Please Contact: Emma Denny
Please email: emma.denny@north-norfolk.gov.uk
Please Direct Dial on: 01263 516010
25th September 2015
A meeting of the Cabinet of North Norfolk District Council will be held in the Council Chamber at
the Council Offices, Holt Road, Cromer on Monday 5th October 2015 at 10.00am
Members of the public who wish to ask a question or speak on an agenda item are requested to
arrive at least 15 minutes before the start of the meeting. It will not always be possible to
accommodate requests after that time. This is to allow time for the Committee Chair to
rearrange the order of items on the agenda for the convenience of members of the public.
Further information on the procedure for public speaking can be obtained from Democratic
Services, Tel: 01263 516010, Email: democraticservices@north-norfolk.gov.uk
Anyone attending this meeting may take photographs, film or audio-record the proceedings and
report on the meeting. Anyone wishing to do so should inform the Chairman. If you are a
member of the public and you wish to speak on an item on the agenda, please be aware that
you may be filmed or photographed.
Sheila Oxtoby
Chief Executive
To: Mrs S Arnold, Mr N Dixon, Mr T FitzPatrick, Mrs A Fitch-Tillett, Mr W Northam, Mrs J Oliver,
Miss B Palmer, Mr J Rest,
All other Members of the Council for information.
Members of the Management Team, appropriate Officers, Press and Public.
If you have any special requirements in order
to attend this meeting, please let us know in advance
If you would like any document in large print, audio, Braille, alternative format
or in a different language please contact us
Chief Executive: Sheila Oxtoby
Corporate Directors: Nick Baker & Steve Blatch
Tel 01263 513811 Fax 01263 515042 Minicom 01263 516005
Email districtcouncil@north-norfolk.gov.uk Web site northnorfolk.org
AGENDA
1.
TO RECEIVE APOLOGIES FOR ABSENCE
2.
MINUTES
(page 10)
To approve, as a correct record, the minutes of the meeting of the Cabinet held on 7th
September 2015.
3.
PUBLIC QUESTIONS
To receive questions from the public, if any.
4.
ITEMS OF URGENT BUSINESS
To determine any other items of business which the Chairman decides should be
considered as a matter of urgency pursuant to Section 100B(4)(b) of the Local
Government Act 1972.
5.
DECLARATIONS OF INTEREST
Members are asked at this stage to declare any interests that they may have in any of
the following items on the agenda. The Code of Conduct for Members requires that
declarations include the nature of the interest and whether it is a disclosable pecuniary
interest.
6.
MEMBERS QUESTIONS
To receive oral questions from Members, if any.
7.
CONSIDERATION OF ANY MATTER REFERRED TO THE CABINET BY THE
OVERVIEW AND SCRUTINY COMMITTEE OR COUNCIL FOR RECONSIDERATION
To consider matters referred to the Cabinet (whether by the Overview and Scrutiny
Committee or by the Council) for reconsideration by the Cabinet in accordance with the
provisions within the Overview and Scrutiny Procedure Rules or the Budget and Policy
Framework Procedure Rules.
8.
CONSIDERATION OF REPORTS FROM THE OVERVIEW AND SCRUTINY
COMMITTEE
To consider any reports from the Overview and Scrutiny Committee, which may be
presented by the Chairman of the Overview and Scrutiny Committee, and determination
of any appropriate course of action on the issues so raised for report back to that
committee
9.
CONSULTANCY TO SUPPORT THE IMPLEMENTATION OF A COUNCIL-WIDE
DOCUMENT AND RECORDS MANAGEMENT SYSTEM
(page 17)
Summary:
The Business Efficiency and Digital Transformation
Programme includes a work-stream to deliver a Council wide
electronic Document and Records Management System.
In order to deliver this work-stream this report requests the
release of previously identified funding to support the
provision of third party expertise for the deployment and
configuration of Microsoft Sharepoint, hardware and software
to deliver a pilot Electronic Personnel Records system and
the subsequent deployment of the Council wide system.
Options considered:
Procure a solution where responsibility for the design,
configuration and implementation of Sharepoint is delivered
as a project entirely by an external agency. Soft market
testing has indicated that this would require a high number of
consultant days which would make the approach expensive
to procure. In addition there would be no skills transfer to
internal staff to allow them to be largely self-sufficient in
supporting and developing the Document Management
System (DMS) in the future.
Deploy and configure the Sharepoint product using Council
staff for most of the activities and acquiring third party
technical support on an as needed basis. This approach is
likely to prove the least costly but offers more risk and will
take significantly longer to deploy.
Procure a pilot system implementation from a third party
which will deliver a finished product which is limited in scope
to a single service. Subsequently engage third party expertise
on an as necessary basis to support the wider full
deployment. Soft market testing and research has identified
that this is the best option to ensure rapid delivery without
accruing excessive costs
Conclusions:
Recommendations:
Cabinet
Decision
Reasons for
Recommendations:
The DMS is a critical technical infrastructure component of
the Digital Transformation and Business Efficiency
Programme and early, successful, implementation is
essential. The pilot project approach followed by a phased
rollout across the full Council is the best way to ensure early
delivery with minimum commitment to greater expense. It
also ensures the sustainability of the solution by allowing
skills transfer from third party expertise to permanent inhouse staff.
That Cabinet authorises the Corporate Director to
procure a Document Management System, initially
through a pilot, followed by the Council-wide rollout.
That, the £60,000 cost is funded from the previously
identified Business Efficiency and Digital Transformation
budget.
The approach of engaging third party expertise to assist
existing council staff to deploy a pilot project followed by a
separate wider rollout is assessed a being the most
appropriate to ensure rapid delivery of essential technology
whilst retaining control of future costs.
Cabinet member(s):
Ward member(s)
Contact Officer
Telephone
Email
10.
Councillor T FitzPatrick
All
Sean Kelly
01263 516276
sean.kelly@north-norfolk.gov.uk
CONSULTANCY TO SUPPORT THE IMPLEMENTATION OF A WEB CONTENT
MANAGEMENT SYSTEM
(page 21)
Summary:
The Business Efficiency and Digital Transformation
Programme includes a work-stream to improve web
technology.
In order to deliver against this work-stream this report
requests the release of previously identified funding to
support the provision of third party expertise for the
deployment and configuration of a content management
system for the Council’s web site which will make it easier
for residents, businesses and customers to interact via our
web site using a variety of mobile devices.
By improving how the web site displays to customers it will
ensure that we remove the barriers to channel shift and
encourage more people to use online services, meet their
service expectations and increase the number of online
transactions.
Options considered:
A review of the software required to enable the
improvements to the Council’s web site has been
undertaken, and Umbraco has been selected as the opensource software product which offers the best option as it is
free and it also works well with the Microsoft suite of
products already in use or being deployed by North Norfolk
District Council.
This report is requesting support from third party agents to
assist with the installation and configuration of the open
source software to ensure it can be optimised for use at the
Council in a timely and efficient way. This approach is best
practice for the implementation of new software and will
address issues of security, reliability and performance.
Consideration has been given to employing third party
agents to deliver the full project – this would entail a large
number of consultancy days and initial soft market testing
has indicated that this would be excessively expensive and
not provide a sustainable way to develop the web site going
forwards.
Other options considered were implementing the web
content management system in house without consultancy
support. However, this would require a longer lead in time,
intensive training and mean the new system would not be
fully optimised to deliver the business benefits essential to
the Council’s transformation within the time required.
The recommended option is to deploy and configure the
web content management system using a blend of
consultancy support and Council in-house staff which would
provide the new content management system in a timely
manner, without attractive excessive costs. This option also
ensures a skills-transfer to ensure the system can be
supported internally going-forwards. This represents the
best option for the timely implementation of a mobile friendly
responsive web site which supports customers’ ease of use.
Conclusions:
This project is a critical component of the Business
Efficiency and Digital Transformation Programme’s web
technology
work
stream
and
early,
successful,
implementation is essential.
It also ensures the sustainability of the solution by allowing
skills transfer from third party expertise to permanent inhouse staff.
The solution represents the best way to make the stepchange required to the council’s web site to make it mobile
responsive within the timescales required.
Recommendations:
Cabinet
Decision
Reasons for
Recommendations:
Cabinet member(s):
Ward member(s)
Contact Officer
Telephone
Email
11.
That Cabinet approves the release of £44,000 of capital
funding, previously identified in the Business Efficiency
and Digital Transformation Programme, to allow
officers to procure third party support to deploy a
content management system for the Council’s web site
using the Council’s procurement processes. The
project to be complete by February 2016.
The approach of engaging third party expertise to assist
council staff to deploy and implement a responsive web site
supports the rapid delivery of the council’s Business
Efficiency and Digital Transformation Programme.
Councillor T FitzPatrick
All
Sue Lawson
01263 516344
sue.lawson@north-norfolk.gov.uk
DRAFT CENTRAL NORFOLK STRATEGIC HOUSING MARKET ASSESSMENT
(page 26)
Summary:
Cabinet
Decision
This report summarises the content of the Central Norfolk
Strategic Housing Market Assessment. This Assessment
seeks to quantify the amount of new homes that will be
required in the area between 2012 and 2036 and comprises
one of the evidence documents which will be used to prepare
policies for the new Local Plan.
12.
Conclusions:
The Assessment has been prepared in accordance with best
practice and is a robust Assessment of future housing need
and demand.
Recommendations:
That Cabinet notes the contents of the Assessment,
accepts it as evidence to inform the preparation of Local
Plan and other policies and authorises publication.
Cabinet Member:
Ward member(s)
Contact Officer
Telephone
Email
Cllrs S Arnold, J Rest
All
Mark Ashwell
01263 516325
mark.ashwell@north-norfolk.gov.uk
NORTH NORFOLK INDOOR LEISURE FACILITIES STRATEGY
(page 31)
(Strategy document – executive summary - p.37) (full Strategy – electronic only)
Summary:
Options:
Conclusions:
Recommendations:
Cabinet
Decision
Reasons for
Recommendations:
The report summarises the key findings and
recommendations detailed within an indoor leisure facilities
strategy prepared for the Council by Neil Allen Associates
(NAA).
