3.2%
3.8%
3.8%
4.1%
3.8%
0.0%
0.0%
£1,750.00
£870.00
£870.00
£1,050.00
£1,050.00
£1,750.00
£1,050.00
£25.00
£50.00
Maximum set by statute
Maximum set by statute
- Application Fee
- Change of Name
- Copy of Permit
T
T
T
£300.00
£25.00
£15.00
£0.00
£0.00
£0.00
0.0%
0.0%
0.0%
£300.00
£25.00
£15.00
Prize Gaming
- Application Fee
- Annual Fee
- Change of Name
- Copy of Permit
T
T
T
T
£300.00
£300.00
£25.00
£15.00
£0.00
£0.00
£0.00
£0.00
0.0%
0.0%
0.0%
0.0%
£300.00
£300.00
£25.00
£15.00
Small Lottery Society
- Application Fee
- Annual Fee
- Change of Name
- Copy of Permit
T
T
T
T
£40.00
£20.00
£25.00
£15.00
£0.00
£0.00
£0.00
£0.00
0.0%
0.0%
0.0%
0.0%
£40.00
£20.00
£25.00
£15.00
Club Gaming
- Application Fee Gaming Permit
- Application Fee Machine Permit
- Annual Fee
- Change of Name
- Copy of Permit
T
T
T
T
T
£200.00
£200.00
£50.00
£25.00
£15.00
£0.00
£0.00
£0.00
£0.00
£0.00
0.0%
0.0%
0.0%
0.0%
0.0%
£200.00
£200.00
£50.00
£25.00
£15.00
Family Entertainment Centres
Adult Gaming Centre
Permits
Family Entertainment Centres
70
Comments
Maximum set by statute
Appendix D
Fees and Charges - Environmental Health
License Premises Gaming Machine Permit
Licences and certificates of suitability
Body Piercing
Goods & Amenities on the Highway
Motor Salvage Operator
Sex Establishment
Sexual Entertainment Venue
Street Trading Consents
Animal Boarding
Dangerous Wild Animals (and vet fees where appropriate)
Dog Breeding (and vet fees where appropriate)
Pet Shop
Riding Establishment (and vet fees where appropriate)
Zoo (and vet fees where appropriate)
V
A
T
2012/13
Charge
£:p
Actual
Increase
Proposed
%
Increase
Proposed
Charge
2013/14
- Application Fee (2 or less)
- Application Fee (3 or more)
- Annual Fee
- Change of Name
- Copy of Permit
T
T
T
T
T
£50.00
£150.00
£50.00
£25.00
£15.00
£0.00
£0.00
£0.00
£0.00
£0.00
0.0%
0.0%
0.0%
0.0%
0.0%
£50.00
£150.00
£50.00
£25.00
£15.00
- Registration
T
T
T
T
T
T
T
T
T
T
T
T
T
T
T
T
£65.00
£30.00
£80.00
£1,685.80
£2,522.80
Free
£65.00
£110.00
£145.00
£110.00
£110.00
£155.00
£155.00
£44.00
Free
£155.00
£1.60
£10.00
2.5%
33.3%
£64.20
£77.20
3.8%
3.1%
£2.00
£5.00
£5.00
£5.00
£5.00
£45.00
£5.00
£0.00
3.1%
4.5%
3.4%
4.5%
4.5%
29.0%
3.2%
0.0%
£45.00
29.0%
£66.60
£40.00
TBC
£1,750.00
£2,600.00
Free
£67.00
£115.00
£150.00
£115.00
£115.00
£200.00
£160.00
£44.00
Free
£200.00
- 3 years
- Non profit
- Commercial
- New/Renewal
- New/Renewal
- New/Renewal
- New/Renewal
- New/Renewal
- Variation
- CRB Per Person - Employee
- CRB Per Person - Volunteer
- New/Renewal
71
Comments
Maximum set by statute
Check legislation
Appendix D
Fees and Charges - Organisational Development
V
A
T
2012/13
Charge
£:p
Actual
Increase
Proposed
%
Increase
Proposed
Charge
2013/14
ELECTIONS
Statutory Charges
Edited Register of Electors - Printed Copy - Basic Charge (per first 1,000 names)
Printed copy as above, extra 1,000 names or part thereof
Edited Register of Electors - Data Form - Basic Charge (per first 1,000 names)
Data form as above, extra 1,000 names or part thereof
Full Register and monthly updates - Printed Copy - Basic Charge (perfirst 1,000 names)
Printed copy as above, extra 1,000 names or part thereof
Full Register and monthly updates - Data Form - Basic Charge (per first 1,000 names)
Data form as above, extra 1,000 names or part thereof
Marked Registers - Printed Copy - Basic Charge
Printed copy of Marked Registers - 1,000 names or part thereof
Data form of Marked Registers - 1,000 names or part thereof
Overseas Elector List - Printed Copy - Basic Charge (per first 100 names)
Printed copy as above, extra 100 names or part thereof
Overseas Elector List - Data Form - Basic Charge (per first 100 names)
Data form as above, extra 100 names or part thereof
T
T
T
T
T
T
T
T
T
T
T
T
T
T
T
£15.00
£5.00
£21.50
£1.50
£15.00
£5.00
£21.50
£1.50
£10.00
£2.00
£1.00
£15.00
£5.00
£21.50
£1.50
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
£0.00
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
£15.00
£5.00
£21.50
£1.50
£15.00
£5.00
£21.50
£1.50
£10.00
£2.00
£1.00
£15.00
£5.00
£21.50
£1.50
Non Statutory Charges
Certificate of Registration
T
£12.00
£0.50
4.2%
£12.50
72
Comments
Appendix E
North Norfolk District Council
Council Tax Summary 2013/14
2012/13
Actual
Proposed 2013/14
0% Council Tax Increase
Variance
£
Demand on Collection Fund
(excluding Parish/Town Precepts)
£ 5,789,171
£ 5,082,610
District Council Tax Level at Band D
£
£
1.08 -£
Less Estimated Collection Fund Surplus
at 31st March
Net District Council Tax at Band D
Note:
-£
£
139.95
138.87
£
Variance
%
-£706,561
-12.2%
139.59
-£0.36
-0.3%
0.72
£0.36
-33.3%
138.87
£
-
0.00%
The Tax Base for 2013/14 is 36,411 so each £36,411 change in net expenditure has
a £1.00 effect on Council Tax at Band D.
73Base\Apx E Council Tax Summary 2013-14 CTax 13-14 Draft
M:\Accountancy\Shared Information\BUDGET\2013-14\Appendicies
Appendix F
Reserves Statement - 2013/14 Base Budget
Reserve
Purpose and Use of Reserve
Balance at
1/4/2012
£
General Fund General Reserve
A working balance and contingency, current recommended
balance is £950,000. This also includes the rellocation of a
number of previously earmarked reserves to be used over the
next three years.
Budgeted
Budgeted
Revised Budget
Balance at
Balance at
2012/13
2013/14
2014/15
31/3/2013
1/4/2014
Movement
Movement
Movement
£
£
£
2,049,920
(266,524) 1,783,396
(486,940) 1,332,529
£
£
(11,820) 1,771,576 (200,000)
Balance at
1/4/2015
Budgeted
2015/16
Movement
Balance at
1/4/2016
£
£
£
Budgeted
Balance at
Movement
1/4/2017
2016/17
£
£
1,571,576 (200,000)
1,371,576
1,371,576
255,600
1,578,680
0
1,578,680
1,578,680
Earmarked Reserves:
Capital Projects
To provide funding for capital developments and purchase of
major assets. This includes the VAT Shelter Receipt.
1,819,469
Asset Management
To support improvements to our existing assets as identified
through the Asset Management Plan.
26,669
(15,000)
11,669
0
11,669
0
11,669
0
11,669
11,669
Benefits
To be used to mitigate any claw back by the Department of
Works and Pensions following final subsidy determination.
Timing of the use will depend on audited subsidy claims.
640,242
(99,100)
541,142
0
541,142
0
541,142
0
541,142
541,142
Big Society Fund
To support projects that communities identify where they will
make a difference to the economic and social wellbeing of the
area. Funded by a proportion of NCC element of second
homes council tax. Annual contributions to and from the
reserve will be determined as part of the budget process.
0
639,625
639,625
169,735
809,360
0
809,360
0
809,360
809,360
Carbon
Management
To fund revenue invest to save initiatives and projects within
the Carbon Management Plan.
21,180
0
21,180
(21,180)
0
0
0
0
0
0
Coast Protection
To support the ongoing coast protection maintenance
programme.
208,000
(208,000)
0
0
0
0
0
0
0
0
Common Training
To deliver the corporate training programme. Training and
development programmes are sometimes not completed in
the year but are committed and therefore funding is carried
forward in an earmarked reserve.
32,000
(4,000)
28,000
0
28,000
0
28,000
0
28,000
28,000
Economic
Development and
Tourism
Earmarked from previous underspends on Economic
Development and Tourism Budgets along with funding
earmarked for Learning for Everyone.
55,072
(26,233)
28,839
0
28,839
0
28,839
0
28,839
28,839
Election Reserve
Established to meet costs associated with district council
elections, to smooth the impact between financial years.
1,500
28,500
30,000
30,000
60,000
30,000
90,000
(60,000)
30,000
Environmental
Policy
Earmarking of a previous underspend to meet future costs of
environmental policy initiatives.
20,090
(20,090)
0
0
0
0
0
0
0
74
(9,449) 1,323,080
30,000
60,000
0
Appendix F
Reserves Statement - 2013/14 Base Budget
Reserve
Purpose and Use of Reserve
Balance at
1/4/2012
£
Housing
Previously earmarked for stock condition survey and housing
needs assessment.
Budgeted
Budgeted
Revised Budget
Balance at
Balance at
2012/13
2013/14
2014/15
31/3/2013
1/4/2014
Movement
Movement
Movement
£
£
£
£
242,000 (142,000)
£
100,000
0
Balance at
1/4/2015
Budgeted
2015/16
Movement
Balance at
1/4/2016
£
£
£
242,000
0
100,000
116,068
(84,494)
31,574
0
31,574
31,574
50,356
(1,380)
48,976
0
48,976
48,976
46,599
(3,506)
43,093
0
43,093
0
0
Budgeted
Balance at
Movement
1/4/2017
2016/17
£
£
100,000
100,000
31,574
31,574
0
48,976
48,976
43,093
0
43,093
43,093
Previously established from the disposal of the European
Treasury (Property) Investment Bank (EIB) to offset future imlications. Now held to
mitigate fluctuations in investment income from pooled
Reserve
property funds.
Land Charges
To Mitigate the impact of potential income reductions.
Legal & Democratic One off funding for Compulsory Purchase Order (CPO) work
and to undertake a review of the Constitution.
Services
Local Strategic
Partnership
Earmarked underspends on the LSP for outstanding
commitments and liabilities.
671,958
(615,230)
56,728
0
56,728
0
56,728
0
56,728
56,728
LSVT Reserve
To meet the cost of successful warranty claims not covered by
bonds and insurance following the housing stock transfer.
435,000
0
435,000
0
435,000
0
435,000
0
435,000
435,000
New Homes Bonus
Established for supporting communities with future growth
and development.
0
611,678
611,678
674,614 1,286,292
696,458
1,982,750
705,536
2,688,286
705,536 3,393,822
Organisational
Development
To provide funding for organisation development to create
capacity within the organisation and address anomalies within
the pay structure.
494,488
(394,911)
99,577
0
99,577
0
99,577
0
99,577
99,577
196,036
(196,036)
0
0
0
0
0
404,000
(198,175)
205,825
(68,358)
137,467
(36,813)
100,654
(28,426)
72,228
110,835
(56,196)
54,639
(43,304)
11,335
(8,000)
3,335
0
3,335
3,335
37,837
0
37,837
0
37,837
37,837
37,837
468,216
9,872
478,088
(31,500)
446,588
446,588
446,588
This reflects the balance of Funding as at 31/03/12 on the
Partnership Budgets Revenues and Benefits Partnership project. This will be
0
utilised in 2012/13
Pathfinder
To help Coastal Communities adapt to coastal changes.
Previously unspent HPDG for use on related revenue
Planning - Revenue
projects, timing to be confirmed.
Regeneration
Projects
Carry forward of underspends relating to
Regeneration Projects.
Restructuring &
Invest to Save
Proposals
To fund one-off redundancy and pension strain costs and
invest to save initiatives. Transfers from this reserve will be
allocated against savings proposals as business cases are
approved. Timing of the use of this resrve will depend on
when business cases are approved.
75
37,837
0
446,588
0
(18,126)
54,102
Appendix F
Reserves Statement - 2013/14 Base Budget
Reserve
Purpose and Use of Reserve
Balance at
1/4/2012
Budgeted
Budgeted
Revised Budget
Balance at
Balance at
2012/13
2013/14
2014/15
31/3/2013
1/4/2014
Movement
Movement
Movement
£
£
Sports Hall
To support renewals for sports hall equipment. Amount
Equipment & Sports transferred in the year represents over or under achievement
of income target.
Facilities
23,339
(6,500)
16,839
0
16,839
The pier
To be used to support the costs of works to Cromer pier.
15,000
0
15,000
(15,000)
0
Whistle blowing
Commissioning investigation activity as required.
10,000
0
10,000
(10,000)
0
521,738 7,324,972
Total Reserves
8,195,874
£
(1,392,640) 6,803,234
76
£
£
£
0
Balance at
1/4/2015
Budgeted
2015/16
Movement
Balance at
1/4/2016
£
£
£
Budgeted
Balance at
Movement
1/4/2017
2016/17
£
£
16,839
0
16,839
16,839
0
0
0
0
0
0
0
0
0
737,245
8,062,217
417,110
8,479,327
717,410 9,196,737
Appendix G
GENERAL FUND CAPITAL PROGRAMME
Scheme
Scheme Total
Current Estimate
Pre 31/3/12 Actual Revised Budget
Expenditure
2012/13
Actual
Expenditure
2012/13 (period
9)
Comments
Updated
Budget
13/14
Updated
Budget
14/15
Updated
Budget
15/16
£
Jobs and the Local Economy
Fakenham Industrial Estate
Financed by;
NNDC (Capital Receipts)
140,000
50,000
Financed by;
NNDC (Capital Receipts)
50,000
Public Conveniences Improvements - Phase
1and 2, and Mundesley Prom PC Upgrade
Financed by;
NNDC (Capital Receipts)
6,736
0
10,295
39,705
0
277,068
147,932
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
140,000
North Norfolk Enterprise Innovation Centre
Fakenham Factory Extension
Financed by;
NNDC (Capital Receipts)
133,264
425,000
The project is currently on hold.
114,313 All works have been completed
and we are currently in the
defects period.
425,000
This scheme is complete
404,665
389,246
15,419
15,419
87,674
14,336
16,567 Works have been completed
404,665
Cromer Red Lion Toilet Refurbishment
Financed by;
NNDC (Capital Receipts)
RCCO
102,010
Car Park Ticket Machines
238,000
and we are currently in the
defects period.
90,095
11,915
Final invoices are awaited
Financed by;
NNDC (Capital Receipts)
234,946
3,054
on the replacement of a
vandalised machine at
Weybourne.
238,000
Asbestos Works
51,000
Financed by;
NNDC (Capital Receipts)
51,000
Rocket House
77,084
Financed by;
NNDC (Capital Receipts)
77,084
0 following completion of works
39,672
11,328
2,144 Further asbestos removal
0
0
0
1,469
75,615
6,497 Works have commenced,
0
0
0
77
works have been undertaken at
Edingthorpe and final invoices
are awaited.
although some slippage of the
lift scheme is anticipated into
2013/14.
Appendix G
Scheme
Scheme Total
Current Estimate
Pre 31/3/12 Actual Revised Budget
Expenditure
2012/13
Actual
Expenditure
2012/13 (period
9)
Comments
Updated
Budget
13/14
Updated
Budget
14/15
Updated
Budget
15/16
£
Wells Sackhouse Refurbishment
Financed by;
Other Contributions
NNDC (Capital Receipts)
Maltings Wells
Financed by;
NNDC (Capital Receipts)
71,752
100,000
0 This scheme is still on hold
Carbon Reduction Scheme
Financed by;
NNDC (Cap Receipts - Carbon Reduction
Fund)
108,318
26,723
0
0
100,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
126,723
0
0
pending the outcome of a large
grant funding submission.
0
0
111,395
0
58,917
49,401
20,989
106,011
0 This scheme is still on hold
pending the outcome of a large
grant funding submission.
100,000
111,395
Sheringham Little Theatre
Financed by:
NNDC (Capital Receipts)
0
27,752
44,000
Car Park Environmental Improvements
Financed by;
NNDC (Capital Receipts)
Sheringham East Prom Public
Conveniences
Financed by:
NNDC (Capital Receipts)
45,029
(1,975) This scheme is now complete.
111,395
9,454
108,318
127,000
Works have been completed
108,752 and we are currently in the
defects period.
127,000
45,000
0
45,000
0
181,681
0
25,000
46,760 Works have been completed.
45,000
The works have been
Car Park Resurfacing and Refurbishment
181,681
Financed by;
NNCD (Capital Receipts)
181,681
Openwide Loan Repayment
Financed by:
NNDC (Capital Receipts)
25,000
189,520 completed.
0 This scheme has been
requested for approval as part
of the budget for 2013/14.
25,000
2,257,905
1,409,964
721,218
78
507,452
Appendix G
Scheme
Scheme Total
Current Estimate
Pre 31/3/12 Actual Revised Budget
Expenditure
2012/13
Actual
Expenditure
2012/13 (period
9)
Comments
Updated
Budget
13/14
Updated
Budget
14/15
Updated
Budget
15/16
£
Housing and Infrastructure
Housing Renovation Grants
Private Sector Renewal Grants
60,809
Annual programme
Financed by;
NNDC (Capital Receipts)
60,809
850,000
Disabled Facilities Grants
Financed by;
Specified Capital Grant
NNDC (Capital Receipts)
Housing Associations
Financed by;
NNDC (Capital Receipts)
NNDC (Capital Projects Reserve)
Affordable Housing Contributions
Strategic Housing & Choice Based Lettings
System
Financed by;
NNDC (Capital receipts)
Capital Projects Reserve
Empty Homes
Financed by;
NNDC (Capital receipts)
8,718 Schemes are progressing.
523,787 Schemes are progressing.
443,000
407,000
2,022,500
Annual programme
926,600 Schemes are progressing.
