Please Contact: Emma Denny
Please email: emma.denny@north-norfolk.gov.uk
Please Direct Dial on: 01263 516010
25th June 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 6th July 2015 at 10.00am
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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
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Sheila Oxtoby
Chief Executive
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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.
To: Mrs S Arnold, Mr N Dixon, Mr T FitzPatrick, Mrs A Fitch-Tillett, Mr W Northam, Mrs J Oliver,
Miss B Palmer, Mr J Rest,
All other Members of the Council for information.
Members of the Management Team, appropriate Officers, Press and Public.
If you have any special requirements in order
to attend this meeting, please let us know in advance
If you would like any document in large print, audio, Braille, alternative format
or in a different language please contact us
Chief Executive: Sheila Oxtoby
Corporate Directors: Nick Baker & Steve Blatch
Tel 01263 513811 Fax 01263 515042 Minicom 01263 516005
Email districtcouncil@north-norfolk.gov.uk Web site northnorfolk.org
AGENDA
1.
TO RECEIVE APOLOGIES FOR ABSENCE
2.
MINUTES
(page 1)
To approve, as a correct record, the minutes of the meeting of the Cabinet held on 8th
June 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
6.
MEMBERS QUESTIONS
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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.
7.
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To receive oral questions from Members, if any.
CONSIDERATION OF ANY MATTER REFERRED TO THE CABINET BY THE
OVERVIEW AND SCRUTINY COMMITTEE OR COUNCIL FOR RECONSIDERATION
8.
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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.
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.
COUNCIL TAX SUPPORT WORKING PARTY
At the meeting of the Council Tax Support Working Party held on 11th June 2015, the
following recommendation was made to Cabinet:
RESOLVED
To recommend to Cabinet that the Council’s council tax support scheme should remain
unchanged for 2016/17.
10.
PLANNING POLICY AND BUILT HERITAGE WORKING PARTY
At the meeting of the Planning Policy and Built Heritage Working Party held on 15th June
2015, the following recommendations were made to Cabinet:
Agenda item 7: The Local Development Scheme (LDS) Regulation 18 Notification
and Statement of Community Involvement
RESOLVED
1) To recommend to Cabinet the publication of the Local Development Scheme
(LDS) as the timetable for production of a new Local Plan for the district as soon as
reasonably practicable following authorisation by Cabinet, but in any case having effect
from the 3rd August 2015.
2) To recommend to Cabinet the publication of the Regulation 18 Notification
document as the scope of the emerging Local Plan for North Norfolk and to authorise the
formal notification of all those specified in the regulations, and to invite representations
on the scope of the new local plan for a period of not less than 8 weeks commencing on
the 17th August 2015.
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3) To recommend to Cabinet the publication of the Statement of Community
Involvement (SCI), and to authorise a period of consultation of not less than 8 weeks
commencing on the 17th August 2015.
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Agenda item 8: Housing Land Supply – publication of Statement of Five Year
Supply of Residential Land
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RESOLVED to recommend to Cabinet
That the Land Supply Statement is published,
BUSINESS EFFICIENCY AND DIGITAL TRANSFORMATION PROGRAMME UPDATE
(page 6) (Appendix A – p.11)
Summary:
This report provides the third, six monthly update on progress
within the Business Efficiency and Digital Transformation
Programme (BTP), in accordance with the Cabinet Resolution
for the Programme.
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11.
The IT infrastructure improvement work required in the
Programme continues to progress well.
Cabinet
Decision
The Business Process Review (BPR) in Planning is underway
and will be complete by the end of July. This will be closely
followed by the development of the service improvement plan,
for implementation across autumn/winter 2015/16.
Other projects and workstreams are progressing and are broadly
on target.
The timelines, expected outcomes and anticipated costs for the
various workstreams are identified within the report and the
attached Appendix.
Conclusion
The Business Efficiency and Digital Transformation Programme
business model remains viable, is progressing and largely on
track to deliver as planned.
Recommendations That Cabinet notes the progress made on the Business
Efficiency and Digital Transformation Programme.
Cabinet member(s):
Ward member(s)
Contact Officer,
telephone
and e-mail:
Councillor T FitzPatrick
All
Sean Kelly, Nick Baker
01263 516276, 01263 516221
sean.kelly@north-norfolk.gov.uk ; nick.baker@northnorfolk.gov.uk
ENFORCEMENT BOARD UPDATE
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Cabinet
Decision
This report provides an update for Members on the work
of the Enforcement Board over the past six months and
also gives an assessment of progress made since the
Board’s inception over two years ago.
In broad terms, at the time of writing, the Board has
considered 127 cases, of which all but six have seen
positive action. In addition to the direct action around
properties, significant amounts of money due to the
Council continues to be recovered in terms of Council
Tax and Business Rates and almost all of the cost
associated with the Board’s work has been or will be
recovered.
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Summary:
(page 17)
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12.
To provide appropriate governance and oversight of the
Business Efficiency and Digital Transformation Programme
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Reasons for
Recommendations:
Across 2014/15, more focus was given to Long Term
Empty properties, and with the subsequent appointment
of the Empty Homes Manager and approval of the Empty
Homes Policy in the year, recommendations are now
made to further progress this area of work.
Conclusions:
The Enforcement Board continues to make significant
progress towards its objectives of dealing with difficult
and long-standing enforcement cases and bringing long
term empty properties back into use across all areas of
the District, with both social and economic benefits to the
community, and financial benefits to the council.
1. That Cabinet notes the progress made to date by the
Enforcement Board.
2. That the Empty Homes Manager post is extended
until 31 March 2016, funded from the New Homes
Bonus Reserve.
Reasons for
Recommendations:
1. To ensure appropriate governance of the Board’s
activities.
2. To enable the progress on bringing Long Term Empty
homes back into use to be maintained, whilst taking
account of potential changes in the New Homes Bonus
system
Cabinet member(s):
Ward member(s)
Contact Officer
Telephone
Email
Councillor T FitzPatrick
All
Nick Baker
01263 516221
Nick.baker@north-norfolk.gov.uk
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ENVIRONMENTAL HEALTH INFORMATION TECHNOLOGY SYSTEM
PROCUREMENT
(page 32)
The Environmental Health IT system contract has expired.
This report seeks cabinet approval to procure a
replacement Environmental Health IT system contract for
a 5 year term with an option to extend for additional 3
years.
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Summary:
Options considered:
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13.
Recommendations:
Conclusions:
Option 1 - Undertake full procurement process with
expressions of interest being invited through
advertisement and all respondents considered through a
selection process.
Option 2 – Procure a system through one of the available
Framework contracts.
The current Environmental Health Software system
contract has expired and cannot be extended further as it
has already been extended to the maximum period
allowed under procurement rules.
The functionality of the current software system has been
used extensively to drive efficiency and reduce the
reliance on paper files. Any alternative system should
maintain or enhance that functionality.
The procurement process should have regard to the
Technology Baseline Plan within Business Transformation
to minimise the inclusion of feature s that will be delivered
corporately though Business Transformation
Recommendations:
Cabinet
Decision
It is recommended that:
1. Officers are authorised to proceed with procurement
of a replacement Environmental Health IT system
based on Option 1.
2. Delegated authority is given to the Corporate Director
to approve the successful tender and contract terms
to allow the implementation of the procured system.
3. Cabinet recommends to Full Council the approval of a
capital budget of £150,000 for system implementation.
To ensure that the procurement process allows flexibility in
the procured system to reflect the needs of the service
and those of Business Transformation and to meet
procurement requirements of the Councils Standing
Orders.
Reasons for
Recommendations:
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FORMER NORTHFIELD ROAD SURGERY PREMISES, NORTH WALSHAM
(page 36)
This report proposes that the District Council registers
its interest with NHS England Property Services in
purchasing the freehold of the former Northfield Road
surgery premises. This would enable to Council to
facilitate the provision of a “community hub” facility for
voluntary and community organisations providing
services to the local population in and around North
Walsham in conjunction with the North Norfolk
Community Transport Association; pending preparation
of a detailed business case and report for discussion /
approval by Cabinet at its September meeting.
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Summary:
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14.
Councillor T FitzPatrick
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Steve Hems, James Wilson
01263 516182, 01263 516274
steve.hems@north-norfolk.gov.uk; james.wilson@northnorfolk.gov.uk
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Cabinet member(s):
Ward member(s)
Contact Officer,
telephone
and e-mail:
Conclusions:
Recommendations:
Cabinet
Decision
The report proposes that the Council registers its
interest in purchasing the former Northfield Road
surgery premises in North Walsham with NHS England
Property Services and seeks to develop a detailed
business case so as to inform the basis of an offer for
the premises, a decision in respect of which would be
agreed at the September meeting of Cabinet.
That Cabinet agrees:1) that the District Council registers its interest with
NHS England Property Services in purchasing the
freehold of the former Northfield Road surgery
premises in North Walsham by 9th July 2015;
2) that the Council seeks to develop a detailed
business case in conjunction with North Norfolk
Community Transport Association regarding the
future development of the premises as a community
hub facility for voluntary and community
organisations providing services to the local
community in North Walsham. This report to be
prepared over the period to end of August in order
to inform a further report to Cabinet in September.
Cabinet member(s):
Ward member(s)
Contact Officer
Telephone
Email
DISPOSAL OF COUNCIL OWNED LAND AT SCHOOL CLOSE, KNAPTON
This report seeks approval to dispose of part of the Council
owned retained Housing Site at School Close to a Registered
Provider, by private treaty in order to provide eight affordable
housing units.
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Summary:
(page 40)
Three options were considered:
Option 1: Not to dispose of the site. This option is not
recommended as it would result in a lost opportunity for the
District Council in its aspiration to provide required local
affordable housing need and would result in the loss of a
capital receipt.
Option 2: To dispose of the site with no consideration being
received. This option is not recommended as it needlessly
denies the District Council a capital receipt. Whilst there may
be local and community considerations, these are required to
be balanced by certain policy requirements of the District
Council, including the Disposal, Investment and Acquisition
Policy and the Asset Management Plan.
Option 3: Recommend the disposal of the Site by way of
private treaty to a Registered Provider. This option is
recommended as it would result in a capital receipt and will
assist the delivery of approximately 8 new homes via an
Exception Housing Scheme.
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Options
considered:
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15.
Councillor J Rest
All
Steve Blatch
01263 516232
steve.blatch@north-norfolk.gov.uk
A Registered Provider has expressed an interest in
purchasing part of this District Council owned Retained
Housing Site in order to develop the site to provide 8 new
affordable homes.
Conclusions:
Recommendations:
Sale of the site would generate a capital receipt although it is
appreciated that there may be the possibility of forgoing an
additional receipt (dependant on ultimate site type mix) in
respect of two potential market value plots.
It is recommended that:
1. Part of the land at School Close is sold by way of private
treaty by the District Council to a Registered Provider on
the condition of providing an exception housing scheme
of 8 affordable housing dwellings subject to those
conditions contained within any current and future
consents. The site to be sold is outlined in the plan
attached to this report with the disposal being subject to
retained rights of access over any new access road
leading to the site off School Close.
Cabinet
Decision
2. A member of the Corporate Leadership Team is
delegated to negotiate and then approve the sale by
private treaty in consultation with the Portfolio Holder for
Assets.
Reasons for
Recommendations:
To increase the provision of housing, including affordable
housing across the district which supports the Corporate
Plan.
LIST OF BACKGROUND PAPERS AS REQUIRED BY LAW
(Papers relied on to write the report and which do not contain exempt information)
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NORTH LODGE PARK DISPOSAL - JULY 2015 UPDATE
Summary:
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16.
Councillor J Rest
Gaunt ward
Martin Green
01263 516049
martin.green@north-norfolk.gov.uk
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Cabinet member(s):
Ward member(s)
Contact Officer
Telephone
Email
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Disposal, Investment and Acquisition Policy, Asset Management Plan
(page 46)
This report provides an update in relation to the current
position regarding the transfer of North Lodge Park to
Cromer Town Council. At the point of writing the
overage position still needs to be agreed by the parties
along with the position in respect of legal fees. A
further verbal update will be provided on the day of the
meeting.
Options considered:
Members are asked to note the current position.
Conclusions:
The transfer of North Lodge Park has not progressed
as originally anticipated and we are now 15 months
past the original target date. Cromer Town Council has
been requested to confirm their commitment to the
transfer progressing by 30/06/15, with legal completion
no later than 21/07/15.
Recommendations:
It is recommended that Members receive the
update and note the deadlines provided to Cromer
Town Council relating to the legal completion and
transfer of the park.
Reasons for
Recommendations:
It has now been 15 months since the original proposed
transfer date of the park. A considerable amount of
officer time has been expended in trying to progress
the transfer and this has diverted resources away from
other projects within the district. It does not represent
value for money for taxpayers to continue with this
process indefinitely.
Cabinet member(s):
Ward member(s)
Councillor J Rest
The Park lies in Cromer but the decision is a corporate
assets/financial one relating to the whole district
Duncan Ellis
01263 516330
duncan.ellis@north-norfolk.gov.uk
Contact Officer
Telephone
Email
NORTH NORFOLK ENABLING FUND (LEADER)