The strategy makes a number of recommendations, which
are summarised in this report, providing the Council and
other providers and operators of leisure facilities in the
district with options / choices as to future investment needs
and opportunities in the provision of new indoor sports and
leisure facilities. These options are detailed within the report
and Cabinet is invited to prioritise those actions which could
be taken forward by the Council.
The strategy document provides an audit of existing indoor
leisure facilities in North Norfolk and concludes that the
district has a good spread of such facilities owned and
managed by a range of different organisations in the public,
private and voluntary sectors. The strategy document then
goes on to list a number of recommendations / actions which
could be taken forward by a range of local partners in future
years in protecting the provision and quality of existing
facilities and provision of new facilities to meet demand for
indoor sports facilities in the district over the next twenty
years.
1. That Cabinet approves the North Norfolk Indoor
Leisure Facilities Strategy as a framework for
informing the Council’s own priorities and actions
2. The Cabinet agrees the list of priority actions and
instructs the Corporate Director, in conjunction
with the Cabinet portfolio holder, to take forward
the discreet project work-streams in the timeframes
detailed in the report.
Sound management of the Council’s sports and leisure
assets; co-ordination and promotion of existing indoor sports
facilities to ensure value for money provision and good
levels of participation in sport given the demographic profile
of the district and in support of the Council’s corporate
objective in promoting sport and wellbeing; inform future
investment decisions regarding the provision and operation
of new indoor sports facilities in the district over the next
twenty years.
Cabinet member(s):
Ward member(s)
Contact Officer,
telephone
and e-mail:
Councillor B Palmer
All
Karl Read
01263 516002
karl.read@north-norfolk.gov.uk
LIST OF BACKGROUND PAPERS AS REQUIRED BY LAW
(Papers relied on to write the report, which do not contain exempt information and which are not published
elsewhere)




13.
Key Documents Review
Population, Participation and Non-Participation in Sport and Physical Activity
Audit and Assessment Report for each of the Seven Sports Facility Types
Description of Findings from the Site Visits, Consultation Events and Consultation with
Stakeholders
COMPULSORY PURCHASE OF THE FORMER SHANNOCKS HOTEL, SHERINGHAM
(page 42)
** EXEMPT APPENDICES ** NOT FOR PUBLICATION – BY VIRTUE OF PARAGRAPHS1, 3 & 5 OF
PART 1 OF SCHEDULE 12A (AS AMENDED) OF THE LOCAL GOVERNMENT ACT 1972
Summary:
This report makes the case for compulsory purchase of the
above long term empty property, which despite the efforts of
the Council, is in a very dilapidated condition. Given its very
prominent position in an important tourism resort, the property
significantly detracts from the amenity of this area of
Sheringham.
Options
Various methods of improving the property have been
explored (see accompanying Enforcement Board Briefing at
Appendix A), to no avail. The owners continue to show no
willingness to bring the property back into use, and only very
limited willingness to improve the property in any way.
Without intervention by the Council the property is unlikely to
be returned to use in the foreseeable future and will only
deteriorate further.
This report proposes that, as a last resort, the Council applies
to the Secretary of State for a Compulsory Purchase Order
which will give the Council the power to purchase, because
without such an order the property is unlikely to be voluntarily
returned to use by the owners in the near future.
Prior to seeking an Order, the Council would be expected to
have attempted to reach a voluntary agreement for sale with
the current owners, which would be based on an independent
market valuation.
It may be possible to enter into an arrangement with a third
party purchaser for a back to back sale following compulsory
purchase.
However, no option to acquire the property can be
progressed without approval to proceed with acquisition,
hence the recommendations below.
Recommendations: 1. That subject to point 5 below the Corporate
Director (NB), after discussion with the s151
Officer and the Portfolio members for Planning,
Property and Assets and Legal Services, is
delegated the power to conclude an agreement
with the owners of the former Shannocks Hotel,
Cabinet
Sheringham, to sell the property to the Council,
Decision
stating clear timescales for the owners to
respond and to complete the sale.
2. If no such agreement is reached, that the
Corporate Director (NB), is instructed
to
proceed to make an application for a
Compulsory
Purchase
Order
on
the
property and to take all necessary or desirable
steps to achieve that.
3. That following acquisition, the Corporate
Director (NB), will bring a further report back to
Cabinet for a decision regarding options for
redevelopment
4. That, the purchase cost and CPO fees will be
funded from capital resources from which
virement of the necessary funds is authorised.
5. The purchase price will not exceed independent
valuation and the CPO on costs at the upper
limit identified in the report.
Reasons for
Recommendations:
1. There is an expectation by the Secretary of State
that Councils will seek to reach voluntary
agreement on purchase prior to a Compulsory
Purchase being authorised.
2. To enable the property to be acquired for
redevelopment or bringing back into use, thus
removing this long-term empty property which is
presently causing blight in the local area.
3. To enable Cabinet to make an informed decision on
the future use of the property.
4. To make the necessary financial provision for
purchase
5. To ensure CPO remains a cost effective option.
Cabinet Member:
Ward member(s)
Contact Officer
Telephone
Email
Cllrs S Arnold, J Oliver and J Rest
Sheringham North & South
Nick Baker
01263 516221
nick.baker@north-norfolk.gov.uk
14.
EXCLUSION OF PRESS AND PUBLIC
To pass the following resolution:
“That under Section 100A(4) of the Local Government Act 1972 the press and public be
excluded from the meeting for the following item of business on the grounds that they
involve the likely disclosure of exempt information as defined in paragraphs _ of Part I of
Schedule 12A (as amended) to the Act.”
15.
PRIVATE BUSINESS
Agenda Item 2__
CABINET
Minutes of the meeting of the Cabinet held on Monday 07 September 2015 at the
Council Offices, Holt Road, Cromer at 10.00am.
Mrs S Arnold
Mr W Northam
Mr N Dixon
Mrs J Oliver
Mrs A Fitch-Tillett
Mr J Rest
Mr T FitzPatrick (Chairman)
Members Present:
Also attending:
Officers in
Attendance:
32.
Mrs A Claussen-Reynolds
Mrs H Cox
Mr V FitzPatrick
Mrs P Grove-Jones
Mrs A Moore
Mr P W Moore
Mrs M Prior
Mr R Reynolds
Mr B Smith
Mr N Smith
The Chief Executive, the Corporate Directors, the Head of Finance,
the Communications and PR Manager and the Democratic Services
Team Leader
APOLOGIES FOR ABSENCE
Miss B Palmer
33.
MINUTES
The minutes of the meeting held on 7th July 2015 were approved as a correct record
and signed by the Chairman
34.
PUBLIC QUESTIONS
None received
35.
ITEMS OF URGENT BUSINESS
None
36.
DECLARATIONS OF INTEREST
None
Cabinet
10
07 September 2015
37.
MEMBER QUESTIONS
The Leader confirmed that Members could ask questions as each item arose. Mrs S
Arnold said that although it wasn’t a question, she thought that Members may be
interested to know that she had recently attended the opening of a new play area in
the village of Ingworth. The community had received a grant from the Big Society
Fund and had written a letter of thanks outlining the difference that the play area had
made to such a small village. Mrs Arnold commended everyone involved in the Big
Society Fund and said that it continued to make a real difference to communities
across the District.
Before moving onto the main business, the Leader advised Members that he had a
few announcements. He said that, together with other Leaders from across the
region, he had recently signed a letter of intent regarding devolution across Norfolk
and Suffolk. The letter to the Government outlined proposals to work with
neighbouring authorities, the New Anglia Local Enterprise Partnership and
universities to support and promote economic growth across Norfolk and Suffolk.
Mr Reynolds commented that he was very supportive of devolution and saw it as the
way forward, however, he did have concerns that the County Council would want to
take the lead and it was important the North Norfolk District Council should maintain
the momentum. Mr FitzPatrick replied that it was a non-binding letter of intent and
NNDC had insisted that the issue of rurality was included.
The Leader then went onto say that the Council was also looking at a shared
services arrangement with Great Yarmouth Borough Council. There was a push to
combine top level management. This had already been done successfully by
Breckland District Council. He said that NNDC would continue to maintain its
independence and the proposals were about efficiency and making savings. He
concluded by saying that a briefing note would be sent to all staff and Members
shortly.
The Leader then spoke of two recent successful events organised by the Council. He
praised Greenbuild which had been extremely successful, with over 7000 people
attending and he congratulated everyone involved. The Chairman’s Civic Reception
which had been held at the Wells Maltings had also been very successful and lots of
money had been raised for the Chairman’s charities.
The Leader concluded by informing Members that several travellers had been moved
from public areas to the temporary traveller sites at Cromer and Fakenham. He
praised staff for acting promptly and said that it demonstrated the value of having the
temporary sites available.
38.
CONSIDERATION OF ANY MATTER REFERRED TO THE CABINET BY THE
OVERVIEW AND SCRUTINY COMMITTEE OR COUNCIL FOR
RECONSIDERATION
None
39.
CONSIDERATION OF REPORTS FROM THE OVERVIEW AND SCRUTINY
COMMITTEE
None
Cabinet
11
07 September 2015
40.
BUDGET MONITORING 2015/16 – PERIOD 4
Mr W Northam, Portfolio Holder for Finance introduced this item. He said that there
was an under spend of £175, 136 for the current financial year on the revenue
account and that this was expected to deliver a full year variance of £115,000. This
was considerably lower than last year’s under spend and showed that the financial
situation was becoming more challenging. Mr Northam said that the Council’s
investments continued to perform well. He concluded by saying that approval was
sought for an amendment to the North Walsham Regeneration Scheme capital
budget as the purchase price for 4a Market Street was slightly higher than originally
anticipated following the independent valuation assessment.
It was proposed by Mr W Northam, seconded by Mr N Dixon and
RESOLVED to
1) Note the contents of the report and the current budget monitoring position;
2) Approve the additional budget of £20,000 in respect of 4a Market Street as
referred to within the report.
Reasons for the decision:
To update Members on the current budget monitoring position for the Council
41.