1,050,890
920,614
50,996
120,650
100,650
15,000
113,950
6,700
200,000
11,000
4,000
0
200,000
200,000
320,650
0
0
200,000
100,650
3,148,309
79
1,459,104
500,000
500,000
355,000
500,000
500,000
355,000
850,000
150,000
72,578
443,000
407,000
0
150,000
0
72,578
1,477,678
0
0
1,077,678
400,000
0
0
0
0
0
0
0
5,000
0
0
5,000
0
0
0
0
0
0
0
0
0
0
0
2,832,678
650,000
427,578
Appendix G
Scheme
Scheme Total
Current Estimate
Pre 31/3/12 Actual Revised Budget
Expenditure
2012/13
Actual
Expenditure
2012/13 (period
9)
Comments
Updated
Budget
13/14
Updated
Budget
14/15
Updated
Budget
15/16
£
Coast, Countryside and Built Heritage
Gypsy and Traveller Short Stay Stopping
Facilities
Financed by:
Grant
Sheringham Beach Handrails
Financed by;
NNDC (Capital Projects Reserve)
NNDC (Capital Receipts)
Cromer Pier Structural Works - Phase 2
Financed by;
NNDC (Capital Receipts)
Sheringham Promenade Lighting
Financed by;
NNDC (Capital Receipts)
Other Contributions
Cromer Pier and West Prom Refurbishment
Project
Financed by:
NNDC (Capital Receipts)
Refurbishment Works to the Seaside
Shelters
Financed by:
NNDC (Capital Receipts)
Cromer Coast Protection Scheme 982 and
SEA
Financed by:
Environment Agency Grant
SMP Preparation of Common Version for
Approval and Other Additional Studies
Financed by:
Environment Agency Grant
Pathfinder Project
1,409,000
1,062,593
346,407
0
0
0
0
36,897
3,126
0
0
0
0
81,395
1,337,236
458,234 Works are progressing.
0
0
0
10,609
67,391
54,094 Works are progressing.
0
0
0
76
32
199,892
0
0
0
55,000
100,000
0
0
5,000,000
443,000
0
0
0
0
0
0
0
1,409,000
40,023
5,023
35,000
1,418,631
1,418,631
78,000
45,000
33,000
200,000
32
The scheme is on going.
200,000
155,000
The scheme has commenced
32,654 with works on a number of
shelters having been
completed.
155,000
10,400,000
188,717
4,768,283
128,230
2,770
10,940
The scheme is on going.
10,400,000
131,000
Major works have been
4,326 completed and the scheme is
currently being finalised.
131,000
1,967,015
1,508,839
458,176
141,809 Pathfinder projects under this
scheme are progressing.
80
Appendix G
Scheme
Scheme Total
Current Estimate
Pre 31/3/12 Actual Revised Budget
Expenditure
2012/13
Actual
Expenditure
2012/13 (period
9)
Comments
Updated
Budget
13/14
Updated
Budget
14/15
Updated
Budget
15/16
£
Financed by:
DEFRA Grant
Cromer to Winterton Scheme
Financed by:
Environment Agency Grant
scheme are progressing.
1,967,015
110,000
0
110,000
20,631 Approval has been received
0
0
0
and works are at the tender
stage.
110,000
0
60,000
30,000
0
0
0
15,968,669
3,017,356
7,208,421
752,720
5,299,892
443,000
0
Playground Improvements - Various
Financed by:
Contributions
Grant
NNDC (Capital Receipts)
276,057
245,257
27,800
3,000
0
0
North Lodge Park
Financed by;
NNCD (Capital Receipts)
197,000
0
717
196,283
0
0
Sheringham Skate Park
20,000
0
0
0
Financed by:
NNDC (Capital Receipts)
20,000
200,000
0
0
0
0
0
Coastal Erosion Assistance
Financed by:
Government Grant
60,000
60,000
Localism
51,679
222,561
1,817
400,000
Financed by:
NNDC (Capital Receipts)
400,000
70,000
717 This scheme is on hold
awaiting the outcome of public
consultation.
197,000
Big Society Fund
North Walsham Regeneration Schemes
Financed by:
NNDC (Capital Receipts)
25,794 Final invoices are awaited.
0
20,000
0
200,000
17,045
52,955
20,000 The capital contribution has
been made following approval
of the scheme at Cabinet in
July 2012.
110,858 Expenditure reflects the
approvals for grant to capital
schemes from round 1 of the
Big Society Fund.
0 The project for capital works on
traffic calming have been
approved.
70,000
81
Appendix G
Scheme
Scheme Total
Current Estimate
Pre 31/3/12 Actual Revised Budget
Expenditure
2012/13
Actual
Expenditure
2012/13 (period
9)
Comments
Updated
Budget
13/14
Updated
Budget
14/15
Updated
Budget
15/16
£
6,918
61,082
40,775
0
1,071,832
309,995
Street Signs Improvement Programme
99,600
Financed by;
NNDC (Capital Receipts)
Grant
95,500
4,100
North Walsham Public Conveniences
Financed by:
NNDC (Capital Receipts)
68,000
North Walsham Car Park Environmental Impro
Financed by:
NNDC (Capital Receipts)
40,775
59,441 Works have been completed.
0
0
0
254
0
0
0
362,554
217,064
399,283
0
0
73,775
25,825
(0)
0
0
0
79,690
193,010
0
0
0
280,802
15,000
126,986
0
0
0
0
0
11,394
0
0
68,000
40,775
Delivering the Vision
Trade Waste Bins/ Waste Vehicle
272,700
Financed by:
NNDC (Capital Receipts)
LPSA Grant
194,784
77,916
BPR EDM Project
Financed by;
Planning Delivery Grant/Housing and Planning
Delivery Grant
Capital Projects Reserve
NNDC (Capital Receipts)
422,788
Personal Computer Replacement Fund
Financed by;
NNDC (Capital Receipts)
NNDC (RCCO)
137,802
Waste Management & Environmental Health
IT System
Financed by;
NNDC (Capital Receipts)
WPEG Grant
DEFRA Grant
No further orders for capital
works have been placed under
this scheme at the current time.
0 No further orders for capital
works have been placed under
this scheme at the current time.
939 The design phase of this
scheme is at the tender stage.
Physical works are likely to be
programmed in for the summer
period 2013.
16,682
5,967
400,139
97,995
39,807
215,933
5,100
30,000 The scheme is on going.
100,033
37,769
232,427
131,514
83,486
17,427
82
0
The scheme is on going.
Appendix G
Scheme
Scheme Total
Current Estimate
Pre 31/3/12 Actual Revised Budget
Expenditure
2012/13
Actual
Expenditure
2012/13 (period
9)
Comments
Updated
Budget
13/14
Updated
Budget
14/15
Updated
Budget
15/16
£
Asset Management Computer System
Financed by;
NNDC (Capital Projects Reserve)
NNDC (Asset Management Reserve)
75,000
Probass 3
Financed by:
Planning Delivery Grant/Housing and Planning
Delivery Grant
NNDC (Capital Receipts)
34,010
Procurement for Upgrade of Civica System
Financed by:
NNDC (Capital Receipts)
Other Grants (RIEP)
DWP Performance Standards Fund
306,156
e-Financials Financial Management System
Software Upgrade
Financed by:
NNDC (Capital Receipts)
52,173
22,827
4,563 The system is now live and final
0
0
0
1,910
0
0
0
0
0
0
0
0
131,026
0
0
invoices are awaited.
60,000
15,000
24,075
8,025
37,679
268,477
7,525 The scheme is on going.
5,600
28,410
82,995 The scheme is progressing with
expenditure being incurred on
the joint scheme by KLWN, to
be invoiced at a later date.
210,947
53,800
41,409
Testing of the installed system
33,000
0
33,000
0 is on going, with scheme
completion anticipated by the
end February 2013.
33,000
Administrative Buildings
275,000
Financed by;
NNDC (Capital Receipts)
275,000
Fakenham Connect
Financed by;
NNDC (Capital Receipts)
25,000
Fakenham Community Centre
Financed by:
NNDC (Capital Receipts)
45,000
Replacement of Planning Printer and Scanner
Financed by:
NNDC (Capital Receipts)
21,000
5,950 The first phase of the scheme
474
143,500
18,782
6,218
0 The scheme is progressing.
0
0
0
36,280
8,720
0 The scheme is currently on
0
0
0
0
0
0
for the provision of emergency
lighting and fire alarms is
progressing.
25,000
hold.
45,000
0
21,000
0 Approval for this scheme was
given as at revised budget.
21,000
1,979,483
917,658
790,509
131,973
271,316
0
0
21,598,539
5,755,623
12,231,011
3,068,313
8,929,892
1,093,000
427,578
83
Appendix G
Scheme
Scheme Total
Current Estimate
Pre 31/3/12 Actual Revised Budget
Expenditure
2012/13
Actual
Expenditure
2012/13 (period
9)
Comments
Updated
Budget
13/14
Updated
Budget
14/15
Updated
Budget
15/16
£
Capital Programme Financing
Environment Agency Grant
DEFRA Grant
Disabled Facilities Grants
Other Grants
Affordable Housing Contributions
Other Contributions
Asset Management Reserve
Revenue Contribution to Capital (RCCO)
Capital Project Reserve
Capital Receipts
TOTAL FINANCING
84
4,941,053
458,176
443,000
474,863
50,996
60,800
15,000
14,500
932,441
4,840,182
5,000,000
0
443,000
0
0
3,000
0
0
400,000
3,083,892
443,000
0
0
0
0
0
0
0
0
650,000
0
0
0
0
0
0
0
0
0
427,578
12,231,011
8,929,892
1,093,000
427,578
Appendix H
Summary of Capital Bids 2013/14 to 2016/17
Ref.
Bid Title/Brief Description
CAL02
Car Park Refurbishment - Resurfacing
and relining
CAL03
Chalet Repairs - Refurbishment of
chalets roof structures and
replacement of windows / doors
CAL05
Doctors Steps - Replacement of iron
structure
CAL07
Victory Swim and Fitness Centre Addressing of damp issue in reception
area and dance studio.
CAL10
CCS01
Public Conveniences - Plumbing and
drainage improvements programme
PC Replacement Fund - Rolling
programme for the replacement of
personal computers to facilitate
efficient and effective provision of
Total
Estimated
Project Costs
2013/14
2014/15
Annual
Revenue Costs Comments
/ (Income) where
applicable
Funding
Identified
Estimated Costs
2016/17
onwards
2015/16
180,000
180,000
0
0
0
0
There is a need to invest in car parks as they are a major
source of income to the Council. Good surfacing and lining
0
should reduce the number of complaints concerning car
park charges and will facilitate enforcement procedures.
36,000
36,000
0
0
0
0
There is a need to invest in the fabric of the chalets to
0 ensure that they are fit for use, and that they continue to
contribute to the Council's income streams from lettings.
0
The Doctors Steps access to Cromer East Promenade is
popular and gives direct access to 5 chalets elevated from
0 the prom. The iron structure is suffering from erosion and
fatigue and is in need of refurbishment in order to ensure
continued use of this access point.
0
As part of the contractual obligation with DC Leisure the
Council are obliged to maintain the structure of this facility.
0 The damp issue present in the reception area and dance
studio in the building requires resolution on a permanent
basis, in order to fulfill this commitment.
0
The scheme involves the replacment of non operational hot
water devices, improvements to pipework and fitting of
thermostatic mixer valves, and improvements to toilet and
0 basin fittings. These works are a commitment under health
and safety regulations, in terms of legionella risks and
general risks of injury to the public from steam / scalding
water burns and slip / trip hazards.
0
This is a renewal of the decision by the ICT strategy group
and capital programme from 2007/08, to replace old and
0
unsupported equipment which will facilitate efficient and
effective provision of services.
22,000
54,370
15,000
80,000
22,000
54,370
15,000
20,000
0
0
0
0
0
20,000
0
20,000
0
0
0
20,000
services.
CAL08
Openwide Loan Repayment - Early
repayment of a loan from Openwide
resulting in a reduced charge and
potential additional income
25,000
25,000
0
M:\Accountancy\Shared Information\BUDGET\2013-14\Appendicies Base\Apx H Summary of Capital Bids 2013-14
0
85
0
0
The early repayment of the balance of an outstanding loan
to Openwide will result in an annual profit share element
becoming payable to the Council on an annual basis. The
monies are to be reinvested in the Tides Restaurant, where
a cash injection could result in improved profits, a proportion
(5,000)
of which would then become eligible for profit sharing.
Whilst the bid has been submitted as part of the 13/14
budget preparation, it is requested that it is included wihtin
the 2012/13 revised capital programme and is included
within Appendix G - updated capital programme.
Appendix H
Summary of Capital Bids 2013/14 to 2016/17
Ref.
CCED01
CAL13
Bid Title/Brief Description
Disabled Facilities Grants - funding
adaptation for disabled residents to
enable them to live independently in
the commun ity.
Play Area Refurbishment - Various
Total Bids
Total
Estimated
Project Costs
2,100,000
2013/14
2014/15
0
2016/17
onwards
2015/16
700,000
Annual
Revenue Costs Comments
/ (Income) where
applicable
Funding
Identified
Estimated Costs
700,000
700,000
1,329,000
This is a continuation of the provision of a base budget for
Disabled Facilities Grants in line with statutory requirements.
The income identified relates to direct DFG grant funding
0
from central government and assumes that funding will be
available on an annual basis at the same level as 2012/13
(£443,000 per annum).
The Council owns a number of play areas containing
traditional equipment which dates back to the 1980's, some
of which is approaching the end of its economic life. This bid
requests capital funds to address those playgrounds and
0
equipment in the poorest condition. A needs assessment
will be undertaken to identify those areas which would
benefit most from the funding prior to undertaking any
improvements.
100,000
100,000
0
0
0
0
2,612,370
452,370
720,000
720,000
720,000
1,329,000
(443,000)
(443,000)
(443,000)
277,000
277,000
277,000
Less Funding identified
-1,329,000
Schemes to be funded
1,283,370
452,370
M:\Accountancy\Shared Information\BUDGET\2013-14\Appendicies Base\Apx H Summary of Capital Bids 2013-14
86
-5,000
Cabinet
Overview & Scrutiny
Full Council
04 February 2013
20 February 2013
27 February 2013
Agenda Item No___ 9__________
Treasury Management Strategy Statement and Investment Strategy 2013/14 to 2015/16
Summary:
Options Considered:
Conclusions:
Recommendations:
Reasons for
Recommendation:
This report sets out details of the Council’s treasury management
activities and presents a strategy for the prudent investment of the
Council’s surplus funds.
In addition it includes the prudential
indicators for approval.
Alternative investment options are continuously appraised by the
Council’s treasury advisors, Arlingclose and all appropriate options are
included within this Strategy.
The preparation of this Strategy Statement is necessary to comply
with the Chartered Institute of Public Finance and Accountancy’s
Code of Practice for Treasury Management in Public Services. The
Code has been revised in November 2011 and this Strategy
Statement incorporates all the requirements of the new Code.
The Prudential Indicators are required to be set each year in
accordance with the Prudential Code.
That the Council be asked to RESOLVE that The Treasury
Management Strategy Statement and Investment Strategy and
Prudential Indicators, for 2013/14 to 2015/16, are approved.
The Strategy provides the Council with a flexible treasury strategy
enabling it to respond to changing market conditions and ensure the
security of its funds.
Cabinet Member(s)
Ward(s) affected: All
Cllr W Northam
Contact Officer, telephone number and email: Tony Brown, 01263 516126, tony.brown@northnorfolk.gov.uk
1.
Introduction
1.1
The Chartered Institute of Public Finance and Accountancy’s (CIPFA) Code of Practice
for Treasury Management in Public Services and the Prudential Code require local
authorities to determine the Treasury Management Strategy Statement and Prudential
Indicators on an annual basis. The Strategy Statement also includes the Annual
Investment Strategy, which is a requirement of the Communities and Local
Government’s (CLG) Investment Guidance.
1.2
In accordance with the requirements of the Prudential Code, the Council has adopted
the CIPFA Treasury Management Code at a meeting of Full Council on 28 April 2010.
1.3
The Council invests substantial sums of money and therefore has potentially large
exposures to financial risks including the loss of invested funds and the effect of
87
Cabinet
Overview & Scrutiny
Full Council
04 February 2013
20 February 2013
27 February 2013
changing interest rates. The successful identification, monitoring and control of risk are
therefore central to the Council’s treasury management strategy.
1.4
The Council is required to have regard to the Prudential Code and to set Prudential
Indicators for the next three years to ensure that the Council’s capital investment plans
are affordable, prudent and sustainable. These indicators are set out in Appendix J.
1.5
The treasury strategy set out in this report supports the budget for 2013/14 which is
included as a separate report elsewhere on this agenda.
2.
Interest Rate Forecast
2.1
The Council’s treasury advisors expect interest rates to remain low for a long period.
Their forecast is for is for official UK interest rates to remain at 0.5% until 2016, given the
poor outlook for economic growth and the extension of austerity measures announced in
the Chancellor’s Autumn Statement. Until there is a credible resolution to the problems in
the Eurozone, and while the UK maintains its safe haven status with minimal prospect of
increases in official interest rates, all these factors together will continue to combine and
support this forecast.
3.
Borrowing Strategy
3.1
The Council is currently debt free and its capital expenditure and financing plans do not
currently imply any external borrowing requirement in 2013/14 to 2015/16.
4.
Annual Investment Strategy
4.1
In accordance with Investment Guidance issued by the CLG and best practice, the
Council’s primary investment objective remains the security of capital. The liquidity or
accessibility of the investments is secondary, followed by the yields earned on them.
4.2
The Council and its treasury advisors remain alert to signs of credit or market distress
that might adversely affect the Council.
4.3
Investments are categorised as “Specified” or “Non-Specified” within the investment
guidance issued by the CLG.
Specified investments are sterling denominated
investments with a maximum maturity of one year. They also meet the “high credit
quality” as determined by the council and are not deemed capital expenditure
investments under Statute. All other investments are classified as non-specified.
4.4
The types of investments that may be used by the Council and whether they are
specified or non-specified are as follows:
Investment
Specified
NonSpecified
Term deposits with banks and building societies
3
3
Term deposits with other UK local authorities
3
3
Investments with Registered Providers
3
3
Certificates of deposit with banks and building societies
3
3
88
Cabinet
Overview & Scrutiny
Full Council
04 February 2013
20 February 2013
27 February 2013
Gilts
3
3
Treasury Bills (T-Bills)
3
2
Bonds issued by Multilateral Development Banks
3
3
Local Authority Bills
3
2
Commercial Paper
3
2
Corporate Bonds
3
3
AAA rated Money Market Funds
3
2
Other Money Market and Collective Investment Schemes
3
3
Debt Management Account Deposit Facility
3
2
4.5
Registered Providers of Social Housing (RPs) have been included within permitted
investments for 2013/14. Investments with RPs will be analysed on an individual basis
and discussed with Arlingclose prior to investing.