This report provides the prospectus (Appended) to support
the £200,000 Enabling Fund initiative, as agreed by Cabinet/
Council in March 2015. The Prospectus has been developed
in order to provide the approach required to allocate Council
match-funding support for North Norfolk based LEADER
projects that will come forward under the Wensum and Coast
and the Broads LEADER Programmes. The Enabling fund
monies will support initiatives that produce outcomes
benefiting the District’s market and resort towns.
This report follows the decision of Council to set up a fund to
be used as match-funding to the local LEADER programme
for projects relating to investment, development,
regeneration, revitalisation, promotion or marketing of the
District’s seven (market and resort) towns. In order to deliver
an effective funding scheme a prospectus is required, setting
out the details of the fund to assist applicants and those
involved in processing and determining applications. The
only realistic options to consider are the detailed contents of
the prospectus.
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Options considered:
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Summary:
(page 49)
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Conclusions:
The Enabling Fund (LEADER) approach and prospectus
detailed in this report has the overall objective of maximising
the funding available for beneficial projects in North Norfolk
District Council area. The Fund’s provisions expect outputs
and outcomes of supported schemes to be aligned with the
main priorities of the DEFRA/EU funded LEADER
Programme. Aligning these funding opportunities towards the
achievement of the respective Corporate Plan and LEADER
economic and community priorities, there is potential to
match-fund up to around £2.4m worth of external investment
into the District from 2015-20. This report therefore seeks
members’ support for the approach outlined in the draft
Prospectus that is appended to this report.
Cabinet
Decision
Reasons for
Recommendations:
Cabinet member(s):
All
Contact Officer,
telephone number, and
e-mail:
18.
1. That the prospectus for the North Norfolk Enabling
Fund (LEADER) be approved and that authority be given
to the Cabinet member for the Big Society Fund, to make
any future amendments to the prospectus.
2. That authority be delegated to the Cabinet member for
the Big Society Fund (in consultation with the S151
officer) to determine grant applications of up to a
maximum of £15,000; applications over that value will be
determined by Cabinet.
A prospectus is needed to ensure the effective and efficient
administration of the Fund; however because the LEADER
programme is in its infancy, any redefinition of it may lead to
the need for consequential amendments to be made to the
prospectus.
Tom Fitzpatrick
All
John Mullen
01263 516104
john.mullen@north-norfolk.gov.uk
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Recommendations:
EXCLUSION OF PRESS AND PUBLIC
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To pass the following resolution:
PRIVATE BUSINESS
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19.
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“That under Section 100A(4) of the Local Government Act 1972 the press and public be
excluded from the meeting for the following item of business on the grounds that they
involve the likely disclosure of exempt information as defined in paragraphs _ of Part I of
Schedule 12A (as amended) to the Act.”
Agenda Item 2__
CABINET
Minutes of the meeting of the Cabinet held on Monday 08 June 2015 at the Council
Offices, Holt Road, Cromer at 10.00am.
Mr N Dixon
Mr W Northam
Mrs A Fitch-Tillett
Miss B Palmer
Mr T FitzPatrick (Chairman) Mr J Rest
Members Present:
Also attending:
Mrs A Claussen-Reynolds
Mr R Reynolds
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Officers in
Attendance:
Mr R Shepherd
Mr B Smith
1.
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The Chief Executive, the Corporate Directors, the Head of Finance,
the Technical Accountant, the Policy & Performance Management
Officer, the Revenues Manager, the Communications Editor and the
Democratic Services Team Leader
APOLOGIES FOR ABSENCE
2.
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Mrs S Arnold and Mrs J Oliver
MINUTES
The minutes of the meeting held on 20th April 2015 were approved as a correct
record and signed by the Chairman
3.
PUBLIC QUESTIONS
None received
4.
ITEMS OF URGENT BUSINESS
None
5.
DECLARATIONS OF INTEREST
None
6.
MEMBER QUESTIONS
The Leader confirmed that Members could ask questions as each item arose.
Cabinet
1
08 June 2015
7.
CONSIDERATION OF ANY MATTER REFERRED TO THE CABINET BY THE
OVERVIEW AND SCRUTINY COMMITTEE OR COUNCIL FOR
RECONSIDERATION
None
8.
CONSIDERATION OF REPORTS FROM THE OVERVIEW AND SCRUTINY
COMMITTEE
None
9.
2014/15 OUTTURN REPORT (PERIOD 12 BUDGET MONITORING REPORT)
Mr W Northam, Portfolio Holder for Finance introduced this item. He explained that
the report presented the provisional outturn position for the revenue account and
capital programme for the 2014/15 financial year. He confirmed that the outturn
position on the revenue account at 31 March 2015 showed an underspend and that
the final position allowed for a number of underspends to be rolled forward within
earmarked reserves to fund ongoing and identified commitments such as coastal
repair work. Some of the underspend was due to increased car parking income and
legal services income and employee-related costs such as vacant posts.
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Mr Northam then informed Members that approximately half of the variance in
expenditure on the capital programme was in relation to the Cromer Coast Protection
Scheme. He said that all underspends would be reviewed to inform financial
projections. Mr Northam concluded by thanking the Head of Finance and her team
for all their hard work.
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It was proposed by Mr W Northam, seconded by Mr N Dixon and
RESOLVED to recommend to Council:
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a) The provisional outturn position for the general fund revenue account for 2014/15;
b) The transfers to and from reserves as detailed within the report (and appendix C)
along with the corresponding updates to the 2015/16 budget;
c) Transfer the surplus of £431,525 to the restructuring/Invest to save reserve;
d) The financing of the 2014/15 capital programme as detailed within the report and
at Appendix D;
e) The balance on the general reserve of £2,289,024 at 31 March 2015 and forecast
balance of £2,082,065 at 31 March 2016;
f) The updated capital programme for 2015/16 to 2016/17 and the associated
financing of the schemes as outlined within the report and detailed at Appendix E.
Reasons for the decision:
To approve the outturn position on the revenue and capital accounts for 2014/15 that
will be used to produce the statutory accounts for 2014/15. To provide funding for
ongoing projects and commitments as detailed within the report.
10.
DEBT RECOVERY 2014-2015
Mr W Northam, Portfolio Holder for Revenues and Benefits introduced this item. He
explained that it was an annual report detailing the Council’s collection performance
and debt management arrangements for 2014/15. Mr Northam said that high targets
Cabinet
2
08 June 2015
were set for collection for both council tax and business rates and the Council worked
very hard to achieve them. Debt write-offs were kept to a minimum and such cases
were treated as exceptions and the amount of debt written off had decreased in value
from the previous year. Mr Northam concluded by thanking the officers for their
continued hard work.
It was proposed by Mr W Northam, seconded by Miss B Palmer and
RESOLVED to recommend to Council
To approve the annual report giving details of the Council’s write-offs in accordance
with the Council’s Debt Write-Off Policy and performance in relation to revenues
collection.
11.
TREASURY MANAGEMENT ANNUAL REPORT 2014/15
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Mr W Northam, Portfolio Holder for Finance introduced this item. He said that the
report set out the treasury management activities undertaken during 2014/15
compared with the Treasury Management Strategy for the year. Mr Northam referred
to the Council’s £5m investment in the LAMIT pooled property fund which had
generated a return of 5.97%. He concluded by reminding Members that the Council
remained debt-free and always invested wisely. He thanked the Technical
Accountant for his continuing hard work. The Leader added that the Council was one
of the best performing councils in the country and this should be applauded. The
Deputy Leader agreed and said that she was very proud of this status.
It was proposed by Mr W Northam, seconded by Mrs A Fitch-Tillett.
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RESOLVED to recommend to Council:
That the Treasury Management Annual Report and Prudential Indicators for 2014/15
are approved.
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Reasons for the decision:
Approval by Council demonstrates compliance with the required Codes.
12.
ANNUAL REPORT 2014/15
The Leader introduced this item. He said that the report outlined the key elements of
the Annual Report 2014/15 which would be published by July 2015. The Annual
report presented the delivery of the Annual Action Plan 2014/15 and showed
achievements against targets. The Deputy Leader said that she was very proud of
the Council’s achievements over the previous year.
It was proposed by Mr T FitzPatrick, seconded by Mrs A Fitch-Tillett and
RESOLVED
1) To note the contents of this report.
2) To give authority to the Leader of the Council and the Chief Executive to approve
the final public version of the report.
3) To give authority to the Leader of the Council and the Chief Executive to approve
the communications plan for the Annual Report 2014/15.
Cabinet
3
08 June 2015
Reason for the decision:
To comply with the provisions of the Council Performance Management Framework
and local government best practice.
13.
TAXI FEES
Mrs A Fitch-Tillett, Portfolio Holder for Environmental Services introduced this item in
the absence of Mrs J Oliver, Portfolio Holder for Licensing. She explained that the
report outlined the change in fees to the Hackney Carriage and Private Hire Vehicle
application fee due to renewal in the taxi test station contract. The change had been
agreed by the Chief Executive under delegated authority during the election period
due to the contract end date falling in a period when Cabinet was not due to meet.
As a result of the changes, the vehicle test fee would be removed from the hackney
carriage and private hire vehicle application fee and for garages to charge the
customer directly.
It was proposed by Mrs A Fitch-Tillett, seconded by Mr N Dixon and
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RESOLVED:
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To confirm the decision made under delegated authority by the Chief Executive
during the election period.
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To remove the vehicle taxi test fee from the hackney carriage and private hire vehicle
application fee and for the garages to charge the customer directly.
Reasons for the decision:
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To agree the change to the published fee for the hackney carriage or private hire
vehicle application in accordance with the Councils required process.
PROPOSED CROMER COMMUNITY SPORTS PITCH FACILITY – SUMMARY OF
CONSULTATION RESPONSES
14.
The Leader introduced this item. He explained that the report summarised the
comments received from the recent public consultation on the potential of four shortlisted sites adjoining the boundary of Cromer to accommodate a new community
sports pitch facility. The results indicated that there was support for the new facility
being accommodated on the former Golf Practice Ground site, off Overstrand Road.
The Deputy Leader added that Mr J Lee, local member and former Cabinet Member
would like to pass on his thanks to Members and Officers for progressing this issue
and he also wished to indicate his support for the proposal.
It was proposed by Mr T FitzPatrick, seconded by Miss B Palmer and
RESOLVED:
1) That Cabinet notes the comments received through the public consultation
process on the four shortlisted sites identified for consideration in accommodating
the proposed Cromer community sports pitch facility; and
Cabinet
4
08 June 2015
2) The Cabinet authorises officers to open discussions with the owner of the former
golf practice ground site, off Overstrand Road regarding its possible acquisition to
accommodate the proposed community sports pitch facility
Reasons for the decision:
To progress the acquisition of a site for the new community sports pitch facility.
The Meeting closed at 10.21 am
_______________
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Chairman
Cabinet
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08 June 2015
Agenda Item No___11_________
Business Efficiency and Digital Transformation Programme Update
Summary:
This report provides the third, six monthly update on
progress within the Business Efficiency and Digital
Transformation Programme (BTP), in accordance with
the Cabinet Resolution for the Programme.
The IT infrastructure improvement work required in the
Programme continues to progress well.
The Business Process Review (BPR) in Planning is
underway and will be complete by the end of July. This
will be closely followed by the development of the
service improvement plan, for implementation across
autumn/winter 2015/16.
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Other projects and workstreams are progressing and
are broadly on target.
Conclusion
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The timelines, expected outcomes and anticipated costs
for the various workstreams are identified within the
report and the attached Appendix.
The Business Efficiency and Digital Transformation
Programme business model remains viable, is
progressing and largely on track to deliver as planned.
Recommendations
That Cabinet notes the progress made on the
Business Efficiency and Digital Transformation
Programme.
Reasons for
Recommendations:
To provide appropriate governance and oversight of
the Business Efficiency and Digital Transformation
Programme
Cabinet Member(s)
Cllr T Fitzpatrick
Ward(s) affected
All
Contact Officer, telephone number and email:
Sean Kelly, 01263 516276, sean.kelly@north-norfolk.gov.uk
Nick Baker, 01263 516221, nick.baker@north-norfolk.gov.uk
6
Introduction
1.1
Members will recall that, in the Business Efficiency and Digital Transformation
Programme that Cabinet approved in October 2013, it was identified that six
monthly progress reports would be submitted, along with updates on the
workstreams within the programme as these were developed. This is the third
of those updates.
1.2
In general terms, the Programme set out to deliver improved customer service
and financial savings, through a range of IT foundation projects, on which
later transformational changes could be built. These changes would be
identified through a series of service level and corporate process reviews
across the Council and then implemented to take advantage of the IT
improvements already made.
1.3
Whilst the original resolution committed a Programme budget of £1.4m over
five years, this was conditional upon individual projects subsequently being
brought forward to Cabinet with a business case for the release of the
required budget. The Programme will greatly improve customer service and is
expected to deliver direct savings in the region of £375k a year, with these
being phased in across the Programme, along with a number of other
benefits arising from better use of customer and management information.
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1.
In line with the original intended Programme, now that the IT infrastructure
improvements are progressing well, the Programme is now moving onto
reviewing key business processes to identify potential improvements at
service level and across corporate processes. These reviews will run in
parallel to the continuing investment in technology.
2.
Current Position
2.1
Since the last update, officers have been primarily focused on:
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1.4

