Please Contact: Emma Denny
Please email: emma.denny@north-norfolk.gov.uk
Please Direct Dial on: 01263 516010
27th February 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 9th March 2015 at 10.00am
Please note that the Commonwealth Flag will be raised at 10am outside the Council
offices in celebration of Commonwealth Day. The Cabinet meeting will commence
directly after this.
Members of the public who wish to ask a question or speak on an agenda item are requested to
arrive at least 15 minutes before the start of the meeting. It will not always be possible to
accommodate requests after that time. This is to allow time for the Committee Chair to
rearrange the order of items on the agenda for the convenience of members of the public.
Further information on the procedure for public speaking can be obtained from Democratic
Services, Tel: 01263 516010, Email: democraticservices@north-norfolk.gov.uk
Anyone attending this meeting may take photographs, film or audio-record the proceedings and
report on the meeting. Anyone wishing to do so should inform the Chairman. If you are a
member of the public and you wish to speak on an item on the agenda, please be aware that
you may be filmed or photographed.
Sheila Oxtoby
Chief Executive
To: Mr B Cabbell-Manners, Mr T FitzPatrick, Mrs A Fitch-Tillett, Mr J Lee, Mr W Northam,
Mr R Oliver, Mr G Williams
All other Members of the Council for information.
Members of the Management Team, appropriate Officers, Press and Public.
If you have any special requirements in order
to attend this meeting, please let us know in advance
If you would like any document in large print, audio, Braille, alternative format
or in a different language please contact us
Chief Executive: Sheila Oxtoby
Corporate Directors: Nick Baker & Steve Blatch
Tel 01263 513811 Fax 01263 515042 Minicom 01263 516005
Email districtcouncil@north-norfolk.gov.uk Web site northnorfolk.org
AGENDA
1.
TO RECEIVE APOLOGIES FOR ABSENCE
2.
MINUTES
(page 1)
To approve, as a correct record, the minutes of the meeting of the Cabinet held on 02
February 2015.
3.
PUBLIC QUESTIONS
To receive questions from the public, if any.
4.
ITEMS OF URGENT BUSINESS
To determine any other items of business which the Chairman decides should be
considered as a matter of urgency pursuant to Section 100B(4)(b) of the Local
Government Act 1972.
5.
DECLARATIONS OF INTEREST
Members are asked at this stage to declare any interests that they may have in any of
the following items on the agenda. The Code of Conduct for Members requires that
declarations include the nature of the interest and whether it is a disclosable pecuniary
interest.
6.
MEMBERS QUESTIONS
To receive oral questions from Members, if any.
7.
CONSIDERATION OF ANY MATTER REFERRED TO THE CABINET BY THE
OVERVIEW AND SCRUTINY COMMITTEE OR COUNCIL FOR RECONSIDERATION
To consider matters referred to the Cabinet (whether by the Overview and Scrutiny
Committee or by the Council) for reconsideration by the Cabinet in accordance with the
provisions within the Overview and Scrutiny Procedure Rules or the Budget and Policy
Framework Procedure Rules.
8.
CONSIDERATION OF REPORTS FROM THE OVERVIEW AND SCRUTINY
COMMITTEE
To consider any reports from the Overview and Scrutiny Committee, which may be
presented by the Chairman of the Overview and Scrutiny Committee, and determination
of any appropriate course of action on the issues so raised for report back to that
committee
9.
PLANNING POLICY AND BUILT HERITAGE WORKING PARTY
(Draft minutes – p.8)
At the meeting of the Planning Policy and Built Heritage Working Party held on 19th
January 2015 the following recommendations were made:
RECOMMENDED to Cabinet
That the Council indicates that it will not currently introduce a threshold of five dwellings
in those parts of the District designated as AONB or defined as a Rural Area under
Section 157 of the Housing Act and will reconsider the position as part of the review of
the Housing Incentive Scheme in December 2015
RECOMMENDED to Cabinet
That the Norfolk Coast Area of Outstanding Natural Beauty Management Plan 20142019 is approved.
RECOMMENDED to Cabinet
That the Fakenham Development Brief be approved.
10.
BUDGET MONITORING – PERIOD 10
(page 14)
(Appendix A – p.24) (Appendix B – p.25) (Appendix C – p.27) (Appendix D – p.37)
Summary:
This report summarises the budget monitoring position for the
revenue account and capital programme to the end of January
2015.
Options considered:
Not applicable
Conclusions:
The overall position at the end of January 2015 shows a year
to date variance of £2,826,265 to date for the current financial
year on the revenue account, before taking into account
commitments £2,792,723. This is currently expected to deliver
a forecast full year underspend of £376,624.
Recommendations:
It is recommended that:
1) Cabinet note the contents of the report and the
current budget monitoring position.
2) Cabinet note the contents of the Revised Capital
Appendix C.
3) Cabinet agree that the Head of Finance in
consultation with the portfolio holder be able to
approve the most financially advantageous loan
repayment option for NNDC with Broadland
Housing Group.
Cabinet Decision
Reasons for
Recommendations:
Cabinet member(s):
Ward member(s)
Contact Officer,
telephone
and e-mail:
To update Members on the current budget monitoring position
for the Council, and make all amendments to the capital
budget as appropriate.
Councillor W Northam
All
Karen Sly
01263 516243
karen.sly@north-norfolk.gov.uk
11.
NORTH NORFOLK BIG SOCIETY FUND
(page 38)
Summary:
This report provides an annual update on the operation of the
Big Society Fund and the Enabling Fund. It also includes
recommendations on the future use of the funds following the
decision by Norfolk County Council to halve the allocation to
the District to twenty five per cent of County Council second
homes Council Tax receipt.
Conclusions:
The North Norfolk Big Society Fund has successfully achieved
its expected outcomes following its third year of operation. The
current management arrangements, administrative and
decision making process are considered effective, and this has
been confirmed by a recent audit report. The Fund has helped
a wide variety of valuable community projects to be
implemented, helping to establish and nurture the ethos of „the
Big Society‟ in North Norfolk.
The enabling Fund has also helped a number of significant
community projects to deliver successful outcomes. There is
an opportunity, however, to maximise the value of the budget
committed to the Enabling Fund by aligning it to the emerging
LEADER funding programme and focussing it on themes that
would bring more value locally.
Recommendations:
Council Decision
Reasons for
Recommendations:
Cabinet are requested to note the success of the Big Society
Fund and to recommend to Council:
1. to agree to continue the Big Society Fund grant scheme
at the current level of funding (£225,000) for another
year and to delegate authority to the Head of Economic
& Community Development, in Consultation with the
portfolio holder, to make appropriate revision to the
grant terms and conditions to address the matters
raised in this report;
2. that £200,000 of the underspend from the budget
allocated to the Enabling Fund in 2014/15 be carried
forward from this year into next financial year, 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;
3. Delegate authority to Cabinet to agree the details and
the „prospectus‟ for the new grant scheme (to replace
the Enabling Fund) - which will be brought to Cabinet at
an appropriate future meeting, for approval); and
4. That applications for funding under this new grant
scheme be brought to Cabinet for decision at the
appropriate time.
To ensure Cabinet are informed about the operation of the Big
Society Fund during its third year.
To align financial resources to leverage additional funds to
support initiatives aimed at development, investment and
improvement in the District‟s towns.
Cabinet member(s):
Ward member(s)
Contact Officer,
telephone
and e-mail:
12.
Councillor J Lee
All
Robert Young
01263 516162
robert.young@north-norfolk.gov.uk
HOMELESSNESS STRATEGY
(page 51)
(Appendix F – p.56) (Appendix G – p.74) (Appendix H – p.77)
Summary:
The Homeless Act 2002 requires all Local Authorities to
undertake a review of homelessness in their area and
publish a Homelessness Strategy based on its findings
every 5 years.
Options
considered:
1. Do nothing. This option was discounted as the Act
requires a review is carried out and published every 5
years
2. Review the homelessness within the area. This option
was adopted as it ensures the Council carries out its
duties as per the Homeless Act 2002.
Conclusions:
A review of homelessness has been undertaken and the
key findings from the review of the current services have
identified 5 Aims to carry forward to improve and enhance
the service.
Recommendations:
That Cabinet adopts the Homelessness Strategy 20142019
Cabinet
Decision
Reasons for
Recommendations:
To ensure that the Councils Homelessness Strategy is
reviewed and published as determined by the Homeless
Act 2002.
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)
Homeless Act 2002 & The Homelessness Code of Guidance
Localism Act 2011
Making Every contact Count 2012
Cabinet member(s):
Ward member(s)
Contact Officer, telephone
and e-mail:
Councillor R Oliver
All
Lisa Grice
01263 516164
lisa.grice@north-norfolk.gov.uk
13.
NORTH NORFOLK GROWTH PLAN
Summary:
This report summarises the current economic context of North
Norfolk and the infrastructure in place for supporting business
investment and economic growth in North Norfolk. It identifies
the challenges and opportunities for supporting further growth
and outlines various activities that the Council should
undertake in order to develop and implement a comprehensive
„growth plan‟.
Options considered:
A framework is needed to structure the Council‟s Economic
Growth activities and this report sets out the approach that
should be taken. The only other option realistically is to
undertake such activities in an ad-hoc or reactive manner,
which would not make efficient use of resources.
Conclusions:
This report shows the activities that have been, and are being
undertaken by the Council, and the nature of its relationships
with other parties involved in, or benefiting from economic
growth. The proposed activities it outlines will enable the
development of a coherent approach to business support and
engagement, and set out the means by which further
investment in the local economy can be attracted.
Recommendations:
Members are asked to endorse the work streams outlined
in the table appended to this report. In particular, it is
recommended that Cabinet agrees to commission a
‘Business Growth and Investment Opportunities’ study as
set out in section 6.3 of the report. The final Growth
Strategy will be referred to Council for approval. The
results of this study and other evidence gathering
processes will contribute to the development of a growth
strategy, which will be recommended to Council as part of
the policy framework.
Cabinet Decision
Reasons for
Recommendations:
14.
(page 78)
(Appendix I – p.88)
This recommendation is being made in order to agree the
framework, which will guide the Council‟s economic growth
activities and consequently resources allocated to supporting
these.
PROPOSED CO-LOCATION OF DEPARTMENT OF WORK AND PENSIONS AND
JOBCENTRE PLUS STAFF / SERVICES AT THE DISTRICT COUNCIL’S CROMER
HEADQUARTERS AND FAKENHAM CONNECT OFFICES
(page 94)
(Exempt Appendix 1 – p.99)
* Exempt Appendix not for publication by virtue of paragraph 3 of Part I of
Schedule 12A (as amended) of the Local Government Act 1972
Summary:
Conclusions:
This report outlines proposals to accommodate Department of
Work and Pensions and JobCentrePlus staff and services at
the District Council‟s Cromer headquarters and Fakenham
Connect offices
That the accommodation of Department of Work and Pensions
and JobCentrePlus staff and services alongside District
Council services at the Council‟s Cromer and Fakenham
Connect offices will provide improved support and outcomes
for local residents and deliver efficiencies and economies of
scale for public sector service provision in North Norfolk, in
support of the Government‟s One Public Estate agenda.
Recommendations:
Cabinet
Decision
Cabinet member(s):
Ward member(s)
Contact Officer,
telephone
and e-mail:
15.
1. Cabinet approves the co-location of Department of Work
and Pensions and JobCentrePlus staff and services at
the Council‟s Cromer and Fakenham Connect offices, at
a commercial rent.
2. Cabinet approves capital spending of up to £70,000 on
the Fakenham Connect offices in order to accommodate
Department of Work and Pensions and JobCentrePlus
services, with the capital costs incurred being recovered
through the rental stream paid over a five year initial
rental period.
Cllr R Oliver
Wards served by the Cromer and Fakenham Department of
Work and Pensions and JobCentrePlus offices
Steve Blatch
01263 516232
steve.blatch@north-norfolk.gov.uk
EXCLUSION OF PRESS AND PUBLIC
To pass the following resolution:
“That under Section 100A(4) of the Local Government Act 1972 the press and public be
excluded from the meeting for the following item of business on the grounds that they
involve the likely disclosure of exempt information as defined in paragraphs _ of Part I of
Schedule 12A (as amended) to the Act.”
16.
PRIVATE BUSINESS
Agenda Item 2__
CABINET
Minutes of the meeting of the Cabinet held on Monday 02 February 2015 at the
Council Offices, Holt Road, Cromer at 10.00am.
Mr B Cabbell Manners
Mr T FitzPatrick
Mr J Lee
Members Present:
Also attending:
Officers in
Attendance:
100.
Mrs A Claussen-Reynolds
Mr G Jones
Mrs A Moore
Mr P W Moore
Mr W Northam
Mr R Oliver
Mr G Williams
Mr R Reynolds
Mr R Shepherd
Mr N Smith
The Corporate Director (SB), the Head of Finance, the Head of Assets
and Leisure, the Head of Economic Development and Communities,
the Economic Development Manager, the Policy and Performance
Management Officer, and the Democratic Services Team Leader
APOLOGIES FOR ABSENCE
Mrs A Fitch-Tillett
101.
MINUTES
The minutes of the meeting held on 6th January 2015 were approved as a correct
record and signed by the Chairman
102.
PUBLIC QUESTIONS
Mr D Bailey, on behalf of Cromer Youth Football Club. The Chairman said that
Agenda Item 16: Proposed Cromer Community Sports Pitch Facility – Site Appraisal
Process’ would be brought forward on the agenda and Mr Bailey’s question would be
dealt with prior to consideration of the report.
103.
ITEMS OF URGENT BUSINESS
None received
104.
DECLARATIONS OF INTEREST
Mr B Cabbell Manners declared a pecuniary interest in Agenda Item 16 as Cromer l
Estate owned some of the sites specified within the report.
Cabinet
1
02 February 2015
105.
MEMBER QUESTIONS
The Leader confirmed that Members could ask questions as each item arose.
106.
CONSIDERATION OF ANY MATTER REFERRED TO THE CABINET BY THE
OVERVIEW AND SCRUTINY COMMITTEE OR COUNCIL FOR
RECONSIDERATION
None
107.
CONSIDERATION OF REPORTS FROM THE OVERVIEW AND SCRUTINY
COMMITTEE
None
108.
PROPOSED CROMER COMMUNITY SPORTS PITCH FACILITY – SITE FACILITY
Please note this item was brought forward on the agenda to allow for public
questions.
The Leader introduced this item. He began by inviting Mr D Bailey to speak. Mr
Bailey said that he was Vice-chairman of Cromer Youth Football Club and he wanted
to thank Councillor J Lee for getting the club their first proper home. At present there
were between 160 – 170 children playing on just 2 pitches and the club had been
campaigning for a long time for proper facilities. He said that this was a special
occasion and the club would work alongside the residents of Cromer to ensure that
the new facilities would benefit everybody.
Members were invited to speak:
1. Mrs A Arnold commented that this was the first notification she had of the
proposals. Two of the suggested sites were within her ward and although she
was personally supportive, she felt that some local people may have concerns.
Mr T FitzPatrick replied that this was just a list of potential sites and was only at
the appraisal stage. He went onto say that providing proper facilities for the youth
of Cromer had been a priority of the current administration. He was keen that the
terms of the original trust deed were recognised and enacted so that a space
could be provided that would benefit all the people of Cromer.
2. Mr B Cabbell Manners said that when hi Great Grandmother had made the
legacy, the situation had been very different. It was important that the new site
was for everyone not just adults and this was an opportunity to reinstate the
meaning and terms of the original donation. Mr T FitzPatrick added that the
original donation was made just after the First World War and this was an
opportunity to provide a very fitting war memorial by enhancing the original
bequest.
Mr J Lee said that he was delighted to second the proposal. He was hopeful that a
suitable site would be identified. He had been working on finding a home for Cromer
youth for over 10 years and it was important to remember that this was a sports pitch
facility and was not just for football.
It was proposed by Mr T FitzPatrick, seconded by Mr J Lee and
Cabinet
2
02 February 2015
RESOLVED
To approve the shortlist of four sites considered to have potential to accommodate
the proposed community sports pitch facilities as the basis for public consultation.
Reason for the decision:
To put forward sites to accommodate a new community sports pitch facility in Cromer
to enable public consultation before further detailed appraisal.
109.
MANAGING PERFORMANCE QUARTER 3 2014/15
The Leader introduced this item. He explained that it gave a third quarter progress
report of the performance of the Council. It also reported delivery of the Annual
Action Plan 2014/15 and the achievement of targets. Mr FitzPatrick said that the
majority of targets in the Annual Action Plan were on track and performance was
being closely monitored where issues or problems had been identified. He concluded
by saying that the delivery of the Annual Action Plan was progressing well.
It was proposed by Mr T FitzPatrick, seconded by Mr R Oliver and
RESOLVED
To note the report, welcome the progress being made and endorse the actions laid
out in Appendix 1 being taken by management where there are areas of concern.
Reason for the decision:
To ensure the objectives of the Council are achieved.
110.
ANNUAL ACTION PLAN 2015-16