4.6
The minimum long term rating for counterparties is A- (or equivalent) for specified
investments, with a sovereign rating for non-UK counterparties of AA+ (or equivalent).
The Head of Finance will have discretion to make investments with counterparties that
do not meet this criteria on advice from Arlingclose.
4.7
The other credit characteristics, in addition to credit ratings, that the Authority monitors
are listed in the Prudential Indicator on Credit Risk (see Appendix J). Any institution will
be suspended or removed from the counterparty list should any of the factors identified
give rise for concern. Specifically credit ratings are monitored by the Council on an ongoing basis. Arlingclose advises the Council on ratings changes and any appropriate
action to be taken. The countries and institutions that currently meet the criteria for
investments are included in Appendix I.
4.8
The Council banks with the Co-operative Bank plc. At the current time the bank does
not meet the minimum credit criteria of a long term rating of A- (or equivalent). Despite
this the Bank will continue to be used for short term liquidity requirements (overnight
investments) for a maximum sum which can be placed in the Public Sector Reserve
Account of £500,000.
4.9
Short term interest rates are anticipated to be low for some time, and in this situation the
investment strategy would be to lengthen investment periods, where cash flow
requirements allow, in order to secure higher rates of return for an acceptable level of
risk. The problem in the current environment is finding an investment counterparty
providing acceptable levels of counterparty risk.
4.10
In order to diversify the Council’s investment portfolio which is largely invested in cash,
deposits, investments will be placed with approved counterparties over a range of
maturity periods. Maximum investment levels with each counterparty will be set to
ensure prudent diversification is achieved.
4.11
Money market funds (MMFs) will be utilised.
These funds do provide good
diversification, but the Council will seek to further diversify its exposure by utilising
several MMFs. The Council will also restrict its exposure to MMFs with lower levels of
89
Cabinet
Overview & Scrutiny
Full Council
04 February 2013
20 February 2013
27 February 2013
funds under management by limiting investments to 0.5% of the net asset value of the
Fund.
4.12
The Council is exploring opportunities to invest in the delivery of affordable housing in
the District through the provision of loan finance to Registered Providers. This may have
a long term borrowing implication, but at this stage this has not been factored into the
Strategy or Prudential Indicators. Any decision to make capital investments in
Registered Providers, or to undertake external borrowing to finance this, will be taken in
conjunction with the council’s treasury advisor and will be presented to members at such
time.
5
Collective Investment Schemes (Pooled Funds)
5.1
The Council has decided to invest a proportion of the portfolio in the Local Authorities’
Property Fund (the LAMIT Fund) and will continue to evaluate the use of Pooled Funds
to determine the appropriateness of their further use within the investment portfolio.
Pooled funds enable the authority to diversify the assets and the underlying risk in the
investment portfolio and provide the potential for enhanced returns.
5.2
Investments in pooled funds will be undertaken with advice from Arlingclose. The
performance and continued suitability in meeting the Council’s investment objectives of
any investment in these funds will be regularly monitored.
6
Policy on Use of Financial Derivatives
6.1
The CIPFA Code requires authorities to clearly detail their policy on the use of financial
derivatives in the annual strategy. These instruments are used to manage risks (such
as interest rate swaps to manage interest rate risks), and can be embedded into loans
and investments, or are standalone. The general power of competence in Section 1 of
the Localism Act 2011 removes much of the uncertainty over local authorities’ use of
standalone financial derivatives.
6.2
The Council will only use standalone financial derivatives (such as interest rate swaps)
where it can be clearly demonstrated that they reduce the overall level of financial risks
that the Council is exposed to. They will only be used after seeking expertise, a legal
opinion and ensuring officers have the appropriate training for their use.
6.3
Embedded derivatives will not be subject to this policy, although the risks they present
will be managed in line with the overall treasury risk management strategy.
7
2012/13 Minimum Revenue Provision (MRP) Statement
7.1
The Council is required to set an annual policy on the way it calculates the prudent
provision for the repayment of borrowing (MRP).
7.2
There are four alternative methods available and the Council will apply the CFR (Capital
Financing Requirement) Method. The CFR at 31 March 2014 is estimated to be £nil, if
the impact of embedded finance leases are excluded. Under this calculation method,
there will be no requirement to charge MRP in 2013/14. The recognition of an
embedded finance lease in the council’s refuse and car park contracts establishes a
CFR. There is therefore a requirement to make an MRP charge which will be equal to
the annual principal repayment under the embedded finance lease.
8.
Monitoring and Reporting on the Treasury Outturn and Prudential Indicators
90
Cabinet
Overview & Scrutiny
Full Council
8.1
04 February 2013
20 February 2013
27 February 2013
The Technical Accountant will report to Cabinet on treasury management activity and
performance as follows:
•
•
The treasury management position is monitored during the year against the
approved strategy for the year. A mid-year review is prepared and quarterly
reports are prepared as part of the budget monitoring process.
The Council will produce an outturn report on its treasury activity no later than 30
September after the financial year end.
A requirement of the CIPFA Code of Practice is that there are clearly defined
responsibilities for the scrutiny of treasury management activities, and these are
considered by CIPFA to be an essential element of the Council’s treasury management
arrangements. Full Council nominated Overview and Scrutiny Committee to be
responsible for the scrutiny of treasury management activity and practices at its meeting
on 28 April 2010.
9.
Training
9.1
In accordance with CIPFA’s Code of Practice, the “responsible officer” ensures that all
members tasked with treasury management responsibilities, including scrutiny of the
treasury management function, receive appropriate training relevant to their needs and
understands fully their roles and responsibilities.
10.
Treasury Management Advisors
10.1
The Council employs a Treasury Management Advisor, Arlingclose Limited, to provide
advice and information on counterparty creditworthiness, treasury strategy, economic
updates and technical support on all treasury matters. The Treasury Advisory Service is
periodically subject to tender to ensure the Council receives a quality service and
Arlingclose successfully tendered for a new contract commencing 1 April 2011 for a
period of 3 years, with the option to extend for a further year.
11.
Financial Implications and Risks
11.1
The effectiveness of the Treasury Strategy will have a significant impact on the budget
and finances of the Council. Investment decisions will be made based on the Council’s
forecast of interest rate movements. If actual rate movements prove to be very different,
there will be implications for the investment return achieved.
11.2
It is not possible to predict with certainty the future movements in interest rates. The
Strategy must therefore be flexible enough to allow the Council to respond to changing
market conditions. It must also enable the Council to respond to future changes in
legislation.
11.3
The security of the Council’s investments is of prime concern, and the Strategy must
ensure that, as far as possible, the Council’s investments are repaid in full, with interest
earned, on the due date.
12.
Sustainability – None as a direct consequence of this report.
13.
Equality and Diversity – None as a direct consequence of this report.
14.
Section 17 Crime and Disorder considerations – None as a direct consequence of
this report.
91
Appendix I
Recommended Sovereign and Counterparty List
Country/
Domicile
Counterparty
Maximum
Counterparty
Limit
Maximum
Group
Maximum
Maturity Limit
(term deposits and
instruments
without a
secondary
market)1
Maximum
Maturity Limit
(negotiable
2
instrument)
UK
Santander UK Plc
(Banco Santander Group)
£3m
2 years
5 years
UK
£3m
2 years
5 years
2 years
5 years
UK
Bank of Scotland
(Lloyds Banking Group)
Lloyds TSB
(Lloyds Banking Group)
Barclays Bank Plc
£3m
2 years
5 years
UK
HSBC Bank Plc
£3m
2 years
5 years
UK
Nationwide Building Society
£3m
2 years
5 years
UK
NatWest
(RBS Group)
£3m
2 years
5 years
UK
£3m
2 years
5 years
UK
Royal Bank of Scotland
(RBS Group)
Standard Chartered Bank
£3m
2 years
5 years
Australia
Australia and NZ Banking Group
£3m
2 years
5 years
Australia
Commonwealth Bank of Australia
£3m
2 years
5 years
Australia
National Australia Bank Ltd
£3m
2 years
5 years
Australia
Westpac Banking Corp
£3m
2 years
5 years
Canada
Bank of Montreal
£3m
2 years
5 years
Canada
Bank of Nova Scotia
£3m
2 years
5 years
Canada
£3m
2 years
5 years
Canada
Canadian Imperial Bank of
Commerce
Royal Bank of Canada
£3m
2 years
5 years
Canada
Toronto-Dominion Bank
£3m
2 years
5 years
Finland
Nordea Bank Finland
£3m
2 years
5 years
Finland
Pohjola
£3m
2 years
5 years
UK
£3m
£4.5m
£4.5m
1
2 years is the maximum approved duration for term deposits and illiquid investments (those without
a secondary market), although in practice the Council may be investing on a shorter term basis
depending on operational advice of the authority’s treasury management adviser.
5 years is the maximum approved duration for negotiable instruments such as Certificates of
Deposits, Medium Term Notes and Corporate Bonds, although in practice the Authority may be
investing for shorter periods depending on operational advice of the authority’s treasury management
adviser.
2
92
Appendix I
Country/
Domicile
Counterparty
Maximum
Counterparty
Limit
Maximum
Group
Maximum
Maturity Limit
(term deposits and
instruments
without a
secondary
market)1
Maximum
Maturity Limit
(negotiable
2
instrument)
France
BNP Paribas
£3m
2 years
5 years
France
£3m
2 years
5 years
2 years
5 years
France
Credit Agricole CIB (Credit Agricole
Group)
Credit Agricole SA (Credit Agricole
Group)
Société Générale
£3m
2 years
5 years
Germany
Deutsche Bank AG
£3m
2 years
5 years
Netherlands
ING Bank NV
£3m
2 years
5 years
Netherlands
Rabobank
£3m
2 years
5 years
Netherlands
Bank Nederlandse Gemeenten
£3m
2 years
5 years
Singapore
DBS Bank Ltd
£3m
2 years
5 years
Singapore
£3m
2 years
5 years
Singapore
Oversea-Chinese Banking
Corporation (OCBC)
United Overseas Bank (UOB)
£3m
2 years
5 years
Sweden
Svenska Handelsbanken
£3m
2 years
5 years
Switzerland
Credit Suisse
£3m
2 years
5 years
US
JP Morgan
£3m
2 years
5 years
France
£3m
£4.5m
Please note this list could change if, for example, a counterparty/country is upgraded, and meets our
other creditworthiness tools or a new suitable counterparty comes into the market. Alternatively, if a
counterparty is downgraded, this list may be shortened.
93
Appendix J
Prudential Indicators 2013/14 – 2015/16
1.
Background:
1.1
There is a requirement under the Local Government Act 2003 for local authorities to
have regard to CIPFA’s Prudential Code for Capital Finance in Local Authorities (the
“CIPFA Prudential Code”) when setting and reviewing their Prudential Indicators.
2.
Gross Debt and the Capital Financing Requirement:
2.1
This is a key indicator of prudence. In order to ensure that over the medium term debt
will only be for a capital purpose, the Council should ensure that debt does not, except in
the short term, exceed the total of the capital financing requirement in the preceding year
plus the estimates of any additional capital financing requirement for the current and next
two financial years. The Council will have no difficulty in meeting this requirement as no
long term borrowing is anticipated for the period of the Strategy.
3.
Estimates of Capital Expenditure:
3.1
This indicator is set to ensure that the level of proposed capital expenditure remains
within sustainable limits and, in particular, to consider the impact on Council Tax.
Capital Expenditure
Total
3.2
2013/14
Estimate
£000s
2014/15
Estimate
£000s
9,267
2015/16
Estimate
£000s
1,113
448
Capital expenditure will be financed or funded as follows:
Capital Financing
2013/14
Estimate
£000s
2014/15
Estimate
£000s
Capital receipts
3,421
670
Government Grants
5,443
443
Revenue contributions
and Reserves
Total Financing
2015/16
Estimate
£000s
448
403
9,267
1,113
448
This table shows that the capital expenditure plans of the Council can be funded entirely
from sources other than external borrowing.
4.
Ratio of Financing Costs to Net Revenue Stream:
4.1
This is an indicator of affordability and highlights the revenue implications of existing and
proposed capital expenditure by identifying the proportion of the revenue budget
required to meet financing costs. The definition of financing costs is set out in the
Prudential Code.
4.2
The ratio is based on costs net of investment income.
94
Appendix J
Ratio of Financing
Costs to Net
Revenue Stream
Total
2013/14
Estimate
%
2014/15
Estimate
%
(2.87)
(3.01)
2015/16
Estimate
%
(3.11)
The indicator is negative because the Council has interest receivable and no financing
costs.
5.
Capital Financing Requirement:
5.1
The Capital Financing Requirement (CFR) measures the Council’s underlying need to
borrow for a capital purpose. The calculation of the CFR is taken from the amounts held
in the Balance Sheet relating to capital expenditure and financing.
Capital Financing
Requirement
Total CFR
2013/14
Estimate
£000s
2014/15
Estimate
£000s
1,634
2015/16
Estimate
£000s
1,328
998
The total CFR indicated in the table relates to vehicles and equipment used on the
Council’s refuse and car park management contracts. These are recognised under
IFRS accounting regulations which require equipment on an embedded finance lease to
be recognised on the balance sheet.
7.
Incremental Impact of Capital Investment Decisions:
7.1
This is an indicator of affordability that shows the impact of capital investment decisions
on Council Tax levels. The incremental impact is calculated by comparing the total
revenue budget requirement of the current approved capital programme with an
equivalent calculation of the revenue budget requirement arising from the proposed
capital programme.
Incremental Impact of
Capital Investment
Decisions
Increase in Band D
Council Tax
2013/14
Estimate
£
2014/15
Estimate
£
2015/16
Estimate
£
Nil
Nil
Nil
7.2
The Council’s capital plans, as estimated in forthcoming financial years, have a neutral
impact on council tax. This reflects the fact that capital expenditure is predominantly
financed from internal resources (grants, contributions, and revenue and capital
receipts), and there is no increase in the underlying need to borrow.
8.
Authorised Limit and Operational Boundary for External Debt:
8.1
The Council has an integrated treasury management strategy and manages its treasury
position in accordance with its approved strategy and practice. Overall borrowing will
therefore arise as a consequence of all the financial transactions of the Council, and not
just those arising from capital spending reflected in the CFR.
95
Appendix J
8.2
The Authorised Limit sets the maximum level of external debt on a gross basis (i.e.
excluding investments) for the Council. It is measured against all external debt items (i.e.
long and short term borrowing, overdrawn bank balances and long term liabilities). The
indicator separately identifies borrowing from other long term liabilities such as finance
leases. It is consistent with the Council’s existing commitments, its proposals for capital
expenditure and financing and its approved treasury management policy statement and
practices.
8.3
The Authorised Limit is the statutory limit determined under Section 3(1) of the Local
Government Act 2003 (referred to in the legislation as the Affordable Limit).
8.4
The Operational Boundary is based on the same estimates as the Authorised Limit
reflecting the most likely, prudent but not worst case scenario, and without the additional
headroom included within the Authorised Limit for unusual cash movements.
2013/14
2014/15
2015/16
Estimate
£000s
Estimate
£000s
Estimate
£000s
Authorised Limit for
Borrowing
6,900
6,900
6,900
Authorised Limit for Other
Long-term Liabilities
1,634
1,328
998
Authorised Limit for
External Debt
8,534
8,228
7,898
Operational Boundary for
Borrowing
4,840
4,840
4,840
Operational Boundary for
Other Long-term Liabilities
1,634
1,328
998
Operational Boundary
for External Debt
6,474
6,168
5,838
9.
Adoption of the CIPFA Treasury Management Code:
9.1
This indicator demonstrates that the Council has adopted the principles of best practice.
Adoption of the CIPFA Code of Practice in Treasury Management
The Council approved the adoption of the CIPFA Treasury Management Code at Full
Council on 28 April 2010.
96
Appendix J
10.
Upper Limits for Fixed Interest Rate Exposure and Variable Interest Rate Exposure:
10.1
These indicators allow the Council to manage the extent to which it is exposed to
changes in interest rates. The Council calculates these limits on net principal sums
outstanding (i.e. fixed rate debt net of fixed rate investments).
10.2
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. The limit therefore allows 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.
2013/14
2014/15
Estimate Estimate
%
%
2015/16
Estimate
%
Upper Limit for
Fixed Interest
Rate Exposure
(100%)
(100%)
(100%)
Upper Limit for
Variable Interest
Rate Exposure
(100%)
(100%)
(100%)
10.3
As the Council’s investments exceed its borrowing, these calculations have resulted in a
negative figure.
11.
Maturity Structure of Fixed Rate borrowing:
11.1
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.
11.2
It is calculated as the amount of projected borrowing that is fixed rate maturing in each
period as a percentage of total projected borrowing that is fixed rate. The Council does
not anticipate entering into any borrowing therefore the limits have been set to allow the
Council maximum flexibility should any borrowing be required (potentially for cash flow
purposes).
Maturity structure of fixed rate borrowing
under 12 months
Lower Limit Upper Limit
for 2013/14 for 2013/14
%
%
0
100
12 months and within 24 months
0
100
24 months and within 5 years
0
100
5 years and within 10 years
0
100
10 years and within 20 years
0
100
97
Appendix J
12.
20 years and within 30 years
0
100
30 years and within 40 years
0
100
40 years and within 50 years
0
100
50 years and above
0
100
Credit Risk:
12.1
The Council considers security, liquidity and yield, in that order, when making investment
decisions.
12.2
Credit ratings remain an important element of assessing credit risk, but they are not a
sole feature in the Council’s assessment of counterparty credit risk.
12.3
The Council also considers alternative assessments of credit strength, and information
on corporate developments of and market sentiment towards counterparties. The
following key tools are used to assess credit risk:
− Published credit ratings of the financial institution (minimum A- or equivalent) and
its sovereign (minimum AA+ or equivalent for non-UK sovereigns);
− Sovereign support mechanisms;
− Credit default swaps (where quoted);
− Share prices (where available);
− Economic fundamentals, such as a country’s net debt as a percentage of its
GDP);
− Corporate developments, news, articles, markets sentiment and momentum;
− Subjective overlay.
12.4
Credit ratings are the only indicator where an absolute prescriptive value can be applied.
The other indicators of creditworthiness are considered in relative terms.
13.
Upper Limit for total principal sums invested over 364 days:
13.1
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.
Upper Limit for
total principal
sums invested
over 364 days
Total
2013/14
2014/15
2015/16
Estimate Estimate Estimate
£m
£m
£m
15
15
98
15
Agenda Item No____10________
BUDGET MONITORING REPORT 2012/13 – PERIOD 9
Summary:
This report summarises the budget monitoring position
for the revenue account to the end of December 2012.
The base budget report for 2013/14 is included on the
agenda as a separate item and includes a full review of
the capital programme and therefore the capital
programmed has not been included within the budget
monitoring report.