Implementing the Unified Communications infrastructure and piloting this
in three areas of the Council.

Procuring and commissioning software for the Website enhancement
project.

Installing software to allow better agility in our working. As a result, tablets
were provided for members, post-election, which can access services and
information remotely and securely.

Commencing the business process review within the Planning service,
including procurement of external support.
2.2
The recently added, Geographical Information Systems (GIS) project, is about
to commence, delivering a web based facility to allow information to be
displayed, superimposed on maps and aerial/satellite imagery. The GIS
Coordinator post has been transferred to the IT team and is currently in
recruitment. The post holder will act as project manager for this project.
2.3
A further project has been added to the programme, to deliver a solution for
the digital scanning of paper based, historical information, which will provide
both savings and free up office space for better uses.
7
2.4
The Mobility Project been extended to include delivery all of the HR policy
issues arising from allowing the workforce to carry out an increasing
proportion of their duties away from the Council Offices.
2.5
Delivery of the Web Presence Project has, following the delays caused by
recruitment problems, resumed and is now making good progress. Two major
software components required to implement website based services have
been procured and installed. A pilot project to deliver an end-to-end service
for Fly Tipping reporting is in progress. This will link the website to back office
systems.
2.6
In order to provide the best support possible for the Programme, the IT
Service Plan and day-to-day activities have been re-aligned.
2.7
In addition to the IT based work, the service reviews have now started. With
the staff restructure largely complete in the Planning service and the potential
efficiencies recognised for this key area of work, it was agreed that the key
Planning processes would be reviewed first. There are likely to be wider
benefits to more corporate processes arising from this review.
3.
Project Updates
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The projects detailed at Appendix A reflect the agreed projects and
workstreams for the Programme as they are known at the present time. They
will continue to evolve over time as business requirements change.
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It should be noted that some of the original details in the finances for
Programme have changed over time, although this remains well within the
original overall budget for the Programme.
4.
Procurement
4.1
Procurement activities will be controlled and co-ordinated to
ensure
value for money on all expenditure across the Programme and goods and
services will be procured in accordance with the existing Council procurement
protocols and Financial Standing Orders.
4.2
Procurement will be executed using existing approved framework contracts
where possible, to minimise the risks of lengthy procurement and potential
challenge, and there are many such contracts available in this area of work.
For example, the recent procurement of integration and web forms software
was executed through the ESPO Framework agreement RM1059 (Local
Authority Software Applications). It should be noted however, that there are
few opportunities to procure IT solutions locally.
4.3
Since the last update report, integration Software, to link website transactions
to back office systems, has been procured from a company called NDL at a
five year cost of £82,000. In addition, web form development tools, to produce
website transaction capability, have been procured from Top Level Forms at a
five year cost of £66,700.
8
Financial Implications and Risks
5.1
Financial Implications
5.1.1
As work-plans are further developed and requirements and costs clarified, all
major expenditure within the Programme will continue to be submitted for
approval by Cabinet.
5.1.2
In this period one such submission was made and approved, in April 2015 for
£82,000 capital funding for the procurement of Integration Software to link the
website to service back-office systems. This procurement is now complete.
5.1.3
The Programme has already started to deliver savings through the changes
already made to Customer Services processes and to service area printing. In
addition, the Lync unified communications pilot has already identified and
enabled changes to allow more efficient working practices.
5.2
Risks
5.2.1
The funding estimates were calculated some time ago against the likely
business requirements and estimated technology costs. Current indications
are that the full range of deliverables can be achieved within the current
funding limits. A wider review of the IT strategy, which underpins the
Programme, is planned for later this year.
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5.
5.2.2
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However, should business requirements alter significantly as a result of
external legislative or other influences, there is a risk to programme
timescales and or costs. This will be managed by strict change control, which
will assess the impact on the project of all such external influences. Any such
changes which significantly affect the programme will be referred to Cabinet.
Although with the recent appointments to the web related vacancies, the risk
has reduced, our ability to recruit specialist technical staff in a timely manner
remains a cause for concern.
Recruitment to approved permanent and temporary posts for some technical
staff may take an extended time with associated implications for planned
project timescales and the business benefits which they are planned to
deliver.
This will be mitigated by adopting a flexible approach to securing
appropriately skilled resources from a variety of internal and third party
sources. A variety of approaches to secure the necessary skills and expertise
will be explored, including the following options:
 buying in consultancy services, wherever possible including a
requirement for training and or skills sharing
 developing internal talent (with appropriate backfilling)
 utilising the potential expertise from local higher education
establishments, through for example, graduate development
programmes.
5.2.3
The Programme is a complex, wide ranging project, based upon a rapidly
evolving technology landscape. Consequently there is a risk that the
programme fails to deliver the planned outcomes.
9
In order to mitigate this risk, the programme and the projects within it will be
managed using standard governance and programme management tools and
techniques. This will include the tracking of the potential benefits and indeed,
risks, through the life of each project, right through to delivery.
Specifically to address this risk, recruitment of a corporate Project Manager is
currently underway. In addition the Programme Risk profile is currently under
review with the Performance and Risk Management Board
5.2.4
There is also a risk that Members, staff and or customers will be resistant to
change, thus reducing the potential benefits of the programme. However, on
the basis of more and more business, both commercially and domestically,
being done via digital means, this risk is believed to be a relatively low.
There is also a risk that the Programme can be seen as only an IT project.
Whilst it is undoubtedly true that the first phase has been almost entirely
around IT investment and change, the start of the Service reviews and the
delivery of business change through taking advantage of the IT framework,
will be driven by business and customer needs.
Equality and Diversity
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These risks will be mitigated by a targeted communication programme for
staff and members, along with training and development where required, in
order to maximise the uptake and use of the new methods of working. For
customers, this will be more about communicating and ensuring that the new
channels are easy to use, thus giving customers a better service. Clearly, the
recent recruitment of a Communications Manager will help in these
processes.
Requirements will be included in all specifications for systems to ensure as far
as possible they can be used by customers and staff with disabilities or those
without the ability or connectivity to access services via a digital route.
In addition, it is accepted that some customers may not wish to use some of
the services, which may become automated as part of the Business Efficiency
and Digital Transformation Programme. The Council will continue to provide
mediated services where this is required by customers.
7
Section 17 Crime and Disorder considerations
There are no section 17 implications arising from the report.
8
Conclusion
The Business Efficiency and Digital Transformation Programme business
model remains viable, is progressing and largely on track to deliver as
planned.
10
Appendix A
Business Efficiency and Digital Transformation Programme
Programme Update June 2015
Status
Title
Outcomes
Will deliver a Councilwide, fully integrated
solution allowing
Officers and Members to
communicate effectively
and efficiently using:
 Telephony
 Video Conferencing
 Instant Messaging
 Document Sharing
Lync pilot in Env. Health,
Building Control and Housing
Options is now complete and
has already changed some
working arrangements.
The analysis of the pilot
project is in progress and will
inform the wider rollout.
Consultancy for the detailed
system design has been
scheduled for mid June.
Basic level system will be
provided to all staff before full
rollout of telephony to help
develop user familiarity.
The detailed rollout plan will
be published in July, following
the system design
consultancy.
Due to activities in other
projects and IT support for the
elections, no further progress
on this project in this period.
Pilot:
Jan 2015
Project
Manager
Kate
Wilson
Original
Capital
Estimate
£90,000
Cabinet Expenditure
Approval
To Date
£90,000
£24,000
£0
£0
Deisgn full
rollout:
July/Aug 2015
Full Rollout:
Aug-Nov 2015
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Unified
Communications
(UC)
Key Dates
Council
Document
Management
System
We will deliver a central
repository and
management system for
all electronic records.
This will also include
implementation of
document workflow to
manage the creation,
approval, distribution
and access to, all
documents used by the
Council.
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1
Update
Work on this project will
commence following the
appointment of the Project
Manager’s post which is
currently in recruitment.
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Development
Environment:
Dec 2015
Live
Environment:
May 2016
Rollout (Ongoing from):
Aug 2016
TBC
Not included
as a specific
project in the
original
plan
but
has
evolved
following the
confirmation of
Lync as the
preferred UC
platform.
As such, a
budget not yet
assigned.
Appendix A
Business Efficiency and Digital Transformation Programme
Programme Update June 2015
Status
Title
Outcomes
Other services and
corporate processes
reviewed similarly.
Prioritised list
of BPR activity:
July 2015
Planning
BPR
Nicola
Baker
The web forms product “Top
Level” has been procured and
installed. Work continues to
integrate the online payments
facility with the finance
system.
Planning
process
Implementation
Plan agreed
Sept 2015
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Key Planning processes
reviewed,
implementation plan
agreed and rolled out.
The Planning BPR workshops,
facilitated by Ignite, have
commenced and will continue
through June and July.
Other services
and corporate
processes
reviewed from
September
2015.
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We will migrate, as far
as practicable, all paper
based activities to digital
for optimum efficiency
and customer service.
Transition will be
prioritised to deliver
maximum benefits.
Project
Manager
The pilot project to integrate
web based Fly Tipping forms
with the EH system, Northgate
M3, has commenced.
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Electronic
Document and
Workflow
Management
Key Dates
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Update
12
Original
Capital
Estimate
£180,000
Cabinet Expenditure
Approval
To Date
£0
£0
Appendix A
Business Efficiency and Digital Transformation Programme
Programme Update June 2015
Status
Title
Outcomes
6
Management
Information
We will integrate all
mobile devices into the
systems and
infrastructure used
within the rest of the
council including:
Access to the Intranet,
Document Management
System, Unified
Communications and to
back office systems for
field workers.
48 Members’ tablets prepared
and issued with improved
access to the members
documents, the intranet and
performance management
system.
CLT to be provided with
similar facilities in the
immediate future.
Trial installations of Lync, on
Council Tablets and other
mobile devices are included in
the UC pilot.
Initial
Infrastructure:
Dec 2014
We will improve the
ability to work from
home and other
locations where
appropriate.
Developing HR Policy to
support mobile and home
working.
September
2015
We will commission
software and systems
which provide
personalised, up to date
management and
performance information
as a business
“dashboard” which is
configured to the
requirements of the
user’s role.
Project
Manager
Kate
Wilson
Original
Capital
Estimate
£80,000
Cabinet Expenditure
Approval
To Date
£0
£0
£0
£0
User Access:
May 2015
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Field Worker
Access
Systems:
(Ongoing from)
Sept. 2015
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Agile Working
Key Dates
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4
Update
Due to activities in other
projects no further progress on
this project in this period.
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Pilot:
Oct 2015
Julie
Cooke/Alex
Triplow
TBC
£50,000
Appendix A
Business Efficiency and Digital Transformation Programme
Programme Update June 2015
Status
Title
Outcomes
Website on new
technology
E-mail & Messaging
Alerts
Both the back end integration
software and the web forms
software have been procured
and installed.
Project
Manager
Intranet
transfer to new
software
platform:
Winter 2015/16
Luke
Munday
Integration of
Social Media:
Nov 2015
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IT staff training is continuing
and work on the pilot
end-to-end process, which will
link a web form for reporting of
Fly Tipping with the EH
system, has commenced.
Key Dates
Rollout of
webforms:
(ongoing from)
Aug 2015
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We will re-engineer the
existing Website and
Intranet to a single
technology, enabling
efficient development
and deployment of
modern transactional
services. This will
support both the internal
processes of the Council
and the interactions with
service users. The
facilities will act as a
portal for a single route
into the services and
facilities delivered by the
Council.
Work on implementing the
Bookings and Payments
module continues. Work on
the integration with the
Council’s general payments
system has started.
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Web
Technology
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Update
“Webforms” to replace
existing paper forms.
Social Media Integration.
Intranet re-launch.
“My NNDC” User
registration and
management.
14
Citizen User
accounts:
Mar 2016
Original
Capital
Estimate
£145,000
Cabinet Expenditure
Approval
To Date
£149,500
£1,000
Appendix A
Business Efficiency and Digital Transformation Programme
Programme Update June 2015
Status
Title
Outcomes
Website Integrated with
Contact Centre
Social Media Integration
Back Office Systems
Activity Integration
Functionality
Pilot:
Winter 2015/16
David
Williams
This will be followed by further,
more formal demonstrations
as part of the procurement
process.
Website and
Social Media
Integration:
Winter 2015/16
et
Contact Centre system
deployed (initial
functionality pilot only)
Following a number of initial
demonstrations, the top level
requirements have been
finalised and the Invitation to
Tender (ITT) is being prepared
for issue.
Back Office
Integration:
(On-going
from) Oct 2015
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We will migrate user
contact information and
systems to a single,
efficient facility. This will
provide a single view of
all contacts and
activities for users of
NNDC services and
information.
Project
Manager
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Customer
Information
Management
Key Dates
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Update
15
Original
Capital
Estimate
£110,000
Cabinet Expenditure
Approval
To Date
£0
£0
Appendix A
Business Efficiency and Digital Transformation Programme
Programme Update June 2015
Status
Title
Outcomes
Update
Key Dates
Corporate
Geographical
Information
System (GIS)
We will deliver an easy
to use, Council-wide
Geographical
Information System for
use by members of the
public, Council
employees and partners.
The GIS coordinator post
recruitment is in progress.
Initial activities will be driven
by the requirement to upgrade
the Planning system which
forces changes to GIS tools.
This will include provision of
both an internet and intranet
based GIS product.
10
Back
Scanning
We will digitise existing
paper based information
in a standard manner
across the Council.
A draft PID has been
produced which will be refined
to provide the basis of the
formal project to address the
various service requirements
for back scanning.
Initially this will include back
scanning and or disposal of
Planning, EH, HR and
Property document
repositories.
As a part of the project, other
service areas will be identified
and considered for inclusion.
The project solution will
consider future requirements
for integration with document
management and scanning at
point of entry workstreams.
Project
initiation
dependent on
GIS
Coordinator
Start date.
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Prioritise Env health to
free office space for
DWP move
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TOTAL
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Initiate Project
Jun 2015
Project
Manager
Original
Cabinet Expenditure
Capital
Approval
To Date
Estimate
GIS
Not included in
£0
£0
Coordinator original
TBC
programme.
£20,000 now
identified
in
the BTP as
project
has
moved
from
Planning
Service to a
Corporate
lead.
Paul Turner £120,000
£0
£0
Scope
Requirement
July/Aug 2015
Commence
Back Scanning
Sept 2015
£825,000
£234,500
£93,314
Agenda Item No_____12_______
ENFORCEMENT BOARD UPDATE
Summary:
This report provides an update for Members on the work
of the Enforcement Board over the past six months and
also gives an assessment of progress made since the
Board’s inception over two years ago.
In broad terms, at the time of writing, the Board has
considered 127 cases, of which all but six have seen
positive action. In addition to the direct action around
properties, significant amounts of money due to the
Council continues to be recovered in terms of Council
Tax and Business Rates and almost all of the cost
associated with the Board’s work has been or will be
recovered.
et
Across 2014/15, more focus was given to Long Term
Empty properties, and with the subsequent appointment
of the Empty Homes Manager and approval of the
Empty Homes Policy in the year, recommendations are
now made to further progress this area of work.
The Enforcement Board continues to make significant
progress towards its objectives of dealing with difficult
and long-standing enforcement cases and bringing long
term empty properties back into use across all areas of
the District, with both social and economic benefits to
the community, and financial benefits to the council.
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Conclusions:
Recommendations:
1. That Cabinet notes the progress made to
date by the Enforcement Board.
2. That the Empty Homes Manager post is
extended until 31 March 2016, funded from
the New Homes Bonus Reserve.
Reasons for
Recommendations:
1. To ensure appropriate governance of the
Board’s activities.
2. To enable the progress on bringing Long Term
Empty homes back into use to be maintained,
whilst taking account of potential changes in the
New Homes Bonus system.
17
Cabinet
Member(s)
Ward(s) affected
All Wards
Cllr Judy Oliver
Contact Officer, telephone number and email: Nick Baker, Corporate Director
01263 516221
nick.baker@north-norfolk.gov.uk
ENFORCEMENT BOARD UPDATE
Introduction
This is the fifth, six monthly progress update on the work of the Enforcement
Board, which members will recall was set up to tackle difficult, often
longstanding enforcement issues, with an additional focus on Long Term
Empty homes.
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The cases dealt with have involved a wide range of the Council’s services and
the Board was tasked with bringing a focus to each case, by ensuring all of
the Council’s regulatory and enforcement powers were considered, in order to
bring about the most effective resolution to the issue at hand. In addition, it
was expected that there would be some learning across services regarding
better use of data and intelligence and also in terms of best use of all the
enforcement powers available to the Council.
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In terms of empty homes there were, and still are, a number of issues arising
which provided good reason to act. As well as the obvious social advantage,
of utilising as much of the District’s housing stock as possible, thereby
maximising housing provision, many long term empty properties attract New
Homes Bonus to the Council when brought back into use.
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However, in addition to New Homes Bonus, by bringing these properties back
into use, the Council is then able to maximise its Council Tax collection from
the properties in question, on an on-going basis, from them being occupied
and having Council Tax paid. In addition, it is clear that some owners have
historically sought to have their property removed from the Council Tax and/or
the Non-Domestic Rating List with the Valuation Office, thus avoiding any
claim the Council may otherwise have for Council Tax or Non-Domestic
Rates.
Furthermore, empty properties; not only houses but commercial premises and
land; often cause blight to the local neighbourhood, both by looking an
eyesore, and also by attracting anti-social behaviour, pest control issues and
causing potential danger by way of structural instability or being open to
access by children, etc.
Within the District there are also a number of companies and individuals
whose business activities, especially around property ownership, but also in
the areas of environmental pollution, planning and conservation, landlord and