MANAGING PERFORMANCE Q1 2015/16
The Leader, Mr T FitzPatrick, introduced this item. He explained that the report
provided a first quarter progress report on the performance of the Council. He
advised Members that the majority of the 55 activities in the Annual Action Plan
2015/16 were on track and that performance was being closely monitored for the
activities where issues or problems had been identified.
Mrs S Arnold, Portfolio Holder for Planning said that one of the areas of concern was
slippage in the planning targets. She explained that workload had increased by
12.5% and that major applications were up by 75%. Income of £88k had been
generated by the Planning Service this year so far but there were challenges which
were affecting performance. There were two vacant posts which were proving difficult
to fill and the service was currently undergoing a business process review as well as
dealing with some big appeal activities and challenging enforcement issues. She said
that she was confident that there would be an improvement soon.
Mrs A Fitch-Tillett said that the challenges faced by the planning service were due to
their success and the increase in planning applications.
Mr P W Moore asked whether Members could be kept informed on any
developments regarding the two vacant posts in the planning service. Mrs Arnold
confirmed that this would be the case.
It was proposed by Mr T FitzPatrick, seconded by Mrs A Fitch-Tillett and
RESOLVED
To note the report, welcome the progress being made and endorse the actions laid
out in Appendix E being taken by management where there are areas of concern.
Cabinet
12
07 September 2015
42.
CORPORATE PLAN 2015-2019 AND LOCAL GOVERNMENT CONTEXT
The Leader introduced this item. He explained that the Corporate Plan was a high
level document which outlined the priorities for the Council over the next 4 years and
the key actions which the authority would take to achieve these priorities. Mr
FitzPatrick said that there would be considerable challenges ahead and that service
delivery would be at the forefront of the Council’s work.
It was proposed by Mr T FitzPatrick, seconded by Mrs A Fitch-Tillett and
RESOLVED to
1.
Recommend approval of the Corporate Plan 2015 – 2020 by Full Council at its
meeting on 23 September 2015.
2.
Request that the OVERVIEW AND SCRUTINY COMMITTEE consider the
Corporate Plan and refer any comments to the meeting of Full Council on 23
September 2015
Reasons for the decision:
Sound governance and management of the Council
43.
MEDIUM TERM FINANCIAL STRATEGY
Mr W Northam, Portfolio Holder for Finance introduced this item. He explained that
the report presented an updated medium term financial strategy for the period
2016/17 to 2019/20. The strategy had been updated to support the Corporate Plan
2015 - 2019. Mr Northam referred Members to section 7 of the strategy document
which outlined the key aspects.
It was proposed by Mr W Northam, seconded by Mrs J Oliver and
RESOLVED to
1)
2)
consider and note:
a) The current financial forecast for the period 2016/17 to 2019/20;
b) The current capital funding forecasts;
To make the following recommendations to Full Council:
a) Continuation of the current Local Council Tax Support Scheme for 2016/17;
b) That the Local Council Tax Support Scheme grant for parishes be offered to
those parish and town councils that accepted the grant in 2015/16 and the total
amount available is reduced in line with the Council’s relative funding reductions
as outlined within the strategy document;
c) The revised reserves statement as included at Appendix A to the financial
strategy.
.
Reasons for the decision:
To refresh the Medium Term Financial Strategy in line with the Corporate Plan and to
inform the detailed budget work for 2016/17.
Cabinet
13
07 September 2015
44.
CABBELL PARK – PROPOSED LIFTING OF OPEN SPACE RESTRICTION
The Leader introduced this item. He outlined the options for Cabbell Park going
forward and said that the results of the recent public consultation indicated that there
was support for lifting the open space restriction to allow future development of the
site to accommodate a new medical centre for Cromer, with the rest of the site to be
retained as open space available for wide public use.
It was proposed by Mr T FitzPatrick, seconded by Mr J Rest and
RESOLVED to:
1. consider the comments received through the public consultation process
2. agree to the removal of the open space restriction at Cabbell Park; and
3. restate the intention that the proposed new Cromer community sports pitch facility
will be named after Mrs Bond Cabbell in honour of her original bequest of land in the
town for sporting purposes in memory of local people who gave their lives in service
during the Great War of 1914-1918.
Reasons for the decision:
To facilitate investment in a new medical centre and sports facilities for Cromer.
45.
PROCUREMENT OF REPLACEMENT PRINT SOLUTION
Mr T FitzPatrick, Leader and Portfolio Holder for Information Technology, introduced
this item. He explained that the Council needed to procure a new corporate printing
solution. The existing print solution contract expired in December 2015 and
requirements for print services were changing as a result of technology, giving the
Council the opportunity to change its approach with potentially significant financial
savings. Mrs J Oliver in seconding the recommendations said that the proposals
aligned with the Governments intention to have 40% of contracts handed to small
and medium sized enterprises (SMEs) over the coming 4 years.
It was proposed by Mr T FitzPatrick, seconded by Mrs J Oliver and
RESOLVED to:
Authorise officers to procure a new printing solution, which gives the most
economically advantageous option to the Council, for implementation as soon as
possible after the existing printing equipment contract expires in December 2015.
Reasons for the decision:
The existing printing contract expires in December 2015 and there is a need to
complete the procurement by this time or negotiate a short additional extension to
cover a longer procurement period..
Whilst eligible framework contracts will allow this timeline to be met, the Council
wishes to ensure that smaller, local providers are able to be included in the
procurement process
46.
FORMER NORTHFIELD ROAD SURGERY PREMISES, NORTH WALSHAM
Mr J Rest, Portfolio Holder for Assets introduced this item. He explained that the
report presented the detailed business case for the Council purchasing the vacant
Cabinet
14
07 September 2015
former Northfield Road surgery premises from NHS Property Services and operating
the premises as a shared office facility for voluntary and community organisations
providing services to the local population in and around North Walsham.
Mrs A Moore requested to speak on an issue contained within the exempt appendix.
The Leader proposed 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 paragraph 3 of Part I of Schedule 12A (as
amended) to the Act. This was seconded by Mrs S Arnold.
Mr P W Moore queried the remoteness of the site. He said he had concerns that it
may be used for free parking by neighbouring residents as there seemed to be an
issue with double parking along the road accessing the site. Mr J Rest said that there
would always be challenges but that the site would be used by service providers
rather than the public. Regarding the issue of parking he said that it was intended
that the car park adjacent to the building would only be used by people using the
facility and there was the possibility that the road leading to the site may become a
restricted parking area in the future. In response to a further question from Mr Moore,
Mr Rest said that Councillor Seward was pursuing the issue of restricted parking with
the County Council.
It was proposed by Mr J Rest, seconded by Mrs S Arnold and
RESOLVED that
Reasons for the decision:
47.
COMPULSORY PURCHASE OF 33 OAK STREET, FAKENHAM – LONG TERM
EMPTY PROPERTY
Mrs J Oliver, Portfolio Holder for Legal Services introduced this item. She explained
that the property had been empty for 7 years and it was proposed that the Council
applied to the Secretary of State for a compulsory purchase order as without one it
was unlikely that the property would be voluntarily returned to use by the present
owners.
Mr J Rest said that he knew the property well and that this was a positive move.
Mrs A Claussen-Reynolds said that as a local member she was very pleased with the
proposal and that it followed the work recently undertaken in relation to 57 Oak
Street.
Mr Reynolds agreed with the above comments and said that himself and Mrs A
Claussen-Reynolds had been working for the last 4 years to tidy up their ward,
Lancaster North – particularly Oak Street.
Mr FitzPatrick thanked everyone for their comments. He said that he was very
pleased with the Councils enforcement policy and that this was the first time that the
Council had had to resort to compulsory purchase.
Mr V FitzPatrick said that he was supportive of the proposals. Many of his
constituents visited Fakenham regularly and a CPO was the best course of action.
Cabinet
15
07 September 2015
It was proposed by Mrs J Oliver, seconded by Mr J Rest and
RESOLVED that
1. Officers are authorised to seek a voluntary agreement from the owners of 33
Oak Street, Fakenham, to sell the property to the Council stating clear
timescales for the owners to respond and to complete the sale.
2. If no such agreement is reached, that officers are authorised to proceed with an
application for a Compulsory Purchase Order on the property from the Secretary
of State.
3. Officers are authorised to take necessary steps for the acquired property to be
sold on at the earliest opportunity with binding conditions that will make clear the
Council’s expectation for the property be returned to use as soon as realistically
achievable.
4. The purchase will be funded from capital resources from which virement of the
necessary funds is authorised.
5. To cap the CPO on costs at the upper limit identified in the accompanying
confidential briefing paper.
Reasons for the decision
1. There is an expectation by the Secretary of State that Councils will seek to reach
voluntary agreement on purchase prior to a Compulsory Purchase being
authorised.
2. To enable the property to be brought back into use, thus reducing the number of
long-term empty properties in the area and increasing housing provision.
3. As for 2 above.
4. To make the necessary financial provision for purchase
5. To ensure CPO remains a cost effective option.
The Meeting closed at 10.45 am
_______________
Chairman
Cabinet
16
07 September 2015
Agenda Item No_____9_______
Consultancy to support the Implementation of a Council-wide Electronic
Document and Records Management System
Summary:
The Business Efficiency and Digital Transformation
Programme includes a work-stream to deliver a Council
wide electronic Document and Records Management
System.
In order to deliver this work-stream this report requests
the release of previously identified funding to support
the provision of third party expertise for the deployment
and configuration of Microsoft Sharepoint, hardware and
software to deliver a pilot Electronic Personnel Records
system and the subsequent deployment of the Council
wide system.
Options considered:
Procure a solution where responsibility for the design,
configuration and implementation of Sharepoint is
delivered as a project entirely by an external agency.
Soft market testing has indicated that this would require
a high number of consultant days which would make the
approach expensive to procure. In addition there would
be no skills transfer to internal staff to allow them to be
largely self-sufficient in supporting and developing the
Document Management System (DMS) in the future.
Deploy and configure the Sharepoint product using
Council staff for most of the activities and acquiring third
party technical support on an as needed basis. This
approach is likely to prove the least costly but offers
more risk and will take significantly longer to deploy.