Options considered:
Not applicable
Conclusions:
The overall position at the end of period 9 shows a
forecast over spend of £19,400 for the current financial
year on the revenue account.
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 December 2012 to the revised budget for 2012/13 as approved by Full
Council in December 2012.
1.2.
The budget report for 2013/14 is included on the agenda as a separate report
and includes a review of the capital programme for the current and future
years, therefore the capital programme has not been included as part of the
budget monitoring report.
99
1.3.
The base budget for 2012/13 included savings and additional income of
£897,096. This report includes the latest position on both of these areas.
1.4
The budget monitoring position at the end of September was reported to
Members in November, this report now provides the latest updated position
on the revenue account.
2.
Budget Monitoring Position – Revenue Services
2.1
The general fund summary at Appendix K shows the high level budget
monitoring position at 31 December 2012 which shows a year to date
variance of £513,995 underspend. Appendix L provides further details of the
individual service variances.
2.2
The following tables provide reasons for the more significant variances along
with those which are anticipated to have a full year effect.
Table 1 – Service Variances
Over/
(Under)
Spend to
Date
£
Assets and Leisure
Car Parking – Additional expenditure relating to repairs and
maintenance and rates of £6,543 is offset by partly reduced
energy costs (£1,201). Income is higher than anticipated by
(£45,000) although the sale of season tickets has been less
than budgeted.
Estimated
Full Year
Impact
£
(35,865)
0
Administration Buildings – The main areas of reduced costs
within this service grouping relate to reduced expenditure on
premises (£8,795) together with a reduction in expenditure on
stores issues for the canteen (£10,338).
(23,553)
0
Sports Centres – Expenditure on sports centres is lower than
anticipated with reductions against the profiled budget for
repairs and maintenance, bar purchases and overtime
(£13,650) together with hall hire charges from the schools
(£25,000) for which an invoice is awaited. More significant in
the longer term is the reduction in income where a difficult
staffing position has meant that it has reduced the ability to
focus on promoting the centres and increasing income,
£9,992, together with lower than expected bar sales £6,371.
(26,910)
6,000
(60,800)
0
(39,196)
0
Community and Economic Development
Coast Protection – Less use of consultants (£7,400) and a
programme of sea defence works which are running behind
the spending profile (£52,100) account for the main variances
on this service at the end of period 9 we anticipate that any
underspend at the year-end will be carried forward.
Pathfinder – In the main this under spending at period 9
relates to proposed initiatives in preparing an integrated
coastal initiative. Any under spending on this service will be
rolled forward at the year-end as it is funded from the
Pathfinder initiative.
100
Table 1 – Service Variances
Over/
(Under)
Spend to
Date
£
Estimated
Full Year
Impact
£
(22,770)
(3,500)
(82,689)
0
(29,622)
0
(55,780)
0
42,115
25,000
Environmental Health
Waste Collection and Disposal – Additional income has been
generated in respect of the garden bin service.
(19,165)
(20,000)
Financial Services
Local Taxation – A receipt of grant from DCLG regarding
Localism which is not yet matched by expenditure (£40,000).
(47,770)
0
Benefits – The net position on this service at period 9 relates
to bad debt write offs which were not budgeted for at service
level of £25,000 and a number of smaller savings (£11,000).
14,652
0
Corporate Finance – Staff savings (£16,000) due to a vacant
post and reduced bank charges (£2,200). Recruitment
(19,202)
(2,000)
Community and Localism – The majority of this under
spending at period 9 is made up of two elements;
consultation expenditure not yet incurred (£12,000) and the
receipt of the Town Team Partners grant from the DCLG in
advance of any planned spend (£10,000). Overall there is
anticipated to be a small year end underspend.
Customer Services
IT Support Services – There is an underspend to date on
employee costs (£18,000). Additionally timing issues between
the estimated spend and the actual position relating to
professional fees, communication costs, consumables and
computer software (£64,000) will be addressed by the end of
the financial year. Currently the service are not anticipating a
year end variance.
Media and Communications – The majority of savings
identified within this service are to be vired at the year end to
provide funding for the purchase on new scanners due to PC
upgrade programme.
Development Management
Development Management –As a result of the receipt of a
number of large planning applications the actual income
figure to the end of December is running in advance of the
profile (£54,100). This surplus is to be earmarked to fund
additional temporary staff as previously reported in the
budget monitoring reports.
Building Control and Access – this overspend position is the
result of a small saving on expenditure (£7,800) which is
more than offset by a lower than anticipated income figure to
the end of period 9 of £50,000.
101
Table 1 – Service Variances
Over/
(Under)
Spend to
Date
£
Estimated
Full Year
Impact
£
advertising and interim staffing will reduce this saving by the
end of the financial year.
Organisational Development
Human Resources and Payroll –The spending on training is
behind the profile at period 9 (£38,600). Training will be
delivered following an assessment of the results of the annual
appraisal process. A number of minor variances in
expenditure account for the remaining balance of which
(£2,900) relates to employee costs.
(50,357)
(20,000)
Policy and Performance Management – Savings on
employee costs (£7,650) combined with timing differences on
consultation activities and grants (£26,700) account for most
of this underspend.
(35,060)
(9,000)
Registration Services – The Election Claims Unit (ECU) have
now approved expenditure in relation to the referendum and
the final account can be completed. An invoice in respect of
the Alternative Vote referendum is to be raised £73286. In
addition there is postage in respect of the Police
Commissioner election of £23,000 which will be recovered
from the Returning Officer account.
96,286
0
(16,707)
(10,000)
(25,016)
(11,000)
(437,409)
(44,500)
Corporate
Member Services – The current position reflects savings due
to a delay in recruitment (£4,681) combined with lower
member’s costs (£11,600). The full year impact is likely to be
(£10,000).
Legal Services – Reduced expenditure to date on client
disbursements and legal publications (£10,765) and other
smaller changes combined with higher fee income (£8,250)
account for the current position.
TOTALS
3.
Budget Monitoring Position – Savings and Additional Income
3.1
The budget for 2012/13 included savings and additional income totalling
£897,096 within the service areas; the revised figure for the current year is
now £880,065 although it is anticipated that all savings will be back on target
for 2013/14. The following table shows a summary of the savings across each
of the service areas. The detail for each of the service savings is included at
Appendix M. Table 2 below summaries the current position for each service
heading.
102
Table 2 – Savings and Additional
Income 2012/13
Assets Coastal Defence & Leisure
Customer Services
Community and Economic Development
Development Management
Environmental Health
Financial Services
Organisational Development
Corporate
Total
2012/13
Revised
Budget
£
231,778
157,996
39,980
82,600
186,706
93,285
20,160
67,560
880,065
4.
Treasury Management Position
4.1
The budget for 2012/13 anticipated that a net total of £269,900 would be
earned in interest. This assumed an average balance of £26m at a rate of
1.03%.
4.2
At the end of period 9, a total of £163,135 had been earned resulting in a
shortfall against the year to date budget of £3,000. The rate of interest
achieved was 0.9% from an average balance available for investment of
£25.0m.
4.3
Based on the actual results to period 9, a total interest receivable figure of
some £206,000 is forecast for the year from an average balance £25.4m at
an average rate of 0.81 %. This will result in an estimated shortfall against
the full year budget £63,900.
4.4
A report was presented to the Cabinet meeting in October 2012 on investing
in pooled property funds. The Council’s treasury advisor was suggesting the
Council should consider an investment of £5m in the LAMIT fund. It was
anticipated that investment in the fund would take place over the coming
months and as a result of this the expectation was that the overall position on
investment income for 2012/13 would improve. However, not all of the partner
authorities are ready to make their individual commitments and as a result the
entry to the fund is delayed probably until April 2013.
5.
Budget Monitoring Position - Summary
5.1
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
2012/13
Service Areas (Table 1)
Non Service Expenditure (Para 4.3)
Total Impact
103
Estimated
Full Year
Effect
(£)
(44,500)
63,900
19,400
5.2
Overall the revenue position shows a projected over spend of £9,400 for the
current financial year.
6.
Conclusion
6.1
The revenue budget is showing an estimated full year over spend for the
current financial year of £9,400. The overall financial position continues to be
closely monitored in the last quarter of the financial year and it is anticipated
that the overall budget for the current year will be achieved.
7.
Financial Implications and Risks
7.1
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. In
addition the progress made in achieving the two work stream savings targets
from the management restructure and pay and grading will continue to be
monitored and managed to ensure that the overall impact to the Council’s
budget is mitigated.
7.2
The budget for 2012/13 included service savings and additional income
totalling £897,096 and whilst there have been some in the current year that
have been reduced, 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.
Sustainability - None as a direct consequence from this report.
9.
Equality and Diversity - None as a direct consequence from this report.
10.
Section 17 Crime and Disorder considerations - None as a direct
consequence from this report.
104
Appendix K
General Fund Summary Report for Period 9 (December 2012) Year 2012/2013
Full Year
Budget 2
£
YTD Budget 2
£
Actuals YTD
£
YTD
Variance
£
Total
Commitments
£
Remaining
Budget
£
Net Cost Of Services
Assets, Coastal Def & Leisure
Community & Economic Dev
Customer Services
Development Management
Environmental Health
Finance
Organisational Development
Corporate
2,226,744
7,443,679
177,711
1,057,125
4,539,250
3,153,457
327,246
517,503
1,119,259
1,661,989
244,759
801,549
2,692,836
2,909,299
94,299
400,460
1,031,273
1,493,675
115,656
790,586
2,650,215
2,856,566
104,747
363,351
(87,986)
(168,314)
(129,103)
(10,963)
(42,621)
(52,733)
10,448
(37,109)
757,534
191,806
55,114
4,423
1,345,254
8,614
885
9,358
437,937
5,758,198
6,941
262,116
543,781
288,277
221,614
144,794
Net Cost Of Services
19,442,715
9,924,450
9,406,069
(518,381)
2,372,990
7,663,656
Non Service Expenditure/Income
Interest Receivable
External Interest Paid
Capital Charges
Retirement Benefits
Revenue Financing for Capital
Contributions To/From Reserves
(269,900)
0
(6,709,347)
282,941
947,441
(1,391,242)
(167,116)
0
(1,349,838)
0
0
0
(164,049)
8
(1,349,874)
0
0
0
3,067
8
(36)
0
0
0
0
0
0
0
0
0
(105,851)
(8)
(5,359,473)
282,941
947,441
(1,391,242)
Non Service Expenditure/Income
(7,140,107)
(1,516,954)
(1,513,915)
3,039
0
(5,626,192)
Income
Council Taxpayers
Central Government Grants
Non-Domestic Rate Income
(5,789,171)
(288,134)
(6,225,303)
(4,323,547)
(208,579)
(5,185,287)
(4,323,547)
(207,192)
(5,185,287)
0
1,387
0
0
0
0
(1,465,624)
(80,942)
(1,040,016)
(12,302,608)
(9,717,413)
(9,716,026)
1,387
0
(2,586,582)
0
(1,309,917)
(1,823,872)
(513,955)
2,372,990
(549,118)
Income
(Surplus) / Deficit
105
Appendix L
Service Area Summaries 2012-13 P9
Assets and Leisure
Cost
Centre
Code
R200
R200A
R201
R202
R203
R204
R262
R262A
R300
R301
R302
R303
R304
R305
R306
R309
R310
R312
R314
R315
R318
R397
R414
Cost Centre Name
Car Parking
Markets
Industrial Estates
Surveyors Allotments
Handyman
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, Coastal Defence and Leisure
Full Year
YTD Budget
Budget 2
2
YTD Actuals
£
£
£
(1,290,125)
(1,264,710)
(1,300,575)
62,928
3,521
2,962
(6,909)
(3,034)
401
2,880
2,205
2,205
8,884
16,176
8,820
(3,591)
(9,034)
(4,926)
75,995
73,153
49,600
0
2,838
3,035
516,634
341,895
347,178
178,512
114,197
111,971
11,208
7,455
6,785
357,186
201,417
174,507
729,489
490,465
487,358
110,329
97,805
100,039
11,111
7,585
7,205
109,767
102,424
105,214
413,587
312,209
303,554
171,177
136,643
133,465
29,751
22,302
19,158
523,831
377,357
386,472
(19,938)
(50,208)
(46,279)
0
412
(213)
234,038
136,186
133,337
YTD
Variance
£
(35,865)
(559)
3,435
0
(7,356)
4,108
(23,553)
197
5,283
(2,226)
(670)
(26,910)
(3,107)
2,234
(380)
2,790
(8,655)
(3,178)
(3,144)
9,115
3,929
(625)
(2,849)
Commitments
£
242,456
12,618
1,957
0
26
438
72,951
0
122,483
20,597
228
21
2,930
718
3,026
200
90,659
39,085
603
133,193
5,695
131
7,519
Remaining
Budget
£
(232,006)
47,348
(9,267)
675
38
897
(46,556)
(3,035)
46,973
45,944
4,195
182,659
239,201
9,572
880
4,353
19,374
(1,373)
9,990
4,166
20,646
82
93,182
1,031,273
(87,986)
757,534
437,937
Full Year
YTD Budget
Budget 2
2
YTD Actuals
£
£
£
(344,575)
(288,306)
(290,874)
0
0
(11,385)
147,254
105,469
104,466
41,555
1,206
1,228
402,556
259,249
256,761
0
0
(2,000)
120,208
61,695
62,744
1,221,117
796,055
735,255
95,124
71,343
32,147
1,998,357
268,497
268,065
3,170,332
86,661
86,658
0
(5,617)
(7,812)
0
18
(5,902)
0
0
10,022
121,403
84,133
70,190
126,113
91,680
91,245
344,235
129,888
107,118
0
18
(14,251)
YTD
Variance
£
(2,568)
(11,385)
(1,003)
22
(2,488)
(2,000)
1,049
(60,800)
(39,196)
(432)
(3)
(2,195)
(5,920)
10,022
(13,943)
(435)
(22,770)
(14,269)
Commitments
£
99
680
26,751
0
37,000
0
8,586
86,053
17,500
0
0
0
2,540
70
0
12,442
0
85
Remaining
Budget
£
(53,800)
10,705
16,038
40,327
108,795
2,000
48,878
399,809
45,477
1,730,292
3,083,674
7,812
3,362
(10,092)
51,213
22,426
237,117
14,166
(168,314)
191,806
5,758,198
2,226,744
1,119,259
Community, Economic Development & Coast
Cost
Centre
Code
R101
R112A
R307
R308
R330
R332
R333
R340
R341
R370
R371
R391
R398
R399
R402
R412
R415
R472
Cost Centre Name
Planning Policy
Health
Arts & Entertainments
Museums
General Economic Development
Town Development
Tourism
Coast Protection
Pathfinder
Strategic Housing
Hsg Strategy
Regeneration Management
Independent Living Team
Housing Strategy
Property Information
Environmental Strategy
Community & Localism
Coastal Management
Total Community, Eco Development & Coast
7,443,679
1,661,989
106
1,493,675
Appendix L
Customer Services
Cost
Centre
Code
R261
R311
R370C
R372
R394
R411
R430
R481B
R481C
R481D
Cost Centre Name
It - Support Services
Tic'S
Home Improvement Agency
Homelessness
Housing Customer Services
Transport
Publicity
Graphical Info System
Media & Communications
Customer Services - Corporate
Total Customer Services
Full Year
Budget 2
£
YTD
Variance
£
(82,689)
1,638
(3,000)
(2,071)
(5,442)
2,287
1,489
46
(29,622)
(11,739)
Commitments
£
30,088
11,602
0
10,813
(3)
0
0
0
685
1,929
Remaining
Budget
£
44,334
46,433
9,300
(158,360)
5,436
31,675
16,561
(3,546)
14,583
525
115,656
(129,103)
55,114
6,941
Full Year
YTD Budget
Budget 2
2
YTD Actuals
£
£
£
657,918
501,753
445,973
139,570
104,697
106,413
172,796
129,618
131,193
86,841
69,252
111,367
0
(3,771)
(4,360)
YTD
Variance
£
(55,780)
1,716
1,575
42,115
(589)
Commitments
£
3,037
0
0
270
1,116
Remaining
Budget
£
208,908
33,157
41,603
(24,796)
3,244
790,586
(10,963)
4,423
262,116
Full Year
YTD Budget
Budget 2
2
YTD Actuals
£
£
£
501,230
375,958
381,036
346,895
346,802
346,802
99,440
99,200
101,694
75,554
27,260
25,326
29,289
19,068
14,689
28,342
23,726
23,215
0
0
(78)
681,160
479,185
469,482
72,680
55,549
54,529
0
(19,433)
(25,212)
1,827,068
709,782
690,617
717,474
465,205
464,271
30,404
15,901
15,753
129,714
94,633
88,091
YTD
Variance
£
5,078
0
2,494
(1,934)
(4,379)
(511)
(78)
(9,703)
(1,020)
(5,779)
(19,165)
(934)
(148)
(6,542)
Commitments
£
2,724
0
5,329
3,437
0
1,468
0
13,581
8,539
5,673
1,071,794
230,955
0
1,754
Remaining
Budget
£
117,470
93
(7,583)
46,791
14,600
3,659
78
198,097
9,612
19,539
64,657
22,248
14,651
39,869
(42,621)
1,345,254
543,781
1
266,617
6,300
(195,815)
0
41,360
59,248
0
0
0
177,711
YTD Budget
2
YTD Actuals
£
£
8,268
(74,421)
206,944
208,582
0
(3,000)
(46,197)
(48,268)
9
(5,433)
7,398
9,685
41,198
42,687
3,500
3,546
14,354
(15,268)
9,285
(2,454)
244,759
Development Management
Cost
Centre
Code
R100
R102
R103
R121
R150
Cost Centre Name
Development Management
Conservation & Design
Landscape
Building Control & Access
Planning Man & Comm Support
Total Development Management
1,057,125
801,549
Environmental Health
Cost
Centre
Code
R111A
R114
R115
R117
R117B
R118
R119
R119A
R120
R151
R316
R317
R413
R420
Cost Centre Name
Commercial Services
Rural Sewerage Schemes
Travellers
Licensing
Street Naming
Pest Control
Pollution Control
Environmental Protection
Dog Control
Env Health - Service Mgmt
Waste Collection and Disposal
Cleansing
Community Safety
Civil Contingencies
Total Environmental Health
4,539,250
2,692,836
107
2,650,215
Appendix L
Finance
Cost
Centre
Code
R210
R211
R213
R214
R219
R251
R263
R263C
R450
R450A
Cost Centre Name
Local Taxation
Benefits
Treasury Management
Discretionary Rate Relief
Non Distributed Costs
Benefits & Revenues Mgmt
Corporate Finance
Internal Audit
Central Costs
Corporate & Democratic Core
Total Finance
Full Year
YTD Budget
Budget 2
2
YTD Actuals
£
£
£
569,071
445,514
397,740
1,228,953
1,407,157
1,421,809
55,820
41,859
41,858
68,000
0
0
1,600
173,059
173,183
0
2,321
6,146
0
(6,643)
(25,845)
0
11,856
11,841
0
1,443
1,774
1,230,013
832,733
828,060
YTD
Variance
£
(47,774)
14,652
(1)
0
124
3,825
(19,202)
(15)
331
(4,673)
Commitments
£
1,805
2,214
0
0
0
0
4,595
0
0
0
Remaining
Budget
£
169,526
(195,070)
13,962
68,000
(171,583)
(6,146)
21,250
(11,841)
(1,774)
401,953
2,856,566
(52,733)
8,614
288,277
YTD Budget
2
YTD Actuals
£
£
3,859
(46,498)
(171,459)
(171,880)
3,940
(31,120)
257,959
354,245
YTD
Variance
£
(50,357)
(421)
(35,060)
96,286
Commitments
£
428
0
0
457
Remaining
Budget
£
46,070
171,880
31,120
(27,456)
104,747
10,448
885
221,614
Full Year
YTD Budget
Budget 2
2
YTD Actuals
£
£
£
517,503
385,976
369,269
0
9,658
14,272
0
4,826
(20,190)
YTD
Variance
£
(16,707)
4,614
(25,016)
Commitments
£
1,137
8,026
195
Remaining
Budget
£
147,097
(22,298)
19,995
(37,109)
9,358
144,794
3,153,457
2,909,299
Organisational Development
Cost
Centre
Code
R260
R263B
R263D
R400
Cost Centre Name
Human Resources & Payroll
Insurance & Risk Management
Policy & Performance Mgt
Registration Services
Total Organisational Development
Full Year
Budget 2
£
0
0
0
327,246
327,246
94,299
Corporate
Cost
Centre
Code
R450B
R460A
R481
Cost Centre Name
Members Services
Corporate Leadership Team
Legal Services
Total Corporate
517,503
400,460
108
363,351
2012/13 Savings - Budget Monitoring Position (Period 9)
Appendix M
Savings
Form Ref
I2 Total
Service
Service Area
Legal Services
Corporate
Brief Outline of Saving/Additional Income (where
applicable)
Externally generated income from legal services.