The Leader introduced this item. He explained that this was the fourth Annual Action
Plan (AAP) designed to deliver the Corporate Plan 2012-15. It built on and developed
further the work of the previous Annual Action Plans. He concluded by saying that
some of the activities had already been completed and therefore these did not
appear in the AAP. Others would still be in the process of being delivered during
2015/16 or were always designed to be long-term activities.
It was proposed by Mr T FitzPatrick, seconded by Mr G Williams and
RESOLVED
to approve the Annual Action Plan 2015-16 and the targets and recommendations for
performance indicators as set out in Appendix 1 to the report.
111.
2015/16 BUDGET REPORT
Mr W Northam, Portfolio Holder for Finance, introduced this item. He explained that
the report presented for approval the 2015/16 budget together with the latest financial
projections for the following 3 years to 2018/19. He thanked the Head of Finance and
her team for all their hard work, saying that it was a great achievement to present a
balanced budget with a surplus whilst maintaining a 0% increase in council tax – for
the 4th year running.
Cabinet
3
02 February 2015
Mr Northam said that the proposals within the report were based on figures from 18th
December 2014. The final figures would be known later in February and
consequently he would make a full report on the Budget at the Council meeting on
25th February.
Mr R Reynolds commented that he was pleased to see such a healthy surplus.
Mr T FitzPatrick congratulated Mr Northam and the Finance team on their continued
hard work. He said that the 0% increase in council tax actually amounted to a
reduction in real terms.
Mr G Williams said he was pleased to support the proposals. This report was one of
a suite of reports that had come before Cabinet, all of them showing the prudent use
of resources.
It was proposed by Mr W Northam, seconded by Mr G Williams and
RESOLVED to recommend to Council:
1)
2)
3)
4)
5)
6)
7)
8)
The 2015/16 revenue budget as outlined at Appendix A;
The surplus of £462,424 be allocated to the general reserve and restructuring
and invest to save reserve as outlined at section 5.8 in the reports;
The demand on the Collection Fund, subject to any amendments as a result
of final precepts still to be received be:
a.
£5,307,071 for District purposes
b.
£1,716,441 (subject to confirmation of the final precepts) for
Parish/Town Precepts;
The statement of and movement on the reserves as detailed at Appendix E;
The updated Capital Programme and financing for 2014/15 to 2017/18 as
detailed at Appendix F;
The new capital bids as detailed at Appendix G;
The prudential indicators as included at Appendix H;
That members note the current financial projections for the period 2016/17 to
2018/19.
Reasons for the decision:
To recommend a balanced budget for 2015/16 for approval by Council on 25
February 2015.
112.
TREASURY MANAGEMENT STRATEGY STATEMENT 2015/16
The Portfolio Holder for Finance, Mr W Northam, presented this item.
He explained that the report set out the details of the Council’s treasury management
activities and presented a strategy for the prudent investment of the Council’s surplus
funds. Mr Northam went onto say that the Council was currently debt free and its
financing plans did not anticipate any external borrowing requirement over the
forecast period. The Council had an average balance of £27.6m invested to 31
December 2014. This represented income in advance of expenditure, plus balances
and reserves held. An average balance of £19.4m was anticipated in 2015/16.
It was proposed by Mr W Northam, seconded by Mr B Cabbell Manners and
RESOLVED to recommend to Council:
Cabinet
4
02 February 2015
That The Treasury Management Strategy Statement is approved.
Reasons for the decision:
To provide the Council with a flexible treasury strategy enabling it to respond to
changing market conditions and ensure the security of its funds.
113.
ASSET MANAGEMENT PLAN (AMP) UPDATE – FEBRUARY 2015
Mr R Oliver, Portfolio Holder for Assets introduced this item. He said that the Asset
Management Plan (AMP) outlined the strategic framework within which the Coucnil
managed its property portfolio. It was vital that the plan remained current and was
kept updated as it played a key role in meeting the Council’s forecast deficit. It was
also important to ensure it reflected the needs of the community.
It was proposed by Mr R Oliver, seconded by Mr B Cabbell Manners and
RESOLVED to
1.
2.
Note the contents of the report and the updates to the AMP 2014/15 –
2016/17.
Considers the capital bid in relation to the AMP included within the 2015/15
budget report contained elsewhere on the agenda.
Reasons for the decision:
Provision of the relevant capital budgets will enable the Council’s property portfolio to
be enhanced to ensure that the assets remain fit for purpose in relation to service
provision and also that their income generating capacity is protected and enhanced
wherever possible, ensuring value for money for the tax payer. The asset portfolio
has a key role to play in helping to meet the budget deficit forecast for future years by
not only improving efficiency but also by increasing income streams and continued
capital investment in the portfolio will help to ensure that this opportunity is
maximised.
114.
PARTNERSHIP OF MARITIME AUTHORITIES IN NORFOLK AND SUFFOLK
The Leader introduced this item in the absence of the Portfolio Holder, Mrs A FitchTillett. He explained that approval was sought for the principle of a coastal
management partnership with other local maritime authorities to work together to
develop a partnership model for delivering a coastal management service for the
Council and neighbouring coastal authorities. Mr FitzPatrick went onto say that the
partnership would enable neighbouring authorities to work together and share
resources as there was limited experience and expertise in the specialist sector of
coastal management. It was intended to provide a holistic approach to coastal
management for the whole of the east coast.
Mr G Williams said that working together would create a powerful voice for the
region.
Mrs A Moore said that it was a very logical step to take.
It was proposed by Mr T FitzPatrick, seconded by Mr J Lee and
Cabinet
5
02 February 2015
RESOLVED
To agree the principle of relevant maritime local authorities (NNDC, Waveney District
Council, Suffolk Coastal District Council, Great Yarmouth Borough Council and the
Borough Council of Kings Lynn and West Norfolk), working together to develop a
suitable partnership model towards the establishment of a shared coastal
management service; and for this to be brought before the Council for detailed
consideration (by each council) later this year (targeted for late summer 2015).
Reasons for the decision:
To plan for an effective and sustainable way of continuing to deliver a robust coastal
management service for North Norfolk.
115.
ELECTRIC VEHICLE CHARGING POINTS
Mr R Oliver, Portfolio Holder for Assets introduced this item. He said that the report
outlined a proposal to install electric vehicle charging points in selected locations in
the District and sought Cabinet’s agreement to proceed with a business case to
inform future recommendations. Mr Oliver went onto say that he had been keen to
progress this issue since he joined Cabinet. He strongly believed that the future for
cars was electronic and this was borne out by the sale of 16 electric cars at
Greenbuild in 2014. He concluded by saying that he hoped it would set the
foundations for bringing electric charging points to all of the market towns across
North Norfolk, eventually enabling free travel across the region. Taking a proactive
approach would ensure that the Council was ahead of the game.
Members were invited to ask questions:
1. Mrs S Arnold said that she believed electric cars would be the norm in a few
years time. She has seen a similar scheme for electric bikes in Somerset and
this could also be worth considering.
2. Mr R Reynolds said that a huge upturn in the sale of electric cars was anticipated
from 2017 onwards.
3. Mr P W Moore said that he supported the principle but had some concerns that
electric cars would need to be recharged regularly. Mr T FitzPatrick replied that
he had been advised that if they were driven carefully, a driver could expect to
achieve 120 miles a time. He reminded members that London buses were now
electric.
It was proposed by Mr R Oliver, seconded by Mr G Williams and
RESOLVED
To note the report and gives officers further instructions in relation to this project.
Reasons for the decision:
To obtain clarification regarding the Council’s aspirations in relation to the potential
future installation of EVCPs within the district.
The Meeting closed at 10.29 am
Cabinet
6
02 February 2015
_______________
Chairman
Cabinet
7
02 February 2015
19 JANUARY 2015
Minutes of a meeting of the PLANNING POLICY & BUILT HERITAGE WORKING PARTY
held in the Council Chamber, Council Offices, Holt Road, Cromer at 10.00 am when there
were present:
Councillors
Mrs S Arnold (Vice-Chairman) in the Chair
M J M Baker
N D Dixon
Mrs A R Green
Mrs P Grove-Jones
P W High
R Reynolds
Officers
Mr M Ashwell – Planning Policy Manager
(28)
APOLOGIES FOR ABSENCE
Apologies absence were received from Councillors B Cabbell Manners, Miss B
Palmer, P Williams and D Young.
(29)
MINUTES
The Minutes of the meeting held on 22 September 2014 were approved as a correct
record and signed by the Chairman.
The Planning Policy Manager updated the Working Party on progress made on the
issues discussed at the previous meeting and answered Members‟ questions.
(30)
ITEMS OF URGENT BUSINESS
The Chairman stated that there were no items of urgent business which he wished to
bring before the Working Party.
(31)
DECLARATIONS OF INTEREST
No interests were declared.
(32)
NATIONAL CHANGES TO AFFORDABLE HOUSING AND OTHER PLANNING
OBLIGATIONS
The Planning Policy Manager presented a report outlining the changes that
Government had made to the process for requiring affordable housing and other
„planning gain‟ via Section 106 Agreements when determining applications for
planning permission. The Government had set a new threshold of ten dwellings
below which affordable housing should not be required, with an option to set a lower
threshold of five dwellings in designated rural areas.
The Planning Policy Manager referred to the Council‟s Housing Incentive Scheme
which had recently been extended to December 2015, which set a threshold of ten
dwellings. He recommended that no change be made to the threshold of ten
dwellings at the present time and that further consideration be given to this matter in
December 2015 as part of the review of the Housing Incentive Scheme.
Planning Policy & Built Heritage Working Party
1
8
19 January 2015
Councillor Mrs A R Green asked if the new requirements affected exceptions
schemes. The Planning Policy Manager explained that exceptions schemes
were covered by a separate policy.
Councillor N D Dixon considered that regardless of the figure which was set,
there were many examples where viability issues impacted on the number of
affordable homes which could be delivered. He asked if it would be better to
include “subject to a financial viability test”. He stated that the Council would
not be happy with a five-unit scheme if it would have been possible to achieve
more.
The Planning Policy Manager stated that all affordable housing applications
had to be subject to a viability test.
It was proposed by Councillor N D Dixon, seconded by Councillor R Reynolds
and
RECOMMENDED to Cabinet
That the Council indicates that it will not currently introduce a
threshold of five dwellings in those parts of the District
designated as AONB or defined as a Rural Area under Section 157
of the Housing Act and will reconsider the position as part of the
review of the Housing Incentive Scheme in December 2015.
(33)
ROLL FORWARD OF AONB MANAGEMENT PLAN
The Planning Policy Manager presented a report outlining the content of the Norfolk
Coast Area of Outstanding Natural Beauty Management Plan 2014-2019.
Councillor Mrs P Grove-Jones asked if Internal Drainage Boards were represented
on the Norfolk Coast Partnership. The Planning Policy Manager confirmed that they
were and explained the composition of the Partnership.
In response to a question by the Chairman, the Planning Policy Manager stated that
the chalk reef was covered by the Marine Management Plan.
Councillor M J M Baker asked what was currently permitted in terms of the Council‟s
„roll back‟ policy on coastal erosion and whether there was any differentiation
between people who had lived for many years in these areas and those who had
recently purchased property.
The Planning Policy Manager explained Policy EN12: Relocation and Replacement
of Development affected by Coastal Erosion. This allowed businesses and
residential properties in areas at risk from erosion in the next 20 years to relocate to
areas where development would not normally be permitted. However, very few
people had taken up this opportunity. The next plan would include allocated sites for
roll back development. The end result was to remove the risk so there was no
differentiation as to who was allowed to develop under this policy.
Planning Policy & Built Heritage Working Party
2
9
19 January 2015
Councillor R Reynolds considered that there was a need to address where the AONB
started and finished visually.
The Planning Policy Manager explained that there were two constraints in the policy;
the AONB itself and its setting. The policy did not prevent development within the
AONB but regard should be had to whether or not development would have a
significant impact. The area around the AONB, which was its setting, was not
defined and it was necessary to make a judgement. The AONB boundaries were
not within the Council‟s remit and had been designated in a statutory act. Whilst
representations could be made with regard to reviewing the boundary, it was a
complex process.
It was proposed by Councillor Mrs P Grove-Jones, seconded by Councillor P W High
and
RECOMMENDED to Cabinet
That the Norfolk Coast Area of Outstanding Natural Beauty Management
Plan 2014-2019 is approved.
(34)
FAKENHAM DEVELOPMENT BRIEF
The Planning Policy Manager presented a report which summarised the responses to
a consultation relating to a Development Brief for the allocated development site at
Fakenham. He drew particular attention to access issues, which was the main
concern raised in the representations.
Public Speaker
Mr George Acheson, Chairman of Development and Market Committee, Fakenham
Town Council.
Mr Acheson stated that Fakenham Town Council was broadly in agreement with the
brief. The Town Council considered that highway improvements would be necessary
prior to closure of Water Moor Lane. The Thorpland Road junction was dangerous
and it would be made worse. Relocation of the High School would temporarily
increase traffic on Rudham Stile Lane. The need for a second roundabout on Wells
Road would be obviated if Norwich Long Lane were improved. Local people
currently used Norwich Long Lane as a rat run as they could get out onto the A148.
The Planning Policy Manager stated that it would understood that Rudham Stile Lane
would require improvements. Decisions would need to be made prior to the
formation of the roundabout as to the need for off-site highway works including Long
Lane and the treatment of Water Moor Lane. He stated that given the long
construction period for development of the site it would be a long time before the
junction issue was reconsidered.
Councillor R Reynolds supported Mr Acheson. He stated that the Wells Road
junction was well-used and there would be benefit in his suggestion. He understood
that some consideration had been given to the closure of Norwich Long Lane.
The Planning Policy Manager stated it had been suggested that Norwich Long Lane
would be closed when the roundabout was developed. The options were to improve
it or close it. Highway issues had not been finalised.
Planning Policy & Built Heritage Working Party
3
10
19 January 2015
Councillor R Reynolds stated that he was sympathetic with many of the complaints
received and it was important that they were addressed at this time. He was aware
that many of the points had been recognised and addressed.
He referred to the changes in the carriageway along the length of Rudham Stile
Lane, which was almost acceptable by North Park and adjacent to the Academy end,
dangerous by and over the disused railway bridge, single carriageway in places and
with a difficult negotiation at the Thorpland Road junction. Thorpland Road adjoining
Rudham Stile Lane and onto Greenway Lane was narrow and poor and would not
sustain a much larger increase in traffic. At the opposite end of Rudham Stile Lane
where it joined with Claypit Lane and North Park, Field Lane and the Academy, the
traffic was extremely dangerous due to the bridge. There was already congestion at
the Claypit Lane traffic lights. He considered that Rudham Stile Lane needed to be
upgraded, but that traffic from the majority of the new build could not be
accommodated by Rudham Stile Lane, Claypit Lane or Thorpland Road.
He understood that Water Moor Lane could eventually be made one way to the north
to continue to take school traffic when the main infrastructure was in place for the
large site.
He considered that traffic must be encouraged to flow into the town by exiting the
new build by a roundabout onto the A148 and onto Clipbush lane. This would allow a
freeflow of traffic with little congestion and support the towns shops and businesses.
He referred to concerns regarding sewage, surface water, schools and amenities etc.
but noted from the report that these issues be addressed at the planning stage.
He referred to the planning application for 84 dwellings at Brick Kiln Farm, Rudham
Stile Lane. He had originally considered that the existing entrance could be used
temporarily and the development eventually served by the infrastructure of the larger
build. However, he had been advised that this was not possible or likely for a
number of reasons and the Highway Authority was likely to accept the existing
entrance subject to improvements to Rudham Stile Lane. He suggested that the
improvements should include upgrading of the road from the site gate past the
allotments and adjoining Water Moor Lane, and that the junction of the disused
bridge should be removed or bypassed and Water Moor Lane retained for the time