Procure a pilot system implementation from a third party
which will deliver a finished product which is limited in
scope to a single service. Subsequently engage third
party expertise on an as necessary basis to support the
wider full deployment. Soft market testing and research
has identified that this is the best option to ensure rapid
delivery without accruing excessive costs
Conclusions:
The DMS is a critical technical infrastructure component
of the Digital Transformation and Business Efficiency
Programme and early, successful, implementation is
essential. The pilot project approach followed by a
phased rollout across the full Council is the best way to
ensure early delivery with minimum commitment to
greater expense. It also ensures the sustainability of the
solution by allowing skills transfer from third party
expertise to permanent in-house staff.
17
Recommendations:
That Cabinet authorises the Corporate Director to
procure a Document Management System, initially
through a pilot, followed by the Council-wide
rollout.
That, the £60,000 cost is funded from the previously
identified
Business
Efficiency
and
Digital
Transformation budget.
Reasons for
Recommendations:
The approach of engaging third party expertise to assist
existing council staff to deploy a pilot project followed by
a separate wider rollout is assessed a being the most
appropriate to ensure rapid delivery of essential
technology whilst retaining control of future costs.
Cabinet Member(s)
Ward(s) affected:
Tom FitzPatrick
All
Contact Officer, telephone number and email:
Sean Kelly, 01263 516276, sean.kelly@north-norfolk.gov.uk
1.
Introduction
1.1
Members will recall that in the Business Efficiency and Digital Transformation
Programme which Cabinet approved in 2013, it was identified that further
reports would be brought to Cabinet as the work-streams within the
programme were developed.
1.2
One of the critical elements of the BTP is the establishment of a Council wide
Electronic Documents and Records Management (EDRM) system to support
agile working and efficient business processes.
1.3
As a result of the existing Microsoft Enterprise Agreement the most cost
effective software platform to meet the requirements for a Council EDRM has
been identified as Microsoft Sharepoint.
1.4
In order to minimise risk and implement the solution as rapidly as possible it is
necessary to undertake a trial deployment within one service area. The
learning from the pilot will inform the wider deployment throughout the Council
which will follow the pilot.
2.
Approach
2.1
We will procure the infrastructure and third party professional services to
implement Microsoft Sharepoint Document Management software. Initially
this will be configured to provide an electronic personnel records system.
2.2
This will be delivered in a manner to maximise the skills and knowledge
transfer to IT and HR staff to enable them to support the system, as far as
possible, internally.
18
2.3
The skills and knowledge acquired will be used to inform the roll out of the
software to the remainder of the Council. The rollout will be prioritised on the
basis of the business benefit and operational needs.
5
Financial Implications and Risks
5.1
Financial Implications
Initial soft market testing has indicated that the costs to support the initial
Sharepoint pilot will be approximately £15,000.
Based on this figure it is estimated that a further £45,000 will then be required
to complete the deployment to the wider Council.
Subsequent support and maintenance costs for the solution will result in a
revenue increase of approximately £20,000 spread across five years.
These sums were within the initial estimates for the Programme approved by
Cabinet in November 2013.
5.2
Risks
The delivered solution fails to meet the business needs of the Council: To
avoid this risk, representatives from the services using the system will be fully
engaged in scoping and defining the outcomes of both the pilot and full rollout
phases of the project.
Increases in the project costs resulting from inaccuracies in the soft market
testing and/or the scope of requirements extending: The costs and business
benefits of the project will be reviewed at the conclusion of the pilot phase
and regularly through the rollout.
6.
Conclusions
An effective and efficient Council Wide Electronic Document and Records
Management system is a critical component of the IT infrastructure required
to support the delivery of the Digital Transformation and Business Efficiency
Programme.
As a result of existing licensing agreement, as well as the technology
considerations, Microsoft Sharepoint is considered to be the most appropriate
solution to this requirement.
The approach of conducting a pilot implementation followed by a wider,
phased, rollout programme represents the least risk and fastest delivery of
the business benefits approach to the project.
7.
Sustainability
The provision of an EDRMS will significantly assist in driving down the use of
paper within North Norfolk District Council.
It will also facilitate Agile Working resulting in reduced environmental impact
from service delivery related travel.
19
8.
Equality and Diversity
There are no equality and diversity implications directly resulting from the
recommendations or options considered in this report.
9.
Section 17 Crime and Disorder considerations
There are no Crime and Disorder implications directly resulting from the
recommendations or options considered in this report.
20
Agenda Item No______10______
Consultancy to support the Implementation of a Web Content Management
System
Summary:
The Business Efficiency and Digital Transformation
Programme includes a work-stream to improve web
technology.
In order to deliver against this work-stream this report
requests the release of previously identified funding to
support the provision of third party expertise for the
deployment and configuration of a content management
system for the Council’s web site which will make it
easier for residents, businesses and customers to
interact via our web site using a variety of mobile
devices.
By improving how the web site displays to customers it
will ensure that we remove the barriers to channel shift
and encourage more people to use online services,
meet their service expectations and increase the
number of online transactions.
Options considered:
A review of the software required to enable the
improvements to the Council’s web site has been
undertaken, and Umbraco has been selected as the
open-source software product which offers the best
option as it is free and it also works well with the
Microsoft suite of products already in use or being
deployed by North Norfolk District Council.
This report is requesting support from third party agents
to assist with the installation and configuration of the
open source software to ensure it can be optimised for
use at the Council in a timely and efficient way. This
approach is best practice for the implementation of new
software and will address issues of security, reliability
and performance.
Consideration has been given to employing third party
agents to deliver the full project – this would entail a
large number of consultancy days and initial soft market
testing has indicated that this would be excessively
expensive and not provide a sustainable way to develop
the web site going forwards.
Other options considered were implementing the web
content management system in house without
consultancy support. However, this would require a
longer lead in time, intensive training and mean the new
system would not be fully optimised to deliver the
business benefits essential to the Council’s
21
transformation within the time required.
The recommended option is to deploy and configure the
web content management system using a blend of
consultancy support and Council in-house staff which
would provide the new content management system in a
timely manner, without attractive excessive costs. This
option also ensures a skills-transfer to ensure the
system can be supported internally going-forwards. This
represents the best option for the timely implementation
of a mobile friendly responsive web site which supports
customers’ ease of use.
Conclusions:
This project is a critical component of the Business
Efficiency and Digital Transformation Programme’s web
technology work stream and early, successful,
implementation is essential.
It also ensures the sustainability of the solution by
allowing skills transfer from third party expertise to
permanent in-house staff.
The solution represents the best way to make the stepchange required to the council’s web site to make it
mobile responsive within the timescales required.
Recommendations:
Reasons for
Recommendations:
That Cabinet approves the release of £44,000 of
capital funding, previously identified in the
Business Efficiency and Digital Transformation
Programme, to allow officers to procure third party
support to deploy a content management system for
the Council’s web site using the Council’s
procurement processes. The project to be complete
by February 2016.
The approach of engaging third party expertise to assist
council staff to deploy and implement a responsive web
site supports the rapid delivery of the council’s Business
Efficiency and Digital Transformation Programme.
Cabinet Member(s)
Ward(s) affected: ALL
Tom FitzPatrick
Contact Officer, telephone number and email:
Sue Lawson 01263 516344 sue.lawson@north-norfolk.gov.uk
22
1.
Introduction
1.1
Members will recall that the Business Efficiency and Digital Transformation
Programme (BEDTP) which Cabinet approved in 2013, identified that further
reports would be brought to Cabinet as the work-streams within the
programme were developed.
1.2
One of the critical elements of the BEDTP is the establishment of web
technology to enable the development and deployment of modern
transactional services.
1.3
Costs of service transactions show that online services represent good value
for money compared to the costs of phone or face to face services, and the
more people supported online ensures there is time to support those who do
not have access to the internet.
1.4
People use the website when it’s convenient for them to do so, if we use the
website to its full potential we can increase customer satisfaction, provide a
more convenient service to our customers, work more efficiently as an
organisation and as a result save money.
1.5
We plan to establish a website that provides the necessary content and
functionality to deal with simple customer interactions leaving only complex
enquiries to be dealt with by other means, we will also implement a clear and
well signposted navigation structure so customers know exactly where to go
in order to complete a task.
1.6
In order to offer modern transactional services online it is essential that the
web site is responsive to the range of devices which people use to access the
web, e.g. tablets, mobile phones etc. Currently the Council’s web site is not
responsive to different mobile devices.
1.7
The Council’s current web site has been using the same technology platform
for 11 plus years and it’s increasingly difficult for the technology to fully
support the Council’s desire to offer modern transactional services for our
customers and residents.
1.8
As a result of market testing Umbraco has been identified as the best
software solution as it links up efficiently with Microsoft products, including
Lync which is now being rolled out across the Council.
1.9
Umbraco is an open-source platform which means it is free and the Council is
not locked into a long-term contract. This report is seeking to draw down
previously agreed funds in order to implement the content management
system as rapidly as possible by employing third party agents to work
alongside our in-house team to install and configure it.
2.
Approach
2.1
The Council has undertaken a soft-market test in order to ascertain the level
of resourcing required to bring the web content management system online
as quickly and efficiently as possible.
23
2.2
From this soft-market test it is estimated that third party support would be
required for a three month period to enable the successful installation,
configuration and deployment of the new content management system.
2.3
Currently the Council’s web site is not responsive to mobile devices. This
means that for customers who are increasingly using their mobile devices to
access web services our web site is not displaying our services in an easily
accessible way.
2.4
Statistics for August 2015 show that of the 40,729 visits 18,955 or 46% were
from mobile or tablet devices; this is a significant increase since August 2012
when there were 27,912 web site visits of which 4,638 or 16.5% were from
mobile or tablet devices.
2.5
The current software solution supporting the Council’s internet is now out of
date and is becoming increasingly difficult to support the transactional
ambitions of the Council’s Business Efficiency and Digital Transformation
Programme.
3.
Financial Implications and Risks
3.1
The initial configuration and installation of the web content management
system would be in the region of £44,000 capital funding paid for from funds
identified as part of the BEDTP.
3.2
Changing the web content management system will generate a small saving
to the annual revenue budget, and will allow for more efficiencies to be
identified and further savings to be achieved as part of the overall digital
transformation programme.