tenant relations and council tax evasion; have a very negative effect on the
local economy and cause risk to others.
The setting up of the Enforcement Board has enabled a different and more
effective approach to be taken in respect of these problems. As well as
18
allowing in some cases, a range of enforcement powers to be used in a
combined manner to solve a problem, the Board has been able to focus on
the most appropriate solution rather than, as has happened historically, a
more haphazard approach to difficult cases.
Dealing with difficult cases in this way has also encouraged more innovative
approaches to the use of the Council’s legislative powers. Whilst this may give
rise to additional risk, much work has been done to ensure enhanced
governance, with significant support from officers in both legal and finance
teams.
Whilst Members do not routinely sit at meetings of the Enforcement Board,
because of legal sensitivities around enforcement decisions; where decisions
have a wider implication and/or risk, CLT and or relevant members are
involved in the decision making process. Other decisions are taken under
officer delegated powers.
2
Progress update
2.1
General
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In addition to the six monthly update to Cabinet, relevant local members and
Group Leaders are kept informed of progress on the individual cases being
dealt with by the Board.
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Since its inception in December 2012, the Board has continued to meet
fortnightly to ensure that good progress continues to be made across the full
range of cases under consideration.
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In terms of property related cases, the Board has considered 127 cases since
its inception, with another 14 being brought to the Board since the last update
report. There has been a significant degree of success, with action unable to
be brought in only six cases.
More details of the majority of cases are provided in Appendices 1 and 2.
2.2
Long Term Empty Homes (LTEs)
2.2.1
Empty Homes Manager Post
In order to help drive forward work in this area, the Empty Homes Manager
post was created in June 2014. The costs of the post (£48,600 pa including
on costs) and is funded until September 2015 on an invest to save basis from
the New Homes Bonus (NHB) Reserve, based on the level of NHB achieved
from bringing LTEs off the Council Tax Register.
The purpose of the post is to reduce the number of long-term empty dwellings
across the District. This will be achieved through coordinating cross-council
working on empty homes, developing tailored interventions for empty
properties and providing a better links between key stakeholders with an
interest in empty properties.
Since the creation of this post, LTEs have fallen by 96 to a figure of 518 at 1 st
June 2015. Whilst the number of empty homes will fluctuate due to normal
market forces, with properties leaving the list and new ones coming on, the
Empty Homes Manager, working closely with other colleagues, has delivered
the removal of at least 72 LTEs from the list. Importantly, and in addition,
19
many potential LTEs have also been prevented from reaching that status, by
closer liaison with the owners.
To put this perspective, the New Homes Bonus (NHB) for which the Council
budgeted in 2014/15 was based on 210 properties, made up of an increase in
new build properties by 180 and a reduction of 30 long term empty properties.
In 2015/16 the target has increased to 310 properties (280 new build and a
reduction of 30 long term empty properties).
On the current methodology we receive approximately £6,600 per property
(based on a Band D property) through the New Homes Bonus, which is
payable across 6 years. However there is some risk that the scheme may be
changed by government, which could reduce this amount.
In addition to New Homes Bonus, properties that are also brought back into
use enable the Council to maximise its Council Tax collections by establishing
normal and on-going payments by the owners or occupants.
et
There is little doubt that the above the successes have, to some extent,
represented the ‘low hanging fruit’ and the challenge moving forward, is to
sustain the downward momentum in LTE numbers with those properties that
will be more difficult to deal with. That said, the effort that has gone into
developing a more cohesive approach, across traditional service boundaries,
will now bring these properties into easier reach.
in
There are already properties in the pipeline that are the subject of discussion
between owners and the Empty Homes Manager and the current open case
list stands at 79 out of the overall figure of 518 LTEs on the list. It is believed
that a minimum target for LTE reduction via this route is 22 properties.
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In addition, many properties will come onto the LTE list during the year and it
is anticipated that around 100 will be contacted by the Empty Homes
Manager as a result, in order to try and move them on quickly. Other
longstanding properties will also be targeted for the first time as officers gain
owner contact details etc.
As stated above, the post is currently only funded until September 2015 and it
is therefore recommended that, in order for this important work to continue,
the post is extended for a further year, to September 2016.
2.2.2 Improved Working on LTEs
As a result of the work carried out, we also now have Heads of Terms agreed
with Broadland Housing Association, which will enable the use of Empty
Dwelling Management Orders (EDMOs) in the District. A number of properties
will be the subject of this course of action, where the empty property is
effectively, handed over to a Registered Provider for use as social housing
stock for up to seven years.
In addition, our internal processes have been streamlined to ensure we are
more efficient in dealing with properties that become empty, and returning
them to use as quickly as possible, before enforcement action is required.
There has been better analysis of the Council Tax database and we will look
to further improve our use of other data sets to inform our enforcement
approach.
A considerable amount of work has gone in to improving the identification of
long-term empty properties and establishing and maintaining contact with
20
owners. An automated 3-stage review process identifies owners who need
help at an early stage and non-respondents are then advised of the legal
options open to the Council for properties that remain empty unnecessarily.
Cases are then brought to the Enforcement Board for formal action.
Further work has been undertaken to make it easier for the public to report
empty properties through an online form on the Council’s website and owners
of empty properties can register with the Council’s free online Property
Matching Service that seeks to put owners of empty properties in touch with
potential buyers specifically looking for such properties.
A recommendation is made for the extension of the Empty Properties
Manager post for a further six months. This will allow better understanding of
any changes around the New Homes Bonus or legislation relating to bringing
LTEs back into use. A further review will be made in early 2016
2.3
Difficult Enforcement Cases
et
As mentioned above, as well as the empty homes issues, the Enforcement
Board was also charged with dealing with a number of cases which are more
complex in nature and range from properties causing long term or significant
blight, as opposed to merely being empty, through to people with large and
potentially deliberate debts to the Council, and often illegal business activities,
that cause for example, a high risk of pollution or are putting jobs at risk.
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Often, a cross-service approach is the only way forward and it is clear that
many of these cases require high levels of formal intervention, sometimes
with outside agencies, such as the Environment Agency, finance or utility
providers, and using works in default powers available in some of the
legislation enforced by the Council.
Our focus has been and will remain on those cases where the Council’s
intervention will give us the best chance of securing an improved position in
terms of local environment, safety, revenue collection and or reputation.
Many of the case examples are summarised in Appendices 1 and 2 attached,
although some are not in the public domain because of associated legal
issues.
3.
Future Working
3.1
If the recommendation regarding an extension of the funding of the Empty
Homes Manger post is approved, it is intended to that the Empty Homes
Manager will continue to develop more joined up approaches across the
Council’s services and potentially, with other agencies, including intelligence
gathering and data sharing around empty properties. This will be in addition
to the ongoing work around individual cases.
3.2
As part of this process, we will also seek to bring properties that have been
taken out of Council Tax banding, back into charge and for further action to
be taken to encourage occupation. There has been some engagement with
the Valuation Office, although data sharing with this agency has been
extremely difficult to resolve.
21
The potential for Compulsory Purchase still exists where all reasonable legal
powers have been exhausted and as expected, cases which require this level
of action have come forward, with four potential CPOs currently under
consideration. As these are developed, separate reports will be brought
forward for Cabinet’s consideration due to the financial issues involved.
3.4
A high profile for the work of the Board is being maintained with the local
media. This ensures that all property owners are made aware of the Council’s
intention to take action wherever appropriate and that local communities are
aware that issues they are raise with the Council are being addressed.
4.
Performance Management
4.1
Local members have continued to be kept informed of cases being taken
forward in their wards and Group Leaders are also being kept informed of all
cases. This continues to be well received.
4.2
Where appropriate, Town and Parish Councils are also kept informed of
progress and where there is an obvious legal risk or implication, the relevant
Portfolio holder is also informed, as well as the local member and CLT.
5.
Financial Implications and Risks
5.1
The work of the Enforcement Board is partly driven by the need to maximise
revenue from both Council Tax and, for Long Term Empty Properties, the
New Homes Bonus scheme. Significant contributions have already been
made by bringing properties back into use and or back into Council Tax
banding, in the two years the Board has been working
5.2
As has been stated above, a number of these properties give rise to local
blight and therefore an expectation from local communities on the Council to
resolve the issues, with accompanying reputational risk if we do not act.
5.3
It is however, also important that we act sensitively in some cases, and that
we adhere to our own Enforcement Policies in terms of proportionality of
approach.
5.4
There is also a reputational risk involved, if we lose legal action. Whilst this
can be mitigated by good process, evidence gathering, etc, we are seeking to
be innovative in our use of legal powers and we may not always win the case
at hand.
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3.3
The use of the Council’s powers in different ways will almost certainly cause
some complaint from those who have not previously seen direct action from
the Council in respect of the issues concerned.
It is therefore essential that we ensure both the technical and legal processes
used are sound and that, in terms of our reputation, our rationale for action is
clearly understood.
5.5
There is, in some cases, a risk of not being able to recover costs; for both
officer and legal costs, and where works in default are undertaken. However,
these risks are being mitigated, through good intelligence and evidence
22
gathering and ensuring that the correct legal processes are followed during
any action taken.
In addition, where necessary, valuation advice is taken to ensure that there is
enough value in a site against which to provide proceeds of an enforced sale
if necessary to recover costs.
These additional processes will inevitably add to the time taken to resolve the
issues at hand which can also be a source of reputational risk.
In addition, it should be noted that all expenditure allocated to the
Enforcement Board Reserve is approved by both the s151 Officer and the
Corporate Director.
The Enforcement Board Reserve covers the costs of dealing with these cases
and in general, most of the costs concerned are recovered. However, we are
now starting formal action on a number of cases where some work is simply
not recoverable and both members and key senior officers will be consulted in
such circumstances.
5.7
There has been the need for significant additional legal input to the cases and
although much of the cost is recovered, this has been underwritten by the
Reserve.
5.8
The table below shows the current position regarding works in default and
other outstanding costs owed for the cases considered by the Board to date.
Costs
Outstanding
(Actual/Potential)
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Case and
Action Taken
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5.6
2 Seastone
Cottages
Weybourne
Housing Act
Works in Default
The Coach
House
Melton Hall
Housing Act
Works in Default
Officer Costs
£36k
£29,000
Recovery
Action Route
Estimated
Timescale
Local Land
charge
Enforced sale
Awaiting decision
of the Residential
property Tribunal
following appeal
by owner
Local Land
Charge
Recovery from
person receiving
rent.
Rent now being
collected by
NNDC from
tenant.
3 months
County Court
Judgment being
pursued against
agent
23
6.
Sustainability
The only sustainability implications directly resulting from this report are
around better use of existing housing stock, as opposed to new build and
therefore the potential use of green field sites.
7. Equality and Diversity
There are no equality and diversity implications directly resulting from the
recommendations or options considered in this report.
8. Section 17 Crime and Disorder considerations
Some of the work being undertaken by the Board has a direct link to criminal
activity, around deliberate Council Tax avoidance. In addition, a number of
empty properties have been associated with anti-social behaviour, which of
course will be removed when properties are brought back into use.
9. Conclusions
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The Enforcement Board continues to make significant progress towards its
objectives of dealing with difficult and long-standing enforcement cases and
bringing long term empty properties back into use across all areas of the
District, with both social and economic benefits to the community, and
financial benefits to the council.
24
Appendix 1
Key Activity on Long Term Empty Properties (as at 12 June 2015)
Note: this is not an exhaustive list of cases, as some issues legally sensitive
and therefore not for publication.
Issues
Action
56 Beeston
Common,
Sheringham
Dilapidated,
overgrown garden
Empty for over 10
years
Current correspondence with owners’
solicitors advises properties now
being marketed.
55 Beeston
Common,
Sheringham
Dilapidated,
overgrown garden
As above.
35-36 Beeston
Common,
Sheringham
Extremely dilapidated
Empty for over 10
years
Sold further to pressure by the Legal
Team with new owners to commence
works in the near future.
1 and 2 Church
Cottages, West
Runton
Dilapidated and in
poor repair.
Overgrown and untidy
garden, attracting
anti-social behaviour,
local blight.
s215 Notice served and garden
cleared to discourage anti-social
behaviour.
Housing Act Improvement Notices
served, requiring works to commence
October 2013.
Renovation works complete; both
properties currently for sale.
Empty since 2001
Dilapidated and in
poor condition
detracting from
neighbourhood
amenity
Empty Property –
deteriorating and
attracting anti social
behaviour
Works due to be completed in July
2015 with a simultaneous sale to a
couple who intend to move straight in.
Listed building in
prime site, empty for
c20 years, in poor
condition detracting
from neighbourhood
amenity.
On English Heritage
Properties At Risk
Register.
No works being undertaken following
service of Listed Building and
Housing Notices and Legal pressure,
works in default threatened.
Property sold as a result and full
restoration now underway by new
owners following the granting of
planning permission and listed
building consent.
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Property
37 St Giles Road,
Swanton Novers
24 Corbett Road,
North Walsham
Clarence House,
The Buttlands,
Wells next the Sea
25
Works carried out by the owner.
Empty since 1974
Empty since October
2010
Housing defects
Untidy and overgrown
garden detracting
from neighbourhood
amenity
Owner has complied with Notice and
has potential tenants.
Further blight issues - s215 Notice
served and now complied with.
22 All Saints Close,
Weybourne
Empty since
approximately 2001
Untidy forecourt and
garden detracting
from neighbourhood
amenity
Housing defects
Owner has complied with the Housing
Act Notice and has now moved back
in to the property following.
discussions with the Empty Homes
Manager and the threat of EDMO.
2 Seastone
Cottages,
Weybourne
Empty for 16 years
Dilapidated property
with significant
defects
No works undertaken by owner.
Council has completed works in
default.
Owner invoiced November 2014.
Appeal to RPT and decision
imminent.
33 Oak Street,
Fakenham
Empty since
approximately April
2008
Property very
dilapidated.
Owners not responding.
Warrant obtained to undertake
valuation survey.
Potential buyer sourced.
Tracing agents being used to contact
owners.
Potential CPO with back to back sale
if voluntary offer refused.
1-4 The Cottages,
Tattersett
Dilapidated Listed
Buildings
Housing Act and Building Act Notices
served requiring urgent remedial
works to make properties safe.
Vulnerable tenants vacated to safe
accommodation.
Owner sought to comply with the
Notice.
Listed Building Notice served
Property sale now almost complete
and new owner seeking full
renovation.
Orchid Lee, Sandy
Lane, West Runton
Empty for
approximately 15
years due to probate
issues
Dilapidated condition
detracting from
neighbourhood
Legal pressure applied to owner’s
solicitor, probate obtained.
Property placed on market in May
2014 and now sold with completion
due by the end of November with the
intention to fully renovate.
Renovation works well underway
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36 Beck Close,
Weybourne
26
Trafalgar Court,
Mundesley
Significant residential
property in extremely
dilapidated condition
detracting from
neighbourhood
amenity
Unfit for habitation
Previous pest
infestations
On-going liaison and pressure from
Council on Management Company
appointed by the Land Tribunal, and
owners.
Fire Service Prohibition Order to East
Wing removed. Works to common
areas nearly complete.
Council Tax bills issued to all
properties.
All flats now in full charge and Council
Tax up to date.
Survey and costing information
completed for complex and lengthy
works.
s79 Building Act Notice served June
2013 giving 9 months to complete
work and no appeal received.
Tenders drawn up to do works in
default if Notice not complied with.
Work commenced February 2014 will
be monitored for progress.
Only 10% of work completed
September 2014.
Works in Default authorised subject to
valuation and Cabinet approval, due
to cost of works.
Valuation not sufficient to cover works
required.
Action under Filthy and Verminous
Premises legislation ongoing.
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Leighton House, 1113 St Mary’s Road,
Cromer
amenity
Prominent former
hotel converted into
flats
A number of flats
unoccupied since
2010
Eyesore property in
prime location on
coast road.
Little London
Cottages, Town
Close Lane,
Corpusty
One completed, one
partially completed
houses, left empty
since early 1990s
The Sheiling,
Horning
Long term Empty
Property in poor
condition subject to
probate issues
1 and 1a Victoria
Lane,
Fakenham
Long term Empty
Property in poor
condition
19 Holt Road,
Cromer,
Long term empty
home in poor
condition, significant
27
One of the pair of cottages occupied
from October 2014. Occupants also
own adjoining property and have
indicated their intention to revise their
original planning application to extend
the kitchen. Empty Homes manager
to keep pressure on with threat of
EDMO
Legal pressure applied, probate
confirmed and advised works nearly
complete.
Property reoccupied November 2014
Legal pressure applied and the
property was marketed. A purchaser
has made an offer on the property,
and the conveyancing process is
currently taking place.
s215 Notice Served, threat of works
in default has secured works, now
largely completed.
accumulation of
building materials,
detracting from
amenity of local area
Long term empty
home in dilapidated
condition detracting
from amenity of local
area and Council Tax
issues
Considered not expedient to take any
further action
2 and 2a Stirling
Road, Sculthorpe
Unfinished ‘new build’
properties, middle
and end terrace.
37 Beeston Road,
Sheringham
Empty for 10 years
Neighbour complaints
received regarding
damp
Agreement reached with RP, will be
passed for EDMO for social housing
use.
Interim EDMO being applied for.
Probate has been granted and
continuing to chase Estate Agents /
solicitors to put property on the
market.
21 Alfred Road,
Cromer
Long Term Empty
property since 2005
Laurel Farm, Hall
Road, Northrepps
Long Term Empty
property for
approximately 10
years, derelict and
dilapidated condition
Long Term Empty
property
28 Church Street,
Northrepps
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Pressure applied to owner by Legal
and Fraud Teams, successfully
resulting in payment of correct
Council Tax.
s215
Notice
served
requiring
clearance/demolition.
Probate granted and property is
currently being cleared and going to
Auction in July
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Crimond, Norwich
Rd, Cromer
40 Larners Hill,
Northrepps
Long Term Empty
property for
approximately 3 years
4 Sculthorpe Lodge,
Breck lane, West
Barsham
Property out of
banding since 2007
28
Property owned by a family trust
Empty Homes Manager currently
trying to establish options with Trust.
Property is in Trust.
s215 notice warning letter sent to
Trustees and complied with as work
to tidy outside has been completed.
Property to be refurbished and Empty
Homes Manager to continue to apply
pressure to complete.
Ongoing discussions with Trust
Solicitors to ensure that property is
put up for sale in the near future.
Informal request exterior is tidied.