being for two way traffic to allow construction traffic to access the site from the A148
subject to restrictions on timing. He also considered that there should be drop off
areas on site for construction and work related traffic to alleviate congestion in
Rudham Stile Lane, and that wheel and lorry wash and road cleansing should be part
of the Brief.
The Planning Policy Manager stated that the applicant for the current planning
application had not demonstrated that Rudham Stile Lane would be suitable or would
be capable of being upgraded. However, Officers had not seen the highway
proposals being offered and it was premature to suggest that the site would be
acceptable.
Councillor N D Dixon considered that the additional paragraph suggested in the
report for inclusion in the Brief regarding delivery depended on a proper costed
exercise to determine what the physical and social infrastructure would be. There
needed to be clarity as to why contributions would be levied so that there would be
an equitable contribution all the way through from the early starters to the later
starters to ensure that the project was not delivered in part. This would need to be
agreed prior to determination of any planning application.
Planning Policy & Built Heritage Working Party
4
11
19 January 2015
The Chairman considered that it was important that money was put up front.
The Planning Policy Manager stated that the Council could not require all the
principal landowners to make a single planning application. With regard to
contributions, the typical process was for a bond payment to be made, with the
Council acting as broker.
Councillor M J M Baker considered that, whilst it would be difficult, there needed to
be one overall authority dealing with the whole project. He suggested that the
Council should take on the role of main contractor to ensure that all the social
infrastructure was built.
The Planning Policy Manager stated that to date the Council had been prepared to
act as banker but not as a contractor.
Councillor N D Dixon expressed concern that, whilst the suggested wording was
substantially acceptable, developers would be unclear as to what they were expected
to contribute and how it would be made up. He considered the Council should be
clear as to what the development would look like on completion and that there should
be a formula to ensure delivery. Costs would need to be indexed as they would not
be the same throughout the development period.
He considered that the
development should be considered as a whole and how each part fitted together. He
agreed that leadership should be provided by the Council to ensure that the project
was delivered as it should be. The Council had the ability to co-ordinate everyone
involved in the delivery. There was a need to recognise that the pro-rata cost per
plot would be different depending on whether the site was brownfield etc.
The Planning Policy Manager stated that there were a number of delivery
mechanisms available. The brief was a framework which should be driving the
delivery strategy.
Councillor Mrs P Grove-Jones considered that it was important to take bonds as
there could be problems if some developers preferred a different approach. She
asked how many developers were anticipated and what timescale was envisaged for
completion of the development.
The Planning Policy Manager stated that the number of potential developers was
unknown, and given the average build rate it could be a 10 year project.
Councillor R Reynolds supported Councillor Dixon‟s comments and considered either
his suggested approach or the bond route should be taken.
The Planning Policy Manager stated that the wording, as proposed, recognised that
there were a number of delivery strategies and gave the expectation that a delivery
strategy would be required.
Councillor Dixon stated that there was a need to ensure that the current planning
application which had been submitted for part of the site did not slip under the wire
and cause upset at a later date.
The Planning Policy Manager stated that the decisions made on the Brief may have
an impact on the consideration of the application.
The Working Party requested a further report on the access strategy.
Planning Policy & Built Heritage Working Party
5
12
19 January 2015
The Chairman requested that the possibility of the Council being the lead authority be
explored. The Planning Policy Manager stated that this would be a matter for
consideration in the future.
It was proposed by Councillor M J M Baker, seconded by Councillor N D Dixon and
RESOLVED
That the amendments outlined in the report and in Appendix 2 be
incorporated into the Fakenham Development Brief and
RECOMMENDED to Cabinet
That the Fakenham Development Brief be approved.
(35)
MAINTENANCE OF OPEN SPACES
Councillor N D Dixon referred to an issue he had raised at the meeting on 19 May
2014 regarding ongoing maintenance on large developments and the payment of a
commuted sum. The Planning Policy Manager had stated that he would prepare an
issues and options paper on this matter.
The Planning Policy Manager explained that this was a significant piece of work
which he did not currently have the resources to undertake.
Councillor Dixon requested a progress report at the next meeting.
The meeting closed at 11.58 am.
Planning Policy & Built Heritage Working Party
6
13
19 January 2015
Agenda Item No___10_________
BUDGET MONITORING REPORT 2014/15 – PERIOD 10
Summary:
This report summarises the budget monitoring position
for the revenue account and capital programme to the
end of January 2015.
Options considered:
Not applicable
Conclusions:
The overall position at the end of January 2015 shows a
year to date variance of £2,826,265 to date for the
current financial year on the revenue account, before
taking into account commitments £2,792,723. This is
currently expected to deliver a forecast full year
underspend of £376,624.
Recommendations:
It is recommended that:
1) Cabinet note the contents of the report and
the current budget monitoring position.
2) Cabinet note the contents of the Revised
Capital Appendix C.
3) Cabinet agree that the Head of Finance in
consultation with the portfolio holder be able
to
approve
the
most
financially
advantageous loan repayment option for
NNDC with Broadland Housing Group.
Reasons for
Recommendations:
To update Members on the current budget monitoring
position for the Council, and make all amendments to
the capital budget as appropriate.
LIST OF BACKGROUND PAPERS AS REQUIRED BY LAW
(Papers relied on the write the report and which do not contain exempt information)
System budget monitoring reports
Cabinet Member(s)
Ward(s) affected
Cllr Wyndham Northam
Contact Officer, telephone number and email: Malcolm Fry, 01263 516037,
malcolm.fry@north-norfolk.gov.uk
1.
Introduction
1.1.
This report compares the actual expenditure and income position at the end
of January 2015 to the updated budget for 2014/15. The Original Base
Budget as agreed by Full Council in February 2014 was updated for the
approved budget roll forward requests as reported in the 2013/14 Outturn
report in June 2014 and any in-year service virements.
14
1.2
The report also provides a monitoring position for the current capital
programme.
1.3
The base budget for 2014/15 included savings and additional income totalling
£580,994 to be delivered in the year. Section 3.1 of this report includes the
latest position on both of these areas
2.
Budget Monitoring Position – Revenue Services
2.1
The General Fund Summary at Appendix A shows the high level budget
monitoring position at 31 January 2015 which shows a year to date variance
of £2,826,265 underspend, as shown on Appendix A. However there are
outstanding commitments of £2,792,723. Of the underspend £2,050,442 is in
relation to the service variances and £751,732 is in relation to the Business
Rates Retention Scheme compared to the profiled budget. Details of these
variances are included within section 4.4. Appendix B provides further details
of the individual service variances.
2.2
The repair and renew grants for homeowners and businesses which were
flooded in December 2013 have continued to be administered by the Council,
to be reimbursed by Government funding in line with their (the Government’s)
set eligibility criteria. Total applications for homeowner and business repair
and renew and business support grants total 224 to date. The repair and
renew grant scheme has been extended by three months and will now end on
the 30 June 2015. Any grants paid out after this date will not be eligible for
reimbursement through the government scheme. The council is currently
administering the scheme within this timescale to ensure all eligible grants
can be paid prior to this.
2.3
The following table shows the over/under spends to date for the more
significant variances, this is compared to the updated budget. Note that some
of the expenditure below includes costs associated with the Tidal Surge.
These are currently awaiting allocation of insurance monies received.
Table 1 – Service Variances
Over/ (Under)
Spend to Date
against
Updated
Budget
£
Assets and Leisure
Car Parking – The underspend to date reflects additional
income from Car Parking compared to the profiled budget to
date. This is made up of (£81,128) Pay and Display, Season
Tickets (including weekly) (£20,001) which has been reduced
by excess charge income £11,275. Overall there is currently
anticipated to be a full year impact of £45,000.
Administration Buildings – The year to date variance is due
in part to reduced rental income as a result of a tenant
vacating premises which is anticipated to result in a full year
effect £10,191. The balance of the variance of £18,397 is
due to higher than anticipated reactive maintenance.
15
Forecast
Full Year
Effect
£
(82,996)
(45,000)
28,252
10,191
Table 1 – Service Variances
Over/ (Under)
Spend to Date
against
Updated
Budget
£
Foreshore - The variance to date consists of (£12,316)
repairs re storm, (£20,000) Ground Maintenance, (£11,320)
on External Decoration.
The balance is made up of minor variances. Currently no full
year effect is expected.
Sports Centres - £5,938 - Salaries and on costs as a result
of restructuring, no full year effect is forecast.. £11,992 - Hall
hire costs above budget and will lead to a full year variance of
£33,667. This is mainly due to delays in implementing new
agreements with the schools part way through the year and
late receipt of previous year invoices.
Forecast
Full Year
Effect
£
(53,581)
0
22,102
33,667
Pier Pavilion - The variance against the profile budget to
date reflects the repair work carried out on the Pier Theatre
following the storm damage. This will be offset by the
insurance claim refunds.
34,469
0
Investment properties – The variance to date includes the
following:
£11,473 - Business rates charges for the Grove Lane Depot,
this will result in the full year effect as shown as it is unlikely
that the property will be let before year-end.
£31,844 - Reduced rental income following storm surge for
other lettings properties. The reduction in income is expected
to be offset by the recovery of insurance sums.
£9,250 - Accrual service charges, agreement still to be
reached with tenant.
56,966
19,472
(23,974)
0
(102,507)
(109,000)
£5,868 - Sales of food and drink lower than expected, but it is
anticipated that income targets will be met so there will be no
variance at the end of the year.
CCTV – The significant balance of the variance (£16,327)
reflecting decommissioning costs yet to be incurred. The
balance is made up of minor variances.
CLT/Corporate
Legal Services - (£87,349) Increased Legal fee income as
result of increased external work, (£14,486) lower than
anticipated disbursements and Legal book purchases.
Balance is minor variances. There will be additional staffing
costs incurred for part although there is still anticipated to be
a full year effect from additional fee income of (£109,000).
Community, Economic Development and Coast
16
Table 1 – Service Variances
General Economic Development - (£7,000) Staff turnover
Learning for Everyone. (£12,000) Tutors and other
Professional Fees re Learning for Everyone, yet to be
incurred. (£25,000) Has been committed to undertake a
Business Growth and Investment Opportunities Study as
highlighted in the
North Norfolk Growth Plan. This is unlikely to be
commissioned until the new financial year. It is requested
that the necessary funds can be carried forward.
Over/ (Under)
Spend to Date
against
Updated
Budget
£
(51,268)
Forecast
Full Year
Effect
£
0
Community and Localism – The variance against the
profiled budget to date is mainly in relation to uncommitted
expenditure and unclaimed Big Society Fund grants which
are funded from Norfolk County Council’s share of second
homes income which is returned to the districts. Any
underspend in the year will be transferred to the earmarked
reserve at the year end.
(389,736)
0
Regeneration Management – The majority of the variance
(£21,595) is in relation to the Vacant Economic Growth
Manager position now filled. The full year underspend is the
balance of the budget for this post not used. Balance is
made up of minor variances.
(26,284)
(20,000)
Coast Protection - (£43,500) Contribution from NCC for
Ostend Targeted Rock project. (£10k) Contribution from
Walcott Parish Council for various projects. All income to be
offset by expenditure incurred in this financial year. Balance
is made up of minor variances.
(60,315)
0
(329,433)
0
(124,197)
(22,500)
Due to weather conditions, timing issues and linking with
other funding opportunities, various Sea Defence projects
have yet to be completed. Any underspends will be
earmarked or rolled forward at year end into 2015/16.
Housing Strategy – The variance is mainly due to greater
than expected VAT Shelter receipts for the period (£340,639).
These receipts are used to fund Capital expenditure and will
be transferred to reserves at year end.
Customer Services
IT – Support Services - The underspend to date is made up
of a number of variances:(£18,817) - Salaries and on costs lower than anticipated as a
result of reduced staff hours. (£10,991) - Telephone Rentals
and Maintenance. These costs will be fully reviewed when
the new unified communications is fully implemented.
(£20,147) - Computer maintenance. (£16,331) - Computer
17
Table 1 – Service Variances
hardware purchases. (£51,425) - Computer Software
Licences, invoices not yet received.
The Full Year effect of (£22,500) comprises of a full year
saving of £14,500 for Salaries and on costs, and £8,000
which is a full year saving on telephone rentals and
maintenance.
TiCs - (£5,081) - Salaries and oncosts. (£2,265) - Computer
hardware and software purchases. (£3,534) - Purchases for
resale
(£8,845) - Sale of souvenirs etc is greater than expected.
Balance is made up of minor variances
Media and Communications - (£6,236) - Paper costs
are lower than expected, partly due to some work
including sports leaflets and year-end benefits leaflets
been printed externally. This will lead to a full year
underspend of £7,000. Of the remaining variance,
(£20,324) relates to employee costs underspend as a
result of the vacant Communications Manager post
which will result in a full year underspend. Of the
remaining variance (£3,025) relates to recharges for
reprographics work undertaken.
Customer services – (£30,202) - Salaries and oncosts.
Savings resulting from vacant posts and reduced hours.
(£6,632) - Training and travel costs. The balance comprises
of minor variances.
Over/ (Under)
Spend to Date
against
Updated
Budget
£
Forecast
Full Year
Effect
£
(23,480)
0
(36,865)
(37,000)
(32,371)
(29,000)
(143,225)
0
(45,460)
0
There is an anticipated full year saving although part of the
saving will be reduced by staff recruitment yet to commence.
Overall the saving for the year will be in the region of
£29,000.
Development Management
Development Management – Fee income greater than
anticipated, as in previous months it is requested that this is
ring-fenced within the Planning reserve, to mitigate additional
costs in future years. Including Local Plan and Service
Restructure. (£10,098) recoverable income.
Planning Policy – (£23,000) Turnover savings from a Vacant
post and a post reducing hours, A proportion of this is to be
vired to Property Information for Maternity cover. (£20,000)
Professional fees not likely to be used by the end of the
financial year although a request is made to retain this
resource towards Local Plan expenditure.
18
Table 1 – Service Variances
Over/ (Under)
Spend to Date
against
Updated
Budget
£
Forecast
Full Year
Effect
£
Building Control and Access – (£5,979) Savings in officer
travel expenses due to a vacant post at start of year and
efficiency savings. (£29,292) Greater levels of income than
anticipated, based on cost recovery any surplus will be
transferred to the earmarked reserve. The balance is made
up of minor variances.
(40,233)
0
Property Information – £8,350 of the variance relates to
Maternity cover and will be offset by the virement of a staff
saving from Planning Policy. (£13,784) delay in receiving
invoices for NCC search fees.
(£37,821) Greater levels of income than anticipated, based
on cost recovery any surplus will be transferred to the
earmarked reserve. The full year effect is additional Street
Naming and Numbering income.
(44,264)
(8,000)
(27,659)
0
(35,725)
0
(203,111)
(50,000)
Environmental Health
Public Protection – (£13,685) Staff turnover savings &
departmental restructure. (£13,794) Additional general
licensing income.
Staff savings will be used to fund staff costs for administering
the flood grants scheme, pending Government confirmation
that they will fund these costs.
Civil Contingencies – The expenditure and income in
relation to the flooding grants (Repair and Renew, and
Business Support) is included under this service. The
variance to date is largely due to the business support grant
funding which has been received but not fully allocated and
paid out to applicants. Further details of the scheme are
included at paragraphs 2.2 and 2.3.
Waste Collection and Disposal – The variance to date
within this service is made up of a number of items:(£10,651) Staffing - vacant post;
(£51,618) Commercial disposal costs - outstanding invoices
from County;
(£13,728 Professional fees not incurred;
(£17,339) NEWS contractor payments – reduced due to
change of contract;
(£5,224) Surplus of recycling credits payable from 2013/14;
(£9,857) Kier contract variation order
(£57,262) Additional Recycling credit income;