3.3
The key risk to North Norfolk District Council is not to provide an effective
modern mobile responsive web site given the increasing popularity of mobile
and tablet devices and the current inability of our existing web site to resize
automatically.
3.4
By employing third party consultants to assist with the installation and
configuration the risks will be minimalised.
4.
Conclusion
4.1
In order for the council to move forward with its BEDTP it is essential that the
web content management system is developed in a sustainable way.
4.2
Umbraco represents an adaptable, flexible system which has the ability to
support transactional web services and ensure mobile and tablet device users
find the council’s web site clear and easy to use.
5.
Sustainability
5.1
The proposal represents the best way to provide a sustainable web site which
will ensure customers and residents are able to access services easily.
24
5.2
By employing third party agents to work alongside our in-house team there
will be a transfer of skills and knowledge, which will be essential to ensure the
long-term sustainability of the system.
6.
Equality and Diversity
6.1
There are no equality and diversity implications directly resulting from the
recommendations or options considered in this report.
7.
Section 17 Crime and Disorder considerations
7.1
There are no Crime and Disorder implications directly resulting from the
recommendations or options considered in this report.
25
5th Oct 2015
Cabinet
Agenda Item No____11_________
Draft Central Norfolk Strategic Housing Market Assessment
Summary:
This report summarises the content of the Central Norfolk
Strategic Housing Market Assessment. This Assessment
seeks to quantify the amount of new homes that will be
required in the area between 2012 and 2036 and
comprises one of the evidence documents which will be
used to prepare policies for the new Local Plan.
Conclusions:
The Assessment has been prepared in accordance with
best practice and is a robust Assessment of future
housing need and demand.
Recommendations:
That Cabinet notes the contents of the Assessment,
accepts it as evidence to inform the preparation of
Local Plan and other policies and authorises
publication.
Cabinet member(s):
All Wards
Cllr Sue Arnold
Cllr John Rest
Contact Officer, telephone number, and
e-mail:
26
Mark Ashwell,Mark.ashwell@northnorfolk.gov.uk
Tel:- 01263 516325
5th Oct 2015
Cabinet
1.0
Background
1.1 The purpose of this report is to update Members on progress and to explain the emerging
results of the Central Norfolk Strategic Housing Market Assessment. The draft report was
discussed at the extraordinary meeting of the Duty to Co-operate Forum on the 9th September
2015 when Members of the forum recommended that each of the commissioning partner
authorities note and publish the report.
1.2 The National Planning Policy Framework (NPPF) and the national Planning Practice
Guidance (PPG) include a presumption in favour of sustainable development, and state that
Local Plans should meet the full, Objectively Assessed Needs (OAN) for market and affordable
housing in the market area. Following revocation of Regional Spatial Strategies Local
Authorities are now required to objectively assess the development needs for their area and
plan to meet those needs in full via the preparation of Local Plans.
1.3 The NPPF states that Local Planning authorities should “prepare a Strategic Housing
Market Assessment to assess their full housing needs working with neighbouring authorities
where housing market areas cross administrative boundaries…” paragraph 159.
1.4 National Planning Practice Guidance (PPG), on the assessment of housing and economic
development needs was up-dated in March 2015. In the updated March 2015 guidance the
Government confirmed that wherever possible, local needs assessments should be informed by
the latest available information and states that the 2012-2037 Household Projections which
were published on 27 February 2015, are considered the most up-to-date estimate of future
household growth and hence should be used as the starting point for any assessment.
1.5 The duty to co–operate was introduced in 2011 by the Localism Act and is a legal obligation.
The NPPF sets out an expectation that the public bodies will cooperate on issues with crossboundary impacts, and in particular in relation to the strategic priorities such as “the homes and
jobs needed in the area”.
1.6 To that aim, Opinion Research Services (ORS) were jointly commissioned by five central
Norfolk local authorities through the Duty to Co Operate Forum to identify the functional Housing
Market Area covered by the local planning authorities and to prepare a Strategic Housing
Market Assessment to establish the Objectively Assessed Need for housing across that area.
The aim was to ensure that the study was fully compliant with the requirements of the NPPF,
national PPG, the Planning Advisory Service (PAS) Technical Advice note (June 2014) and be
mindful of emerging good practice and the outcomes from Planning Inspectorate examinations
into Local Plans.
1.7 The Planning Practice Guidance sets out the definition of the ‘need’ for housing as the scale
and mix of housing, and the range of tenures, market and affordable, that is likely to be required
in the housing market area over the plan period. This should cater for the housing demand of
the area and identify the scale of housing supply necessary to meet that demand. In assessing
the level of need the requirement is not to apply constraints to the overall assessment of need,
such as limitations imposed by the supply of land for new development, historic under
performance, viability, infrastructure or environmental constraints. As such these studies do not
establish the housing target for inclusion in Local Plans which might reasonably take account of
such constraints and the wider policy implications for delivering growth.
27
5th Oct 2015
Cabinet
2.
Strategic Housing Market Assessment - Results
2.1 The Assessment concludes that the functional Central Norfolk Housing Market Area is not
the same as the local authority boundaries. The functional linkages between where people live
and work which help to define the housing market for Norfolk cut across the various local
planning authority administrative boundaries of Norwich, Broadland & South Norfolk authorities
along with substantial parts of North Norfolk, the Broads Authority, together with some marginal
interaction with other parts of Norfolk and Suffolk.
2.2 The assessment of the Objectively Assessed Need (OAN) identifies the total amount of
housing need including by type, tenure and size and is based on the analysis of a wide range of
information collated from multiple sources. This includes:
a. Secondary data from local, regional and national sources
b. Existing policy and supporting documents
c. Stakeholder views
2.3 Following the updated national PPG issued on the 27th February 2015, the 2012 - 2037
Household Projections, published by the Department of Communities and Local Government
(DCLG), February 2015, have been used as the most up to date estimate of future household
growth. These were then sensitivity tested against previous projections and more local
assumptions in order to best reflect a wide range of underlying data and trend based
assumptions so as to consider the appropriateness of projected growth rather than simplistically
defer to the most recent/national data. One of the key adjustments made in the study is to the
underlying assumed migration rates, which in the national projections are based on five-year
trends. This short term approach can have a significant effect on population projections. The
study concludes that the five year trend migration scenarios are unlikely to be robust for long
term planning and in order to capture both the highs and lows the report adopts a ten year
migration trend as the basis of the projections for the identification of the OAN. The population
of North Norfolk is projected to rise from 102,000 in 2011 to 112,000 by 2036, based on this
scenario.
2.4 In order to establish the OAN, there is a requirement to convert the projected population rise
into household projections which are, in turn, translated into a requirement for dwellings. At a
national level there is a debate as to the appropriateness of certain sets of household
representatives rates (average household sizes) that should be used - the 2008 based
projections or the interim 2011 projections which are only forward looking by 10 years or a
blended rate between the two. Clearly this is important as the more people which are projected
to live in each house the less new dwellings will be required. The consultants have given careful
consideration to this area and reflected on the advice contained in updated national PPG, earlier
decisions by the planning inspectorate including the South Worcester Local Plan examination
and the Planning Advisory Service technical advice and concluded that the 2012 based
projections are the most robust to establish the projected number of additional dwellings. It is
important to note that Household Headship Rates are applied across both the existing and new
population and therefore are a key part of the process of determining OAN.
2.5 The performance of the labour market in future years is an important factor which affects
demand for housing. In addition to the analysis of demographic projections there is a
requirement to take into account employment trends so that there is a balance between future
jobs and workers.
28
5th Oct 2015
Cabinet
2.6 Local labour market analysis predicts that the economic activity rates for older people will
increase, mainly due to changes in state pension age, less generous pensions and increasing
health. Female participation in the labour market is also expected to continue to rise while
participation of the younger people in the work place is expected to be constant as a proportion
of total economically active.
2.7 The most recent job growth forecast is through the outputs of the East of England
Forecasting Model (EEFM) and the January 2015 baseline forecasts for total employment for
the five central Norfolk districts is an increase from 290,700 jobs in 2011 to 330,900 by
2031. These EEFM projections are based on lower population projections than the baseline
used in the SHMA study. They do not reflect the 10 year migration trend that ORS adopt or the
reduction in unemployment benefit claimants, which increases the number of available workers
by 7,000 over the period March 2012 to March 2015. Factoring these changes into the
calculation the study projects that the number of available workers will increase to
approximately 43,200 by 2036, (assuming steady unemployment) which is equivalent to 1,800
additional workers each year of which approx. 100 will be in North Norfolk. For North Norfolk the
study concludes that there is no need for an upwards adjustment to housing targets to ensure
there will be sufficient workers to fill the projected jobs.
2.8 The NPPF in paragraph 17 sets out that “plans should take account of market signals, such
as land prices and housing affordability” and the national PPG identifies that “the housing need
numbers suggested by household projections (the starting point) should be adjusted to reflect
appropriate market signals”.
2.9 The market signals identified in the SHMA include land prices, house prices, rents,
affordability and the rate of development. There is no guidance on how these market signals
should be incorporated into the assessment however the study concludes that the probable
consequence of affordability issues is an increase in overcrowding, concealed and sharing
households, homelessness and the numbers in temporary accommodation. Utilising census
information the study concludes that there is a need to adjust planned housing growth upwards
by around 10% in order to address the increase in concealed families over the last decade and
factor in trends and future average household sizes. In relation to other market signals, when
compared against the circumstances of similar demographic and economic areas the study
found that the market signals were generally no worse than comparator areas. The national
PPG states that where there is a “worsening trend in any of these indicators household
projections should be adjusted to reflect appropriate market signals”.
2.10 In relation to affordable housing the study has undertaken significant work in reviewing the
overall Objectively Assessed Need for the Central Norfolk Area. The study analysed local
authority data on homeless households, temporary accommodation, concealed families overcrowding, housing conditions, housing register data and welfare considerations. When these are
considered alongside household formation rates the study identifies that 25% of all newly
forming households (including migrating into the area) are unable to afford their housing costs.
When adjustments are made for out-migration, improved circumstances and market signals the
SHMA finds that there is an annual affordable need of 22% in North Norfolk equating to some
2,200 dwellings over the twenty-four year period.