I3 Total
Members Costs
Corporate
Reduction in members allowances
I4 Total
Legal Services
Corporate
R27 Total
Corporate
Management
Corporate
2012/13 Savings
2012/13 Update
Variance
(40,000)
(40,000)
0
(17,000)
(17,000)
0
Disbursement reduction for Counsel's advice
(4,000)
(4,000)
0
Savings on professional fees, external printing and licence
fees.
(6,560)
(6,560)
0
(67,560)
(67,560)
0
(24,000)
(24,000)
0
(7,380)
(7,380)
0
(26,000)
(16,000)
10,000
(6,000)
(6,000)
0
Corporate Total
Premises costs relating to Lockerbie flats no longer used
for Homelessness.
C15 Total
Homelessness
Customer Services
C16 Total
Homelessness
Customer Services
I6 Total
ICT
Customer Services
Net increase in recoverable costs from Homelessness
B&B accommodation.
Efficiency savings due to virtualisation.
I8 Total
Telephony
Customer Services
Efficiency savings on telephones budgets.
I9 Total
GIS
Customer Services
Savings in GIS licences as it is a more mature product.
(10,000)
(10,000)
0
I11 Total
ICT Applications
Customer Services
Service efficiencies including software licence fees.
(33,661)
(70,661)
(37,000)
R18 Total
Community
Transport
Customer Services
Removal of budget following restructure of service
(23,955)
(23,955)
0
(130,996)
(157,996)
(27,000)
Customer Services Total
R19 Total
Performance
Management
Organisational Development
Removal of fees budget (£3,000). If further savings need
to be found they would have to come from the compulsory
reduction of staff time.
(3,000)
(3,000)
0
R20 Total
Organisational
Development
Organisational Development
Removal of residual budgets following restructuring
exercise
(3,364)
(3,364)
0
R23 Total
Personnel and
Payroll
Organisational Development
Savings on Professional fees previously used for advice
on learning and development and pay and grading issues.
(13,796)
(13,796)
0
Organisational Development Total
(20,160)
(20,160)
0
Financial Services
Review of recoverable benefit subsidy.
(15,000)
(15,000)
0
Financial Services
Increased Court Costs
(40,000)
(40,000)
0
(4,000)
(4,000)
0
(3,260)
(3,260)
0
(4,400)
(4,400)
0
R15 Total
R16 Total
R25 Total
R26 Total
R28 Total
Revenues and
Benefits
Revenues and
Benefits
Treasury
Management
Central Costs
Democratic Rep &
Man
Financial Services
Savings in relation to the council's banking contract and
treasury management contract
Savings on professional fees.
Financial Services
Reduction in subscriptions budget.
Financial Services
109
2012/13 Savings - Budget Monitoring Position (Period 9)
Appendix M
Savings
Form Ref
Service
Service Area
R29 Total
Accountancy
Financial Services
R30 Total
Internal Audit
Financial Services
R31 Total
Sundry Debtors
Financial Services
Brief Outline of Saving/Additional Income (where
2012/13 Update
Variance
2012/13 Savings
applicable)
Accountancy savings relating to subscriptions,
(19,375)
(19,375)
professional fees, training and staffing budgets.
Proposed reduction in management days in relation to the
(5,500)
(5,500)
Internal Audit contract
Proposed reduction in training budget
(750)
(750)
R32 Total
Creditors
Financial Services
Proposed reduction in professional fees budget
Financial Services Total
0
0
0
(1,000)
(1,000)
0
(93,285)
(93,285)
0
E10 Total
Arts
Assets, Coastal Defence &
Leisure
Reduction in grant to Sheringham Little Theatre
(5,720)
(5,720)
0
E11 Total
Wensum Valley
trust
Assets, Coastal Defence &
Leisure
Withdrawal of funding for Wensum Valley Trust
(7,397)
(7,397)
0
E12 Total
Museums
Assets, Coastal Defence &
Leisure
Reduce contribution to Cromer Museum Service
(5,550)
(5,550)
0
E13 Total
Arts
Assets, Coastal Defence &
Leisure
Incorporate current Arts Guide produce in house into the
current tourism guide.
(2,000)
(2,000)
0
R1 Total
Car Parks
Assets, Coastal Defence &
Leisure
Possible options to Increase car park charges
(100,000)
(100,000)
0
(23,698)
(23,698)
0
(15,655)
(15,655)
0
(5,108)
(5,108)
0
(3,900)
(3,900)
0
(8,250)
(8,250)
0
(12,500)
(12,500)
0
(10,000)
(10,000)
0
(10,000)
(10,000)
0
(22,000)
(22,000)
0
(231,778)
(231,778)
0
R3 Total
R4 Total
R5 Total
R6 Total
R7 Total
R8 Total
R9 Total
R10 Total
R13 Total
Assets, Coastal Defence &
To bring the management of Markets back in-house.
Leisure
Assets, Coastal Defence &
Cessation of rental share agreement following EEDAs
Industrial Estates
Leisure
dissolution.
Assets, Coastal Defence &
Rental Properties
10% increased rental income from Parklands site.
Leisure
Assets, Coastal Defence &
Increased service charge to North Walsham Town Council
Admin buildings
Leisure
for North Walsham Offices.
Admin buildings & Assets, Coastal Defence &
Letting of office space to other public organisations.
Depots
Leisure
Assets, Coastal Defence &
Windmill Restaurant
Reduction in subsidy to the staff canteen.
Leisure
Assets, Coastal Defence &
Property Services
Reorganisation of arrangements for facilities management.
Leisure
Beach Huts and
Assets, Coastal Defence &
Increased charges for beach huts and chalets.
Chalets
Leisure
Assets, Coastal Defence &
Coast Protection
Termination of Coastal Monitoring budget.
Leisure
Assets, Coastal Defence & Leisure Total
Markets
110
2012/13 Savings - Budget Monitoring Position (Period 9)
Appendix M
Savings
Form Ref
Service
Service Area
Brief Outline of Saving/Additional Income (where
applicable)
C14 Total
Housing Services
Community & Economic
Development
Deletion of vacant Development Officer post
C17 (b)
Total
Economic
Development &
Tourism
Community & Economic
Development
Reduction in grant support to the North Norfolk Business
Forum.
Community & Economic Development Total
2012/13 Savings
2012/13 Update
Variance
(34,980)
(34,980)
0
(5,000)
(5,000)
0
(39,980)
(39,980)
0
E1 Total
Environmental
Sustainability &
Green Build
Environmental Health
1. Reduction in Sustainability Coordinator post to 30 hours
per week. (0.81 FTE). 2. Increased Exhibitor fees and
charging for compost
(18,000)
(18,000)
0
E2 Total
Taxi Licensing
Environmental Health
1. Reduced Costs for taxi testing. 2. identify areas to
increase taxi licensing fees to reflect full cost recovery
(20,000)
(20,000)
0
E3 Total
Environmental
Health
Environmental Health
Removal of Student bursary payment
(7,000)
(7,000)
0
E4 Total
EH Commercial
Team
Environmental Health
External Food Hygiene courses now delivered in-house.
Increased income from courses
(13,000)
(8,000)
5,000
E5 Total
EH Environmental
Protection
Environmental Health
Removal of annual subscriptions to Keep Britain Tidy.
(7,250)
(7,250)
0
E6 Total
EH Environmental
Protection
Environmental Health
Reduction in staffing levels following a restructure of
Environmrntal Health
(32,134)
(22,003)
10,131
E7 Total
Civil Contingencies
Environmental Health
Team
Reduction in Civil Contingencies budget. Primarily the cost
of providing subsidised sandbags to individuals.
(8,000)
(8,000)
0
E8 Total
Drainage Grants
Environmental Health
Removal of small scale drainage grants offered to
individuals.
(9,865)
(9,865)
0
Environmental Health
Reduce contribution to Norfolk Waste Partnership
(5,000)
(5,000)
0
Environmental Health
Increased charges for Garden bins
(31,200)
(31,200)
0
E17 Total
E18 Total
E19 Total
E20 Total
E21 Total
E23 Total
Waste Disposal &
Recycling
Waste Disposal &
Recycling
Waste Disposal &
Recycling
Waste Disposal &
Recycling
Waste Disposal &
Recycling
Commercial Team
Environmental Health
Environmental Health
Environmental Health
Environmental Health
Reduction in Budget for the purchase and maintenance of
litter bins.
Increased profit share from Norfolk Environmental Waste
Services (NEWS).
Removal of budget provision for storage of wheeled bins
now part of Kier Contract.
(9,000)
(9,000)
0
(12,000)
(12,000)
0
(12,772)
(12,772)
0
Reduction in commercial team establishment.
(16,616)
(16,616)
0
111
2012/13 Savings - Budget Monitoring Position (Period 9)
Savings
Form Ref
Service
Service Area
Appendix M
Brief Outline of Saving/Additional Income (where
applicable)
Environmental Health Total
C1 Total
C2 Total
C3 Total
C5 Total
Building Control
(Non Fee Earning)
Conservation
Design and
landscape
Conservation
Design and
landscape
Development
Management
2012/13 Savings
2012/13 Update
Variance
(201,837)
(186,706)
15,131
(6,000)
(6,000)
0
(10,500)
(10,500)
0
(4,000)
(4,000)
0
Development Management
Reduction in qualification training and associated mileage
budgets.
Development Management
Delete budget for the preparation of the Councils
Biodiversity Strategy and Programme of Exemplar
Projects.
Development Management
Reduction in Conservation Area Enhancement budgets
and printing & equipment budgets
Development Management
The introduction of fee charging for pre application advice.
(10,000)
(10,000)
0
C6 Total
Development
Management
Development Management
The introduction of fee charging for Certificate of Proposed
Lawful Development.
(5,000)
(1,500)
3,500
C7 Total
Development
Management
Development Management
Reduction in qualification training budget.
(3,000)
(3,000)
0
C9 Total
Various
Development Management
1. increase land charge fees by 10%. 2. Introduce charges
for Street Naming and Numbering for new developments
(20,000)
(10,000)
10,000
C10 Total
Planning Policy
Development Management
Reduction in qualification training and transport budgets.
(6,600)
(6,600)
0
C11 Total
Planning Policy
Development Management
Planning
Management &
Development Management
Community Support
Planning
Management &
Development Management
Community Support
Reduction in external grants.
(9,500)
(5,500)
4,000
Employee savings to be identified as part of a proposed
restructuring of planning support services.
(26,400)
(15,000)
11,400
Reductions in officer travel and supplies and service
budgets - effeciency savings
(10,500)
(10,500)
0
(111,500)
(82,600)
28,900
(897,096)
(880,065)
17,031
C12 Total
C13 Total
Development Management Total
Total Savings Identified
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Agenda Item No____11________
PERFORMANCE MANAGEMENT – DELIVERY OF ANNUAL ACTION PLAN
2012/13 QUARTER 3
Summary:
The purpose of this report is to give a third quarter
progress report in delivering the Annual Action Plan
2012-13. It gives an overview, identifies any issues that
may affect delivery of the plan, the action being taken to
address these issues and proposes any further action
needed that requires Cabinet approval.
Conclusions:
The delivery of the Annual Action Plan 2012/13 is
progressing to plan and should be delivered largely as
envisaged. Any areas of concern have been reported in
this report and where necessary details given of
progress to date and action being taken is given in the
appendices to this report. In addition, reports on
progress of major projects are also included in the
appendices where necessary.
Recommendations:
It is recommended that Cabinet note this report.
Cabinet Member(s)
Ward(s) affected
All
All
Contact Officer, telephone number and email:
Helen Thomas, ext. 6214, Helen.thomas@north-norfolk.gov.uk
1.
Introduction
The purpose of this report is to give a third quarter review of the progress in
delivering the Annual Action Plan 2012-13. It gives an overview for each theme,
identifies any issues that may affect delivery of the plan, the action being taken to
address these issues and proposes any further action needed for Cabinet approval at
the meeting in February 2013. Detailed progress reports for each activity in the
Annual Action Plan 2012-13 are given in Appendix N. Detailed data and
management progress reports for each performance indicator and measure are given
in Appendix O.
2.
Progress report
2.1
Jobs and the Economy
2.1.1
Since the last progress report to Cabinet in November 2012, progress has
been positive in a number of areas designed to promote and support the local
economy, especially the growing sectors of energy and tourism. Cabinet
approved consultation on the proposed Egmere Local Development Order,
designed to support off-shore wind energy development in the west of the
district. The North Norfolk Renewables website, prepared in partnership with
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Wells Harbour and Holkham and Walsingham Estates, is due to go live in
February 2013 and will promote the area for business. The District Council’s
business web pages have also been refreshed. The FLAG project board has
been reviewed and now expects some £1.2m of funding applications to be
agreed by the end of the financial year.
2.1.2
In January 2013 Cabinet agreed to recommend to Full Council to support the
setting up of a private/public sector partnership Destination Management
Organisation (DMO) to ensure effective tourism and visitor marketing of the
district. It is anticipated that the DMO will be formally launched in late
February 2013.
2.1.3
The two year contract to deliver “Enterprise North Norfolk” an initiative to
promote the creation of successful new businesses in North Norfolk has been
let to “Engage with Business” and will commence delivery and establish the
website in late February 2013, with a stakeholders launch in mid-March.
Support materials for new entrepreneurs have been produced and copies are
available in the Member’s Room.
2.1.4
In December 2012 the work of the Council’s Learning for Everyone team was
successful in being reassessed under the Matrix quality standard in
recognition of the quality of the information, advice and guidance services
provided to people facing redundancy, wishing to return to work or improving
their work-related skills and qualifications. The team continues to support a
large number of people across the District in their personal and skills
development and in seeking new employment.
2.1.5
Overall, the economic climate remains challenging and the lack of credit for
small businesses and mortgages for home buyers continues to constrain
growth. 26 businesses have been supported this financial year and 51 people
have been supported into work through the Learning for Everyone skills
programme. The purpose of the Pathfinder Loan Fund has been reviewed in
light of the opportunities presented through the FLAG programme. The
intention is to draw down £300k of European Fisheries Funding and join it to
the pilot fund of £200k to be directed across all geographies in north Norfolk
to support new and existing micro-business who find it difficult to access
credit.
2.2
Housing and Infrastructure
2.2.1
In relation to policy development, Full Council on 19 December 2012 agreed
a National Planning Policy Framework (NPPF) compliant interpretation of
development to redundant buildings in the countryside and the potential to
include some market housing within rural ‘exceptions’ developments.
2.2.2
Evidence to support the introduction of a Community Infrastructure Levy is
being prepared and workshops for developers and stakeholders are being
planned for February 2013 to discuss the findings of the studies on
infrastructure requirements and viability.
2.2.3
The three parts of the Housing Strategy have now been approved, along with
an Empty Homes policy and reporting on the recent Empty Homes Pilot
project. The new integrated Housing team working on Disabled Facilities
Grant was established in November 2012 and is bedding in well.
2.2.4
Cabinet agreed in December 2012 to introduce charging for the Street
Naming and Numbering service from April 2013 to help recover costs. In
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January 2013 Cabinet also agreed that the Council will participate in a
Collective Energy Switch Campaign which is designed to reduce resident’s
energy bills and to support residents in taking up these opportunities by
providing additional support through town and parish councils via the Energy
Box project.
2.2.5
Overall, house completions remain at a lower level which reflects the national
picture. However, work has started on two major allocation sites in Cromer
and Hoveton which will deliver some 170 dwellings. Also, a number of major
housing applications on allocated sites have recently been submitted,
including allocation sites in Stalham, Wells and Cromer representing some
408 new homes. Three of the four proposed development briefs have now
been prepared for, or been subject to, consultation. The developers of the
Norwich Rd/HL Foods site in North Walsham have presented a briefing to
Cabinet and local members in January 2013 to set out their intentions and
explain the constraints in bringing forward new development on the site.
2.3
Coast, Countryside and Built Heritage
2.3.1
Good progress is being made in relation to delivering capital schemes on
Cromer Pier refurbishment and the Cromer Coast Defence Scheme. The
latter is now at the design phase and work on site is likely to start in the
autumn. The annual maintenance programme is being effectively delivered
through delivery of schemes in Sheringham, Overstrand, Mundesley, Walcott
and Happisburgh, as well as on-going reactive work being delivered through
the Measured Term Contract which is delivering significant savings and
efficiencies in officer time. The Cromer to Winterton Coastal Management
Study, funded by the Environment Agency has started and a reference group
of Members and stakeholders has been established to provide local input.