(£40,680) Income for delivery of materials to Costessey
transfer station instead of Aylsham;
19
Table 1 – Service Variances
(£18,880) Additional composting and bulky waste income;
£14,456 Reduced trade waste income.
Over/ (Under)
Spend to Date
against
Updated
Budget
£
Forecast
Full Year
Effect
£
The full year effect is mainly due to the new Materials
Recycling Facility contracts coming into force. This means
that a wider range of materials can now be recycled with an
anticipated increase in income for the year.
Financial Services
Local Taxation - Local Council Tax Support New Burdens
grant, requested to be rolled forward to be spent in 2015/16.
Benefits – The majority of the variance (£91,045) is due to
vacant posts and turnover during the year within the service.
Overall there is anticipated full year underspend of £65,000.
Benefits and Revenues Management - The variance to
date relates a vacant post which has not yet been filled,
pending further review of the service.
Organisational Development
Human resources and Payroll – (£44,005) - Training not yet
undertaken. Although current commitments totalling £10,000
include speed reading, E-learning, competency training and
various IT courses. Depending on the outturn position there
may be a request to transfer any full year effect to earmarked
reserves eg Investors in People assessment/Members’
Induction Programme.
TOTALS
(80,781)
0
(104,377)
(65,000)
(33,562)
(22,000)
(45,105)
(15,000)
(1,998,720)
(349,170)
3
Budget Monitoring Position – Savings and Additional Income
3.1
The budget for 2014/15 included savings and additional income totaling
£580,994 within the service areas. The detail for each of the service savings
is included at Appendix D. Table 2 below summaries the current position for
each service heading. Because of the delay in enacting variations on
contracts for cleansing and grounds maintenance within Environmental
Health there is expected to be a shortfall of £33,000 for the year.
2014/15
Base
Budget
£
149,760
13,250
113,184
Table 2 – Savings and Additional
Income 2014/15
Assets & Leisure
Customer Services
Economic and Community Development
Economic and Community
Development/Assets/Leisure
40,000
20
2014/15
Budget at
P10
2014/15
Movement
£
185,760
13,250
113,184
36,000
0
0
40,000
0
Environmental Health
Environmental Health/Assets/Leisure
Finance
Organisational Development
Total
4
80,000
169,000
8,000
7,800
580,994
80,000
100,000
8,000
7,800
547,994
0
(69,000)
0
0
(33,000)
Non Service Variances
Investment Interest – to Period 10 2014/15
4.1
The original interest budget for 2014/15 was £366,300. The actual interest to
the end of period is £340,534.
4.2
Investments in covered bonds and certificates of deposit during the year have
increased the investment return, and the balances available for investment
are anticipated to be over £3.5m higher than the original budget figure of
£22.2m.
4.3
At the year-end a total of £393,754 is anticipated to be earned in interest
which is an additional £27,454 against the original budget of £366,300.
Retained Business Rates
4.4
The 2014/15 position has now been updated to reflect the latest monitoring
position and also the completion of the 2015/16 NNDR1 return which includes
an estimate of the current years position.
4.5
The net amount that is retained in the general fund in the year is influenced
by a number of factors including the share of business rates income
determined by the forecast shares of the income within the 2014/15 NNDR1,
the level of section 31 grant due to the authority in relation to reliefs and also
the levy forecast to be paid. The actual rates collected within the business
rates collection fund will be determined by a number of factors for example
the value of appeals that have been finalised which can result in a movement
of a properties rateable value and a refund, properties moving in and out of
rating, fluctuations in the levels of relief granted. Any movement on the
collection fund, ie an increase or reduction in the actual incomes collected
compared to that set at the start of the year will influence the surplus or deficit
to the business rates collection fund. For the 2014/15 financial year there is
anticipated to be a deficit on the collection fund which will influence the
following years position. Part of the reason for the deficit is an increase in the
level of reliefs being granted to eligible properties which is offset in the
general fund by a section 31 grant. The resulting effect is that there will be a
favourable variance of £357,000 in 2014/15 compared to the budgeted
position, although it is recommended that this be allocated to the business
rates earmarked reserve to mitigate the impact of the deficit in 2015/16.
4.6
Local Investment Strategy
A meeting was held in November 2014 between NNDC, ArlingClose (NNDC
treasury advisors) and representatives of Broadland Housing to discuss the
arrangements for the provision of loans to Broadland Housing and it’s
subsidiary Broadland St Benedicts.
Originally both loans were to be repaid on an Equal Instalments of Principal
(EIP) basis. As part of the negotiations other options for repayment of the
21
£750,000 (repayable in three years) loan to Broadland St Benedicts were
discussed. The options proposed were:1) Payment of £25,000 per annum and interest with a “bullet” repayment of
the remaining principal £700,000 at the end of three years. This would
increase the amount of interest received by NNDC but would only
generate limited capital receipts until the principal is repaid.
2) Payment of 10% of the principal per annum £75,000 of capital receipts per
annum plus interest. Again this would generate more interest for NNDC
than the EIP method.
5
Budget Monitoring Position – Summary
5.1
The detail within section 2 of the report highlights the more significant service
variances and in particular those that are forecast to have a full year variance
compared to the budget, the total full year effect of the service variances is
currently projected to be £354,170 plus additional investment income of
£27,454.
5.2
In addition to the service variances the net impact of the retained business
rates after payment of levy is expected to exceed the budget by £357,000
although it is anticipated that this will transfer to the earmarked reserve as
referred to in 4.5.
6
Budget Monitoring Position – Capital
6.1
Members were provided with an updated capital programme for both current
and future years as part of the Budget report that was approved in February.
Appendix C shows the latest position for the updated programme, together
with details of spend up to Period 10 and comments on individual schemes
where applicable.
6.2
This report has started to highlight where capital projects will slip at the end of
the financial year. Unlike revenue budgets, capital budgets are agreed for
projects and due to timings of projects not progressing as anticipated, there
will be a need to carry forward budgets to 2015/16.
7
Conclusion
7.1
The revenue budget is showing an estimated full year under spend for the
current financial year of £349,170 plus investment income of £27,454. The
overall financial position continues to be closely monitored and it is
anticipated that the overall budget for the current year will be achieved.
8
Financial Implications and Risks
8.1
The detail within section 2 of the report highlights the more significant
variances including those that are estimated to result in a full year impact.
8.2
The Original base budget for 2014/15 included service savings and additional
income totalling £580,994 at Period 10 this figure has decreased to £547,994.
The progress in achieving these is being monitored as part of the overall
budget monitoring process and where applicable corrective action will be
identified and implemented to ensure the overall budget remains achievable.
22
8.3
Table 1 shows total forecast full year effects of £349,170 plus investment
income of £27,454.at the end of period 10. These forecasted amounts will be
monitored throughout the remainder of the year.
8.4
Until all the insurance claims in relation to the December 2013 storm damage
have been finalised and settled, there remains a risk that the repair costs will
not be recovered as expected and the residual costs falling to the funded from
the general reserve will exceed that currently forecast.
8.5
Section 2 of the reports includes a commentary on the number of applications
received for the flooding repair and renew grants that the Council is
administering in line with the Governments eligibility criteria. The
Government’s timescales is that all repair and renew grants must be paid by
30 June 2015, any grants paid by the Council after this date will not be
eligible for reimbursement under the Governments funded scheme. The
extension to the timescales has reduced the risk of grant claims not being
eligible, officers are continuing to work on the scheme to ensure minimal
delays to the scheme.
8.6
On the 1st March 2015 a new EU cap on debit card fees paid between
organisations including Visa and Mastercard and the card issuer e.g. banks
will come into force. The change (for Visa) involves moving from a fixed
charge per transaction to a combination of a fixed price per transaction plus a
percentage of the transaction value. It is very likely that this could increase
the amount of charges paid by the authority as any increase in fees between
e.g. Visa and the card issuer will be passed on. At present the impact is
difficult to assess as some organisations e.g. Mastercard have yet to
announce their new charging structure. Work is ongoing to assess the impact
of this charge. It is also expected that a similar change to the credit card
charging structure will also be introduced during 2015/16. Implications of this
will be considered with the financial reporting to Members in 2015/16.
9
Sustainability - None as a direct consequence from this report.
10
Equality and Diversity - None as a direct consequence from this report.
11
Section 17 Crime and Disorder considerations - None as a direct
consequence from this report.
23
Appendix A
General Fund Summary Report for Period 10 Year 2014/2015
Original
Budget
Assets & Leisure
Clt / Corporate
Community & Economic Development
Customer Services and ICT
Environmental Health
Finance
Organisational Development
Planning
£
2,376,144
0
7,932,185
721,015
4,144,612
3,083,867
955,452
1,346,801
Updated
Budget
£
YTD Budget
£
2,621,373
26,436
8,216,823
786,297
4,150,572
3,062,118
954,522
1,350,200
1,557,890
22,041
1,627,456
695,389
3,161,381
3,159,281
855,439
1,079,180
Actuals YTD
£
1,474,124
(95,074)
733,687
474,613
2,951,096
2,910,912
818,643
783,710
YTD
Variance
£
Total
Remaining
Commitments
Budget
£
£
(83,766)
(117,115)
(893,769)
(220,776)
(210,285)
(248,369)
(36,796)
(295,470)
941,970
22,234
386,184
72,135
1,174,485
110,990
17,175
67,550
205,279
99,276
7,096,952
239,549
24,991
40,216
118,704
498,940
2,792,723
8,323,907
Net Cost Of Services
20,560,076
21,168,341
12,158,057
10,051,711 (2,106,346)
Non Service Expenditure/Income
Precepts Of Parish Councils
Capital Charges
Interest Receivable
External Interest Paid
Retirement Benefits
Revenue Financing For Capital
Contributions To/(From) Reserves
1,635,884
(7,699,575)
(363,710)
0
265,787
420,950
(426,538)
1,635,884
(7,699,575)
(332,490)
0
265,787
706,853
(994,926)
1,635,884
(1,779,450)
(284,354)
0
0
0
0
1,635,884
(1,779,470)
(340,534)
296
0
0
0
0
(20)
(56,180)
296
0
0
0
0
0
0 (5,920,105)
0
8,044
0
(296)
0
265,787
0
706,853
0
(994,926)
Non Service Expenditure/Income
(6,167,202)
(6,418,467)
(427,920)
(483,824)
(55,904)
0 (5,934,643)
(1,635,884) (1,635,884) (1,455,941)
(5,205,386) (5,205,386) (4,632,796)
(2,873,112) (3,230,112) (3,172,701)
(4,678,492) (4,678,492) (2,883,226)
(14,392,874) (14,749,874) (12,144,664)
(1,455,941)
(4,632,796)
(3,924,433)
(2,795,509)
(12,808,679)
0
0
(751,732)
87,717
(664,015)
(179,943)
(572,590)
0
694,321
0 (1,882,983)
0 (1,941,195)
Amount to be met from Government
Grant and Local Taxpayers
Parish Precepts
Council Taxpayers
Business Rates
Central Government Grants
(Surplus) / Deficit
0
0
(414,527)
24
(3,240,792) (2,826,265)
2,792,723
448,069
Appendix B
Service Area Summaries P10 2014-15
Assets & Leisure Service Area
Service
R200
R200A
R201
R202
R203
R204
R262
R262A
R300
R301
R302
R303
R304
R305
R306
R309
R310
R312
R314
R315
R318
R397
R414
Car Parking
Markets
Industrial Estates
Surveyors Allotments
Handy Man
Parklands
Administration Buildings Svs
Property Services
Parks & Open Spaces
Foreshore
Community Centres
Sports Centres
Leisure Complexes
Other Sports
Recreation Grounds
Pier Pavilion
Foreshore (Community)
Woodlands Management
Cromer Pier
Public Conveniences
Investment Properties
Leisure
Cctv
Total Assets and Leisure
Base
£
Updated Budget
£
YTD
Budget
£
YTD
Actuals
£
YTD
Variance
£
Immediate
Commitments
£
Budget
Remaining
£
(1,309,686)
70,131
(18,879)
3,100
(17,231)
(1,082)
97,908
0
489,660
241,346
14,935
301,347
660,292
89,971
11,017
103,417
406,553
168,245
39,111
608,979
304,566
0
112,444
(1,309,736)
70,131
(18,879)
3,100
(17,293)
(1,082)
95,505
21,704
483,660
229,975
14,935
322,933
641,904
141,986
11,017
103,417
412,053
180,149
242,445
608,963
304,611
(250)
80,125
(1,349,355)
28,638
(25,471)
2,580
46,828
(8,377)
104,307
36,149
383,748
194,027
12,397
243,900
511,241
101,594
8,474
95,817
338,089
148,707
31,298
501,053
65,213
(178)
87,211
(1,432,351)
29,838
(20,836)
2,530
47,593
(12,177)
132,559
(4,872)
391,549
140,446
9,547
266,002
504,040
80,244
8,234
130,286
347,010
154,842
20,812
496,167
122,179
(2,755)
63,237
(82,996)
1,200
4,635
(50)
765
(3,800)
28,252
(41,021)
7,801
(53,581)
(2,850)
22,102
(7,201)
(21,350)
(240)
34,469
8,921
6,135
(10,486)
(4,886)
56,966
(2,577)
(23,974)
42,894
7,126
1,488
0
0
14,894
59,699
1,750
129,327
18,140
166
71,572
81,410
21,056
2,248
140,453
79,744
54,663
8,282
78,121
100,855
1,778
26,304
79,721
33,167
469
570
(64,886)
(3,799)
(96,753)
24,826
(37,216)
71,389
5,222
(14,641)
56,454
40,686
535
(167,322)
(14,701)
(29,356)
213,351
34,675
81,577
727
(9,416)
2,376,144
2,621,373
1,557,890
1,474,124
(83,766)
941,970
205,279
Clt / Corporate
Service
R460A
R481
Updated
Budget
£
Base
£
YTD
Budget
£
YTD
Actuals
£
YTD
Variance
£
Immediate
Commitments
£
Budget
Remaining
£
Corporate Leadership Team
Legal Services
0
0
(5,637)
32,073
(4,676)
26,717
(19,284)
(75,790)
(14,608)
(102,507)
4,096
18,138
9,551
89,725
Total CLT/ Corporate
0
26,436
22,041
(95,074)
(117,115)
22,234
99,276
Community & Economic Development
Service
R112A
R307
R308
R330
R333
R336
R340
R341
R391
R391B
R398
R399
R415
R472
Base
£
Updated
Budget
£
YTD
Budget
£
YTD
Actuals
£
YTD
Variance
£
Immediate
Commitments
£
Budget
Remaining
£
Health
Arts & Entertainments
Museums
General Economic Development
Tourism
Nnflag Project
Coast Protection
Pathfinder
Regeneration Management
Comm & Econ Dev Mgt
Housing (Health & Wellbeing)
Housing Strategy
Community And Localism
Coastal Management
0
100,675
88
427,532
160,318
0
1,446,358
0
0
0
2,170,651
3,505,189
121,374
0
0
100,675
20,088
427,514
140,318
0
1,674,525
57,397
(250)
(5,000)
2,186,324
3,625,743
(52,900)
42,389
0
95,220
20,080
339,771
122,554
0
1,000,000
5,397
(2,160)
(4,175)
175,218
34,329
(194,136)
35,358
(11,100)
91,827
20,080
288,503
121,502
5,050
939,685
5,469
(28,444)
(5,810)
164,147
(295,104)
(583,872)
21,754
(11,100)
(3,393)
0
(51,268)
(1,052)
5,050
(60,315)
72
(26,284)
(1,635)
(11,071)
(329,433)
(389,736)
(13,604)
0
10,012
0
31,508
10,588
807
304,115
0
150
0
0
14,816
14,188
0
11,100
(1,164)
8
107,503
8,228
(5,857)
430,725
51,928
28,044
810
2,022,177
3,906,031
516,784
20,635
Total Community & Economic
Development
7,932,185
8,216,823
1,627,456
733,687
(893,769)
386,184
7,096,952
Customer Services & ICT
Service
R261
R311
R372
R394
R411
R430
R481B
R481C
R481D
Base
£
Updated
Budget
£
YTD
Budget
£
YTD
Actuals
£
YTD
Variance
£
Immediate
Commitments
£
Budget
Remaining
£
It - Support Services
Tic'S
Homelessness
Customer Services Housing
Transport
Publicity
Graphical Info System
Media & Communications
Customer Services - Corporate
0
305,033
375,082
0
40,290
610
0
0
0
57,981
297,170
375,113
0
40,290
610
1,227
59,409
(45,503)
75,189
251,990
314,502
(3,460)
34,820
510
3,092
56,435
(37,689)
(49,008)
228,510
321,664
(11,403)
34,820
510
10
19,570
(70,060)
(124,197)
(23,480)
7,162
(7,943)
0
0
(3,082)
(36,865)
(32,371)
39,496
14,606
9,684
0
0
0
0
2,508
5,841
67,493
54,054
43,765
11,403
5,470
100
1,217
37,331
18,716
Total Customer Services and ICT
721,015
786,297
695,389
474,613
(220,776)
72,135
239,549
25
Appendix B
Environmental Health
Service
R111A
R114
R115
R117
R117B
R118
R119A
R120
R151
R316
R317
R412
R413
R420
Base
£
Updated
Budget
£
YTD
Budget
£
YTD
Actuals
£
YTD
Variance
£
Immediate
Commitments
£
Budget
Remaining
£
Commercial Services
Rural Sewerage Schemes
Travellers
Public Protection
Street Signage
Pest Control
Environmental Protection
Dog Control
Env Health - Service Mgmt
Waste Collection And Disposal
Cleansing
Environmental Strategy
Community Safety
Civil Contingencies
470,688
361,164
99,100
52,644
35,807
15,590
672,668
58,464
0
1,504,552
682,018
29,667
22,570
139,680
498,058
361,164
99,100
100,881
35,807
15,590
550,717
60,964
3,304
1,520,652
699,018
40,067
22,570
142,680
415,059
361,114
108,942
80,101
22,460
13,010
453,200
50,005
(863)
988,078
518,593
35,400
2,150
114,132
410,960
361,114
110,777
52,442
19,187
16,077
450,267
41,735
(112)
784,967
526,946
35,937
(9,058)
149,857
(4,099)
0
1,835
(27,659)
(3,273)
3,067
(2,933)
(8,270)
751
(203,111)
8,353
537
(11,208)
35,725
2,647
0
5,728
3,974
9,680
343
17,229
6,901
3,863
949,189
172,089
1,326
0
1,516
84,451
50
(17,405)
44,465
6,940
(830)
83,221
12,328
(447)
(213,504)
(17)
2,804
31,628
(8,693)
Total Environmental Health
4,144,612
4,150,572
3,161,381
2,951,096
(210,285)
1,174,485
24,991
Finance
Service
R210
R211
R214
R219
R251
R263
R263C
R450
R450A
Base
£
Updated
Budget
£
YTD
Budget
£
YTD
Actuals
£
YTD
Variance
£
Immediate
Commitments
£
Budget
Remaining
£
Local Taxation
Benefits
Discrectionary Payments
Non Distributed Costs
Benefits & Revenues Mgmt
Corporate Finance
Internal Audit
Central Costs
Corporate & Democratic Core
495,466
1,021,252
201,831
0
0
0
0
0
1,365,318
547,315
1,018,294
108,788
15,069
0
(3,000)
3,600
(8,085)
1,380,137
508,420
1,266,031
108,788
214,419
430
(14,931)
(43,869)
(5,785)
1,125,778
427,639
1,161,654
108,788
216,773
(33,132)
(25,662)
(47,782)
(15,740)
1,118,374
(80,781)
(104,377)
0
2,354
(33,562)
(10,731)
(3,913)
(9,955)
(7,404)
3,362
11,957
0
0
0
6,712
58,676
0
30,283
116,314
(155,317)
0
(201,704)
33,132
15,950
(7,294)
7,655
231,480
Total Finance