Empty Homes Manager keeping up
pressure through Trust Solicitors as
owners stated intention to refurbish
and re-let.
Building Act letter sent.
Owners have confirmed they are
looking to move in once works
completed.
Completion Notice will be served
once works have started.
Environmental Protection Team to
continue to visit and inspect.
Property empty since
2013
Building Act Notice to be served
giving a Schedule of Works and
Demolition options.
25 Holt Road,
Langham
Long Term Empty
Property
NNDC to inspect with Building
Surveyor under Building Act before
progressing.
Likely Building Act Notice.
Empty Homes Manager attempting to
negotiate voluntary agreement with
owner to expedite matters.
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East View, Helena
Road, Walcott
29
Appendix 2
Key Activity in Non-Residential Cases Considered (as at 12 June 2015)
Note: this is not an exhaustive list of cases, as some issues legally sensitive
and therefore not for publication.
Issue
Long term storage of
c600,000 tyres, giving
rise to environmental
risk.
Action
The site received a Planning Refusal for
continued storage of the tyres in 2013
Site owner has applied for Planning
permission for a tyre recycling plant to
process the stored tyres and further
feedstock.
Planning Enforcement Notice served for
phased removal of tyres over three years.
NCC granted Planning approval for tyre
shredding plant
Associated Permit under consideration by
the Environment Agency.
Planning appeal submitted and following
subsequent Legal advice the original
notice was withdrawn and a new notice
was re-issued with the same compliance
period. Likely to receive a further planning
appeal.
Star Yard,
Fakenham
Dilapidated garage in
dangerous condition
detracting from
neighbourhood amenity
Survey
and
costing
information
completed.
s79 Building Act Notice (Dangerous
Structures,
Dilapidated
Sites
and
Unsecure Premises) served June 2013.
Works not completed.
Tenders progressed for required works in
default but delayed by change of
ownership.
Works in Default now under reconsideration.
Long term (over 10
years) derelict property
in prime position,
detracting from local
amenity.
Toilets previously
transferred to current
owner to assist
development.
Survey
and
costing
information
completed.
s79 Building Act Notice (served January
2014.
Owner has confirmed he will demolish
property, but cannot develop it out.
Demolition completed September 2014.
Cabinet approval to acquire the site and
landscape for public use received
November 2014.
Valuation and conveyance completed
April 2015.
Plans for landscaping of site now being
worked up.
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Property
Tyre Storage
Tattersett
Business Park
4A Market
Street, North
Walsham, and
adjacent toilet
block.
30
Sutton Mill
Potentially Dangerous
structure that is
dilapidated and also of
important historic status
as a Listed Building
Initial Building Act (public safety)
involvement from Environmental
Protection. Subsequent Conservation
Team input to oversee work.
Mill cap removed and temporary cap
installed September 2014.
Ongoing Conservation work to achieve
restoration.
Owners have been given until 30th April
2016 to complete recording/survey work,
apply for permission/consent and to carry
out enabling works. They then have until
30th April 2017 for full reinstatement. In
the event of progress not being made, a
Listed Building Enforcement Notice will
be served.
Laundry Loke
North
Walsham
Derelict partially
cleared industrial site.
Potential danger from
unauthorised access,
loss of local amenity.
Buildings
Adjacent to
Kings Head
Hotel,
Hoveton
Long term empty
commercial buildings,
in poor condition,
detracting from local
amenity in prime
tourism site
Enforcement action under Planning
legislation s215 has secured some minor
work but still non-compliant
Structural survey and valuation
completed.
Prosecution for non-compliance with
Notice to be heard on 2 July 2015.
et
Long term empty
property in poor
condition in prime
location.
in
Former
Shannocks
Hotel,
Sheringham
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Fencing being attended to, to prevent
access, all loose material being removed
from site.
Further works agreed for site but held in
abeyance pending planning application.
Works have been completed.
Changes in ownership delayed progress
but condition survey and access ordered
for June/July 2015 to ascertain position
regarding structural and dilapidation
issues, with a view to serving Building Act
Notice requiring renovation/demolition.
Liaising with Broads Authority on planning
matters.
1-4 Maryland,
Wells next the
Sea
Long Term Empty
Commercial units in
poor condition
Valuation survey completed.
31
Agenda Item No___13_____
Environmental Health IT System
The Environmental Health IT system contract has
expired. This report seeks cabinet approval to procure a
replacement Environmental Health IT system contract
for a 5 year term with an option to extend for additional
3 years.
Options considered:
Option 1 - Undertake full procurement process with
expressions of interest being invited through
advertisement and all respondents considered through a
selection process.
Option 2 – Procure a system through one of the
available Framework contracts.
Conclusions:
The current Environmental Health Software system
contract has expired and cannot be extended further as
it has already been extended to the maximum period
allowed under procurement rules.
et
Summary:
in
The functionality of the current software system has
been used extensively to drive efficiency and reduce the
reliance on paper files. Any alternative system should
maintain or enhance that functionality.
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The procurement process should have regard to the
Technology Baseline Plan within Business
Transformation to minimise the inclusion of feature s
that will be delivered corporately though Business
Transformation
Recommendations:
Reasons for
Recommendations:
It is recommended that:
1. Officers are authorised to proceed with
procurement of a replacement Environmental
Health IT system based on Option 1.
2. Delegated authority is given to the Corporate
Director to approve the successful tender and
contract terms to allow the implementation of
the procured system.
3. Cabinet recommends to Full Council the
approval of a capital budget of £150,000 for
system implementation.
To ensure that the procurement process allows flexibility
in the procured system to reflect the needs of the
service and those of Business Transformation and to
meet procurement requirements of the Councils
Standing Orders.
32
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)
N/A
Cabinet Member(s)
Ward(s) affected
Mr T FitzPatrick
None
Contact Officer, telephone number and email:
James Wilson 01263 516274
Steve Hems 01263 516182
Introduction
1.1
Environmental Health has been running the Northgate M3PP product since
2007 as the database holding all of the workload records and documents. The
system has been enhanced significantly over this period and provides
functionality for the range of functions the service provides from managing
trade waste contracts, day to day customer enquiries and risk based
inspections programmes.
1.2
The contract has been extended as part of the original tender options but this
period is now ended. It is not possible to extend the contract further due to
general principal in procurement rules that contracts should be subject to
competition at least once every eight years. Although the current supplier has
allowed the continued use of the system this is not sustainable and presents
a risk to the effective management of the Environmental Health Service due
to the level of reliance on the system for record keeping and process
management.
1.3
There are a number of software suppliers who provide Environmental Health
IT systems and therefore it is intended to procure through the market.
1.4
In considering any new system it is important that the current level of
functionality is not compromised and that any system maintains or improves
the current level of efficiency and effectiveness in managing service delivery.
2.
Market testing
2.1
Officers have been investigating a number of software providers and the
products that they offer. Products which did not cover all of the aspects of
Environmental Health and waste services were not investigated further.
2.2
Following on from this research a number of suppliers were invited to provide
overview demonstrations to users from the EH service and colleagues from IT
have been undertaking some soft market testing and demonstrations of the
systems on the market that can currently provide the functionality needed to
maintain the existing service levels.
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1.
33
2.3
Indicative costings have been provided by two of the software suppliers as
part of the soft market testing process. These are discussed in Financial
Implications and Risks section of the report.
3.
Procurement Options
3.1
Full procurement with requests for expressions of interest being invited
through advertisement and all respondents considered through a selection
process. It is likely that expressions would be received from providers who
would not be able to provide functionality across all areas of the EH service. A
full expressions of interest process would ensure that all potential suppliers
could tender for the contract but would ensure full competition. This option
would probably take greater time to undertake to award of tender stage due to
the potential number of tender submissions.
Use of Government Framework procurement system would enable the
speedy selection of appropriate suppliers as those on the frameworks are
compliant with procurement rules. Two of the procurement frameworks
contain suppliers of Environmental Health systems. These are the G-cloud
and Local Authority Software Applications Framework.
3.2
Budget Provision
4.1
The existing budget for the current EH IT system is approximately £20,000
per annum which includes the software licenses and a number of consultancy
and development days, which are used on an as needed basis.
4.2
It is not anticipated that there will be any significant change in the revenue
costs associated with the procurement of a new contract irrespective of
supplier chosen based on the soft market testing process.
4.3
There is no budgetary provision associated with the implementation of a new
EH IT system. As part of the soft market testing process indicative costs were
obtained for data migration, project management, training and implementation
of new software. In combination with the costs of required hardware, staff
backfill and other costs the total year one costs are estimated to be in the
region of £150,000.
4.4
There will be a need to make an appropriate provision for capital expenditure
to allow for appropriate system implementation.
5.
Conclusion
5.1
The current Environmental Health Software system contract has expired and
cannot be extended further.
5.2
The functionality of the current software system has been used to drive
efficiency and reduce the reliance on paper files. Any alternative system
should maintain or enhance that functionality.
5.3
The procurement process should have regard to the Technology Baseline
Plan within Business Transformation to minimise the inclusion of feature s that
will be delivered corporately though Business Transformation
5.4
It is considered that both of the above options would enable the procurement
of a suitable IT system for Environmental Health to be undertaken in
accordance with standing orders.
5.5
The selection of option should take into account; the time taken to complete
each option, the amount of flexibility each option provides on features and
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4.
34
functionality of the system to reflect Business Transformation requirements
and whether the option secures value for money.
Implications and Risks
6.1
There is a risk that the current provider may withdraw the system.
6.2
Should the procurement process result in a change of supplier there will be
staff resource required associated with both the implementation of the
system, data migration and training of all current users on the new system.
There will also be resource needed from IT to support implementation.
6.3
Implementation of an alternative IT system would be disruptive in terms of
service delivery for a period of time. This is likely to be caused a number of
activities associated with the implementation from data migration and testing.
6.4
Business Transformation will introduce a number of technology elements
across the business to enable the channel shift to more efficient methods of
customer interactions and workflow management. These include
transactional website, document management, customer interactions and
mobile applications.
7.
Financial Implications and Risks
7.1
There are significant costs associated with the implementation of any new IT
system. These are predominantly broken down into the following areas.
7.2
Implementation – the cost of installing new servers, software, building new
connectors to allow systems to interact.
7.3
Data migration – to be effective all current records have to be transferred to
the new system with data fields mapped across to ensure that the
functionality. This is often both costly and time consuming.
7.4
Staff training and familirisation – all staff will need to be retrained to use any
new system. Even following training there will be a period, as staff become
familiar with using a new system, where data entry and system use is less
efficient.
7.5
As part of the soft market testing process indicative costs were received
some indicative costs for data migration, project management, training and
implementation of new software. In combination with the costs of required
hardware, staff backfill and other costs the total costs are estimated to be in
the region of £150,000 in the first year.
7.6
There is no current budgetary provision for the system implementation which
represents a risk to the Council.
7.7
It is therefore requested that budgetary provision is made from the capital
budget for up to £150,000 to cover the implementation costs.
8.
Sustainability
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6.
None
9.
Equality and Diversity
None
10.
Section 17 Crime and Disorder considerations
None
35
6th July 2015
Cabinet
Agenda Item No_____14________
Former Northfield Road surgery premises, North Walsham
This report proposes that the District Council registers its
interest with NHS England Property Services in purchasing the
freehold of the former Northfield Road surgery premises. This
would enable to Council to facilitate the provision of a
“community hub” facility for voluntary and community
organisations providing services to the local population in and
around North Walsham in conjunction with the North Norfolk
Community Transport Association; pending preparation of a
detailed business case and report for discussion / approval by
Cabinet at its September meeting.
Conclusions:
The report proposes that the Council registers its interest in
purchasing the former Northfield Road surgery premises in
North Walsham with NHS England Property Services and
seeks to develop a detailed business case so as to inform the
basis of an offer for the premises, a decision in respect of
which would be agreed at the September meeting of Cabinet.
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Summary:
Recmmendations:
That Cabinet agrees:1) that the District Council registers its interest with
NHS England Property Services in purchasing the
freehold of the former Northfield Road surgery
premises in North Walsham by 9th July 2015;
2) that the Council seeks to develop a detailed
business case in conjunction with North Norfolk
Community Transport Association regarding the
future development of the premises as a
community hub facility for voluntary and
community organisations providing services to the
local community in North Walsham. This report to
be prepared over the period to end of August in
order to inform a further report to Cabinet in
September.
Cabinet Member(s)
Wards affected:
Contact Officer,
telephone number
Cllr John Rest
North Walsham
Steve Blatch
01263 516232
and email:
steve.blatch@north-norfolk.gov.uk
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6th July 2015
Cabinet
Summary:-
1.1
The District Council has been approached by the North Norfolk Community Transport
Association (NNCTA) regarding the potential of the former Northfield Road surgery
premises in North Walsham being developed as a community hub facility – ie shared
offices, for voluntary and community organisations providing services in the town.
1.2
The premises has recently been declared surplus by NHS England Property Services,
which is required initially to advertise the premises for sale / lease to other public sector
organisations, before marketing more widely for sale / redevelopment.
1.3
This report therefore recommends that the District Council registers its interest with NHS
England Property Services in acquiring the property for use as offices for a number of
voluntary and community organisations understood to be seeking accommodation in the
town from which to provide services to the local community. A detailed business case
will then be developed during July / August to inform a further report to Cabinet at its
meeting of 7th September 2015, with the objective of the Council making a formal offer
for the property before the end of September.
2.0
Background:-
2.1
The Northfield Road surgery premises occupies a site of approximately 0.4 hectares (1
acre) to the south of Northfield Road, approximately 500 metres north-east of North
Walsham Market Place (town centre). The site accommodates an “H-shaped” single
storey brick building with pitched tiled roofs, with the inter-connected area having a flat
roof with roof-lights. The building sits at the centre of the site, with a large area of
parking to the north and east of the building and a large grassed area to the south.
Adjoining properties are all residential in nature, with the garden of the Beechwood
Hotel, which fronts onto Cromer Road, forming a large part of the southern curtilage of
the site.
2.2
The Northfield Road surgery premises has not been used as a health facility for some
years, most recently being occupied as offices until April 2014 by Norfolk County
Council’s Children’s Services teams.
2.3
The North Norfolk Clinical Commissioning Group is understood to have declared the
property surplus to local health requirements in late March of this year, since which time
NHS England Property Services have advertised the property as available for sale or
lease to other local public sector organisations, with expressions of interest invited to be
submitted by Thursday 9th July 2015.
2.4
The NNCTA is a successful and expanding third sector organisation providing a range of
services to the community in North Walsham and the wider North Norfolk area –
including community transport services, transport of patients to local doctors’ surgeries
and hospitals, contracted mini-bus services and apprenticeship / return-to-work training
opportunities. At the present time, the NNCTA occupies offices on the first floor of the
North Walsham council offices building, but through a combination of circumstances
including the organisation’s expansion and the District Council’s proposal to sell the
council offices building to J D Wetherspoon, NNCTA have considered relocating their
office operations to alternative accommodation in the town.
2.5
NNCTA therefore see the potential of the former Northfield Road surgery premises in
being able to provide their organisation, and a number of other voluntary and community
organisations providing services in North Walsham; with flexible and accessible (being
on a single level) accommodation where there can be elements of private – ie lockable
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6th July 2015
Cabinet
offices for occupation by single organisations, and shared space – ie meeting rooms,
toilets, kitchens etc for use by a number of organisations with similar objectives.
NNCTA has therefore sought professional valuation advice regarding the former surgery
premises but, in arranging access to the property, has been advised by NHS England
Property Services that to bid for the premises at this stage it would be necessary for their
organisation to work with a local public sector partner who could “front” any proposal.
2.7
NNCTA has recently approached the District Council about the possibility of developing
a partnership proposal to acquire the premises for a shared community hub facility
providing office accommodation for a number of local voluntary and community
organisations, all of whom recognise the need to pay a commercial rent for
accommodation in the town but see the value of sharing costs / overheads in respect of
basic amenities such as toilets, kitchens and meeting rooms within a shared office
environment.
3.0
Project Proposal
3.1
The District Council believes the proposal to establish a community hub facility through a
number of local voluntary and community sector organisations sharing offices in the
town has the potential of delivering positive outcomes for the local community. It is
therefore recommended that Cabinet indicates its agreement to the Council registering
its interest in purchasing the former surgery premises with NHS England Property
Services by 9th July 2015 and advising that it would wish to work up a detailed business
case over the July / August period and receive a detailed report at its meeting on 7 th
September 2015. Following this, the Council could make a formal offer for the property,
which if accepted by NHS England Property services could be taken forward quickly so
as to establish the community hub facility before the end of the calendar year.
3.2
Whilst the property is considered to be of sound structural condition, the interior of the
property is dated and would require internal redecoration and floor coverings throughout.
Further to date no inspection or testing of heating and electrical systems have been
undertaken within the building. It is therefore recommended that the preparation of a
detailed business case for the project assesses these costs and informs any offer the
Council feels able to make for the property and considers such costs alongside the
rental income which might be derived from the property, so that the Council is able to
take an informed decision on whether to proceed with the project proposal.
4.0
Next Steps
4.1
If Cabinet is minded to support the recommendation that the District Council should seek
to enter into a partnership arrangement with the NNCTA to develop and take forward a
North Walsham community hub project proposal, the following actions would be
progressed by officers:-
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2.6