29
5th Oct 2015
Cabinet
2.11 Of particular note for North Norfolk will be meeting the housing needs of the elderly. The
study concludes that 47% of residents in the District will be over the age of 60 in 2036.The
national PPG states that LPA’s should count housing provided
for older people, including residential institutions (Use Class C2) against their housing
requirements so it will be important to understand the likely proportion of the elderly population
that might live in communal establishments when establishing a final housing target.
2.12 Members will be aware that North Norfolk is currently experiencing a “backlog” in unmet
need based on the Core Strategy housing target. This SHMA identifies all housing need from
2012 and according to the Panning Advisory Service Good Plan Making Guide should be used
to “re-set the clock” and provide a new baseline assessment for all housing need going forward
as progress is made through the emerging single Local Plan.
Table 1. Summary of Key Findings
POPULATION
Total increase in population between 2012 10,681 (from 101,790 to 112,471).
and 2036 based on 10 year migration trends.
Population over 85 years of age in 2036
10,590 people or 9.6% of total population
Population over 75 years of age in 2036
24,870 or 21.9% of total population
Proportion of people over 60 years old.
38.5% (39,070 people) in 2012 rising to 47%
(52,715) in 2036.
Population movement
(natural change)
without
migration Minus 500 per year.
HOMES
New homes required between 2012 and 10,032 (418 per year). The current plan aims
2036.
to deliver 400 dwellings per year.
Residents living in communal establishments 2,510 in 2012 rising to 3,419 in 2036
(care homes etc). Assumes proportion of
residents in communal establishments
remains constant at current levels.
3.0
Sustainability
3.1
The recommendations made in this report do not in themselves raise issues of
sustainability. Whether the growth that is needed can be sustainably delivered in the
District will be a core consideration when preparing the Local Plan.
4.0
Equality and Diversity
4.1
There are no direct equality or diversity issues raised by this report.
5.0
Section 17 Crime and Disorder considerations
5.1
This report does not raise any issues directly relating to Crime and Disorder.
6.
What Next?
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5th Oct 2015
Cabinet
6.1 As outlined above the OAN figure is not the housing target for Local Plan purposes and the
Authority will need to carefully consider the final report and other evidence before
deciding its housing target for the next Local Plan.
31
Agenda Item No____12_________
North Norfolk Indoor Leisure Facilities Strategy
Summary:
The report summarises the key findings and recommendations
detailed within an indoor leisure facilities strategy prepared for
the Council by Neil Allen Associates (NAA).
Options:
The strategy makes a number of recommendations, which are
summarised in this report, providing the Council and other
providers and operators of leisure facilities in the district with
options / choices as to future investment needs and
opportunities in the provision of new indoor sports and leisure
facilities. These options are detailed within the report and
Cabinet is invited to prioritise those actions which could be
taken forward by the Council.
Conclusions:
The strategy document provides an audit of existing indoor
leisure facilities in North Norfolk and concludes that the district
has a good spread of such facilities owned and managed by a
range of different organisations in the public, private and
voluntary sectors. The strategy document then goes on to list
a number of recommendations / actions which could be taken
forward by a range of local partners in future years in
protecting the provision and quality of existing facilities and
provision of new facilities to meet demand for indoor sports
facilities in the district over the next twenty years.
Recommendations:
Reasons for Recommendations:
1. That Cabinet approves the North Norfolk Indoor
Leisure Facilities Strategy as a framework for
informing the Council’s own priorities and actions
2. The Cabinet agrees the list of priority actions and
instructs the Corporate Director, in conjunction
with the Cabinet portfolio holder, to take forward
the discreet project work-streams in the timeframes
detailed in the report.
Sound management of the Council’s sports and leisure assets;
co-ordination and promotion of existing indoor sports facilities
to ensure value for money provision and good levels of
participation in sport given the demographic profile of the
district and in support of the Council’s corporate objective in
promoting sport and wellbeing; inform future investment
decisions regarding the provision and operation of new indoor
sports facilities in the district over the next twenty years.
Cabinet member(s):
Cllr Becky Palmer, Cabinet member for Leisure
and Culture
Contact Officer, telephone number, and
Karl Read, Leisure and Cultural Services Manager
32
e-mail:
karl.read@north-norfolk.gov.uk
Tel:- 01263 516002
1.0
Background
1.1
In the summer of 2014 the Council commissioned Neil Allen Associates (NAA) to
prepare an indoor leisure facilities strategy for the District, so as to provide evidence
which could assist the council and third parties to make informed decisions regarding
the future provision and operation of indoor sport and recreation facilities within North
Norfolk.
1.2
The facility types considered by the strategy included sports halls, swimming pools,
health and fitness centres / gyms, dance studios, squash courts, indoor bowls
centres and indoor tennis facilities.
1.3
Further, through the course of consultation with local user groups and sports clubs,
demand for specialist facilities has also been identified and explored, particularly for
gymnastics and indoor cricket facilities. The assessment of current provision
included all providers and operators of sports facilities within the District ie public
sector - through the District Council and state schools; private sector including private
leisure facilities operators and tourist businesses, and charitable / voluntary sector
providers such as independent schools and voluntary organisations.
1.4
The strategy considers the quantity, quality and accessibility of current provision in
the district so as to inform future decision-making regarding the future development
and operation of indoor sports facilities across North Norfolk. This co-ordinated
picture of provision has enabled the identification and prioritisation of future strategic
facility needs in support of local, regional and national ambitions for sport and
physical activity, particularly those relevant to increasing physical activity levels, and
in supporting North Norfolk’s ‘Sports and Active Leisure Strategy’ (2010 – 2015).
1.5
To deliver this vision for indoor leisure facilities in the District, the Strategy provides:
 A detailed quantity and quality audit of existing provision of all indoor sport
and leisure facilities in the District
 An assessment of the adequacy of these facilities to serve the needs of the
existing and likely future population in the period ending 2036 taking
account of the needs of all users including local residents and tourists
 A Strategy detailing options for future provision of indoor leisure facilities
across the district.
2.0
Methodology
2.1
The strategy was prepared by NAA in accordance with the advice produced by Sport
England in ‘Assessing needs and opportunities guide for indoor and outdoor sports
facilities - How to undertake and apply needs assessments for sports facilities’. The
full strategy details the major findings of the audit together with an assessment of
need, and is considered to be a robust document based on a comprehensive
assessment of the circumstances that applied to the North Norfolk area in 2014/15.
3.0
Consultation
33
3.1
During the preparation of the strategy four consultation events were held at locations
across the district, attended by approximately 80 stakeholders. The purpose of these
events was to help engagement but also to check the accuracy of the research
findings and provisional conclusions and to highlight any gaps in knowledge and
understanding
3.2
The consultation exercise brought together sports facility owners, providers and
managers across the district for the first time ever. There is now a real opportunity
amongst these organisations to work together in the future in order to provide a more
co-ordinated approach to how sports and leisure facilities are provided across North
Norfolk.
3.3
A copy of the full strategy document and Executive Summary are attached as
appendices to this report.
4.0
Findings
4.1
The key findings of the audit and recommendations of the strategy are as follows,
with commentary provided as to which of the recommendations might be taken
forward by the District Council as compared to other organisations / providers and
over what timeframe:
To set up a forum for all leisure
operators and providers to meet as a
group and better understand the roles
of each provider and share information
Develop a more cohesive approach to
the operation of community sports
facilities at school sites across the
district
Consider the possibility of establishing a
sports hub at Cromer to include facilities
at Cromer Academy including the
swimming pool and dual-use Sports
Centre, and Cromer Lawn Tennis and
Squash Club which occupy adjoining
sites and yet have separate
management and staffing arrangements
in place
Maintain the provision of swimming in
the Sheringham area by considering the
future of the The Splash Centre
swimming pool.
NNDC and all leisure
facility operators /
providers in the district
By end March 2016
NNDC
Develop new
business plan for 3
NNDC operated dualuse sports centres by
end March 2016
NNDC, Cromer Academy
and Cromer Lawn Tennis
and Squash Association
NNDC
34
Develop wider
strategy for dual-use
facilities for the
district during 2016
Throughout 2016
Progress preparation
of detailed options
appraisal by Sept
2016
Investigate the possibility of re-opening
the school swimming pool(s) at
Fakenham in order to provide the learn
to swim programme
Consider provision of indoor tennis
facilities at either Cromer Lawn Tennis
and Squash Club or Gresham School
Maintain the provision of health and
fitness gyms and aerobic studios across
the district and seek to promote the
further enhance the quality of such
facilities
Consider enhanced provision and
community use of squash courts at
Gresham School
Protect and maintain provision of indoor
bowling centres across the district
Consider the provision of new sports
hall space at Sheringham and Wells
NNDC / Fakenham
Swimming Pool Action
Group and Fakenham
schools
NNDC – potential to link
with Cromer Sports hub
proposal above /
Gresham School
Private sector
Initial meetings to be
held January 2016
Gresham School
For the school to
consider and
progress
Ongoing
Private sector
Schools, voluntary and
private sectors
Consider the opportunity to develop a
dedicated gymnastics centre
Schools / Voluntary
sector
Support the provision of indoor cricket
nets in any new sports hall provision or
enhancement
Schools / Voluntary
sector
During 2016
Ongoing
For local schools
and/or voluntary /
community groups to
progress
For local schools
and/or voluntary /
community groups or
private sector to
consider and
progress
For local schools
and/or voluntary /
community groups to
progress
4.2
The above recommendations are all explained in more detail in the Strategy
document, with supporting information and context.
5.0
Financial Implications
5.1
Sports provision is a discretionary function for the District Council and the current
financial pressures on the authority therefore necessitate a prudent approach to the
future provision and operation of indoor sports and leisure facilities. The NAA
strategy document identifies a number of potential options for the Council and other
providers in considering how future provision can be made in the district. Clearly a
partnership and innovative approach will be required in order to fund the actions set
out in this Strategy, and the Council will be a key player in this work moving forward.