3,083,867
3,062,118
3,159,281
2,910,912
(248,369)
110,990
40,216
Organisational Development
Service
R260
R263B
R263D
R400
R450B
Human Resources & Payroll
Insurance & Risk Management
Policy & Performance Mgt
Registration Services
Members Services
Total Organisational Development
Base
£
Updated
Budget
£
YTD
Budget
£
YTD
Actuals
£
YTD
Variance
£
Immediate
Commitments
£
Budget
Remaining
£
0
0
0
322,379
633,073
16,034
5,077
(67)
344,939
588,539
15,854
22,925
(36)
335,896
480,800
(29,251)
19,577
(6,230)
365,237
469,310
(45,105)
(3,348)
(6,194)
29,341
(11,490)
6,031
0
0
10,631
513
39,254
(14,500)
6,163
(30,929)
118,716
955,452
954,522
855,439
818,643
(36,796)
17,175
118,704
Planning
Service
R100
R101
R102
R103
R121
R150
R402
Development Management
Planning Policy
Conservation & Design
Landscape
Building Control
Planning Support
Property Information
Total Planning
Base
£
Updated
Budget
£
YTD
Budget
£
YTD
Actuals
£
YTD
Variance
£
Immediate
Commitments
£
Budget
Remaining
£
625,636
261,986
139,032
151,448
78,576
0
90,123
613,022
235,060
121,629
151,343
78,526
47,185
103,435
500,629
187,235
97,476
125,043
62,613
39,495
66,689
357,404
141,775
83,050
116,092
22,380
40,584
22,425
(143,225)
(45,460)
(14,426)
(8,951)
(40,233)
1,089
(44,264)
12,137
0
2,016
5,108
2,256
1,417
44,616
243,481
93,285
36,563
30,143
53,890
5,184
36,394
1,346,801
1,350,200
1,079,180
783,710
(295,470)
67,550
498,940
26
Appendix C
GENERAL FUND CAPITAL PROGRAMME - 2014/15
Scheme
Scheme Total
Current Estimate
Pre 31/3/14
Actual
Expenditure
£
£
Updated
Actual
Variance to 2014/15
Budget
Expenditure at
Updated Budget
2014/15 (Feb
Period 10
2015)
Comments
£
Jobs and the Local Economy
North Norfolk Enterprise Innovation Centre
50,000
10,295
39,705
0
(39,705)
32,168
44,916
62
(44,854)
68,379
5,000
0
(5,000)
310
14,690
8,388
(6,302)
0
110,000
108,584
(1,416)
0
70,000
537
(69,463)
111,152
284,311
117,571
(166,740)
Financed by;
NNDC (Capital Receipts)
50,000
Rocket House
77,084
Forecast that this will now slip
into 2015/16
Financed by;
NNDC (Capital Receipts)
77,084
Carbon Reduction Scheme
Financed by;
NNDC (Cap Receipts - Carbon Reduction Fund)
73,379
Public Conveniences (Plumbing and Drainage)
Financed by;
NNCD (Capital Receipts)
15,000
Council Car Park Improvements 2014/15
Financed by;
NNCD (Capital Receipts)
73,379
15,000
110,000
110,000
Mundesley Road Car Park Resurfacing
70,000
Financed by;
NNCD (Capital Receipts)
70,000
395,463
27
Scheme design is completed.
Commencement date forecast
April 2015 Forecast slippage of
£65k to 2015/16
Appendix C
Scheme
Scheme Total
Current Estimate
Pre 31/3/14
Actual
Expenditure
£
£
Updated
Actual
Budget
Variance to 2014/15
Expenditure at
2014/15 (Feb
Updated Budget
Period 10
2015)
Comments
£
Housing and Infrastructure
Disabled Facilities Grants
Financed by;
Annual programme
0
500,000
370,720
Annual programme
0
500,543
0
(129,280) All outstanding grant applications
have been received. There is
likely to be slippage of £30k at
the year end.
Specified Capital Grant
NNDC (Capital Receipts)
Housing Associations
(500,543)
Financed by;
Expenditure for this scheme has
slipped into 2015/16 due to the
need to resolve a number of
issues which had prevented a
start on site, these issues have
now been resolved.
NNDC (Capital Receipts)
NNDC (Capital Projects Reserve)
Affordable Housing Contributions
Housing Loans to Registered Providers
0
3,500,000
0
0
0
Financed by;
Capital Receipts
Capital Projects Reserve
This scheme is progressing, with
first advances expected to be
made May 2015
2,484,769
90,800
Internal/External Borrowing
924,431
Parkland Improvements
100,000
0
100,000
1,879
(98,121)
0
1,100,543
372,599
(727,944)
Financed by;
NNDC (Capital Receipts)
100,000
3,600,000
28
Expected to slip to 2015/16 with
completion Summer 2015
Appendix C
Scheme
Scheme Total
Current Estimate
Pre 31/3/14
Actual
Expenditure
£
£
Updated
Actual
Budget
Variance to 2014/15
Expenditure at
2014/15 (Feb
Updated Budget
Period 10
2015)
Comments
£
Coast, Countryside and Built Heritage
Gypsy and Traveller Short Stay Stopping
Facilities
Financed by:
Grant
Sheringham Beach Handrails
Financed by;
NNDC (Capital Projects Reserve)
NNDC (Capital Receipts)
Cromer Pier Structural Works - Phase 2
Financed by;
NNDC (Capital Receipts)
1,409,000
40,115
0
(40,115)
37,671
2,352
0
(2,352)
1,280,688
21,994
22,424
430
67,727
11,773
648
(11,125)
Works now completed. Invoices
outstanding for final costs.
1,301
98,699
16,104
(82,595)
Forecast slippage of £50k into
2015/16
41,306
40,194
50,233
10,039
1,409,000
40,023
5,023
35,000
1,418,631
1,418,631
Sheringham Promenade Lighting
79,500
Financed by;
NNDC (Capital Receipts)
Other Contributions
46,500
33,000
Cromer Pier and West Prom Refurbishment
Project
Financed by:
1,148,885
200,000
NNDC (Capital Receipts)
200,000
Refurbishment Works to the Seaside Shelters
153,500
Financed by:
NNDC (Capital Receipts)
153,500
29
Appendix C
Scheme
Cromer Coast Protection Scheme 982 and SEA
Scheme Total
Current Estimate
Pre 31/3/14
Actual
Expenditure
£
£
10,400,000
Updated
Actual
Budget
Variance to 2014/15
Expenditure at
2014/15 (Feb
Updated Budget
Period 10
2015)
Comments
£
1,670,701
3,829,299
1,704,753
(2,124,546)
1,667,657
299,358
12,460
(286,898)
78,083
43,917
13,399
(30,518)
12,228
77,772
0
(77,772)
698,382
342,618
153,898
(188,720)
0
804,000
749
(803,251)
The scheme is progressing and
will continue into 2015/16.
Financed by:
Environment Agency Grant
Pathfinder Project
10,400,000
1,967,015
Financed by:
DEFRA Grant
Cromer to Winterton Scheme
1,967,015
122,000
Financed by:
Environment Agency Grant
External Contributions
Coastal Erosion Assistance
Financed by:
Government Grant
110,000
12,000
90,000
90,000
Storm Surge
Financed by;
Environment Agency Grant
1,041,000
Sheringham West Prom
Financed by;
NNDC (Capital Receipts)
RCCO
Other - Local Levy
Environment Agency Grant
804,000
1,041,000
Works will commence ahead of
the year end therefore the budget
will be slipped to 2015/16.
215,000
100,000
70,000
419,000
Mundesley - Refurbishment of Coastal Defences
2,221,000
Financed by;
NNDC (Capital Receipts)
Environment Agency Grant
307,000
1,914,000
0
30
70,000
0
(70,000)
Appendix C
Scheme
Sheringham Gangway
Scheme Total
Current Estimate
Pre 31/3/14
Actual
Expenditure
£
£
40,000
48,369
48,368
Mundesley Café - Storm Surge Works
75,000
Financed by;
Insurance Claim
75,000
Mundesley Public Convenience - Storm Surge
Works
Financed by;
Insurance Claim
RCCO - Excess over Insurance Claim
Cromer Pier Restaurant and Shop - Storm Surge
Works
Comments
£
136,737
389
0
75,000
69,712
(5,288) Works now completed
0
50,000
48,708
(1,292) Works now completed
0
200,000
157,776
(42,224)
Works expected to be completed
by end of March 2015
58,200
101,800
87,501
(14,299)
Works completed, awaiting final
invoices
88,676
161,324
138,938
(22,386)
Works completed, awaiting final
invoice for grey water tank
50,000
(136,348)
Works progressing. There will be
slippage into 2015/16
0
136,737
Financed by;
NNDC (Capital Receipts)
Marine Management Organisation Grant
European Fisheries Fund Grant
Updated
Actual
Budget
Variance to 2014/15
Expenditure at
2014/15 (Feb
Updated Budget
Period 10
2015)
46,000
4,000
200,000
Financed by;
Insurance Claim
200,000
Chalets Rebuilding - Storm Surge Works
160,000
Financed by;
Insurance Claim
RCCO - Excess over Insurance claim
107,000
53,000
Cromer Pier Decking - Storm Surge Works
250,000
Financed by;
Insurance Claim
250,000
31
Appendix C
Scheme
Sheringham West Prom Café - Storm Surge
Works
Financed by;
NNDC (Capital Receipts)
Insurance Claim
Scheme Total
Current Estimate
Pre 31/3/14
Actual
Expenditure
£
£
Updated
Actual
Budget
Variance to 2014/15
Expenditure at
2014/15 (Feb
Updated Budget
Period 10
2015)
Comments
£
0
120,000
103,874
(16,126)
0
0
221,049
221,049
0
78,000
36,214
(41,786)
Works expected to be completed
by March 2015
0
45,000
1,047
(43,953)
Works expected to be completde
by end of March 2015
21,060,406
6,851,505
6,649,952
2,839,877
(3,810,075)
North Lodge Park
Financed by;
NNCD (Capital Receipts)
197,000
732
0
0
0
Big Society Fund
Financed by:
NNDC (Capital Receipts)
RCCO
507,000
394,000
113,000
82,500
(30,500)
Repairs and Renewals Grants - Flood Protection
Works
Financed by;
DEFRA
120,000
28,000
92,000
0
0
Pier Roof Full Repair / Refurbishment
78,000
Financed by;
NNDC (Capital Receipts)
78,000
Pier Public Conveniences
45,000
Financed by;
NNDC (Capital Receipts)
45,000
Localism
197,000
482,000
25,000
32
Appendix C
Scheme
North Walsham Regeneration Schemes
(Including Market St North Walsham)
Financed by:
NNDC (Capital Receipts)
Victory Swim and Fitness Centre
Financed by;
NNCD (Capital Receipts)
Play Areas
Financed by;
NNCD (Capital Receipts)
Scheme Total
Current Estimate
Pre 31/3/14
Actual
Expenditure
£
£
82,045
Comments
£
17,045
65,000
0
(65,000)
0
54,370
185
(54,185)
9,191
90,809
75,338
(15,471)
0
73,630
9,402
0
30,000
31
(29,969)
0
64,000
7,915
(56,085)
420,968
490,809
175,370
(315,439)
70,000
54,370
54,370
100,000
100,000
Splash Roof Repairs
73,630
Financed by;
NNCD (Capital Receipts)
Other Contributions
43,630
30,000
Steelwork Protection to Victory Pool and
Fakenham Gym
Financed by;
NNCD (Capital Receipts)
Updated
Actual
Budget
Variance to 2014/15
Expenditure at
2014/15 (Feb
Updated Budget
Period 10
2015)
30,000
Works expected to complete by
(64,228) Autumn 2015. Forecast slippage
expected of £60k
30,000
Cabbell Park
64,000
Financed by;
NNDC (Future Capital Receipts)
64,000
1,108,045
33
Progressing. There will be
slippage into 2015/16
Appendix C
Scheme
Updated
Actual
Budget
Variance to 2014/15
Expenditure at
2014/15 (Feb
Updated Budget
Period 10
2015)
Scheme Total
Current Estimate
Pre 31/3/14
Actual
Expenditure
£
£
£
192,817
79,883
61,849
(18,034)
162,603
22,980
0
(22,980)
221,082
11,345
0
(11,345)
63,190
11,810
0
(11,810)
187,058
119,098
0
(119,098)
21,506
0
0
0
Comments
Delivering the Vision
Trade Waste Bins/ Waste Vehicle
Financed by:
NNDC (Capital Receipts)
LPSA Grant
272,700
Personal Computer Replacement Fund
Financed by;
NNDC (Capital Receipts)
NNDC (RCCO)
205,583
Waste Management & Environmental Health IT
System
Financed by;
NNDC (Capital Receipts)
WPEG Grant
DEFRA Grant
Asset Management Computer System
Financed by;
NNDC (Capital Projects Reserve)
NNDC (Asset Management Reserve)
194,784
77,916
161,322
43,636
232,427
131,514
83,486
17,427
75,000
60,000
15,000
Procurement for Upgrade of Civica System
306,156
Financed by:
NNDC (Capital Receipts)
Other Grants (RIEP)
DWP Performance Standards Fund
210,947
53,800
41,409
e-Financials Financial Management System
Software Upgrade
Financed by:
NNDC (Capital Receipts)
33,000
33,000
34
This is forecast to be slippage
into 2015/16
Appendix C
Scheme
Scheme Total
Current Estimate
Pre 31/3/14
Actual
Expenditure
£
£
Administrative Buildings
250,570
Financed by;
NNDC (Capital Receipts)
250,570
Replacement of Planning Printer and Scanner
Financed by:
NNDC (Capital Receipts)
15,398
Committee Management Information System
Financed by:
NNDC (Capital Receipts)
12,500
Cash Receipting System Upgrade
10,000
Financed by:
NNDC (Capital Receipts)
10,000
Comments
£
124,060
126,510
34,892
(91,618)
98
15,300
15,300
0
12,500
0
0
0
0
10,000
0
0
16,397
12,175
(4,222)
0
0
0
0
0
91,286
91,286
0
0
38,089
38,090
1
Forecast slippage of £70k to
2015/16
21,000
12,500
Planning Probass 4
Financed by:
NNDC (Capital Receipts)
32,787
Planning System (Scanning of Old Files)
Financed by:
NNDC (Capital Receipts)
60,000
IT Network Switches
Financed by:
NNDC (Capital Receipts)
91,286
Replacement of Dell Equalogic Systems
Financed by:
NNDC (Capital Receipts)
Updated
Actual
Budget
Variance to 2014/15
Expenditure at
2014/15 (Feb
Updated Budget
Period 10
2015)
(10,000) Will now commence April 2015
27,185
60,000
100,000
38,089
30,000
35
Appendix C
Scheme
Scheme Total
Current Estimate
Pre 31/3/14
Actual
Expenditure
£
£
Updated
Actual
Budget
Variance to 2014/15
Expenditure at
2014/15 (Feb
Updated Budget
Period 10
2015)
£
0
90,000
0
0
37,500
47
0
60,000
53,097
0
34,000
0
1,856,996
984,914
764,198
306,735
(457,463)
28,020,910
8,368,539
9,289,813
3,812,152
(5,477,661)
Telephony Procurement
90,000
Financed by:
NNDC (Capital Receipts)
90,000
Web Infrastructure Upgrade
Financed by:
Invest to Save Reserve
37,500
New Print Solution - Multi Function Devices
Financed by:
Business Transformation Reserve
60,000
Website Intergration Software
Financed by:
Business Transformation Reserve
34,000
Comments
(90,000)
Pilot is currently underway. Will
be some slippage to 2015/16
(37,453) Forecast to slip to 2015/16
37,500
(6,904)
60,000
(34,000) Awaiting final invoices
34,000
Capital Programme Financing
Environment Agency Grant
DEFRA Grant
Disabled Facilities Grants
Other Grants
Other Contributions
Asset Management Reserve
Revenue Contribution to Capital (RCCO)
Capital Project Reserve
Invest to Save Reserve
Capital Receipts
Insurance Claims
TOTAL FINANCING
4,770,606
339,473
466,046
166,737
49,771
3,983
157,000
508,370
37,500
2,167,203
623,124
9,289,813
36
Appendix D
2014/15 Budget - Savings and Additional Income
Ref.
Service
2014/15
Outline of
Brief Outline of Saving/Additional Income (where
Savings
Saving/Additional Income
applicable)
/Income
OD1
Org Development
Performance Unit Savings Misc budgets within the service no longer requried.
F1
Finance
Professional Fees Accountancy
Removal of base budget for one-off funding,
historically used for one-off external work or interim
cover, in future fund these items from one-off use of
reserves as opposed to maintaining unallocated base
budgets.
2014/15
P6 Update
Variance
(7,800)
(7,800)
0
(8,000)
(8,000)
0
ECD1
Economic & Community Sustainability &
Development
Environmental Strategy
Removal of current vacant post
(38,804)
(38,804)
0
ECD2
Economic & Community Economic & Community
Development
Development
Internal restructure
(74,380)
(74,380)
0
(169,000)
(100,000)
69,000
(40,000)
(40,000)
0
EH1& Env Health / Assets and
Contract Savings
AL2 Leisure
Review and variation to the contracts within
Environmental Health and Assets and Leisure
EH2
Env Health
Garden Waste Service
Additional Income
EH3
Env Health
Improved recycling credits and reduced costs
Materials Recycling Facility (payments to community organisations/groups) (pro
rata for 14/15 - review)
(40,000)
(40,000)
0
AL1
Assets and Leisure
CCTV
Decommissioning of the CCTV service from 1 April
2014, full year saving from 2015/16, after decommissioning costs. Renting of office space
(149,760)
(185,760)
(36,000)
CC1
Economic & Community
Development and
Grants
Assets and Leisure
Various Grants - withdraw of funding for Museum
service.
(40,000)
(40,000)
0
N/A
Customer Services
Provision of customer services facility to NCC
(13,250)
(13,250)
0
(580,994)
(547,994)
33,000
Office Rental and
Customer Services to
external users
Additional income
Total
37
Agenda Item No___11_________
North Norfolk Big Society Fund
Summary:
This report provides an annual update on the operation
of the Big Society Fund and the Enabling Fund. It also
includes recommendations on the future use of the
funds following the decision by Norfolk County Council
to halve the allocation to the District to twenty five per
cent of County Council second homes Council Tax
receipt.
Conclusions:
The North Norfolk Big Society Fund has successfully
achieved its expected outcomes following its third year
of operation. The current management arrangements,
administrative and decision making process are
considered effective, and this has been confirmed by a
recent audit report. The Fund has helped a wide variety
of valuable community projects to be implemented,
helping to establish and nurture the ethos of „the Big
Society‟ in North Norfolk.
The enabling Fund has also helped a number of
significant community projects to deliver successful
outcomes. There is an opportunity, however, to
maximise the value of the budget committed to the
Enabling Fund by aligning it to the emerging LEADER
funding programme and focussing it on themes that
would bring more value locally.
Recommendations:
Cabinet are requested to note the success of the Big
Society Fund and to recommend to Council:
1. to agree to continue the Big Society Fund grant
scheme at the current level of funding
(£225,000) for another year and to delegate
authority to the Head of Economic & Community
Development, in Consultation with the portfolio
holder, to make appropriate revision to the grant
terms and conditions to address the matters
raised in this report;
2. that £200,000 of the underspend from the
budget allocated to the Enabling Fund in
2014/15 be carried forward from this year into
next financial year, 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;
3. Delegate authority to Cabinet to agree the
details and the „prospectus‟ for the new grant
scheme (to replace the Enabling Fund) - which
will be brought to Cabinet at an appropriate
38
future meeting, for approval); and
4. That applications for funding under this new
grant scheme be brought to Cabinet for decision
at the appropriate time.
Reasons for
Recommendations:
To ensure Cabinet are informed about the operation of
the Big Society Fund during its third year.
To align financial resources to leverage additional funds
to support initiatives aimed at development, investment
and improvement in the District‟s towns.
Cabinet Member(s)
Ward(s) affected
Cllr. John Lee
All
Contact Officer, telephone number and email:
Robert Young, 01263516162, Robert,young@north-norfolk.gov.uk
1.
Introduction
Localism is identified as a key priority in NNDC‟s Corporate Plan 2012 – 2015.
The North Norfolk Big Society Fund was established in 2012 to help build
strong communities in North Norfolk. Its aim is to help communities to develop
new and innovative projects which will improve their social and economic
wellbeing.
A comprehensive and informative review of the second year of operation of
the North Norfolk Big Society Fund was presented to Cabinet in May 2014. It
concluded that overall the Fund was achieving its purpose and recommended
that the Fund should continue for a third year with a total fund of £450,000
equally divided between the Big Society Fund and the Enabling Fund.
The purpose of this annual report is to provide an overview of how these
funds have been used, to review their effectiveness and identify the
opportunities for making better use of the funds in the next financial year by
bringing in further investment to the area.
2.
North Norfolk Big Society Fund Grant Scheme
During its third year of operation the Fund has continued to be managed and
administered internally (currently within the Housing Strategy and Community
Support Team). The grant process includes:

Publicity and promotion of the Big Society Fund

Advising and supporting organisations throughout the application process

Effective communication with Members at all stages of the grant process

Preparing and presenting reports to the BSF Grant Panel
39

Monitoring of applications awarded funding to ensure projects are
completed in accordance with Fund Terms and Conditions

Managing on-going PR and media interest, ensuring that projects include
the District Council in publicity and promotion, new releases, opening
events etc.
The continued internal management and administration of the fund has
enabled the Council to:

Proactively promote the Big Society Fund as an NNDC initiative

Significantly increase NNDC‟s engagement with Town and Parish
Councils, as well voluntary and community groups throughout the whole
of the grant process from pre-application to project implementation and
completion

Provide officers with a greater understanding of the need for projects, the
challenges encountered by applicants and offer appropriate advice and
support

Increase local Councillors‟ opportunities for engagement in community
initiatives operating in their wards

Maintain effective and regular contact with community organisations
awarded a grants, ensuring their projects progress in accordance with
grant Terms and Conditions

Assert the Council‟s role in publicising community projects supported by
the Fund – helping to raise the profile of the community organisation and
the grant-funded project. This helps reinforce NNDC‟s role as a
community leader and is a highly effective way of promoting the grant
scheme to attract appropriate future applications.
Overview of proposals submitted / approved 2014/15
The, politically balanced, Panel that considers the BSF grant applications is
appointed annually by Full Council and is chaired by the Cabinet Member for
Localism and the Big Society. Three Panel meetings have been held so far
this financial year (in June 2014, October 2014 and December 2014); the final
Panel meeting taking place in March 2015. So far this year forty six
organisations have made grant applications, totalling £453,232.70 (double the
grant funding of £225,000 available), with 82% being approved (amounting to
grant awards totalling £147,792.17).
40
41
It is noteworthy that the vast majority of successful grant applications continue
to relate to improvements to village halls or other community buildings, play
equipment, sport and recreational facilities. These generally match the
purpose of the fund as they provide tend to provide benefit to the wider
community and are often developed by local groups of community volunteers
and organisations most likely to be eligible for funding.
Review of the application process and procedures
The Big Society Fund was examined as part of an internal audit of
Community support activities in November 2014 resulting in an “adequate
assurance”. The internal audit did however give rise to one recommendation:
“A detailed policy should be produced and approved that supports the
monitoring of grant expenditure that allows the Council to reclaim
grants in situations where the terms and conditions of the grants have
been breached. If the grant is spent in breach of the terms and
conditions agreed, there is a risk that the Council is unable to recover
the grant already spent.”
Due to robust procedures relating to the payment of grants and the close
monitoring of the discharge of any grant conditions, this situation has not
occurred so far, and is considered unlikely to; staff will, however, review the
most appropriate means by which this eventuality can be covered either by
Council policy or strengthen terms and conditions of grant awards.
The Fund is widely promoted across North Norfolk, although there are some
geographical disparities, with some areas underrepresented. Staff in the
Community Development Team intend to contact the local members in the
less well represented wards, as well as parish and town councils, in the hope
42
that they might help solicit projects in those areas or identify any need for
further support in developing project ideas. The usual publicity via print media
and electronic media (and via the Members‟ Bulletin) will of course continue
across the whole District.
A tour of BSF supported projects took place in June 2014, aimed
predominantly at offering Panel Members the opportunity to gain a better
understanding of the excellent projects that had been implemented as a result
of their decisions. The Panel visited a number of projects across the District,
met organisations that had received funding and gained a greater
understanding of the difficulties that small community groups face, as well as
seeing, first hand, the significant benefit that grants from the Big Society Fund
are making to local communities.
To celebrate the contribution that Big Society Fund projects, local businesses,
adults and young people make within their community, a North Norfolk Big
Society Fund Awards event took place in July 2014, attended by over 100
people. Nominations for the awards were encouraged from Town and Parish
Councils as well as voluntary organisations and community groups within the
following four categories:
•
•
•
•
Community project of the Year
Outstanding contribution by a business to the local community
Outstanding contribution to a community project (Adult)
Outstanding contribution to a community project (Young Person)
The Panel assessed the nominations and agreed on the overall winner(s) and
runners up in each category. The winners in each category received an
engraved glass award with all finalists receiving a framed certificate. In
addition, at this event, the Archant Newspaper Group presented champagne
to key NNDC officers and the Lighthouse Inn at Walcott in recognition of the
outstanding community support they provided during the tidal surge in
December 2013.
It is suggested that the Big Society Fund awards be held again this year, as it
proved to be an excellent way of celebrating the outcomes of the grant
scheme and publicising the work of the Council.
Feedback from the NNDC‟s corporate peer challenge in December 2014
identified the Big Society Fund as a welcome and significant factor in
community development.
Many organisations report that access to grant funding appears to have
reduced both locally and nationally. As an example the Norfolk Community
Foundation manages thirty seven grants applicable to the North Norfolk area
but currently only seven are open for applications. Therefore the BSF which
offers grants of up to £15,000 is probably the most significant generic fund
available within North Norfolk. The Fund is valued by communities across
North Norfolk and, particularly now that it is managed and administered
internally, has increased engagement with Town and Parish Councils as well
as voluntary and community organisations, which demonstrates the Council‟s
commitment to the Big Society.
43
3.
The Enabling Fund
The Enabling Fund was set up to provide support for initiatives developed in
partnership with local community organisations, to help realise opportunities
arising from the provisions of the Localism Act and to respond to local needs
(or for community projects seeking a funding contribution above £15,000 in
value, which would otherwise meet the provisions of the Big Society Fund
grant scheme).
The creation of the Fund provided a flexible way in which the Council could
help local communities to develop projects that would contribute towards the
achievement of the wider priorities of the Council. This meant in practice that
projects could benefit from bespoke advice and support in the very early
stages of their development, ensuring that proposals were suitably equipped
and fit for purpose to increase their opportunity of success; not only of funding
from the Enabling Fund but also from other sources (e.g. bids being
submitted to a range of external funders). It was agreed by Cabinet that,
together with the Big Society Fund, the Enabling Fund would increase the
value of the investment and more effectively deliver the desired outcomes for
the Council under the Big Society funding ethos.
The following table shows the projects that have been supported by the
Enabling fund thus far.
Project
Development of
business plan to
help the on-going
financial
sustainability of
The Atrium, North
Walsham
Conversion of
Field Study Centre
to 11 affordable
dwellings
Undertake a
feasibility study
for a potential new
business/commun
ity Hub in Melton
Constable
Lead
Status
Project
Organisatio
Value
n
North
Complete £15,000
Norfolk
Atrium Ltd
Homes for
Wells
Melton
Constable
PC
e.
10 units
Complet
All units
due to
complet
e
by
31 Mar
2015
Final
stage to
complete
Feb 2015
44
Amount
approved
Spent
to date
£15,000
£15,000
£1,100,000
£150,000
£150,000
£24,000
£20,000
£15,000
Achieving
Confidence
Training (ACT)
Holt Youth
Project
Expected
to be
complete
31/03/15
TOTAL
£67,000
£20,000
£1,226,000
£205,000
£10,000
£190,000
The outcome of each of these projects is summarised below.

Atrium Business Plan: The Trust began implementing the new business
plan in September 2014 and at this time payment of the final part of the
Enabling Fund was made. The plan has enabled the organisation to be
„smarter‟ in its objectives and identify sound benchmarks against which to
measure its performance. The Atrium Board became more aware of the
limitations of its modus operandi and, as a result of this work, changed the
name of the Charity to Arts North Norfolk Ltd. and moved the main office to
the Market Place in North Walsham, where it is better able to market itself
(whilst incidentally occupying a vacant town centre unit).
The expected outcomes from the Business Plan include an increase the
levels of engagement of new audiences in the arts, especially young people,
while looking to increase the volume and value of both cultural and
commercial activities for the town and North Norfolk generally. It is expected
that levels of volunteering in the arts and education will increase and that
collaborative opportunities between arts and cultural sector organisations will
increase and add value across the breadth and depth of the cultural sector
activities locally. The Charity‟s move to the town centre is expected to
increase ticket sales for the Atrium (as the main arts venue in the area) as
well as other community based venues in the wider locality. The current
arrangements from both the High School (current owners of the Atrium) and
the Arts North Norfolk Charity perspectives mean that there is a clear focus
on what the building (as a physical entity) can deliver for respective
audiences, whether school or community based and the clearer demarcation
of facilities and events management for the venue will be of benefit.

Melton Constable Goods Shed Community Venue study: The study was
commissioned by Melton Constable Parish Council to explore a range of
options for a future Community venue (and possible business/ enterprise
centre) in the village. Final stage payment has yet to be made on the basis
that the study document has not been received by NNDC. It is expected that
the study will have been completed by the end of February 2015, following
the final presentation of the study by the consultants. The anticipated future
outcomes from this feasibility study and further development of the project
will support the local community in developing their aspirations for a viable
community base in the village, that supports activities across all age groups
and delivers social and economic benefits for the local area.
The project will seek to support the development of micro-enterprise
opportunities that will generate employment through the re-use of redundant
buildings and ensure long term sustainability through the development of a
combined community venue and business hub. The opportunities for
successful delivery of the capital project have been enhanced by the
consultation and business planning that has gone into the feasibility study.
Recent meetings with both the Big Lottery Fund (Reaching Communities) and
45
the Rural Development Programme England (Wensum and Coast LEADER)
have been very positive. A 12 month purchase option has been accepted for
the Goods Shed site and buildings from its current owner, which provides a
window of opportunity for the community to secure the funds for the
development and implementation phases of this project.