Develop a detailed business case for the proposal over the period July / August to
include a valuation and structural survey of the property, an understanding of any
costs required to bring the property back into use which would inform the value of
any offer made for the property, and an assessment of operating costs and rental
income which could be earned from the property.

Consider the potential of accessing sources of grant or external funding to support
the establishment of the community hub proposal
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6th July 2015
Cabinet

Subject to any proposal being shown to be a sound investment decision for the
Council, prepare a detailed report for the September meeting of Cabinet seeking
authority to submit an offer for the former Northfield Road surgery premises to
NHS England Property Services.
Financial Implications and Risks
5.1
The financial issues and risks to the Council associated with this proposal are yet to be
considered in detail; this report only seeks authority from Cabinet to register the
Council’s potential interest in purchasing the former surgery premises with NHS England
Property Services and proposes that a detailed business case for the project proposal is
developed over the next couple of months for presentation and discussion by Cabinet at
its September meeting.
5.2
Registering an interest will not commit the Council to any purchase, although there will
be some modest costs incurred in the preparation of the business case, such as the
survey works. It is not considered however that these costs would exceed £5,000 and at
this point in time could be funded from within existing resources.
5.3
The former surgery premises is considered to be structurally sound and capable of
occupation without significant capital expenditure beyond internal redecoration and
provision of new floor coverings, although more will be known following receipt of the
structural survey. However, as noted at paragraph 3.2 above, detailed testing /
assessment of heating and electrical systems is recommended to inform any decision to
make an offer for the asset.
5.4
Initial work undertaken by the NNCTA has identified a number of voluntary and
community organisations providing services in North Walsham which would be
interested in occupying space within any hub facility developed, all of which understand
the need to pay commercial rents for office accommodation to support their operations,
rather than accommodation being provided on a subsidised basis. In this respect, it is
believed that there would be a strong demand for office accommodation within the hub
facility allowing the Council to obtain a return on any investment, whilst at the same time
facilitating improved service delivery and outcomes for local people receiving services
through local voluntary and community organisations.
6.0
Sustainability
6.1
The proposal to establish a voluntary and community sector hub facility in north
Walsham shared by a number of organisations providing valued local services to the
local community is an innovative proposal which would seek to support value for money
delivery of local third sector organisations. The proposal is therefore founded upon
strong sustainable development principles/
7.0
Equality and Diversity
7.1
This report does not raise any issues relating to Equality and Diversity.
8.0
Section 17 Crime and Disorder considerations
8.1
This report does not raise any issues relating to Crime and Disorder.
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39
Agenda Item No___15_________
Disposal of Council owned land at School Close, Knapton
This report seeks approval to dispose of part of
the Council owned retained Housing Site at
School Close to a Registered Provider, by private
treaty in order to provide eight affordable housing
units.
Options considered:
Three options were considered:
Option 1: Not to dispose of the site. This option
is not recommended as it would result in a lost
opportunity for the District Council in its aspiration
to provide required local affordable housing need
and would result in the loss of a capital receipt.
Option 2:
To dispose of the site with no
consideration being received. This option is not
recommended as it needlessly denies the District
Council a capital receipt. Whilst there may be
local and community considerations, these are
required to be balanced by certain policy
requirements of the District Council, including the
Disposal, Investment and Acquisition Policy and
the Asset Management Plan.
Option 3: Recommend the disposal of the Site
by way of private treaty to a Registered Provider.
This option is recommended as it would result in
a capital receipt and will assist the delivery of
approximately 8 new homes via an Exception
Housing Scheme.
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Summary:
Conclusions:
A Registered Provider has expressed an interest
in purchasing part of this District Council owned
Retained Housing Site in order to develop the site
to provide 8 new affordable homes.
Sale of the site would generate a capital receipt
although it is appreciated that there may be the
possibility of forgoing an additional receipt
(dependant on ultimate site type mix) in respect
of two potential market value plots.
Recommendations:
It is recommended that:
1. Part of the land at School Close is sold
by way of private treaty by the District
Council to a Registered Provider on the
condition of providing an exception
housing scheme of 8 affordable
housing dwellings subject to those
conditions contained within any
40
current and future consents. The site
to be sold is outlined in the plan
attached to this report with the
disposal being subject to retained
rights of access over any new access
road leading to the site off School
Close.
2. A member of the Corporate Leadership
Team is delegated to negotiate and
then approve the sale by private treaty
in consultation with the Portfolio
Holder for Assets.
Reasons for
Recommendations:
A) To increase the provision of housing,
including affordable housing across the
district which supports the Corporate Plan.
LIST OF BACKGROUND PAPERS AS REQUIRED BY LAW
et
(Papers relied on the write the report and which do not contain exempt information)
Disposal, Investment and Acquisition Policy, Asset Management Plan
Ward(s) affected All
in
Cabinet Member(s)
1.
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Contact Officer, telephone number and email: 01263 516049,
martin.green@north-norfolk.gov.uk
Introduction
The Council’s Asset Management Plan (AMP) is the strategic
document which provides the framework for how the Council
manages its property assets. The Council’s assets represent land
and property and operational and non-operational assets. The
Council’s assets have been acquired over a number of years using a
range of statutory powers. The current AMP was approved by
Cabinet on 12 May 2014 and covers the period 2014/15 to 2016/17
with a further update taken to Cabinet on 2 February 2015.
1.1
Cabinet approved the Disposal, Investment and Acquisition Policy on
6 September 2010. This policy sets out the process for disposing,
investing in or acquiring land and property. For disposals it also sets
out the different methods of disposal, the scheme of delegation for
and the statutory powers which apply to disposals depending on
whether the disposal is for best consideration or for some other
amount.
1.2
The Council is required to ensure that its assets assist it to meet its
Corporate and Service Priorities and will therefore dispose of assets,
invest in assets or acquire new assets to meet these priorities. The
appendix to the AMP identifies all the Council’s assets, their insured
41
value where applicable and the forecast for revenue and capital
implications over a five year period.
Included in the AMP are 30 Retained Housing Sites, these sites were
retained by the Council when the Council’s housing stock was
transferred in February 2006 through Large Scale Voluntary Transfer
to Victory Housing Trust (then North Norfolk Housing Trust). The
Retained Housing Sites are land originally purchased for housing
purposes. The Council has a long history of using its housing land
assets in order to support the delivery of affordable housing and
between 2006/7 and 2013/14 disposed, for nil consideration of 158
plots which were developed to provide affordable housing by
Registered Providers.
1.4
The Council works closely with Registered Providers to deliver more
affordable housing and the disposal of housing land is a part of its
enabling role. Following the adoption of the Local Development
Framework Core Strategy, the majority of Retained Housing Sites are
in the Countryside Policy and therefore could only be developed as
Exception Housing Schemes to meet local housing need. More
recently the National Planning Policy Framework allows a small
number of market dwellings to be provided on Exception Housing
Schemes where they enable the delivery of the affordable housing.
1.5
In essence, the profit from the sale of market housing provides the
subsidy needed to make it viable to provide the affordable housing.
This new approach has meant that the Council is working with
Registered Providers and private companies to deliver Exception
Housing Schemes which will on most occasions include market
housing. The benefit of this approach is that the delivery of the
affordable housing is more certain as the need for public subsidy from
the Homes and Communities Agency is removed. The Homes and
Communities Agency provides grant funding for affordable housing on
a competitive basis and this introduces uncertainty into the
development process.
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1.6
Registered Providers are generally not for profit organisations as they
are charities or Industrial and Provident Societies which were
established to provide affordable housing.
2.
Request received to purchase part of Retained Housing Site.
2.1
A Registered Provider has formally agreed to enter into negotiations
to purchase that part of the District Council’s Retained Housing Site
measuring approximately 0.37 hectares / 0.91 acres, off School
Close, Knapton to provide 8 affordable dwellings. The area forms
part of a larger area which is the subject of a 20 year Licence to
Knapton Parish Council to maintain as garden areas, car park and
wild meadow with effect from 2000. The Licence made provision for
either party to be able to terminate the Licence by way of 12 months’
notice in writing at any time (after the initial 5 years in respect of the
District Council) with such Notice having been served upon and
receipted by, the Parish Council, on the 17th March 2015 being set to
expire on the 25th March 2016.
42
A registered provider submitted an outline planning application in
accordance with the District Council’s policy HO3 of the Council’s
Core Strategy to provide eight affordable units on this site in order to
meet the need of Knapton, consent being granted on the 4th February
2014. The consent has all matters reserved with a reserved matters
application requiring to be submitted within three years from the date
of approval.
2.3
A review of the composition of households in Knapton Parish in March
2015 revealed there to be 145 households who had a local
connection to Knapton and its adjoining civil parishes of which 37
were single people and couples over the age of 60 with 4 single
people or couples aged under 30. 74 households had between 1 and
more than 5 children.
2.4
In compliance with District Council’s Disposal, Investment and
Acquisition Policy, an independent valuation was sourced from the
District Valuers Services by way of instruction from the District
Council’s Estates and Valuation Manager..
3
The Disposal Process
3.1
Knapton Parish Council has been informed in the matter by way of
consultations and meetings of the District Council’s intention to
provide an Exception Housing Scheme on part of the School Close
site and of the Registered Provider’s interest in taking forward the
same.
3.2
Following the Cabinet decision, the next steps are to:
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2.2
a) Notify the Parish Council of Cabinet’s decision.
b) A member of the Corporate Leadership Team to negotiate with the
Registered Provider a disposal by way of a sale by private treaty
and to approve the same in consultation with the Portfolio Holder
for Assets.
c) Agree Transfer terms to include appropriate reserved options to
the District Council with the Registered Provider for their purchase
of part of this Retained Housing Site.
d) Complete the disposal of the site by way of exchange with delayed
completion, following approval of reserved planning matters and
the ending of the current Licence in April 2016.
4
Options Considered
4.1
Option 1: Not to dispose of the site. This option is not recommended
as it would result in the loss of a capital receipt and the potential loss
of the provision of new homes for affordable rent.
4.2
Option 2: Dispose of the site at nil consideration. This option is not
recommended as it would deny the District Council needlessly of a
capital receipt.
4.3
Option 3: Recommend the disposal of this part of the Retained
Housing Site to a Registered Provider. This option is recommended
43
as it would result in a capital receipt and will assist the delivery of 8
new homes via an Exception Housing Scheme.
Conclusions
5.1
A Registered Provider wishes to purchase part of this District Council
owned site in order to provide 8 new homes on an Exception Housing
Scheme.
5.2
It is recommended that there are reserved options to the District
Council in the transfer to ensure the delivery of the agreed format of
an Exception Housing Scheme.
5.3
Sale of the site would generate a capital receipt.
6
Implications and Risks
6.1
An agreement to purchase the site will include conditions for that
purchase. If these conditions are not met, the site will remain in the
District Council’s ownership.
One condition will relate to the
Registered Provider obtaining reserved planning consent on the site,
this not being an unusual condition of sale in respect of residential
land. Whilst the Council is the Local Planning Authority the decision
to dispose of its land is a separate matter and deciding to sell its land
is not an exercise of its authority as the Local Planning Authority.
This is a reputational issue for the Council and it should be clear at all
times that the decision to dispose of part of the site is separate to any
decision made by the Council as Local Planning Authority to grant or
refuse planning permission. It should be noted that the site to be
disposed of already has outline planning consent.
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7.1
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Financial Implications and Risks
Recommended disposal of this site will give rise to a capital receipt
based on all dwellings being provided as affordable housing. This may
mean that the District Council will forgo consideration to the value of
two potential market plots.
7.2
A disposal in this case complies with the Disposal, Investment and
Acquisition Policy (DIAP) in that it would be a disposal by private
treaty. As referred to above, an independent valuation of the site has
therefore been carried out by the DVS (District Valuer Services which
is the commercial arm of the Valuation Office Agency). The valuation
was requested on a per plot basis for affordable dwellings with an
opinion requested of the potential capital receipt from possible market
plots.
8
Sustainability
8.1
All the new homes will be provided in accordance with current building
regulation standards as a minimum. The dwellings will also be built in
compliance with the requirements of the Council’s Core Strategy
which requires homes are built to Level 3 of the Code for Sustainable
Homes, unless there is a change which means that this would not be
required.
44
Equality and Diversity
9.1
There are no direct equality and diversity implications arising from this
proposal.
10
Section 17 Crime and Disorder considerations
10.1
There are no section 17 implications.
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Agenda Item No____16________
North Lodge Park Disposal – July 2015 Update
This report provides an update in relation to the current
position regarding the transfer of North Lodge Park to
Cromer Town Council. At the point of writing the
overage position still needs to be agreed by the parties
along with the position in respect of legal fees. A further
verbal update will be provided on the day of the
meeting.
Options considered:
Members are asked to note the current position.
Conclusions:
The transfer of North Lodge Park has not progressed as
originally anticipated and we are now 15 months past
the original target date. Cromer Town Council has been
requested to confirm their commitment to the transfer
progressing by 30/06/15, with legal completion no later
than 21/07/15.
Recommendations:
It is recommended that Members receive the update
and note the deadlines provided to Cromer Town
Council relating to the legal completion and transfer of
the park.
Reasons for
Recommendations:
It has now been 15 months since the original proposed
transfer date of the park. A considerable amount of
officer time has been expended in trying to progress the
transfer and this has diverted resources away from
other projects within the district. It does not represent
value for money for taxpayers to continue with this
process indefinitely.
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Summary:
LIST OF BACKGROUND PAPERS AS REQUIRED BY LAW
(Papers relied on to write the report, which do not contain exempt information and which are not
published elsewhere)
Cabinet report February 2014, item 14 – North Lodge Park Asset Transfer
Cabinet Member(s)
Cllr John Rest
Ward(s) affected
The Park lies in Cromer but the decision is a corporate
assets/financial one relating to the whole district
Contact Officer, telephone number and email:
Duncan Ellis, Head of Assets and Leisure, 01263 516330, duncan.ellis@northnorfolk.gov.uk
46
1.
Introduction
1.1
At the Cabinet meeting of 3 February 2014 Members considered a report in
relation to the potential transfer of North Lodge Park to Cromer Town Council