5.2
There are is a considerable amount of officer time, in taking forward the key actions
assigned to the Council during 2016 which needs to be resourced. However some of
the project proposals such as the re-provision of swimming at Sheringham and the
development of a sports hub at Cromer will require more detailed options analysis
and more detailed papers on these projects would be presented to Cabinet at an
appropriate time.
35
6.0
Equality and Diversity
6.1
An Equality Impact Assessment has been completed to ensure that the Council
identifies gaps and opportunities in the sports and leisure offer available across the
district and how this impacts upon levels of participation amongst different user
groups / interests. This has been reflected in the Strategy. The Sports and Leisure
Service has a current Sports Equity Policy in operation.
7.0
Risks to the Council
7.1
The most significant risk to the Council is reputational. Any significant reduction in
provision of leisure facilities is likely to be unpopular with the public, especially those
who use or directly benefit from our leisure provision.
8.0
Conclusions
8.1
The strategy does, for the first time, provide North Norfolk District Council with an
impartial analysis of indoor sports provision across the district. The strategy overall is
intended to be a plan for the whole district, and takes into account the full range of
indoor sports facilities, in whatever ownership, tenure and management they
currently exist. It is not a document for the Council alone, though the Council
produced the brief, managed the process and will be a key player in its
implementation.
8.2
The strategy concludes that North Norfolk has a good spread of indoor leisure
facilities owned and managed by a range of different organisations in the public,
private and voluntary sectors. There is a need to work together better with other
facility providers to provide a more co-ordinated approach across the district.
8.3
The Council has evidence that the delivery of appropriate sport and physical activity
results in positive health outcomes, especially for those ‘hard to reach’ groups that
need it most. The Council has some excellent interventions specifically targeted in
line with the district’s demographic profile. Thus this Strategy will play an essential
role in the delivery of the Council’s health and wellbeing objectives.
8.4
Should the Council (or any other organisation) wish to apply for Sports Lottery
funding for a new indoor sports facility, then this document provides the evidence of
need to assist any funding application accordingly.
36
North Norfolk District Indoor Leisure Facilities
Strategy
Executive Summary
August 2015
re description neeed also
above
Neil Allen Associates Registered Office:
20 Brook Road, Lymm, Cheshire, WA139AH
A limited company, registered in
England and Wales no. 616528
37
Executive Summary
1.
This executive summary is intended to be read in conjunction with the North Norfolk
District Indoor Leisure Facilities Strategy, which, together with its four appendices as
follows, comprise the final report:

Appendix 1 Key Documents Review

Appendix 2 Population and Participation Context

Appendix 3 Audit and Assessment Report

Appendix 4 Findings from Site visits and Consultation Events
2.
The overall study was prepared in accordance with the advice produced by Sport
England in ‘Assessing needs and opportunities guide for indoor and outdoor sports
facilities - How to undertake and apply needs assessments for sports facilities’. The full
strategy highlights the major findings of the audit and assessment of need, and is a
robust, fully justified document based on a comprehensive assessment of the
circumstances that apply to the North Norfolk area in 2014/15.
3.
The strategy overall is intended to be a plan for the district as a whole, and takes into
account the full range of indoor sports facilities, in whatever ownership, tenure and
management they currently exist. It is not a document for the DC alone, though the
Council produced the brief, managed the process and will be a key player in its
implementation.
4.
This executive summary sets out the main recommendations from naa consultants, with
a costed and prioritised action plan for its implementation. Details of how the document
can be put into action, monitored and reviewed are set out in the main strategy.
5.
As a strategic document, it does not purport to make specific proposals where these
require additional feasibility, and it is to be hoped that this further stage will be taken on
board by NNDC and others.
6.
The recommendations are categorized under the headings of ‘Protect’, ‘Enhance’ and
‘Provide’, as recommended by Sport England in the ANOG guidance. These categories
are not mutually exclusive and some options will sit comfortably both within ‘Enhance’
and ‘Provide’ for example. The focus of the strategy is more about:

Protection of what already exists – because there is an identified need and
demand (PROTECT);

Enhancement and making more effective use of the existing sports facilities. This is
by strategic management and intervention to work with all providers in
partnership. Do this so as to ensure that opportunities to work collaboratively are
taken and the opportunities for community use are maximized (ENHANCE)

New provision of facilities is much less of a focus, in large part because of the needs
assessment finding that there is not a considerable amount of new provision
identified (PROVIDE).
North Norfolk District Indoor Leisure Facilities Strategy
Executive Summary
38
1
7.
The suggested recommendations for delivery of the strategy and what could be done
under each of these headings are set out in the summary below, and include generic
recommendations that apply across the district, and others relating to specific sports
facility types.
Strategy Recommendations and Action Plan
Recommendation
Priority
Timescale
Main partners
Budget capital
cost
PROTECT
G1 Develop a forum for all
providers and operators of
sports facilities to meet as a
group and better understand
the roles of each provider
and share information
High
Short
NNDC, leisure
operators
Nil
PROTECT
AND
ENHANCE
G2 Review the differing
approaches on access to
education based sports
facilities for community use
so as to develop a more
cohesive
approach
for
community
use
and
maximize the opportunities
for community use (relates to
G1)
High
Short
Schools,
academies,
NNDC
Nil
ENHANCE
AND
PROVIDE
G3 Develop the sports hub
concept at Cromer (also
relates to recommendation
SH2)
Medium
Medium
Cromer LTSC,
NNDC,
Cromer
Academy
£1.45m
plus
improvements
to
existing
facilities on site
(pool,
and
sports
hall,
changing)
Medium
Short
NNDC, Places
for People
Nil
Low
Long
Schools,
NNDC
1 court £855k
2 court £975k
GENERIC (G)
SPORTS HALLS
ENHANCE
PROVIDE
SH1 Determine how the
District Council separately
managed and operated
Cromer Sports Centre, North
Walsham Sports and Stalham
Sports Centre can become
part of the overall sports hall
provision across the district.
SH2 Consider the provision of
a new sports halls (or a large
flexible indoor sports space
such as a studio) in both
Sheringham and Wells
North Norfolk District Indoor Leisure Facilities Strategy
Executive Summary
39
2
Recommendation
Priority
Timescale
Main partners
Budget capital
cost
SWIMMING POOLS
PROTECT
SP1 Maintain a review on the
existing supply of swimming
pools to meet demand for
community use up to 2026
and beyond.
High
Short
NNDC
Nil
ENHANCE
/PROVIDE
SP2 investigate the scope to
(re) provide a swimming
pool in Fakenham by the reopening of the Fakenham
Academy swimming pool, to
provide for learn to swim
programmes and potentially
wider community use.
High
Medium
Fakenham
SPAG, NNDC,
Places
for
People, ASA
Subject
to
feasibility but
say £500k for
improvement,
ENHANCE
/PROVIDE
SP3 Maintain the provision of
swimming in the Sheringham
area
by
replacing
or
modernising
the
Splash
Centre swimming pool
High
Short
NNDC. Places
for People
New
£4.7m
HEALTH AND FITNESS
MAINTAIN HF1 Maintain the existing
AND
supply of health and fitness
ENHANCE
venues in the District and
promote enhancement of
the quality of the venues
STUDIOS
PROVIDE
Modernise
subject
to
feasibility say
£3m
Medium
Ongoing
Leisure
operators,
including
NNDC
Nil
S1 Consider the scope for
studios as part of new
development projects at
Alderman Peel School, and
Sheringham High School/
Splash Centre.
Medium
Medium
Schools,
NNDC
£135k each
SQ1 Consider enhancement
of the squash courts at
Gresham’s
School
and
negotiate increased access
for community use through
North Norfolk Squash Club
Medium
Medium
Squash
clubs/operat
ors,
Gresham’s
School
£50k
SQUASH
ENHANCE
build
North Norfolk District Indoor Leisure Facilities Strategy
Executive Summary
40
3
Recommendation
INDOOR BOWLS
PROTECT
IB1 Protect the existing stock
of indoor bowling centres,
number and quantity from
any loss, as there is a need
to retain the existing quantity
of supply across the district
to meet demand up to 2026
and beyond.
INDOOR TENNIS
PROVIDE
IT1 Consider the provision of
an indoor tennis centre of 2
courts, at Cromer Hub (this
relates to recommendation
G3) or Gresham’s School
Priority
Timescale
Main partners
Budget capital
cost
Medium
Long
Private bowls
clubs
Nil
Medium
Medium
Cromer LTSC,
NNDC,
Cromer
Academy/Gr
esham’s
School
£1.45m
Medium
Medium
NW
Gym
Club, NNDC
Within range of
£350k (Easton,
Norfolk)
to
£1.8m
(Phoenix),
subject
to
feasibility
Low
Ongoing
Leisure
providers,
NCB
£10k
GYMNASTICS
ENHANCE
& PROVIDE
GYM1
Consider
the
opportunities to provide a
gymnastics venue.
(This
relates to recommendation
SH1)
INDOOR CRICKET
ENHANCE
8.
CRIC1 Support the provision
of indoor cricket nets and
indoor cricket leagues in
any
enhancement
or
provision of sports hall
The full strategy highlights the main means of implementing these recommendations,
including funding, planning policies, management, partnership and cooperation, and
suggests that it is crucial that the strategy is kept up to date regularly to ensure that the
recommendations remain fit for purpose into the future.
North Norfolk District Indoor Leisure Facilities Strategy
Executive Summary
41
4
Agenda Item No____13________
Compulsory Purchase of the former Shannocks Hotel, Sheringham
Summary:
This report makes the case for compulsory purchase of
the above long term empty property, which despite the
efforts of the Council, is in a very dilapidated condition.
Given its very prominent position in an important
tourism resort, the property significantly detracts from
the amenity of this area of Sheringham.
Options
Various methods of improving the property have been
explored (see accompanying Enforcement Board
Briefing at Appendix A), to no avail. The owners
continue to show no willingness to bring the property
back into use, and only very limited willingness to
improve the property in any way. Without intervention
by the Council the property is unlikely to be returned to
use in the foreseeable future and will only deteriorate
further.
This report proposes that, as a last resort, the Council
applies to the Secretary of State for a Compulsory
Purchase Order which will give the Council the power
to purchase, because without such an order the
property is unlikely to be voluntarily returned to use by
the owners in the near future.