Wells Field Study Centre affordable housing development. The main
contract to convert the Wells Field Study Centre into ten residential units has
been completed on 31 January 2015 and the units are expected to be let in
February 2015. The social housing development is expected to see 25 local
people rehoused in 2015. This will increase the levels of affordable housing
in a market were local families are continuing to find it difficult to find property
within their means and therefore the development will enable families with
children to stay in the town and use the local schools, businesses and
ultimately sustain Wells as a key service centre. Local essential services
such as the lifeboat and fire service will continue to have workers, both paid
and voluntary and the community as a whole will be helped to be
sustainable.

Holt Youth Project (HYP) – Achieving Confidence Training (ACT) project.
The HYP manager has returned project reports on progress in order to
provide the detail on activities, spend and outputs that are being generated
by the yea rlong project and it is expected that final payments will be made
over the February period. The HYP Charity over the last six months has
formed a working relationship and strategic management arrangement with
the Ormiston Families (Charity) Trust who will deliver future financial stability
for the Holt Project (future sustainability for the Charity was an outcome that
had been sought by supporting the project through the North Norfolk
Enabling Fund). The substantive outcomes that are being delivered through
the project are focussed on moving young people through accredited
qualifications, helping them overcome their emotional problems, moving
them into situations where they are more valued by society, improving their
potential employability, promoting good citizenship, and being good tenants.
The project is continuing to see a high level of referrals from local agencies
and ACT therefore has developed as a key community support programme
for families and young people throughout the North Norfolk area.
Opportunities presented by the Wensum and Coast and the Broads Local
Development Strategies 2014-20 (LEADER programme)
The Rural Development Programme for England (RDPE) 2014-20 is part funded
through the European Agricultural Fund for Rural Development (EAFRD) and part
funded by DEFRA. The Programme within Norfolk will be managed by Norfolk
County Council and funds over the next 5 years will be decided locally by Local
Action Groups (LAGs). There are 5 active Local Action Groups in Norfolk of
which two funded LAG areas are within North Norfolk District Council area; these
are the Wensum and Coast LAG and the Broads LAG. The LAGs will be made up
of representatives from the private sector (50% +) as well as public, community
and voluntary organisations. North Norfolk District Council is now expected to
have one seat on each of the two North Norfolk LAG groups.
The LAGs will make decisions on how the funding is directed into local projects
that can meet the social and economic aims of the Programme and can generate
sufficient matched funding in order to reach the available percentage of funds
required under the Programme guidelines. Generally, the strategic focus for
46
projects will be on those actions and activities that can support the development
of sustainable rural communities and economies. The strategic aims and
objectives for each area are listed in the Local Development Strategies (LDS)
that have now been approved by DEFRA for delivery over the next Programme
period. Match funding from the Programme is normally between 25-75%,
depending on the status of the applicant (lower for business groups and higher
for community organisations) as laid down by European Programme regulations.
The Public sector can support projects through providing funding support to local
organisations but are not permitted to lead on projects. The priorities as listed in
the Strategies are as follows:
Priorities for the Broads Local Action Group (extract from the Broads LDS)
Advancing sustainable tourism to appreciate and protect our greatest natural
asset
The Broads: an inspirational destination
Sustainable enjoyment of the great outdoors
Experiential tourism benefiting from arts and culture
Increase out of season activity and improve employment prospects
Promoting competitive agriculture and high quality local produce
Supporting Young People to enter food and farming
Foster the uptake of Agricultural Technology
Adding value to local products
Protecting water as a resource
` Farm Diversification
Generate income from woodland management
Engendering growth from new and existing small businesses
Build resilience into business community
Supporting small and micro businesses creation and growth
Fostering Sustainable Animated Communities
Widening aspirations of young people
Reducing isolation through improved access to services
The priorities for the Wensum & Coast Local Action Group (Extract from the
Wensum and Coast LDS)
Improving Community and Business Services
Encouraging Small and Micro Enterprises
IT and Communications - Connectivity
Farm Diversification
Increasing and adding value to food and drink production and processing
Promoting and enhancing the high-quality environment for tourism
Forestry
Water Management
Raising skills and aspirations through localised training and support
The (previous) Norfolk Coast and Broads 2007-13 LEADER Programme
The most recent LEADER Programme (delivered between 2007-13) covered both
the Norfolk Coast and the Broads areas. The Programme was restricted to a
smaller part of the District than the new LEADER programme (excluding, for
example, Fakenham, Sheringham, Holt and Cromer ) – all the District‟s towns are
within the current LEADER programme area.
47
The last LEADER programme provided project funding in the North Norfolk and
Broads areas of £2.5m (£1.4m directly into North Norfolk District Council area)
which generated a total investment of £6m and supported 57 projects in the
whole of the Norfolk Coast and Broads. Supported projects that delivered
activities in the North Norfolk area (as examples of the breadth and depth of the
funding activity from 2007-13), included:
 the Sackhouse development in Wells, (Wells Maltings Trust developed a
range of 7 business units from the conversion of the Sackhouse building);
 In North Walsham a project to convert part of the former General Trailers
site into Davenports Magic Kingdom was funded in 2013;
 North Norfolk Food and Drink Festival;
 Out of Season Marketing for North Norfolk;
 the Cranmer Conference Centre;
 Norfolk Brewhouse ltd in Hindringham (this funding support was the
largest investment in a scheme for a new business), and
 in Stalham, a local food and produce outlet was funded under the Truly
Local Brand.
The funding priorities for the current programmes (as noted above) can offer a
wide range of economic opportunities for the local area, and previous experience
has demonstrated that the fund can act as a key driver for local investment,
incentivising business investment, development and support activities as well as
jobs, marketing and promotional events and campaigns for the North Norfolk
area.
Funding opportunities under LEADER 2014-20
The current allocation for the two current LEADER areas (Wensum and Coast
and the Norfolk Broads) will likely be around £2.1m and £1.7m respectively.
(Currently there is uncertainty around whether this will reduce to £1.8m and
£1.5m pending on the outcome of discussions nationally, with 8 prospective
LEADER areas around the UK having had their bids for LEADER 2014-20
Programme funds rejected by the Government – which may successfully appeal).
The average total funding that this will be expected to generate across the two
programmes will be around £7m in total successful project costs.
North Norfolk Enabling Fund and LEADER match funding
Given that the available funding from LEADER for local projects needs to be
matched (on average, 50% programme-wide) by funding from other sources,
many organisations will be seeking sources of match-funding locally. Access to
finance from other public sources remains both extremely competitive and very
limited (both locally and also with funding opportunities from more regional and
national focused programmes) and this will undoubtedly lead certain
organisations (particularly third sector) to seek alternative funding means,
including public sector funds if they are available. The levels of funding available
will impact on the degree of confidence in the Programme and its ability to deliver
the expected outputs and outcomes for the North Norfolk economy.
Whilst supporting projects directly (in isolation), for example through the
operation of the Enabling Fund, NNDC has been able to nurture, develop and
implement beneficial projects that might otherwise not have happened. Here is an
opportunity to leverage in much higher levels of funding (via the LEADER
programme). Making funds available to organisations submitting bids for
48
LEADER funds will leverage up to 75% of funding for projects that help support
sustainable rural communities and economies. This aligns with the priorities set
out in our Corporate Plan and presents an opportunity to gain maximum value for
the funding we have available.
The enabling Fund, as it has been operating, had no effective operational
guidelines, and no requirement for match funding; although in practice two of the
most significant projects (in terms of financial value) that the Council Supported
through the Fund (Homes for Wells and Holt Youth Project) were able to lever in
much larger funds from a wide variety of other sources (i.e. it enabled some quite
ambitious projects to be implemented, that might otherwise not have been able to
source the final match for the committed sums). This gives rise to the suggestion
of ring-fencing the sums that were previously available through the Enabling
Fund enabling, for potential LEADER funded projects. This would both provide
the opportunity for local organisations to access sufficient funds to make more
ambitious bids to the LAGs for LEADER funding; and (if successful) draw down
much more investment into the local economy than would have otherwise been
secured (by the Enabling Fund alone).
It is suggested therefore that £200,000 of funds, unspent from this year‟s
Enabling Fund be made available for match funding for LEADER project bids,
subject to suitable projects coming forward. The criteria for funding support are
set by the (high level) Rural Development Strategy for each LAG; although in
order to maximise the value of the investment arising from successful LEADER
funding applications it is suggested that projects should relate to one or more of
the (seven) towns in North Norfolk District and that the organisations intending to
deliver the projects should be third sector/ civil society/ not-for-profit and that the
outcomes must match the objectives set out in the Council‟s Corporate Plan.
In summary, therefore, it is recommended that:



4.
The underspend of the Enabling Fund monies be carried forward from
this year into next financial year to be used as potential match-funding
for LEADER projects relating to investment, development,
regeneration, revitalisation, promotion or marketing of the District‟s
seven (market and resort) towns;
The details of the new grant scheme and the funding „prospectus‟
relating to this be brought to cabinet at an appropriate future meeting,
for approval and
Applications for funding under this scheme be brought to Cabinet for
decision at the appropriate time.
Financial Implications and Risks
Funding to implement the recommendations set out in this report is already
accounted for in the Budget.
5.
Sustainability
The provision set out in this report take account of sustainability and are
aimed around supporting the overall sustainability of local communities.
6.
Equality and Diversity
49
The consideration of suggested approaches will provide an opportunity to
reduce inequality.
7.
Section 17 Crime and Disorder considerations
There are no crime and disorder implications
50
Agenda Item No____12________
Homelessness Strategy 2014-2019
Summary:
Options considered:
The Homeless Act 2002 requires all Local Authorities to
undertake a review of homelessness in their area and
publish a Homelessness Strategy based on its findings
every 5 years.
1. Do nothing. This option was discounted as the
Act requires a review is carried out and
published every 5 years
2. Review the homelessness within the area. This
option was adopted as it ensures the Council
carries out its duties as per the Homeless Act
2002.
Conclusions:
A review of homelessness has been undertaken and the
key findings from the review of the current services have
identified 5 Aims to carry forward to improve and
enhance the service.
Recommendations:
That Cabinet adopts the Homelessness Strategy
2014-2019
Reasons for
Recommendations:
To ensure that the Councils Homelessness Strategy is
reviewed and published as determined by the Homeless
Act 2002.
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)
Homeless Act 2002 & The Homelessness Code of Guidance
Localism Act 2011
Making Every contact Count 2012
Cabinet Member(s)
Cllr Rhodri Oliver
Ward(s) affected - All
Contact Officer, telephone number and email:
Lisa Grice – 01263 516164 – lisa.grice@north-norfolk.gov.uk
1.
Introduction
1.1
The Homeless Act 2002 requires all Local Authorities to undertake a review of
homelessness in their area and publish a Homelessness Strategy based
upon its findings of the review every 5 years. North Norfolk District Council
has undertaken reviews in 2003 & 2008.
51
1.2
The strategy covers homeless and homelessness prevention and seeks to
deliver an enhanced housing options service, responds and relates to the
Acts of Parliament and statutory guidance’s that set out the Governments
intentions for protecting homeless people and preventing homelessness.
1.3
The Strategy must include plans for:



Prevention of homelessness;
Ensuring there is sufficient accommodation available for people who
are, or who may become, homeless;
Ensuring there is satisfactory support for people who are, or who may
become homeless or who need support t prevent them from becoming
homeless again.
1.4
The Strategy must cover
 All homelessness people, including those who would not be
considered to be in priority need for accommodation;
 All people at risk of becoming homeless, whether within 28 days or a
longer period;
 People who might have become homeless intentionally;
 Homeless people in the area who might not have a local connection.
2.
Key Findings
2.1
With continuing demands and challenges and following recent changes to the
Welfare Reform and the Localism Act the Council have worked extremely
hard to ensure that the customer have been the main focus whilst striving to
improve the service and implement the aspirations and aims from the
previous strategy.
2.2
Homelessness within North Norfolk is now relatively low with 90 households
being accepted in 2013/2014, 72 households being accepted to date in
2014/2015 compared to 201 in 2003/2004. Evidence shows the reason for
this number decreasing is due to the amount of work the team are putting into
prevention of homeless and early advice being offered to customers.
2.3
The Main reason for homelessness has remained consistent with the loss of
private rented accommodation being the main reason for homelessness
followed by family/friends being unable to accommodate.
2.4
Age profile of homelessness clients has remained consistent with clients in
the 25-44 age group as being the main group for the authority accepting a
duty to rehouse a household with the 60 plus age group being negligible
2.5
Priority need for homelessness has remained consistent in that households
with dependent children or are pregnant followed by those that have a mental
health issue are the main reason for the authority accepting a duty to rehouse
a household
52
3.
Successes
3.1
Within the previous strategy there were a number of success against the aims
that were detailed.
3.2
Aim 1 – ‘To Deliver customer focused service to standards influenced by the
customer’





3.3
Aim 2 – ‘To increase the accessibility of the Housing Service ensuring equity
of access for all’


3.4
Personal service offered to all customers via the telephone when
joining YCYH to ensure that each customer receives individual
housing options advice and to identify potential homeless clients
Within the Allocation Scheme Launched Oct 2013 the Council has
ensured that members and former members of the Armed Forces and
their families are not penalised by any requirement to have a local
connection, the Council will therefore give any such applicant who
does not have a local connection an automatic local connection. The
Government also requires that such applicants are given additional
preference for consideration for an allocation of affordable housing,
the Council considers that backdating the relevant date for applicants
who meet this criteria by 3 months will meet this requirement
Aim 3 – ‘To increase the range of housing options available and to provide a
service that enables customers to make informed choices about their housing
options and empowers customers to pursue their chosen housing option’



3.5
2009 Integrated ICT system which incorporated Your Choice Your
Home (YCYH) and Housing Options data base
Changes to main reception, to remove barriers
2009 Launch of ‘What & Where’
2013 Targeted Housing Options launched
2013 Main council reception updated to mirror changes made in 2009
2012/2013 NNDC provided 18 new affordable homes across the
district
2013/2014 NNDC provided 152 new affordable homes across the
district
2009 Launch of ‘What & Where’
Aim 4 – ‘To reduce the incidence of homelessness through effective
homelessness prevention services’





The Council offer detailed housing options advise to all customers that
approach the service
The Council work effectively with key agencies across Norfolk
All clients in supported housing are offered move on interviews
The Council has a close working relationship with the Housing
Benefits team to ensure that clients receive the best advise
The Council are involved with the decision making process for
discretionary housing benefit
53
3.6
Aim 5 – ‘To reduce the use of temporary accommodation for households
accepted as homeless and where temporary accommodation has to be used
to ensure it is a reasonable standard and in a location which enables the
households to maintain stability’.
The government set a target for all local authorities to reduce its temporary
accommodation portfolio and over the last 6 years the council have
successfully achieved this:


4.
2008/2009 44 units of accommodation
2013/2014 5 units of accommodation
Aspirations
Following completion of the review of homelessness within the district we
have identified that there have been significant number of achievements.
However, to ensure the service continues to provide an excellent level of
service 5 key aims have been identified