(CTC). The report made the following recommendations, all of which were
agreed by Cabinet;
1. Agree the principle of disposing of North lodge Park on a 99 year
leasehold basis as set out in this report;
2. Delegate authority to the Chief Executive (in consultation with the Cabinet
Members for Assets and for Localism & the Big Society) to settle the
terms of, and complete a lease of North Lodge Park to Cromer Town
Council, including:
 extent of the asset
 use of the Park and any covenants and overage
 costs;
Delegate authority to the Chief Executive (in consultation with the Cabinet
Members for Assets and for Localism & the Big Society) to make to
Cromer Town Council a Council grant not exceeding £150,000 to be
funded from the 2nd homes Council Tax reserve for community initiatives
to cover the initial period of ownership.
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3.
Following Cabinet approval a request was received by the legal team during
February 2014 from the solicitors representing CTC (Birketts) requesting a
freehold transfer as opposed to a long lease. Following advice from the
Council’s Monitoring Officer the Chief Executive used her delegated powers
to decide on a freehold transfer.
1.3
The expectation following the initial report was that all agreements should be
in place and signed off by the end of March 2014 to enable the park to
transfer to CTC in time for the new 2014/15 financial year.
1.4
It did not however prove possible to achieve the initial timescales proposed
and officers have been working with CTC and their legal representatives ever
since to try and conclude the necessary arrangements to enable the park to
transfer.
2.
Current position
2.1
An urgent meeting was held with representatives of CTC on 20 May 2015 in
an attempt to try and resolve a number of legal issues which had caused the
process to stall. At that meeting senior officers did advise the Town Council
that, given the length of time already spent on the transfer, a deadline of 30
June 2015 should be set, and that District Council Members would like
matters concluded to enable the transfer of the asset by this time.
2.2
At the time of writing legal agreement in relation to the transfer documents
has still not been reached. The overage position still needs to be agreed by
the parties along with the position in respect of legal fees. It has always been
the District Council’s position that legal costs would be shared by each party
but CTC have stated they feel that NNDC should cover their legal costs. This
point is yet to be resolved.
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Following discussions with Members officers from the Council’s legal
department have issued a formal deadline to CTC in relation to the transfer.
CTC have been requested to confirm their commitment to the transfer
progressing by 30/06/15 with legal completion no later than 21/07/15. A
further verbal update will be provided on the day of the meeting.
3.
Conclusion
3.1
The transfer of North Lodge Park has not progressed as originally anticipated
and we are now 15 months past the original target date. A considerable
amount of officer time has been expended in trying to progress the transfer
and this has diverted resources away from other projects within the district. It
does not represent value for money for taxpayers to continue with this
process indefinitely and therefore a deadline for completion of the transfer has
been issued to CTC.
4.
Implications and Risks
4.1
The implications and risks are discussed within section 2 above.
5.
Financial Implications and Risks
5.1
If the transfer were not to progress and NNDC were to retain ownership of the
park there would be a revenue budget implication in the short term as budget
reductions were made following the original agreement to transfer the park.
5.2
Various changes have however already been implemented, such as the
removal of the fine turf cutting for putting greens so any reinstatement of
services would be at a lower cost. It would be necessary to consider to what
extent NNDC could commercialize the operations within the park to make it
more sustainable in the medium to long term although there is a risk that the
park would always require some form of revenue subsidy.
5.3
At this point no detailed work has been undertaken in relation to the short
term revenue costs.
6.
Sustainability
6.1
There are no sustainability implications as a result of this report.
7.
Equality and Diversity
7.1
There are no equality and diversity implications as a result of this report.
8.
Section 17 Crime and Disorder considerations
8.1
There are no Section 17 Crime and Disorder implications as a consequence
of this report. If NNDC were to develop the park itself advice will be sort from
the police architectural liaison officer in relation to any design proposals.
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Agenda Item No___17_________
North Norfolk Enabling Fund (LEADER)
This report provides the prospectus (Appended) to
support the £200,000 Enabling Fund initiative, as
agreed by Cabinet/ Council in March 2015. The
Prospectus has been developed in order to provide the
approach required to allocate Council match-funding
support for North Norfolk based LEADER projects that
will come forward under the Wensum and Coast and the
Broads LEADER Programmes. The Enabling fund
monies will support initiatives that produce outcomes
benefiting the District’s market and resort towns.
Options considered:
This report follows the decision of Council to set up a
fund to be used as match-funding to the local LEADER
programme for projects relating to investment,
development, regeneration, revitalisation, promotion or
marketing of the District’s seven (market and resort)
towns. In order to deliver an effective funding scheme a
prospectus is required, setting out the details of the fund
to assist applicants and those involved in processing
and determining applications. The only realistic options
to consider are the detailed contents of the prospectus.
Conclusions:
The Enabling Fund (LEADER) approach and prospectus
detailed in this report has the overall objective of
maximising the funding available for beneficial projects
in North Norfolk District Council area. The Fund’s
provisions expect outputs and outcomes of supported
schemes to be aligned with the main priorities of the
DEFRA/EU funded LEADER Programme. Aligning
these funding opportunities towards the achievement of
the respective Corporate Plan and LEADER economic
and community priorities, there is potential to matchfund up to around £2.4m worth of external investment
into the District from 2015-20. This report therefore
seeks members’ support for the approach outlined in the
draft Prospectus that is appended to this report.
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Summary:
Recommendations:
That the prospectus for the North Norfolk Enabling
Fund (LEADER) be approved and that authority be
given to the Cabinet member for the Big Society
Fund, to make any future amendments to the
prospectus.
That authority be delegated to the Cabinet member
for the Big Society Fund (in consultation with the
S151 officer) to determine grant applications of up
to a maximum of £15,000; applications over that
value will be determined by Cabinet.
Reasons for
Recommendations:
A prospectus is needed to ensure the effective and
efficient administration of the Fund; however because
the LEADER programme is in its infancy, any
redefinition of it may lead to the need for consequential
amendments to be made to the prospectus.
49
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)
Portfolio Holder(s)
Ward(s) affected
Cllr T FitzPatrick
all
Contact Officer, telephone number and email:
John Mullen; 01263 516104; john.mullen@north-norfolk.gov.uk
1.
Introduction
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In March 2015, Council agreed to further develop the approach to targeting the
Council’s Enabling Fund budget to be used as “potential match-funding for projects
relating to investment, development, regeneration, revitalisation, promotion or
marketing of the District’s seven (market and resort) towns, bidding for funds under
the LEADER programme.” Cabinet at that time resolved that the details and the
‘prospectus’ for the new grant scheme would be brought back to Cabinet for
approval.
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This fund is thus, intended to focus on two main outcomes:
1. Facilitating appropriate projects (in one or more of the (seven) towns in North
Norfolk District area) that help achieve the relevant objectives set out in the
Council’s Corporate Plan; and
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2. Providing an opportunity for local organisations to access funds in order to
make more ambitious bids to the Local Area Groups (LEADER local
management Boards) for Defra/EU funding; and (if successful) draw down
enhanced levels of investment into the local economy than might otherwise
be secured without this support.
The process for taking forward this (Enabling Fund) approach is provided below. This
highlights the need to link NNDC’s requirements for its fund with those of the
LEADER Managing Authority (Norfolk County Council), to provide suitable support to
prospective applicants and to advise District Council members in their decision
making role under the approach outlined in this report.
1.1
Purpose
The main purpose of the Fund will ultimately be to boost economic growth potential in
the North Norfolk area. The priorities for funding support for local projects will align to
the priorities set out in the Corporate Plan, i.e. relating to: supporting new business
start-ups, the growth and maintenance of existing jobs, and capitalising on the
tourism offer and historic coastline; all of which align with the LEADER priorities.
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2.
Enabling Fund (LEADER) Prospectus
A draft Fund Prospectus is appended to this report. The Fund is intended to
maximise the benefit for the North Norfolk area of the emerging LEADER scheme;
and the prospectus is intended to assist applicants in their development of suitable
projects, as well as aiding the determination of applications to the NNDC Fund. The
Prospectus recognises the constraints surrounding the use of LEADER funds to
match-fund organisations and businesses; therefore, the range of projects eligible for
support will be restricted but work in line with LEADER eligibility criteria.
2.2
Funding and allocations on priorities
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Many organisations will apply to the LEADER programme for funding and will have
their own sources of match-funding already in place. The ‘Enabling Fund’ provides an
opportunity for those North Norfolk projects to access further public-sector funds to
contribute in whole, or in part, to that match funding. The relationship between the
two funds requires both geographical alignment (targeting the towns in North Norfolk
District – within the respective LEADER areas) and thematic alignment (meeting the
key priorities of the Council – as well as the LEADER ‘Local Development
Strategies’).
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The diagram below sets out the key priorities and the expected deliverables.
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3. TARGETS
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The overall value of the LEADER Programmes for the two Norfolk LEADER areas
covering North Norfolk, is expected to be around £2.4m for the period commencing
late summer 2015 to December 2020. The ‘Enabling Fund’ will be targeted solely at
LEADER projects that deliver benefits within the boundaries of North Norfolk District
(and that match the criteria set out in the prospectus).
The available funding within the LEADER Programme is divided between the private
sector (70%) and non-profit organisations (30%). It is suggested that the ‘Enabling
Fund’ would be used to support both groups, and the amount available to each will
obviously depend upon the number, size and value of the projects that come forward
in support of local priorities.
Currently it is anticipated that the total programme value is likely to be just over £6m,
with the maximum allowed from public sector match, totalling no more than 40% for
private sector applicants, with up to 75% allowable for projects for non-profit making
sectors.
The draft Prospectus outlines the range of themes and initiatives that may be
supported through the suggested approach.
Expected outcomes
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3.1
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The provision of £200,000 (from the Enabling Fund) is expected to attract the
investment of LEADER Programme funds to the District Council area, in support of
projects that bring measurable benefits and deliver value for money. Specifically the
Enabling Fund is intended to relate to investment, development, regeneration,
revitalisation, promotion or marketing of the District’s seven (market and resort)
towns. This Fund will thus be narrower in scope than that of the wider LEADER
strategies.
Assessment Schedule/Processes
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4.
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In order to assess and monitor the benefits of both funds effectively it will be
necessary to adopt agreed measures that have common currency between the two
(LEADER and NNDC’s Enabling Fund) with LEADER acting as a baseline from
which it will be possible to measure and record success.
Full applications to LEADER require that any public/private match funding needed to
deliver the project has been approved and in place in advance. To facilitate this it will
be necessary to ensure, for any applications seeking to use Enabling Fund monies
as a match, that they are processed prior to submission to the LEADER 2nd stage
(full) application process.
A project case paper would be presented to the relevant NNDC decision making
forum (e.g. Economic Growth Board/ Portfolio Holder) for decision, ideally within 6
weeks of submitting the case paper to provide the applicant enough time to develop
and submit a more detailed proposal.
If funding via the LEADER Programme is approved, appropriate controls and checks
via the Council’s Enabling Fund agreement process will be applied. The agreements
used for previous Enabling Fund projects should provide sufficient levels of scrutiny
and monitoring to ensure that the financial risks to both the project and the Council
are managed (through the application of clauses and penalties, as appropriate and
proportionate to the level of funding applied for). The following flowchart provides an
overview of the process:
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5.
Conclusion
The Enabling Fund (LEADER) approach and prospectus detailed in this report have
the overall objective of maximising the funding available for beneficial projects in
North Norfolk District Council area.
The Fund’s provisions expect outputs and outcomes of supported schemes to be
aligned with the main priorities of the DEFRA/EU funded LEADER Programme. In
aligning these funding opportunities towards the achievement of the respective
Corporate Plan and LEADER economic and community priorities, there is potential to
match-fund up to around £2.4m worth of external investment into the District from
2015-20.
This report therefore seeks members’ support for the approach outlined in the draft
Prospectus that is appended to this report.
6.
Financial Implications and Risks
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Cabinet in March agreed the principles of this scheme and considered the financial
implications. Any remaining risks for the Council relate to the mechanisms for
managing the development and delivery of funding support for the projects that the
Council may wish to support under this scheme. In particular, the financial controls,
timing, monitoring, spend and payments made to a range of organisations and
businesses that are seeking match-funding to deliver their projects. The internal
processes for handling and supporting projects therefore, have been detailed, and
will require on-going assessment of the different levels and types of risk that may be
associated with Council supported external projects
7.
Sustainability
Sustainability issues will be assessed on a project by project basis. Initial issues are
not seen to be a concern at this current time.
8.
Equality and Diversity
Equality and Diversity issues will be assessed on a project by project basis. Initial
issues are not seen to be a concern at this current time.
Section 17 Crime and Disorder considerations
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Section 17 Crime and Disorder considerations will be assessed on a project by
project basis. There are not thought to be any considerations that need to be
highlighted or addressed at this current time.
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APPENDIX – NORTH NORFOLK ENABLING FUND (LEADER) PROSPECTUS
PURPOSE
The purpose of the Fund is to enable organisations to deliver actions that will support
economic growth in the North Norfolk area. The geographic focus is the North Norfolk
District Council area, with specific emphasis on the seven market and resort towns
(that act as service centres for a wider rural hinterland). The focus of the fund will be
to attract optimum levels of financial support for projects that can deliver tangible
economic outputs and benefits for the North Norfolk area. The anticipated benefits
will be assessed on a project by project basis; however, it is expected that financial
support from the fund will ultimately secure match-funding from the LEADER
Programmes for the Wensum and Coast and/or the Broads LEADER Local Action
Group (LAG) areas.
PRIORITIES
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The fund exists to achieve the following objectives, in accordance with the Council’s
emerging Corporate priorities as well as supporting the key priorities set within the
Local Development Strategies for the Wensum and Coast and the Broads LEADER
areas:
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PRIMARY OBJECTIVES
Increase the number of business start-ups.