2.3.2
The new toilet block in Happisburgh was a double winner at the National Loo
of the Year Awards held in Birmingham on Friday 7 December. The new
modernistic building, adjoining the car park that the Council has also recently
provided in Happisburgh, won the Market Sector title for car parks, and the
National Category Award for car parks.
The new toilet blocks in both Happisburgh and Sheringham (East
Promenade) achieved Gold Awards in the 2012 Loo of the Year Awards. The
two toilet blocks, both built for the Council by Thrower & Rutland of Felthorpe
and designed by Stead Mutton & Griggs of Sheringham, were among 1432
entries from across the UK including Male, Female, Accessible, Changing
Places and Family (baby change) loos, which required Loo of the Year
inspectors to visit and judge over 5,000 individual toilets over the summer.
2.3.3
Cromer Conservation Area Management Plan was adopted by the Council at
the Cabinet meeting in November 2012. Walsingham Conservation Area
Management Plan will go to public consultation in January 2013. Sheringham
and Wells have been rescheduled for public consultation during the first
quarter of 2013/14.
2.3.4
The percentage of waste related cases responded to within two days is 84%,
short of the 100% target.
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However, there has been an improvement in the collection of fly tips on public
land by KIER, by the end of quarter three 60% was being cleared within two
days. The average time to clear has also improved and is currently 2.2 days.
Additional training was provided to Kier operatives during December 2012 to
improve evidence gathering.
99% of Nuisance cases were responded to within two days, 94% of Drainage
cases were responded to within two days. This equates to one Nuisance and
one Drainage case not being responded to in time.
Other areas of work which contribute to this indicator have suffered slightly
due to a vacant post within the team. These areas will be closely monitored
by Environmental Health management during quarter four.
2.3.5
Within quarter three there were ten pollution cases which were investigated
with a view to potential prosecution. All ten are related to flytipping cases of
which six are still being investigated. The other four were closed with no
evidence to proceed.
Five flytipping cases were heard at court during the quarter and resulted in
total fines of £4750 and costs of £2555 and a 12 month community service
order of 200 hours. One simple caution was issued for the breach of a noise
abatement notice.
2.4
Localism
2.4.1
In January 2013 Cabinet considered the third round of the Big Society Fund
grant allocations and agreed to set up a member working party to review the
Big Society Fund. To date some 42 grants have been awarded comprising a
total grant allocation of £192,577. The team continues to support and
signpost local groups in taking forward community based and/or “right to
challenge” projects.
2.4.2
In relation to North Walsham Leadership of Place project, the District Council
has agreed to further investigate options for town centre retail development.
2.4.3
In December 2012 Full Council approved the Community Asset Transfer
Policy designed to set a clear framework to enable asset transfer from the
Council to Third Sector Organisations (TSOs) and ensure transfers are
sustainable and successful in the long term. Proposals for the possible
transfer of North Lodge Park to an appropriate community organisation are
under development (with consultants to advise on the business case and
governance arrangements due to be appointed on 25 January 2013). An
expression of interest to take over the operation of Wells-next-the-Sea TIC
has been received and reported to Cabinet on 7 January 2013. This is being
processed in accordance with the regulations.
2.4.4
Support to various communities is being provided in response to requests/
demand to assist in the development of localism initiatives (e.g. North
Walsham Town Team initiative).
2.4.5
Support from Voluntary Norfolk for community organisations is being provided
under a Service Level Agreement (SLA) which is regularly monitored and
proving successful. Outputs agreed within the SLA are being delivered. Three
advice surgeries were held in October 2012, which were attended by seven
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voluntary groups. Three more surgeries took place in November and
December 2012. Fifteen Voluntary and Community Sector Organisations
(VCSO) received direct support in the first monitoring period and one “come
and meet us” event was held.
The grant for the establishment of the SLA for the first quarter of operation
(July – October 2012) is underspent. This will be monitored and adjusted
as necessary.
2.4.6
The Stay Warm and Cosy initiative has been rolled out and the team will be
working to deliver integrated approaches to tackle fuel poverty. The Council
has worked with Norfolk County Council to make a successful bid to the
Department of Health to build upon the successful delivery of the Warm and
Well scheme in 2012 and has been awarded £283,570 to deliver the Warm
and Well 2013.
2.5
Delivering the Vision
2.5.1
A number of activities have taken place under the Delivering the Vision
Theme in the third quarter.
Customer Service Improvement
2.5.2
The Customer Service Improvement (CSI) Programme Board was set up in
June 2012 and is overseeing all CSI activities.
2.5.3
A Customer Access Strategy has been drafted and is currently under review
and the Channel Shift Programme has started.
2.5.4
At the Cabinet meeting of the 13 December 2012 approval was given to
proceed with the remodelling works to the front reception. Tenders will now
be sought for the initial design works and it is anticipated that the final design
will be approved by the Asset Management Board in April 2013.
Following the approval of the design the tender for the actual alteration works
will be issued and the anticipated start date for the works will coincide with the
start of the school summer holidays at the end of July 2013. The works are
expected to last between 4 and 6 weeks.
The objectives of the works are to provide a customer services environment
which is more focussed on the customers’ needs, to create a Customer
Services team in one central location to reinforce the new ways of working, to
increase efficiency by bringing together the four separate reception areas, to
better utilise staff time enabling savings to be made, to create better areas for
private, sensitive and/or complex customer and officer discussions to take
place, to fully utilise the current reception and associated areas to free up
space elsewhere in the building and to address the current health and safety
issues within this area.
2.5.5
The Council website continues to be improved and its use developed as a key
communications tool by council service teams. A full time permanent
communications editor and maternity cover for our web designer has been
recruited.
Service Improvement
2.5.6
Procurement of a new Material Recycling Facility is progressing well, towards
Award of a contract in May 2013 and commencement in April 2014.
2.5.7
After experiencing some technical issues with the stability and reliability of the
OPENRevenues system using the Citirix interface between Kings Lynn and
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Cromer following the implementation of the new system in May 2012, the
North Norfolk data has now been brought back to Cromer, where improved
functionality is now being seen, resulting in an improvement in processing
times. Management data is being regularly reviewed as part of arrangements
put in place to clear a backlog in the Revenues and Benefits caseload and as
performance improves further new system modules will be introduced which
will allow increased levels of self-service by customers and further
improvements in processing and reporting. As we approach year end,
arrangements are being put in place with respect to the introduction of
Welfare Reforms and the new Local Council Tax Support scheme. A progress
report on the project can be found in Appendix N.
2.5.8
The Planning Benchmarking exercise was undertaken from November to
December 2012 and a report is expected in February 2013. The Planning
Peer Review is scheduled to take place 13-15 February 2013.
2.5.9
Cabinet approval has been given for renegotiation of Dual Use Sports Centre
Agreement and fees at North Walsham, by 31 March 2013, with others to
follow.
2.5.10 Following a report to Cabinet on 7 January 2013 the CCTV working party has
now been established. This is a politically balanced group and the first
meeting is due to be held at the start of February 2013. The remit of the group
is to review the CCTV service to identify savings and consider options for the
future provision of the service.
Governance
2.5.11 Various interrelated strands of work including the constitution, delegations
and the new standards regime are all due to be completed by the end of
March 2013. The new constitution was approved by Full Council in December
2012.
2.5.12 135 days of the planned 212 internal audit days have been delivered to the
end of December 2012. Whilst there has been some slippage of planned
work, it is currently anticipated that the plan will be achieved.
2.5.13 A report presenting the result of internal audits follow up exercise was
presented to Audit Committee on 4 December 2012. This reported the
position to 30 September 2012, of all outstanding recommendations.
Sickness
2.5.14 The figures for sickness absence up to and including quarter 3 for 2012/13
show an increase when compared to the same period in 2011/12. This is
primarily down to an increase in the number of staff who were classed as long
term sick from 9 in 2011/12 to 11 in 2012/13 (quarters 1 to 3 only). The
average number of days that those staff took off on long term sick increased
from 39 to 64 days. Long term sickness is defined as 28 consecutive days’
duration. All long term cases of sickness absence have been case managed
by the line manager and an HR Officer. Sickness absence within the Council
is actively monitored through application of the Attendance Policy and
quarterly reports showing the breakdown of sickness absence are submitted
to the JSCC for discussion.
3.
Conclusion
3.1
The delivery of the Annual Action Plan 2012/13 is progressing to plan and
should be delivered largely as envisaged. Areas of concern have been
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reported in this report and where necessary details given of progress to date
and action being taken is given in the appendices to this report. In addition,
reports on progress of major projects are also included in the appendices
where necessary.
4.
Implications and Risks
4.1
Prompt action to deal with any performance issues identified by this report will
reduce the risk to delivery of the Annual Action Plan 2012/13 and the
achievement of the priorities in the Corporate Plan 2012-15. The
recommendations of this report outline the action being taken to reduce or
remove the risk of not delivering the Corporate Plan.
4.2
The Corporate Risk Register which includes the risk associated with nondelivery of the Corporate Plan is reviewed regularly by the Audit Committee
and the Performance and Risk Management Board.
5.
Financial Implications and Risks
See section 4 above.
6.
Sustainability
There are no sustainability implications of this report.
7.
Equality and Diversity
There are no equality and diversity implications of this report.
8.
Section 17 Crime and Disorder considerations
There are no Section 17 Crime and Disorder implications of this report.
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Annual Action Plan 2012/13 - Activities – Progress Report Quarter 3
Appendix N
[If you have access to the Council’s network you can click on the activity name to view more
information]
Jobs and the Local Economy
Increase the number of new businesses and support the growth and expansion of
existing businesses
Activity
Status
Progress/ Action Note
The number of enquiries remains
consistent with the current economic
climate i.e. there being little or no other
available advice for businesses. However,
to mitigate this Economic Development
Unit is developing electronic tools to
improve the accessibility of information.
This includes better signposting and
accessibility to regulatory information.
New start up proposition agreed by
Cabinet in September 2012. The contract
has been awarded and the programme is
due to start late February 2013.
Discussions with key stakeholders are
being held to determine the most
appropriate options for town centre
development and investment
programmes. Property appraisal reports
for key sites will be reported to Cabinet
and Leadership of Place Board in
January/ February 2013 as appropriate.
North Norfolk Renewables Partnership
meets on a bi-monthly basis.
Work on development of a Local
Development Order at Egmere
progressed to point of public consultation January to March 2013.
AAP - J A 01 - We will support
businesses investing in the district
through the provision of
comprehensive advice about
On Track
District Council support and
signpost to other agencies as
appropriate
AAP - J A 02 - We will work with
partners to develop and deliver a
programme of business start up
support
Completed
Successfully
AAP - J A 03 - Working in
partnership we will maximise the
opportunities for investment in the
On Track
district through the development
of allocated town centre retail
sites.
AAP - J A 04 - We will seek to
maximise the opportunities for the
district to benefit from investment
On Track
in renewable energy
developments off the North
Norfolk Coast
AAP - J A 06 - We will support the
North Norfolk Fisheries Local
Action Group (FLAG) in delivering
On Track
projects from the £2.4 million
funding secured for the fishing
sector
AAP - J A 07 - We will actively
pursue all options in order to
ensure the future development
and operation of an Enterprise
Hub for North Norfolk as a
platform for improving levels of
business start up and enterprise
We have overcome delay issues and
expect to secure £1.2m of FLAG funding
commitment by the end of March 2013.
This project remains key to the overall
development of the economy in north
Norfolk. Recently the Economic
Development office has been working with
a company called Poultec to acquire the
former Fakenham engineering centre. It is
hoped that over the next eighteen months
the Council and its partners will work with
On Hold
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120
Activity
Status
Progress/ Action Note
Poultec to draw up long term plans to
evolve an Enterprise Hub.
Improve the job prospects of our residents by developing a skilled and adaptable
workforce that is matched to business growth and development
Activity
Status
Progress/ Action Note
AAP - J B 01 - Through the Council's
Learning for Everyone (L4E) Team we
will provide information, advice and
guidance to local people wishing to
enter employment or improve their
levels of skills and raise aspiration
On
Track
The Skills Support for the Unemployed
contract is now in full swing with
recruitment ahead of profile. In addition a
joint initiative with Jobcentreplus, the North
Norfolk Work Club, has also been launched
with activities in Fakenham, Cromer and
North Walsham.
AAP - J B 02 - The L4E team will offer
bespoke programmes of advice and
support to people faced with
redundancy from local companies as
and when such events occur
On
Track
Support continues with the implementation
of the Skills Support for Redundancy
initiative.
AAP - J B 02.01 - Cromer Crab
On
Track
A number of ex Cromer Crab employees
continue to receive support, particularly
those seeking the self employment option
On
Track
Currently investigating affordability of
delivering “welcome host” training to the
tourism sector.
On
Track
A programme of measures, designed to
complement the existing apprenticeship
support framework is being developed for
North Norfolk. We are engaging with
partners to identify the specific needs of the
District and to fill the gaps within the current
national and subregional support packages
available.
AAP - J B 03 - The L4E team will also
engage with existing and new
employers in the district to understand
their future workforce requirements and
co-ordinate provision of relevant
training courses to secure employment
within the district
AAP - J B 04 - We will explore
opportunities to work with local
businesses and identify funding to
support the provision of
apprenticeships and work experience
schemes with the aim of increasing the
employment opportunities of young
people in the district
Reduce burdens to business by removing unnecessary red tape and bureaucracy at
the local level
Activity
Progress/ Action Note
AAP - J C 01 - We will develop a
comprehensive package of
support and provide information On
to simplify the process for
Track
businesses looking to invest in
North Norfolk
Work continues to support inward investment
inquirers. Currently the Economic Development
Unit is supporting the development of the Energy
/Renewables sector working on a portfolio of
information to be provided electronically through a
renewables website. We have developed and
tested the initial model of the Council's web pages
to support inward investment. It is currently being
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Activity
Progress/ Action Note
enhanced and copyrighted. Launch date expected
February 2013.
AAP - J C 02 - We will ask users
of our training, business support
and advice services for their
feedback and improve future
service delivery to meet
business needs
AAP - J C 03 - We will review
our procurement policies to
maximise the opportunities to
source goods and services
locally
AAP - J C 04 - We will work with
partners to roll out BDUK's
£60m Norfolk Broadband
Initiative across North Norfolk
This will be progressed during 2013. Due to the
demand for services and other priorities there are
no resources to progress this activity at present.
On
Hold
Following the local procurement conference a
guide to local procurement has now been finalised
and will be printed for distribution. Purchasing
policies will be reviewed in 2013 when the
Procurement Strategy is updated.
BDUK contract signed with BT in September 2012
with expected rollout beginning 2013. We are
communicating with the County Council and
strategic partners about north Norfolk's needs.
Agreed that Environmental Health will still need to
do this and that Planning will now be done as part
of the Peer Review Process. Regulatory Services'
focus now will be on supporting the Enforcement
Board in activities in Annual Action Plan activity “H
B 01 We will undertake a complete review of our
housing strategy to ensure that we take full
advantage of opportunities within the Localism Act
and are maximising our influence over housing
growth”.
On hold until Quarter one 2013/14.
On
Track
On
Track
AAP - J C 05 - We will review all
of our business regulatory
On
functions to ensure we are
Track
focused on local business need.
Promote a positive image of North Norfolk as a premier visitor destination
Activity
AAP - J D 01 - We will develop and
implement new marketing initiatives
which use digital and remote
technology to promote North Norfolk to
visitors and tourists
Status
Progress/ Action Note
Social media is being developed and
tested for use in promoting north Norfolk as
a visitor destination. An app is now
available for downloading. Development of
an online visitor guide has been completed
for the 2013 season. Launch January
2013.
Cabinet in January 2013 agreed to the
release of £25,000 per annum over the
periods 2012/13, 2013/14 and 2014/15
(£75,000 for three years) from the NNDC
Community Fund and £10,000 per annum
over the periods 2012/13, 2013/14 and
2014/15 (£30,000 for three years) from the
Economic and Tourism Development Unit
budget be authorised as the Council’s
contribution to Visit North Norfolk Coast
On
Track
AAP - J D 02 - We will support and
facilitate the establishment of a private
sector led Destination Management
Organisation (DMO) for the North
On
Norfolk coast and countryside to
Track
maintain the profile of the district as a
leading tourist destination within the UK
boosting levels of employment and
income for the district
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122
Activity
Status
Progress/ Action Note
and Countryside Ltd.
The aim of the Council’s contribution is to
support the bringing together and
promotion of all aspects of the tourism
industry in a major channel for
communication, support and access to the
market; to provide funding to assist the
establishment of the DMO as the platform
for the private sector to take a greater
responsibility for destination management
in the future.
This recommendation will now be
presented to Full Council.
Improve access to funding for businesses
Activity
Status
AAP - J E 01 - We will support the roll-out
of the Coastal Pathfinder and Fishing
Sector Business Loans and Grant
Schemes and consider the opportunities
of extending these programmes across a
larger area
On
Track
AAP - J E 02 - Working with the North
Norfolk Business Forum, other
representative local groups, regional
partners and financial services companies
On
we will seek to ensure that small and
Track
medium sized enterprises have improved
access to investment finance to support
business growth and development across
the district
Progress/ Action Note
The purpose of the Pathfinder Loan
Fund has been reviewed in light of the
opportunities presented through the
FLAG programme. The intention is to
draw down £300k of European fisheries
Funding and join it to the pilot fund of
£200k to be directed across all
geographies in north Norfolk to support
new and existing micro-business who
find it difficult to access credit.
The purpose of the Pathfinder Loan
Fund has been reviewed in light of the
opportunities presented through the
FLAG programme. The intention is to
draw down £300k of European fisheries
Funding and join it to the pilot fund of
£200k to be directed across all
geographies in north Norfolk to support
new and existing micro-business who
find it difficult to access credit.
Housing and Infrastructure
Increase the number of new homes built within the District and reduce the number
of empty properties
Activity
Status
Progress/ Action Note
AAP - H A 01 - We will bring
forward detailed proposals on
allocated sites by better
engagement with developers
On Track
There have been positive discusions with
a number of developer interests and the
Major Development team continues to
provide pre application advice
culminating in planning applications on
the allocated sites at Stalham and Wells.
11
123
Activity
Status
AAP - H A 02 - We will produce
development briefs on 4 of the
allocated sites
Some
problems
AAP - H A 03 - We will seek to
increase the number of new
homes built of all tenures to 250
Some
problems
Progress/ Action Note
AAP - H C 01 - We will encourage On Hold
the development of
neighbourhood planning by
supporting Holt Town Council in a
pilot scheme to produce a
neighbourhood plan.
AAP - H E 01 - We will undertake
and evaluate a pilot Compulsory
Purchase Order project to bring
long term empty homes back into
use
Completed
Successfully
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124
A further application is expected in
relation to the Roughton Raod allocation
at Cromer. Some progress has been
made in relation to the HLfoods site at
North Walsham and an approximate
timetable for submission of an application
has been agreed. Discussions are ongoing with agents in relation to the urban
expansion at Fakenham.