Prior to seeking an Order, the Council would be
expected to have attempted to reach a voluntary
agreement for sale with the current owners, which
would be based on an independent market valuation.
It may be possible to enter into an arrangement with a
third party purchaser for a back to back sale following
compulsory purchase.
However, no option to acquire the property can be
progressed without approval to proceed with
acquisition, hence the recommendations below.
42
Recommendations:
1. That subject to point 5 below the Corporate
Director (NB), after discussion with the s151
Officer and the Portfolio members for Planning,
Property and Assets and Legal Services, is
delegated the power to conclude an agreement
with the owners of the former Shannocks Hotel,
Sheringham, to sell the property to the Council,
stating clear timescales for the owners to
respond and to complete the sale.
2.
If no such agreement is reached, that the
Corporate Director (NB), is instructed
to
proceed to make an application for a
Compulsory
Purchase
Order
on
the
property and to take all necessary or desirable
steps to achieve that.
3. That following acquisition, the Corporate
Director (NB), will bring a further report back to
Cabinet for a decision regarding options for
redevelopment
4. That, the purchase cost and CPO fees will be
funded from capital resources from which
virement of the necessary funds is authorised.
5. The purchase price will not exceed independent
valuation and the CPO on costs at the upper
limit identified in the report.
Reasons for
Recommendations:
1. There is an expectation by the Secretary of State
that Councils will seek to reach voluntary
agreement on purchase prior to a Compulsory
Purchase being authorised.
2. To enable the property to be acquired for
redevelopment or bringing back into use, thus
removing this long-term empty property which is
presently causing blight in the local area.
3. To enable Cabinet to make an informed decision on
the future use of the property.
4. To make the necessary financial provision for
purchase
5. To ensure CPO remains a cost effective option.
Cabinet Member(s)
Cllr John Rest – Property and Assets
Cllr Sue Arnold - Planning
Cllr Judy Oliver – Enforcement Board
Ward(s) affected: Sheringham
Cllr Brian Hannah
Cllr Doug Smith
Cllr Judy Oliver
Cllr Richard Shepherd
43
Contact Officer, telephone number and email: Nick Baker: 01263 516221,
nick.baker@north-norfolk.gov.uk
1.
Introduction
1.1
The former Shannocks Hotel occupies a prominent site, at the corner of High
Street and East Cliff at the top of Sheringham’s sea front. It has been empty
since at least 2010 and is now in a seriously dilapidated condition, affecting
the amenity of and causing blight to, the local area. It was taken out of
charge for Business rates by its owner, due to its dilapidated condition, in
2011 and little if any work has been carried since then, so the property has
continued to deteriorate. The council has received complaints from local
residents and in the local traditional and social media regarding the condition
of the property.
1.2
In accordance with the council’s Enforcement Policy, officers have
considered various actions to bring the property back to a good condition.
1.3
The Council commissioned an external structural survey and valuation report
from Purslows in 2014 (Appendix B), which revealed substantial renovation
of the property is required, such that the Council would be precluded from
taking action under the Building Act in respect of a ruinous and dilapidated
building. Such action could have led to a charge being placed on the
property, which if unpaid could have led to an enforced sale, but there is
believed to be insufficient value in the property to make this viable without
risk to the council.
1.4
An improvement notice in respect of the property was served on the owners
in March 2014 under Section 215 of the Town and Country Planning Act
1990, in relation to the property’s condition and appearance which was felt to
be detrimental to its surroundings and to the amenity of the local area,
especially given the Conservation Area status. Following ongoing noncompliance, the Council prosecuted the owners, who were convicted in July
2015. The owners have since contacted the council indicating some
willingness to undertake some repairs to the exterior rendering but, even if
this was to be carried out, it will not address the poor condition of the interior.
1.5
The full options considered are set out in the accompanying briefing to the
Enforcement Board (Appendix A), which also details the issues around
Compulsory Purchase.
1.6
The Council has more recently commissioned a valuation and options report
from Savills (at Appendix D), which supports the compulsory purchase
option.
1.7
In addition, the Council’s Planning Team has produced a development
appraisal (Appendix C), which further supports the compulsory purchase
option.
2.
The Case for Compulsory Purchase
2.1
Section 226 of the Town and Country Planning Act 1990 allows the
“compulsory acquisition of land for development and other purposes” as long
as the local authority thinks “that the acquisition will facilitate the
development, redevelopment or improvement on or in relation to the land”
44
and as long as it thinks this is likely to contribute to the achievement of the
promotion or improvement of any of the following objects in its area:
a) economic well-being
b) social well-being
c) environmental well-being
It is considered that compulsory acquisition of this property, which is a prime
location on a seaside front, and which attracts high footfall in summer
months, with a review to regenerating the same, will easily satisfy these
requirements.
2.2
There has to be a compelling case in the public interest for the Secretary of
State to grant a Compulsory Purchase Order. However, it is considered that
the location in a tourist and conservation area, unsightly condition, and
complaints will all add significant support to this case.
2.3
The council also needs to show that such acquisition is a measure of last
resort. The long-term nature of the property’s empty status, along with the
action already taken, the reticent nature of the owners and a lack of viable
cost effective alternatives, mean a Compulsory Purchase Order is the last
resort option, and the approach most likely to deliver the Council’s preferred
outcome of the site being properly re-developed with the resultant benefits to
the local area.
2.4
The Council also has to show that there is a reasonable prospect of a
development scheme going ahead, hence our work with Savills, at this stage
producing a report suggesting viable alternatives exists for the site, which it
is intended, will then be utilised to attract potential investors to develop the
site.
2.5
If an Order is granted, the Council then has a period of time to purchase the
property for a known, independently set value.
The council has a number of options then to secure the redevelopment of the
site, including direct onward sale to a developer, a joint redevelopment with a
partner or developing the property itself. A “back to back” contract can be
used to secure a purchaser or developer partner in advance of the power to
purchase being exercised.
There would be obvious gains in terms of social, environmental and
economic benefit if the site was to be improved, especially given the
prominence of the site in one of the District’s main tourism towns.
2.6
Compulsory Purchase Orders can take a long time to progress to approval
stage by the Secretary of State, especially if the owner appeals against the
application but, if approved, give Council a greater influence on the outcome
than other approaches.
2.7
The accompanying Enforcement Board briefing note at Appendix A outlines
other considerations that would be made by the Secretary of State, including
public interest and human rights, but officers believe that this property
satisfies the criteria on all accounts.
3
Financial Implications and Risks
45
3.1
In the case of the owners accepting a voluntary offer, which would have to
be the Council’s first step, the Council will only incur the normal costs of
purchase.
Given that the value of the property will be over £100,000 a decision to
proceed with its acquisition will be a Key Decision and this has been
properly advertised in advance of this report coming forward.
3.2
There will be costs attributable to a CPO application process (see
accompanying Enforcement Board Briefing at Appendix A). However, based
on the Council’s professional valuations so far and the indicative equity in
the property, it is very likely that the costs attributable to a CPO in this case,
as well as the cost of the property itself, could be recovered by future
redevelopment.
Given the information we currently have, the total cost of a successful CPO
application and purchase would be made up of the following:

open market value (independently valued) of the property

any hope value (considered very unlikely) associated with the property

the CPO fees

any reasonable fees (as determined by the Lands Tribunal) incurred by
the owner
The exact level of costs will depend on the level of objections to the
Secretary of State from the owner, once we have submitted our CPO
application and obviously, any Public Inquiry would make CPO more
expensive and extend the process considerably. The cost of a successful
application for a CPO, assuming an Inquiry, will be up to £30,000 depending
on the form of Inquiry the Secretary of State decides, if any.
3.3
Clearly, the full cost of the application process is at risk should the CPO
application fail or a successful Order later was not be taken forward to actual
purchase.
The worst case position therefore, is the Council not being granted a CPO
and having liability for both its own and the owners’ costs of a CPO Inquiry.
To mitigate this, professional property and legal advice will be taken at all
stages of the process.
3.2
It should be noted, that as a minimum, Compulsory Purchase of this
property would then see the property being sold on the open market to a
developer, in order to replace the capital resources used for this scheme.
Other options may become available once the process commences, but
these can only be developed with approval to proceed with the voluntary
purchase offer and subsequent application to the Secretary of State.
4
Sustainability
There are no sustainability issues arising directly from this report
5
Equality and Diversity
The Courts recognise that English CPO law and procedure complies with the
European Convention on Human Rights. The Council, in pursuing this
course of action, has considered the balance to be struck between individual
rights and the wider public interest. Interference with human rights, if any, is
46
justified in terms of the benefits that the action would have for local amenity
and therefore the community as a whole.
Empty properties are a wasted resource and in this case adversely affect the
amenity of the local area. This proposed course of action will ensure
improvement or redevelopment of a property that has been empty for many
years and will create a regeneration opportunity for Sheringham.
6
Section 17 Crime and Disorder considerations
Empty properties have a detrimental effect on the visual amenity of the
neighbourhood and can attract vandalism, squatters and other forms of antisocial behaviour, as well as reducing the value of adjoining properties. This
proposed course of action will reduce the possibility of unauthorised entry,
the risk of injury and criminal damage and the general unsightliness issues
which have been raised with the Council.
The Council has received reports previously, of attempts to gain illegal
access to the property and the risk of this and similar action will only increase
the longer the property is left empty..
7
Conclusions
The Council has made significant efforts to engage the owners and
encourage them to take action to improve this property. These efforts have
proved unsuccessful and, after considering and discounting all other
legislative options, officers believe Compulsory Purchase is the most likely
way to ensure this long-term empty property is returned to use or
redeveloped.
Cabinet approval is therefore sought to proceed with initially, a voluntary
offer for the property, backed up with an Application to the Secretary of State
for a Compulsory Purchase Order if the voluntary approach fails.
Confidential Appendices for this item
A Enforcement Board Briefing - legally privileged
B Structural Survey and Valuation Report – Purslows 2014 – commercially sensitive
C Draft Development Briefing – NNDC Planning Service July 2015
D Valuation Report – Savills August 2015 – commercially sensitive
47