Aligns with LEADER Priority - Improving Community and Business
Facilities and Services and Increasing and adding value to food and
drink production and processing
2.
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1.
Improve job opportunities for young people within the District.
Aligns with LEADER Priority – Cross-cutting all LEADER priority
support areas, especially growth through skills development.
3.
Work to maintain existing jobs and help businesses expand.

Aligns with LEADER Priority - Supporting Small and Micro Enterprises
4.
Capitalise on our tourism offer and our historic coast

Aligns with LEADER Priority - Promoting responsible use of the high
quality environment for tourism, including contributing to its
conservation and enhancement.
5.
A District with vibrant communities and where healthy living choices
are accessible to all.

Aligns with LEADER Priority - Improving Community and Business
Facilities and Services
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SUPPLEMENTARY OBJECTIVES
1.
Working with appropriate local organisations, regional partners and other
agencies, we will assist small and medium sized enterprises in meeting
their ambitions for growth and investment
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2.
We will continue to support local communities in obtaining funding and
other assistance in order to deliver their local priorities.
WHAT TYPE OF PROJECTS WOULD THE FUND SUPPORT?
The kind of activities or initiatives that could be supported and are fully aligned with
both North Norfolk District Council Corporate Plan Objectives and the LEADER
Programme for North Norfolk, for example, might include:
1. Projects that generate and/or increase business/enterprise activity,
creating opportunities for local employment and/or training that can
create or sustain local jobs. An example of the type of projects that
might be submitted for appraisal could thus include:
 Supporting start-up businesses with growth potential
 Innovation in support of business development and within
businesses to support job growth
 Provision of improvements to (or new) business infrastructure that
can stimulate local investment in commercial premises.
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2. Projects that can prove that initial investment will provide long-term
economic and social benefits, that can facilitate further investment in
assets/services and commercial activities. .An example of the type of
projects that might be submitted for appraisal could include:
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 innovative technologies within the Food Processing sector
 initiatives that strengthen, support or add value to local supply
chains
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 providing quality standards that assist in marketing or adding value
to local produce
 provision of ‘community owned’ outlets (e.g. stalls and markets)
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 smarter delivery methods for getting local produce to local
businesses and consumers.
3. Projects that can support the economic benefits of sustainable tourism
practices within the North Norfolk area. An example of the type of
projects could include:

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
Development and promotion of niche products that demonstrate a
distinct local economic benefit
Projects that support activity that maximises tourism spend in
inland market towns
Projects that help extend the tourism season and hence increase
local job prospects as a result
Creation of sustainable tourist routes/ itineraries across the area
that help direct visitor spending towards local products and
services in the District’s towns.
The following will not normally be supported by this Fund:
1. Core or on-going revenue costs for administering existing groups or
organisations, unless it can be demonstrated that they are directly
linked to a new project with clear outputs and outcomes and a longterm sustainability plan or exit strategy.
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2. Core or on-going revenue to meet costs such as building
maintenance, cleaning, staffing and infrastructure.
3. Statutory responsibilities and regulatory functions of public bodies.
4. Projects that are unlikely to get support via the LEADER Programmes
in either or both the Wensum and Coast or the Broads Local Action
Group areas.
5. Projects that are not in whole or in part developing an approach that
can support one or more of North Norfolk’s market and/or resort
towns, (All projects subject to State Aid or regulatory requirements)
WHO WOULD BE ELIGIBLE TO APPLY?
The Fund will be available for projects that support people, activities and economic
growth within the North Norfolk District area. The following categories of organisation
are likely to be eligible:
Local voluntary organisations, charities and community groups (with
appropriate legal status)

Larger regional or national charities/organisations if the funding is to deliver a
specific project in North Norfolk.

Community businesses, social enterprises and other not-for profit
organisations

Private businesses – Maximum public match funding is 40% (including
LEADER).
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HOW TO APPLY
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
Guidance notes and evidence checklist can be downloaded from the North Norfolk
District Council website www.northnorfolk.org/community/....... or by contacting
01263 516104.
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Proposals will need to demonstrate:
the needs or characteristics of the relevant local business sector; local
economic needs; and support from the business(es) and/or community which
the project is intended to support;

demonstrable support from within the locality and/or business
sector/community that the proposed project is expected to benefit;

who the expected beneficiaries are, identifying their location and other
relevant characteristics;

the governance and/or management arrangements of the organisation
responsible for administering or implementing the project and/or the accounts
of the organisation making the bid;

the total project budget, including ‘whole-life’ costing’s and the proposed and
alternative sources of funding;

a programme for implementing the project (including key dates and
timescales);

a realistic cash flow forecast for any revenue implications relating to the
project (detailed as appropriate to the scale and scope of the activity being
funded); and
A commitment to provide sufficient evidence of the project outcomes once it is
complete.

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Applications will only be processed once all the required supporting documentation is
received. The evidence checklist will identify the essential documentation that will be
required to support all proposals.
It is expected that the majority of proposals will be for grants in excess of £10,000
and no more than £30,000; therefore proposals will need to provide sufficient
evidence of demand and need, as well as clearly demonstrating the benefits of the
project to the North Norfolk area. The Enabling Fund will act in unison with grants
being sought via the LEADER Programmes in Wensum and Coast and the Broads
for those areas covering North Norfolk District. Therefore, it is expected that
discussion on the proposal at concept stage of the LEADER application process will
be undertaken with the contact officer at NNDC in order to co-ordinate the
assessment of opportunities under these funds before any proposals/grant
applications are progressed.
GENERAL
North Norfolk District Council will honour funding commitments and will expect
applicants to act reasonably with respect to the submission of funding applications
and to be realistic in respect of their ability to spend any approved Enabling Fund
monies. Applicants should note the following.
Any one organisation can benefit from only one grant award under this fund in
any particular financial year that funds are made available.

A grant agreement, which will set out any general and specific grant terms
and conditions, must be signed before the award is confirmed.

Grants will normally be expected to be invested within one year of the date of
the letter confirming the award. A two-year funding commitment could be
made to a project if there is a clear demonstration of project deliverables
matching the core criteria over that period, together with a sustainable funding
programme in place for future years.

Procedures will be followed to reclaim funds from any organisation that is in
breach of any of the terms and conditions of the grant award or has been
found to have acted unreasonably, unlawfully or have breached eligibility
rules in respect of the grant application.
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Any unspent grant at the end of the grant period shall be expected to be
returned, unless agreement otherwise has been confirmed in writing by North
Norfolk District Council
District Council Ward Members will be notified of grants being submitted
which affect their locality and applicants should expect their applications to be
in the public domain (unless there is specific agreement to the contrary,
based on lawful justification).

Grant funded projects will be expected to provide a suitable
acknowledgement of the Fund such that it can be viewed by the greatest
number of people in the community (commensurate with the scale and scope
of the project as determined by the funder on approval of the grant).

It will be made clear in all publicity, correspondence etc. that the Grant is
provided by NNDC.
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THE ASSESSMENT PROCESS…
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