There has been some progress on the
four briefs. The brief for Stalham has
been approved by Council and this site is
now subject to a planning application. A
draft brief has been submitted for the
Holt site and if agreement can be
reached between principal land owners
this will be subject to public consultation
shortly. Revised highway details have
been submitted in relation to the
Fakenham Brief and these are currently
with the Highway Authority for
consideration. Progress is slower than is
desirable.
This target is unlikely to be met.
Recorded dwelling completions to the
end of December 2012 where less than
100.
Holt Town Council continue to be the
only Council in the District which has
expressed an interest in preparing a
Neighbourhood Plan. No formal
application has been made to register a
Neighbourhood Area but the Council has
recently indicated a desire to consider
further. Briefings continue to be offered
to Parish and Town Councils and staff
will be attending Hickling Parish Council
shortly.
The Empty Homes Pilot has become part
of mainstream work on reducing the
number of empty homes and provided
learning on empty homes
enforcement. Cabinet considered a
report on the pilot in December 2012 and
agreed that enforcement action on empty
homes will be directed through the new
Enforcement Board and also the ringfencing of £200,000 for enforcement
action on empty homes. The Empty
Homes Policy which sets out the
Council's approach to reducing the
Activity
Status
AAP - H E 02 - We will support
owners to bring at least 40 empty
homes back into use and provide
opportunities to do so through
advertising of private rented
properties and the Empty Homes
matching service. Where owners
are reluctant to bring properties
back into use, take enforcement
action as required.
Progress/ Action Note
number of empty homes was adopted by
Full Council on 19 December 2012.
The Empty Homes Policy which sets out
the Council's approach to reducing the
number of Empty Homes was approved
by Full Council on 19 December
2012. This shows what support will be
provided to owners and the range of
possible enforcement powers which are
available for use in bringing empty
homes back into use. The Housing
Renewal Policy to be considered by
Cabinet in February 2013 will propose a
new Empty Homes Loan. A new data
extract providing information on long
term (6 months or more) empty homes
was provided in October and November
2012 (it was agreed to delay December
extract due to ongoing work re Council
Tax system with extract restarted in
January 2013 and changes between
November 2012 and January actioned in
January). The Enforcement Board has
met on a number of occasions and work
to bring empty homes into use as
directed by the Enforcement Board is
underway. Target of 40 relates to
reduction of 40 in number of empty
homes as recorded on CTB in October
2012 and October 2013. Ongoing
progress will be monitored.
On Track
Increase the number of affordable homes with a range of tenure types
Activity
Status
AAP - H B 01 - We will undertake a
complete review of our housing strategy
to ensure that we take full advantage of
On Track
opportunities within the Localism Act and
are maximising our influence over
housing growth.
AAP - H B 02 - We will evaluate our
approach to viability assessments to
maximise development opportunities.
Postponed
or delayed
Progress/ Action Note
Enforcement Board established,
meeting regularly and moving
forward on long term Empty Homes,
along with other significant
complex/cross service enforcement
issues.
This has been delayed due to
pressure on staff resources and is
being reviewed by the Housing and
Planning Policy Board.
Secure investment in new infrastructure
Activity
Status
Progress/ Action Note
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125
Activity
Status
AAP - H D 01 - We will consult On
and then obtain agreement on Track
a charging schedule to achieve
investment in new
infrastructure
AAP - H D 01 - We will consult On
and then obtain agreement on Track
a charging schedule to achieve
investment in new
infrastructure
Progress/ Action Note
Draft reports have been submitted by consultants
(Infrastructure and Viability) and a stakeholder
forum has been arranged for the end of February
as an initial stage of the consultation process. A
new temporary Project Manager has been
appointed.
Draft reports have been submitted by consultants
(Infrastructure and Viability) and a stakeholder
forum has been arranged for the end of February
as an initial stage of the consultation process. A
new temporary Project Manager has been
appointed.
Coast, Countryside and Built Heritage
Maintain the integrity of special landscape designations and balance the
development of housing and economic activity with the need to preserve the
character and quality of the District's countryside and built heritage
Activity
AAP - C A 02 - We will
promote the Graham
Allen Award and
monitor the number of
applications received.
AAP - C A 03 - We will
complete or review 4
Conservation Area
plans, in Cromer,
Sheringham,
Walsingham and Wells
Status
Initiative
Status
Progress/ Action Note
The 31st Graham Allen Awards for
Conservation & Design in North Norfolk were
once again a resounding success. The
awards were decided in August and the
formal ceremony took place on 8 October
2012.
Completed
Successfully
Cromer Conservation Area Management Plan
was adopted by the Council at the Cabinet
meeting in November 2012. Walsingham will
go to public consultation in January 2013.
Sheringham and Wells have been delayed
due to other corporate objectives taking
precedence. The latter will be rescheduled for
public consultation during the first quarter of
2013/14.
Kier's performance has improved during
Quarter three compared to the first two
quarters and the rectification and default
procedure has been used to resolve isolated
failures to deliver services to a satisfactory
standard.
Postponed or
delayed
AAP - C A 05 - We will
achieve zero defaults in
Some
our waste and related
problems
services contract for
cleanliness
Kier have recently appointed a new service
delivery manager who, in a relatively short
space of time, has been instrumental in
improving Kier's overall performance across
the contract.
14
126
Activity
Status
Initiative
Status
Progress/ Action Note
The percentage of waste related cases
responded to within two days is 84%. There
has been an improvement in the collection of
fly tips on public land by KIER. This accounts
for 36% of the work received and at quarter
end 60% was cleared within two days. The
average time to clear has also improved and
is currently 2.2 days. Additional training was
provided to Kier operatives during December
2012 to improve evidence gathering.
AAP - C A 06 - We will
ensure all reported flyOn Track
tips are responded to
within two working days
Design a more cohesive framework for coastline management
Activity
Status
AAP - C B 01 - We will
define the Coastal Zone
(ICZM) and agree
consultation
mechanisms with
partners
On Track
AAP - C B 02 - We will
identify specific
ICZM projects and
identify the means of
funding
Progressing
to plan
Progress/ Action Note
The North Norfolk integrated approach to coastal
management was approved during the autumn of
2012. The approach sets out nine streams of work
which include coast protection, coastal awareness,
funding initiatives, coastal policy, adaptive
management, coastal infrastructure, economic
development and other wider coastal issues. The
membership base of the Coastal Issues Forum has
been expanded to include coastal Parish/Town
Councils and a discussion has begun on future
coastal community engagement.
The integrated approach is beginning to develop and
will benefit from closer working relationships in the
new Economic and Community Development
Service. Shoreline Management Plan (SMP)
finalisation and delivery, Cromer to Winterton Study,
consideration of National Coastal Erosion Risk
Management information, Cromer coast protection
scheme, development of the Coastal issues Forum,
consideration of coastal communications, and
development of coastal property assistance are all
progressing and are underway.
Continue to defend coastal settlements against erosion wherever practicable
Activity
Status
Progress/ Action Note
AAP - C C 01 - We will
commission design works
for the Cromer Defence
Scheme
On
Track
Scheme contractor procurement reported to Cabinet (16
July 2012) and 'URS' consultants subsequently
procured. The contract has been signed. The first
meeting with the consultants has taken place.
Completed a defence condition assessment prior to
implementing the design brief. Early contractor
involvement is being undertaken with VanOrd.
AAP - C C 02 - We will
On
A reference group comprising representatives from
15
127
Activity
Status
Progress/ Action Note
develop and adopt a
prioritised programme for
future 'Selected' Coastal
Defence Work schemes
Track
Environment Agency, Broads Authority, Natural
England, NFU, Norfolk County Council, Coastal
Concern Action Group (CCAG) & the Council has been
set up as a "critical friend" with a view to advising on the
communications strategy.
In addition a costed options workshop took place in
December 2012 which produced a broad assessment of
the requirements for dealing with failures of sea
defences that are anticipated within the general
timeframe of the Shoreline Management Plan (SMP).
Consultants are running the cliff sediment management
model. Regular meetings to discuss progress with the
reference group are taking place (Members and invited
experts from the public). Next meeting scheduled to
take place 6 February 2013.
AAP - C C 03 - We will
identify Coastal funding
opportunities to support
the prioritised programme
On
Track
Localism
Recognise the important role that Town and Parish Councils have as the democratic
embodiment of their communities
Activity
AAP - L A 01 - We will establish a
protocol and put in place the means
to respond positively to requests
from Town and Parish Councils to
take over the running of services
within their area/communities to
ensure that they share in the
benefits of growth
Status
Progress/ Action Note
The Website has been updated with
links to relevant guidance etc. and a
North Norfolk specific approach to
community challenges is to be
developed for reporting to Cabinet/
Council in March 2013. A bid to operate
the Wells-next-the-Sea TIC service has
been received and this was reported to
Cabinet on 7 January 2013.
Various activities are in train to facilitate
better dialogue, involvement and
communication with North Norfolk's
communities and to help embed the
principles of the Big Society within the
Council.
Meetings with Town Councils have
taken place and workshops with Parish
Councils will be arranged. A Community
Engagement Framework is being
developed and the website is being
updated to signpost support and
promote participation.
On Track
AAP - L A 02 - We will establish a
regular dialogue with Town and
Parish Councils and hold workshops
for training and development in
On Track
particular to encourage wide
community participation in the
democratic process
AAP - L A 03 - We will work with
Town and Parish Councils, local
organisations and community and
voluntary groups to improve health
and wellbeing consistent with the
Working with an additional eight Parish
Councils to establish heater loan
schemes. Public consultation is taking
place regarding Health and Wellbeing
Board and North Norfolk Clinical
On Track
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128
Activity
Status
Progress/ Action Note
aims of the Health and Wellbeing
Board
Commissioning Group priorities. This
will inform and influence work with Town
and Parish Councils and voluntary
/community groups.
Discussions re Community Engagement
Framework are continuing.
New heater loan schemes are being
established with Happisburgh,
Neatishead, Runton, Northrepps,
Aylmerton, Plumstead, Overstrand and
Sidestrand Parish Councils.
AAP - L A 03.01 - North Norfolk
Warm and Well
On Track
AAP - L A 03.02 - North Norfolk
Workout project
Progressing
to plan
AAP - L A 03.03 - North Norfolk
Health Improvement Forum
On Track
The Warm and Well bid received
funding of £283,570.00 to implement a
range of initiatives across the County.
Initiatives will include warm packs, low
level insulation, boiler repair grants,
generic and intensive information and
support, financial aid grant to
individuals.
Supporting Change funding of £10,000
awarded. Project plan approved. Work
will commence early 2013.
Health Forum met in September 2012.
Work programme being implemented.
New carers project work group to be
established. Joint working with North
Norfolk Older People's Forum.
Next meeting schedule for January
2013. Agenda to include personal
budget opportunities.
Encourage communities to develop their own vision for their future and help them
to deliver it
Activity
AAP - L B 02 - We will commission
work through a Service Level
Agreement (SLA) for community
planning and for community and
voluntary sector capacity building
Status
Progress/ Action Note
Progressing
to plan
Outputs agreed within the SLA are being
delivered. Three advice surgeries were
held in October 2012 which were
attended by seven voluntary groups.
Three more surgeries took place in
November and December 2012. Fifteen
Voluntary and Community Sector
Organisations (VCSO) received direct
support in the first monitoring period and
one come and meet us event was held.
The grant for the establishment of the
SLA for the first quarter of operation (July
17
129
Activity
Status
Progress/ Action Note
– October 2012) is underspent. This will
be monitored and adjusted as necessary.
Proposals for the possible transfer of
North Lodge Park to an appropriate
community organisation are under
development (with consultants to advise
on the business case and governance
arrangements due to be appointed on
25th January 2013). An expression of
interest to take over the operation of
Wells-next-the-Sea TIC has been
received and reported to Cabinet on 7
January 2013. This is being processed in
accordance with the regulations.
Draft property appraisals received for
initial key sites. Discussion with relevant
parties being undertaken prior to
presentation to LoP Steering Group and
Cabinet in Jan/ Feb 2013 as appropriate.
Options appraisal for future structure and
focus of Leadership of Place partnership
discussed between partners. New
Terms of Reference and priority work
programme to be agreed by end of
Quarter one 2013.
In relation to North Walsham Leadership
of Place project, the District Council has
agreed to further investigate options for
town centre retail development.
The possible transfer of North Lodge
park, Cromer is progressing on track (as
reported elsewhere). Support to various
communities is being provided in
response to requests/ demand to assist
in the development of localism initiatives
(e.g. North Walsham Town Team
initiative). Support from Voluntary Norfolk
for community organisations is being
provided under an Service Level
Agreement (SLA) which is regularly
monitored and proving successful.
Consideration is being given to joining
the 'Your Voice' partnership, in order to
coordinate and extend engagement with
communities and elicit feedback on key
issues. The Community Engagement
Framework currently being developed
will ensure greater proactive
engagement with Town and Parish
Councils, community groups and local
communities to identify needs and
AAP - L B 03 - Subject to guidance,
we will assess expressions of
interest from voluntary or
community groups who wish to take
On Track
over the running of a service and /
or community asset, and complete
the initial assessment within six
weeks of receiving the request
AAP - L B 04 - We will work with the
key organisations with an interest in
North Walsham to implement the
On Track
actions and interventions identified
through the 'Leadership of Place'
project.
AAP - L B 05 - We will utilise our
resources, statutory powers and
influence to realise opportunities for
North Walsham town centre
On Track
AAP - L B 06 - We will respond
positively to communities wishing to On Track
undertake projects locally
AAP - L B 07 - We will work with
communities to identify the current
and future social, economic and
environmental needs of their
resident population and support
them to identify and implement
local, innovative and creative
solutions
On Track
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130
Activity
Status
Progress/ Action Note
issues.
AAP - L B 08 - We will draft and
consult on a communication and
engagement framework
Discussions re Community Engagement
Framework are continuing.
On Track
Encourage the growth of The Big Society within communities
Activity
Status
Progress/ Action Note
AAP - L C 01 - We will review
On
services and ensure that the
Track
Council's activities are not competing
inappropriately with or stifling
alternative provision
The Council continues to review
discretionary service areas such as the
Tourist Information Offices and Tourism
Promotion to ensure that the most
appropriate service delivery model is in
place. Most recently the Cabinet have
agreed to establish a Destination
Management Organisation for tourism
promotion and the transfer of Wells TIC to a
Trust. This work is ongoing and sits
alongside work on community capacity
building.
The third round of the fund closed to
applications on 9th November 2012. The
North Norfolk Big Society Fund Board will
determine the grants under £10,000 on 17
January 2013 and Cabinet on 7 January
2013 approved a grant award of up to
£15,000 to Sheringham and District Sports
Association towards a project to refurbish
existing tennis courts and provide an all
weather multi sports facility. This grant is
conditional upon the submission of
substantial evidence of the total funding
package and a substantiated and viable
business case.
AAP - L C 02 - We will launch and
monitor a community investment
fund, to be known as The Big Society
On
Fund to invest £450,000 in local
Track
communities, strengthen civic
society, and establish the process for
determining priorities for expenditure
AAP - L C 03 - We will ensure that
work with statutory, voluntary and
community organisations contributes
to the aims of the Big Society
agenda.
Through the Service Level Agreements
(SLA) developed and the prospectus for the
Big Society Fund we are targeting funding
and support as appropriate.
On
Track
Delivering the Vision
Deliver strong governance arrangements
Activity
AAP - V A 01 - The Audit
Committee will oversee a review
programme to ensure that audit
coverage reflects the risks facing
Status
Progress/ Action Note
On Track
The internal audit plan for 2013/14 will be set
in March 2013 and will be part of the three
year strategic plan.
19
131
Activity
Status
Progress/ Action Note
the Council and produce a revised
annual audit plan for 2013/14
onwards
AAP - V A 02 - We will set and
achieve 100% compliance with
deadlines agreed with Internal
Audit for recommendations rated
as Medium and High
Some
problems
AAP - V A 03 - We will implement
the revised performance
management framework
On Track
No high priority recommendations have been
made in the year and none are outstanding
from previous years. Some delay in
implementing and signing off (including
updating of TEN) of medium priority
recommendations.
The second quarter reporting of the Annual
Action Plan worked much more effectively by;
distributing a timetable of activity and
feedback to all staff involved in the process,
working directly with staff to ensure good
quality information was provided and leaving
sufficient time for quality control and analysis
and for further questions to be asked and
answered.
Various interrelated strands of work including
the constitution, delegations and the new
standards regime are all due to be completed
by the end of March 2013. The new
constitution was approved by Full Council in
December 2012.
AAP - V A 04 - We will review and
On Track
update the Council's constitution
Ensure that effective communications exist
Activity
AAP - V B 01 - We will make
Outlook cost neutral
Status
Cancelled
AAP - V B 02 - We will
identify the means of
optimising media coverage of
On Track
Council activities and
initiatives and place the WEB
at the heart of all we do
Progress/ Action Note
It was too early in the production process to
forecast at the end of December 2012 whether
advertising revenue for the March 2013 issue of
Outlook would exceed the 50% of publication costs
achieved in the previous two editions. However, as
Cabinet decided in December 2012 to withdraw all
funding for Outlook as from April 2013, the March
2013 issue will be the last.
The Web Team is continuing to improve the
Council website and developing its use as a more
widely used communications tool by council
service teams. A full time permanent
communications editor and maternity cover for our
web designer have been recruited. The Customer
Service Improvement (CSI) Programme Board was
set up in June 2012 and is overseeing all CSI
activities.
Meetings have taken place with the editor of the
Fakenham and Dereham (Fakenham and Wells)
Times to develop media relations in the west of the
district and are being arranged with BBC Radio
20
132
Activity
AAP - V B 03 - We will
develop a Customer Access
Strategy to ensure that the
most economic, efficient and
accessible forms of contact
are in place for all our
customers
Status
On Track
Progress/ Action Note
Norfolk presenters to develop that relationship,
too. Recent take-up of Council News releases has
been good, and the EDP (North Norfolk News) has
been keen to take advantage of the increased
number of media briefings, currently generally
associated with Cabinet meetings.
An initial draft of the Customer Access Strategy is
underway and those associated projects which
were due to start are underway.
The Customer Improvement Board has been
established and key principles from a draft strategy
used to inform Cabinet Report for physical
changes to Customer Services reception area.
Prioritise Services and Functions in line with the wishes of our communities and to
deliver our corporate objectives
Activity
Status
Progress/ Action Note
Procurement of new Material Recycling facility
progressing well, towards Award in May 2013
and commencement in April 2014.
AAP - V D 01 - We will prioritise
services and redirect resources in
line with those priorities by
completing fundamental reviews of On
services that residents have
Track
identified as the least important and
that the Council does not consider
to be a priority.
AAP - V D 02 - We will consult with
the residents through a Place
Survey.
Following a report to Cabinet on 7 January
2013 the CCTV working party has now been
established. This is a politically balanced group
and the first meeting is due to be held at the
start of February 2013. The remit of the group
is to review the CCTV service to identify
savings and consider options for the future
provision of the service.
Discussions are taking place during December
2012 and January 2013 between the Chief
Executive and the Leader of the Council to
discuss the objectives and timing of the
research.
On
Track
Deliver year-on-year improvements in efficiency
Activity
AAP - V E 01 - We will support
the implementation of the cost
saving Revenues and Benefits
shared services project
Status
Progress/ Action Note
OPENRevenues Implementation Update – On
26 September 2012, the Partnership
Committee agreed to reschedule the data
merge until after the end of year work i.e.
April/May 2013. This date will need to be
reconsidered in view of the decision to transfer
North Norfolk District Council data to Cromer.
Some
problems
Conversion Update - A significant amount of
work is still being undertaken by both councils
21
133
Activity
Status
Progress/ Action Note
to correct data conversion differences. The
majority of these have now been identified and
outstanding problems are with the supplier to
resolve.
ICT hosting for the Partnership - There are
performance issues with the new revenues and
benefits system for staff based at NNDC.
These have been on- going and subject to
regular communications between the Council
and the Borough Council of King’s Lynn and
West Norfolk. This has impacted on the
Council staff’s confidence in the system and is
detrimental to staff morale. The Kings Lynn
based staff have suffered from no performance
slowdowns and the system has been
preforming well and running in a stable
manner.
The Steering group considered two options as
to how to provide the Council with the stability
and reliability that is required to deliver services
effectively. Using Citrix had proved to be
unreliable; therefore it was decided to
investigate 'fat client' technology i.e. using the
PC to process information accessed from
Kings Lynn over the fast 1GB link. Despite
good progress being made, a reliable solution
could not be demonstrated by the agreed
deadline (which was extended by a week).
It was agreed in accordance with the Steering
group recommendation that we would bring the
North Norfolk data back to Cromer and an
order to this effect has been placed with Civica.
The cost can be contained with the Partnership
project budget.
The intention is to transfer of the data back to
Cromer in the week commencing 4th and 5th
December 2012. There will then be a need for
us to test the functionality and reconciliation of
the data before carrying out a live conversion
likely 13/14 January 2013. Processing will
continue whilst this testing is taking place. A
project plan is in place.
This decision has come as a disappointment to
the Partnership, but does not undermine both
Authorities continuing to work jointly so as to
realise shared benefits and efficiencies across
both Councils.
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134
Activity
Status
AAP - V E 02 - We will identify
potential partnership working
opportunities and produce
business cases
On Track
AAP - V E 03 - We will devise
and implement budgets to
deliver a zero increase in the
District Council's part of the
Council Tax charge and ensure
spend is contained within
budgeted allocations
On Track
AAP - V E 04 - We will review
the reward structures to
encourage and reward staff, for
finding innovative new ways to
deliver higher quality services
more efficiently
Not
Started
Progress/ Action Note
Performance as was anticipated has been
impacted in both benefits and revenues by
the data conversion. This has been further
impacted by the lack of stability and reliability
of the systems performance at Cromer.
Vacancies in the Council Tax section at the
Council have been filled. Temporary staff with
knowledge of the legislation and the computer
software have been employed in revenues and
benefits to assist with outstanding work and to
help with the preparation of the coming
changes.
Planning Benchmarking exercise undertaken
November to December 2012. Report
expected February 2013.
Planning Peer Review scheduled to take place
13-15 February 2013.
Cabinet approval for renegotiation of Dual Use
Sports Centre Agreement and fees at North
Walsham, by 31 March 2013 with others to
follow.
Expression of Interest for the running of Wells
TIC currently being considered.
2013/14 Budget report is in progress and will
be reported to Cabinet in February 2013 for
approval by Full Council on 27 February 2013.
The provisional finance settlement for 2013/14
has been announced and the final settlement is
due late January/early February 2013. Future
budget implications (2014/15 onwards) will be
updated in the revised financial plan for
2014/15 onwards.
Work has not commenced on this activity but is
now scheduled for January 2013.
23
135
Annual Action Plan 2012/13 – Performance Indicator and Measures – Progress Report Quarter 2
Appendix O
[If you have access to the Council’s network you can click on the indicator or measure name to view more information]
Jobs and the Local Economy
Name
Quarter Quarter Quarter Quarter Quarter Quarter
Reference 1 Target 1 Result 2 Target 2 Result 3 Target 3 Result
Progress
Quarterly Indicators - Jobs and the Local Economy
Percentage of Loans
fund that can be
reapplied (Quarterly)
Number of businesses
who access loans &
grants under the
Coastal Pathfinder
scheme (Quarterly
Cumulative)
J 001
J 002
Number of businesses
assisted to retain jobs
and/or increase
J 004
employment each year
(Quarterly Cumulative)
20.0%
6
6
20.0%
5
16
20.0%
6
0
12
22
24
136
10
18
0.0%
0
26
3 applications are under
consideration. Constraints on
lending geography will be lifted
January 2013. Partners currently
working up a campaign to widen
participation.
Two applications have been
received but will not become eligible
until the constraints on the lending
geography has been lifted in
January 2013.
Ongoing support is being provided
to local businesses which have
contacted the Economic
Development team for assistance.
The service includes business
advice, training and signposting to
other relevant providers
Name
Quarter 1
Result
Reference
Quarter 2
Result
Quarter 3
Result
35
51
Improving, worsening
or static since last
year?
Progress
Quarterly Measures - Jobs and the Local Economy
Number of economically active people
J 014
assisted into work each year
(Quarterly Cumulative)
17
This figure is on course
to meet target set for
year of 60.
Housing and Infrastructure
Name
Quarter Quarter Quarter Quarter Quarter Quarter
Reference 1 Target 1 Result 2 Target 2 Result 3 Target 3 Result
Progress
Quarterly Indicators - Housing and Infrastructure
Number of
development briefs
produced on
allocated sites
(Quarterly
Cumulative)
Name
H 003
2
Reference
Quarter
1 Result
2
Quarter
2 Result
3
2
Quarter
3 Result
Quarterly Measures - Housing and Infrastructure
25
137
4
Improving,
worsening or
static since last
year?
2
Some progress has been made with
the approval of the brief for Stalham
and the submission of a draft brief for
Holt (site H09). Revised proposal for
highway links have been made for
Fakenham and these are with the
highway authority for consideration.
Progress
Name
Reference
Number of households
from the housing register
rehoused (Quarterly
Cumulative)
H 005
Quarter
1 Result
Quarter
2 Result
106
202
Quarter
3 Result
Improving,
worsening or
static since last
year?
Progress
The total rehoused this quarter was 72 - I have
reviewed and updated the last two quarter and
reflected these in the figure for quarter 3. This is
due to some partners being late in updating the
system each qtr.
Quarter one rehoused 110
Quarter two rehoused 99
Quarter three rehoused 71
280
Development within Quarter four - predicted 48
new properties however, tight on timeline on
whether all will be let by 31 March 2013
Number of affordable
homes granted planning
permission (Quarterly
Cumulative)
H 006
0
8
67
NA
Number of affordable
homes built (Quarterly
Cumulative)
H 007
8
8
0
Estimated worth (£) of
investment secured in
new infrastructure
(Quarterly Cumulative)
H 009
217,000
333,500
350,000
Affordable Housing Completions tend to take
place at the end of financial years. Predicting
48 completions in total in 2012/13 due to
slippage of a further four dwellings into 2013/14
NA
Coast, Countryside and Built Heritage
Name
Reference
Quarter Quarter
1 Target 1 Result
Quarter Quarter
2 Target 2 Result
26
138
Quarter Quarter
3 Target 3 Result
Progress
Name
Reference
Quarter Quarter
1 Target 1 Result
Quarter Quarter
2 Target 2 Result
Quarter Quarter
3 Target 3 Result
Progress
Quarterly Indicators - Coast, Countryside and Built Heritage
Percentage of
planning decisions
delegated to officers C 001
(quarterly
cumulative)
Percentage of
planning appeals
C 002
allowed (quarterly)
Conservation Area
plans that have
been completed or
reviewed (quarterly
cumulative)
Target response
time to fly tipping
and all other
pollution complaints
(within two working
days) (quarterly)
C 006
C 007
90.00%
93.59%
90.00%
93.03%
90.00%
93.02%
20.0%
57.1%
20.0%
0.0%
20.0%
20.0%
1
0
2
0
3
1
100.00%
89.74% 100.00%
89.22% 100.00%
88.00%
Of ten appeals only two appeals on
householder applications were
allowed.
Cromer Conservation Area
Management Plan was adopted by
the Council at the Cabinet meeting in
November 2012. Walsingham will go
to public consultation in January 2013.
Sheringham and Wells have been
delayed due to other corporate
objectives taking precedence. The
latter will be rescheduled for public
consultation during the first quarter of
2013/14.
This percentage comprises the
following data:
All waste investigations (fly tipping
(public and private) litter, incorrect use
of bins and duty of care inspections)
Nuisance complaints (noise, odour,
smoke)
Land and Building Drainage.
The percentage of waste related
cases responded to within two days is
27
139
Name
Reference
Quarter Quarter
1 Target 1 Result
Quarter Quarter
2 Target 2 Result
Quarter Quarter
3 Target 3 Result
Progress
84%. There has been an improvement
in the collection of fly tips on public
land by KIER. This accounts for 36%
of the work in received and at 1/4 end
60% was cleared within two days. The
average time to clear has also
improved and is currently 2.2 days.
Additional training was provided to
Kier operatives during December
2012 to improve evidence gathering.
99% of Nuisance cases were
responded to within two days
94% of Drainage cases were
responded to within two days.
This equates to one Nuisance and
one Drainage case not being
responded to in time.
Number of pollution
enforcement
interventions
(quarterly
cumulative)
C 008
13
25
28
140
35
Other areas of work which contribute
to this indicator have suffered slightly
as the effect of the vacant post within
the team take effect. These areas will
be closely monitored during Q4
Within the quarter there were ten
pollution cases which were
investigated with a view to potential
prosecution. All ten are related to
flytipping cases of which six are still
NA
being investigated. The other four
were closed with no evidence to
proceed. Five other flytipping cases
were heard at court these cases were
begun earlier in the year and resulted
Name
Number of fixed
penalty notices
issued (quarterly
cumulative)
Name
Reference
Quarter Quarter
1 Target 1 Result
C 009
Reference
Quarter Quarter
2 Target 2 Result
4
June
Target
June
Result
Quarter Quarter
3 Target 3 Result
5
Sept
Target
Sept
Result
Dec
Target
5
Dec
Result
Progress
in total fines of £4750 and costs of
£2555 and a 12 month community
service order of 200 hours. One
simple caution was issued for the
breach of a noise abatement notice.
FPNS served as appropriate, none
served over this Qtr. Proactive patrols
were not undertaken during the
quarter partly due to the effect of the
vacant post within the team and partly
due to the Dog Control Orders on
Beaches being in effect during the
quarter.
Progress
Monthly Indicators - Coast, Countryside and Built Heritage
Percentage of
MAJOR planning
applications
processed within
thirteen weeks
(monthly cumulative)
C 003
33.33%
25.00%
29
141
40.00%
7 major applications were determined, of
which four were within the 13 week
determination period. The cumulative figure
for 2013 shows a significant improvement
from 25% after the first two quarters to 40%
by the end of the third quarter.
NA Members will appreciate the significance of
this change in the light of the Government's
recent consultation paper concerning
"Planning Performance and the Planning
Guarantee", which was discussed by
Members following the meeting of
Development Committee on 13 December
Name
Reference
June
Target
June
Result
Sept
Target
Sept
Result
Dec
Target
Dec
Result
Progress
2012. In considering the period for which
measurement is likely to be made for the
purposes of determining whether an
Authority enters 'special measures', i.e.
from April 2011 to March 2013, the
Council's current cumulative performance
on major applications is that 12 out of 34
have been determined within the statutory
13 week period i.e. 35.29%.
As at 1 January 2013 19 major applications
were in process of which 13 were already
out of time and six were within the statutory
13 week period. Of the former it is
anticipated that up to six may be withdrawn
in due course as amended schemes come
forward, whilst the other seven are likely to
be determined over the coming weeks and
months. In order to maintain performance
levels it is therefore vital that the
applications which remain in time are
determined within the statutory period.
Percentage of
MINOR planning
applications
processed within
eight weeks (monthly
cumulative)
Percentage of
OTHER planning
applications
processed within
eight weeks (monthly
cumulative)
C 004
C 005
72.00% 37.39% 72.00% 38.50% 72.00% 37.99%
Figures for minor applications were down
by some 3%. It is hoped that the
recruitment of two temporary Planning
Assistants will address this continuing
decline in performance.
80.00% 52.86% 80.00% 54.39% 80.00% 53.44%
Figures for other applications were down by
almost 5%. It is hoped that the recruitment
of two temporary Planning Assistants will
address this continuing decline in
performance.
30
142
Name
Number of
rectifications issued
to the waste and
related services
contractor for
cleanliness (monthly
cumulative)
Number of
rectifications issued
to the waste and
related services
contractor for
cleanliness (monthly)
Reference
June
Target
June
Result
Sept
Target
Sept
Result
Dec
Target
Dec
Result
Progress
ES 015
5
14
40
NA
ES 015
1
3
5
NA
Localism
Name
Improving,
worsening or
static since
last year?
Quarter Quarter Quarter
Reference 1 Result 2 Result 3 Result
Progress
Quarterly Measures - Localism
Number of grants
awarded to local
communities from the
Big Society Fund
(quarterly cumulative)
L 005
17
17
42
NA
31
143
Awards for the second round of applications to the
Big Society Fund were made in October 2012.
Twenty three small grants were approved by the Big
Society Board on 1 October 2012 and two large
grants were approved by Cabinet on 15 October
2012. The third round of the Big Society Fund closed
on 9 November 2012 and applications are due to be
considered at meetings of the Board and Cabinet in
January 2013.
Improving,
worsening or
static since
last year?
Quarter Quarter Quarter
Reference 1 Result 2 Result 3 Result
Name
Amount of funding
investment in community
projects (from the Big
L 006
Society Fund) (£)
(quarterly cumulative)
138,147
138,147
192,577
NA
Progress
Awards for the second round of applications to the
Big Society Fund were made in October 2012. Small
grants totalling £32,430 were approved by the Big
Society Board on 1 October 2012 and large grants
totalling £22,000 were approved by Cabinet on 15
October 2012. The third round of the Big Society
Fund closed on 9 November 2012. Applications are
due to be considered at meetings of the Board and
Cabinet in January 2012.
Delivering the Vision
Name
Quarter Quarter Quarter Quarter Quarter Quarter
1
1
2
2
3
3
Target
Result
Target
Result
Target
Result
Reference
Progress
Quarterly Indicators - Delivering the Vision
Percentage of
(Medium Priority) audit
recommendations
V 001
completed on time
(quarterly cumulative)
80.0%
100.0%
Follow ups report to Audit Committee
4 December 2012, reported position
to 30 September 2012 (of all
outstanding recommendations i.e.
current and previous years), this
showed 43% completed, 14% partly
completed, 25% outstanding and
NA
18% unable to confirm. The latter
related to 13 recommendations where
the auditor had been unable to
confirm the status as part of his
review work. Subsequent follow up
work by the Head of Finance
confirmed that nine of the 12 were in
80.0%
32
144
Name
Quarter Quarter Quarter Quarter Quarter Quarter
1
1
2
2
3
3
Reference
Target
Result
Target
Result
Target
Result
Progress
fact completed but Ten needed to be
updated and one was no longer
applicable.
Percentage of (High
Priority) audit
recommendations
completed on time
(quarterly cumulative)
Percentage of audit
days delivered
(quarterly cumulative)
V 002
100.0%
V 004
Name
38.0%
100.0%
29.0%
100.0%
46.0%
100.0%
41.0%
Quarter Quarter Quarter
Reference 1 Result 2 Result 3 Result
100.0%
88%
100.0%
64%
Improving,
worsening or
static since
last year?
2012/13 - No high priority
recommendations have been made in
the year and there are none
outstanding from previous years.
135 days of the planned 212 days
delivered to the end of December
2012. Whilst there has been some
slippage of planned work, currently
anticipating that the plan will be
achieved.
Progress
Quarterly Measures - Delivering the Vision
Working Days Lost Due to
Sickness Absence (Whole
Authority days per Full Time
Equivalent members of
staff) (quarterly cumulative)
V 007
1.12
2.73
4.99
33
145
The figures for sickness absence up to and
including quarter three for 2012/13 show an
increase when compared to the same period in
2011/12. This is primarily down to an increase in
the number of staff who were classed as long
term sick from nine in 2011/12 to 11 in 2012/13
(quarters one to three only). The average
number of days that those staff took off on long
term sick increased from 39 to 64 days. Long
term sickness is defined as 28 consecutive days'
Name
Quarter Quarter Quarter
Reference 1 Result 2 Result 3 Result
Improving,
worsening or
static since
last year?
Progress
duration.
-518,381
Level of overspend/
(underspend) (£) total
(quarterly cumulative)
V 008
Level of overspend/
(underspend) (%) total
(quarterly cumulative)
V 009
Measure Name
Level of overspend/
(underspend) £/% by new
service groupings
-134,037 -287,803
NA
Refer to the budget monitoring report for detailed
information..
-4.0%
Service Group
Assets, Coastal
Defence & Leisure
-5.2%
-5.5%
NA
Quarter 3
Actual
£
Reference
V 005 & V 006
(Quarterly
Cumulative)
%
Trend/
Direction
of Travel
(87,986)
-8%
NA
(168,314)
-10%
NA
(37,109)
-9%
NA
(129,103)
-53%
NA
Development
Management
(10,963)
-1%
NA
Environmental
Health
(42,621)
-2%
NA
Community and
Economic
Development
Corporate Services
Customer Services
34
146
Progress/ Action Note
.
Most significant variance in
relation to IT due to invoices not
yet been received.
Measure Name
Service Group
Financial Services
Quarter 3
Actual
£
Reference
Organisational
Development
Key
Improving compared to the same time period last year
Static/stable compared to the same time period last year
Worsening compared to the same time period last year
NA
Not applicable
35
147
%
Trend/
Direction
of Travel
(52,733)
-2%
NA
10,448
11%
NA
Progress/ Action Note
Outstanding invoice (to be raised)
for recovering expenses.