Aim 1 – Work with registered providers and Private Landlords
Aim 2 – Improve Housing Advice/Options/Solutions
Aim 3 – Not to place any families in Bed & Breakfast accommodation
unless in an emergency and for no longer than 6 weeks and provide
suitable temporary accommodation
Aim 4 – Aspiration to deliver the challenge set to deliver ‘A Gold
Standard Service’
Aim 5 – Deliver Customer Focused Service Standards
5
Consultation
5.1
The principles of the Homelessness Strategy were considered by the
Overview and Scrutiny Committee and discussed with partners at the Your
Choice Your Home Partnership Board. Wider consultation has been carried
out with key stakeholders, the document was available on the council’s
website the use of social media was used to highlight that the document was
out to consultation.
5.2
Two responses were received to the consultation, see attached which shows
the comments made and whether any changes were required to the
Homeless Strategy.
6
Conclusion
The Homeless Act 2002 requires all Local Authorities to undertake a review of
homelessness in their area and publish a Homelessness Strategy based on
its findings every 5 years.
The proposed Homelessness Strategy 2014-2019 has been subject to wide
consultation and now requires adoption by the Council. Once adopted the
new Strategy will form the basis of delivering the aspirations that have been
highlighted within the strategy. It will also ensure that the service the
54
customer receives is both informative and relevant to their individual
circumstances.
7
Implications and Risks
Once the Homeless Strategy has been adopted by full Council, the
implementation of the strategy will commence.
8
Financial Implications and Risks
There are no related costs to the implementation of the Homelessness
Strategy
9
Sustainability
There are no specific sustainability issues related to the Homelessness
Strategy
10
Equality and Diversity
An equality impact assessment has been carried out within the Allocation
Scheme
11
Section 17 Crime and Disorder considerations
There are no specific Section 17 Crime and Disorder Considerations related
to the Homelessness Strategy. The Strategy does link with the Allocations
Scheme which does allow us to state that where an applicant has been guilty
of behaviour serious enough to make them unsuitable to be a tenant we can
disqualify them so they are unable to join the housing register until such a
time as it can be shown that they would be suitable to be a tenant.
55
Appendix F
North Norfolk
District Council
Homelessness
Strategy
2014-2019
Publication date
Version 3
Policy Version 0.02
Page 1 of 18
56
Feb 2015
Appendix F
Foreword
XX
Signed [if required]
Sheila Oxtoby
Tom FitzPatrick
Chief Executive
Leader of the Council
North Norfolk District Council
North Norfolk District Council
Policy Version 0.02
Page 2 of 18
57
Feb 2015
Appendix F
Contents
The Homelessness Strategy 2014/2019
1.
Introduction
Page. 4
2.
National Drivers
Page. 5
3.
Local Policies
Page. 7
4.
Key findings from review of
homelessness services
Page. 9
5.
Aspirations for taking the service forward Page. 15
6.
Monitoring and Review
Policy Version 0.02
Page 3 of 18
58
Page. 18
Feb 2015
Appendix F
Introduction
1.
Introduction
The Homeless Act 2002 requires all Local Authorities to undertake a review of
homelessness in their area and publish a Homelessness Strategy based upon the
findings of the review every 5 years. North Norfolk District Council has undertaken
reviews in 2003 & 2008.
Both the review and the development of the strategy were undertaken in
consultation with key partners and stakeholders operating in the district.
The strategy covers homeless and homelessness prevention and seeks to deliver
an enhanced housing options service, responds and relates to the Acts of
Parliament and statutory guidance that set out the Government’s intentions for
protecting homeless people and preventing homelessness.
The Strategy must include plans for:

The prevention of homelessness;

Ensuring there is sufficient accommodation available for people who are, or
who may become, homeless;

Ensuring there is satisfactory support for people who are, or who may
become, homeless or who need support to prevent them from becoming
homeless again.
The Strategy must cover:

All homeless people, including those who would not be considered to be in
priority need for accommodation;

All people at risk of becoming homeless, whether within 28 days or a longer
period;

People who might have become homeless intentionally;

Homeless people in the area who might not have a local connection.
Policy Version 0.02
Page 4 of 18
59
Feb 2015
Appendix F
As in the previous version of the strategy this strategy will consider homelessness
prevention in its widest sense and will continue to deliver an enhanced Housing
Options Service in line with the latest guidance issued and will continue to work on
its own or in partnership with a range of other agencies including other statutory
agencies including Norfolk Children’s Services, Adult Social Services, Supporting
People, housing providers (including registered providers, support housing
providers and private landlords) and voluntary and community sector organisations.
The Strategy identifies a number of issues that are likely to impact on
homelessness and the delivery of housing options services being welfare reform,
availability of mortgage finance, coastal erosion and flooding.
The recent review of homelessness services in the district identified that there have
been a significant number of achievements since the previous Homelessness
Strategy was launched. However, continuing demands and challenges, recent
changes in the Welfare Reform and Localism Act and re-organisations within our
own service has resulted in some actions no longer being relevant or impossible to
deliver. As an organisation we want to build on the good work and successes
already achieved and look towards building a stronger more customer focused
service which will build on the aspirations of the previous strategy and take on the
government’s ten challenges to deliver a gold standard service.
During the next five years we plan to strengthen our corporate commitment to
prevent homelessness, work with our partners and look to deliver the corporate
priority that ‘everyone in North Norfolk should have the opportunity to buy or rent a
decent home at a price they can afford, in a community where they want to live or
work.’
National Drivers
2.
National Drivers
Since the previous strategy was published there have been a number of
fundamental changes to housing policy and the overhaul of the Welfare system.
Below are a number of key polices that have a direct impact on how the local
authority delivers its services in the lifetime of this new strategy.
The Homeless Code of Guidance explains how the Act should be implemented. In
practice it is a guide that tells the Council how to review the effectiveness of its
homelessness provisions and produce a new strategy every five years. It states the
requirements that all organisations, within all sectors, whose work can help to
prevent homelessness and/or meet the needs of homeless people in their district,
must be involved in the development of the strategy.
Making Every Contact Count 2012 is the government’s most recent report on
preventing homelessness. It expresses how the government expects all local
services to work together to make every contact with a homeless person count and
to target funding and resources on early intervention initiatives for groups most at
risk of homelessness. The report brings together government commitments to:
•
Tackle troubled childhoods and adolescence
•
Improve health
Policy Version 0.02
Page 5 of 18
60
Feb 2015
Appendix F
•
Reduce involvement in crime
•
Improve skill; employment; and financial advice
•
Pioneer social funding for homelessness
However, it is recognized within the report that these cannot be tackled alone.
Therefore government has set ten local challenges that if adopted should lead to
local homelessness teams delivering a gold standard service. These challenges
are:

Adopt a corporate commitment to prevent homelessness which has buy-in
across all local authority services

Actively work in partnership with voluntary sector and other local partners to
address support, education, employment and training needs

Offer a Housing Options prevention service, including written advice to all
clients

Adopt a ‘No Second Night Out’ model or an effective local alternative

Have housing pathways agreed or developed with key partner and client
group that includes appropriate accommodation and support

Develop a suitable private rented sector offer for all client groups, including
advice and support to both clients and landlords

Actively engage in preventing mortgage repossessions including through the
Mortgage Rescue Scheme

Have a homelessness strategy which sets out a proactive approach to
preventing homelessness and is reviewed annually so that it is responsive to
emerging needs

Not place any young person aged 16 or 17 in Bed & Breakfast
accommodation

Not place any families in Bed & Breakfast accommodation unless in an
emergency and then for no longer than 6 weeks
The Localism Act 2011 includes measures for ensuring that social housing is made
available to people with greatest housing need by enabling flexible tenancies for
social housing, changes to securing accommodation for homeless people in that
local authorities are able to discharge the homelessness duty in the private rented
sector in accordance with the Homelessness (Suitability of Accommodation)
(England) Order 2012, Greater freedom for local authorities to set their own policies
about who should qualify to go on the waiting list for social housing in their area. It
meant that local authorities had to consider increasing mobility within the social
housing sector by introducing these new flexibilities within their local context and
formulate a Tenancy Strategy as a framework for registered providers of social
housing in the area.
Policy Version 0.02
Page 6 of 18
61
Feb 2015
Appendix F

Changes to the Local Housing Allowance Arrangements Local Housing
Allowance (LHA) rates capped and set at the 30th percentile of local rents
(April 2011)

Increased non-dependent deductions (April 2011)

£15 weekly excess removed where the tenant’s rent is less than their Local
Housing Allowance (April 2011)

Increasing the shared accommodation room rate age threshold to 35 from 25
(January 2012)
Welfare Reform Act 2012
Social sector size criteria for working age tenants (April 2013) – those considered to
have a ‘spare’ bedroom will face a reduction in housing benefit

Benefit cap for working age people (from April 2013) – a cap on the total
amount of benefit that working age people receive so it does not exceed the
average wage for working families

Personal Independence Payment (from April 2013) – replacing Disability
Living Allowance based on how a person’s condition affects them, not the
condition they have

Universal Credit (from October 2013) – bringing together a range of working
age benefits into a single payment, including housing support

Direct Payments in the Social Sector (from October 2013) – housing costs
within Universal Credit will be paid directly to individuals in the social sector,
rather than the current system of payments direct to landlords

Localising Council Tax Support (April 2013) – replacing Council Tax Benefit,
councils are required to design and adopt a scheme based on a national
framework that protects vulnerable pensioners
Local Polices
3. Local Polices
This homelessness strategy supports and works alongside the following North
Norfolk District Council strategies and policies:
Housing Strategy
North Norfolk District Council’s Housing Strategy 2012-2015, sets out a range of
interventions and actions which the Council will undertake to help achieve its
ambition that ‘everyone in North Norfolk should have the opportunity to buy or rent a
decent home at a price they can afford, in a community where they want to live or
work’.
Policy Version 0.02
Page 7 of 18
62
Feb 2015
Appendix F
The Housing Strategy 2012-15 consists of three documents:

Housing and Infrastructure identifies what actions the Council will take to
provide more housing in North Norfolk across a range of tenure types and
ensure the required infrastructure is delivered alongside new homes.

Making the best use of the existing housing stock - seeking to reduce the
number of empty homes, review how affordable housing is allocated and
ensure homes in North Norfolk are in good condition.

Supporting vulnerable people to live independently within the community ensuring households can access support to enable them to live
independently and that there are opportunities to ensure households have
support to access learning and employment opportunities and that a range of
specialist housing is provided as required.
Tenancy Strategy
The Council would like to achieve the following objectives through its Tenancy
Strategy:

To maintain stable and sustainable communities especially in more rural
parts of the district where local community infrastructure such as schools and
shops are supported by balanced populations including newly forming
households and young families

To make better use of the existing social housing stock through enabling a
reduction in under-occupation

To ensure that specialist accommodation can be made available to
households most in need.
Empty Homes Policy
The Council has set itself an ambition that ‘everyone in North Norfolk should have
the opportunity to buy or rent a decent home at a price they can afford, in a
community where they want to live or work’.
This requires that the existing housing stock in North Norfolk is used efficiently and
effectively and that the number of properties which are empty is minimised to
increase the supply of housing to meet housing need and housing demand.
Properties become empty for a number of reasons and most are reoccupied within
a short period of time. However, across North Norfolk in October 2013 there were
556 properties which had been empty for a period of at least 6 months or more.
The Empty Homes Policy focuses on bringing long term empty properties back into
use that otherwise would remain empty.
These empty homes are the focus of the Empty Homes Policy as many will be
empty for longer than they need to be or will not be brought back into use without
the provision of advice, support or enforcement action. The authority has set a
target to reduce the number of empty homes by 200 between April 2012 and March
2015 and this policy sets out the approach the Council’s will adopt in order to meet
this target
Policy Version 0.02
Page 8 of 18
63
Feb 2015
Appendix F
As you will see from the chart below the council are already on target to reduce the
number of empty homes by March 2015
Housing Allocation Scheme
The Allocation scheme has been developed in accordance with the Housing Act
1996 Part VI as amended by the Localism Act 2011. The scheme has been
developed to utilize the flexibilities afforded by the Localism Act 2011 to achieve the
Council’s ambition that ‘everyone in North Norfolk should have the opportunity to
buy or rent a decent home at a price they can afford in a community where they
want to live or work’. The scheme has also been developed in line with the Councils
Housing Strategy objectives to make best use of the existing housing stock and
support vulnerable residents to live independently in the community.
The Scheme consists of three registers being:

Housing Register – will include those applicants in the very highest levels of
housing need, including homeless full duty clients

Housing Options Register – will include those in lower levels of housing need

Transfer Register – will include all tenants in social or affordable rented
properties within the district of North Norfolk.
Key Findings
4. Key findings from the review of homelessness services
With continuing demands and challenges and following recent changes to the
Welfare Reform and the Localism Act the council has worked extremely hard to
Policy Version 0.02
Page 9 of 18
64
Feb 2015
Appendix F
ensure that the customer has been the main focus whilst striving to improve the
service and implement the aspirations and aims from the previous strategy.
Homelessness within North Norfolk is now relatively low with 90 households being
accepted in 2013/14, 72 households being accepted to date in 2014/2015
compared to 201 in 2003/2004. Evidence shows the reason for this number
decreasing is due to the amount of work the council are putting into the prevention
of homelessness and early advice being offered to individuals that approach the
service. You will see from the charts below that the number of households
approaching the service is steadily increasing.
Households Approaching the Service for Advice
Homeless Applications
Number of homeless applications taken compared with decision reached and full
duty accepted
* Full Duty – means where the authority has accepted a duty to rehouse under Part VII of the 1996 Housing Act (as amended)
The main reason for homelessness has remained consistent with the loss of private
rented accommodation being the main reason for homelessness followed by
family/friends being unable to accommodate. This supports the recent news article
in June 2014 which reported ‘The number of people made homeless when a private
tenancy ends has trebled in the past five years. It is now the single biggest cause of
homelessness in England and most have been thrown out by private landlords.
According to government figures, the end of a tenancy has been the most common
cause of homelessness every quarter for the last two years. In the final quarter of
Policy Version 0.02
Page 10 of 18
65
Feb 2015
Appendix F
2009, 1,060 households in England became homeless after their private tenancies
were ended, while the latest figure for the first quarter of 2014 is 3,330’.
Main Reason for Approach
Most clients being accepted as homeless are in the 25-44 age group with the 60
plus age group being negligible. This could be considered as unusual given the high
proportion of elderly people in the district. However, the majority of such households
are owner occupiers with no mortgage commitment which is reflective of the local
census carried out in 2011.
Age Profile
Priority need for homelessness has remained consistent in that households with
dependent children or are pregnant followed by those that have a mental health
Policy Version 0.02
Page 11 of 18
66
Feb 2015
Appendix F
issue are the main reason for the authority accepting a duty to rehouse a
household.
Priority Need for Homelessness
80
70
60
50
40
30
20
10
0
2009/2010
2010/2011
2011/2012
2012/2013
2013/2014
Households with dep children
Pregnant no other children
Vulnerable - old age
Vulnerable - physical disability
Vulnerable - mental health illness
Vulnerable - young person (now Priority Need)
Domestic Violence
Other
Households h'less in emergency
When the previous strategy was adopted coastal erosion and flooding were not
seen as something that was a major issue for consideration. However, in December
2013 North Norfolk was impacted by a tidal surge which affected a number of
locations across the North Norfolk coast, in particular Walcott and Bacton – in total
over 100+ households were impacted in some way. The service worked very
closely with residents and other agencies to ensure that accommodation was
provided to those in need and they were supported until such time as insurance
companies took over. The council was also instrumental in the delivery of the
Norfolk and Lowestoft Flood Recovery Fund.
Policy Version 0.02
Page 12 of 18
67
Feb 2015
Appendix F
Successes
‘Aim 1 – To deliver customer focused service to standards influenced by the
customer’
The aim was to deliver an excellent customer focused service, to achieve this
aspiration as a service the following has been achieved:
2009 – Integrated ICT system which housed ‘Your Choice Your Home’ choice
based lettings and Housing Options data base
2009 – Changes were made to the Housing Reception, moved away from counter
style barriers to more relaxed and welcoming open desk environment.
2009 – Launch of ‘What and Where’ interactive map showing customers stock
profile and lets within parishes to enable customers to make informed choices when
bidding
2013 – Targeted Housing Options launched, providing customers with focused
support and options when logging into Your Choice Your Home.
2013 – Main council reception was updated and the changes made to the housing
reception were duplicated across the whole reception area.
‘Aim 2 – To increase the accessibility of the Housing Service ensuring equity
of access for all’
North Norfolk is a rural authority and there is a lack of public transport between
main towns and villages, with the increasing cost of fuel the Housing Team have
had to ensure that the service is still accessible by all; the decision was made to
focus its resources by offering a personal service via the telephone. Each
household that joins ‘Your Choice Your Home’ receives a personal phone call,
officers are at this initial stage able to offer the household individual housing options
advice and are able to identify potential homeless clients and start to work with
them at an earlier to stage with the main focus being on prevention of
homelessness.
Within the Allocation Scheme Launched Oct 2013 the Council has ensured that
members and former members of the Armed Forces and their families are not
penalised by any requirement to have a local connection, the Council will therefore
give any such applicant who does not have a local connection an automatic local
connection. The Government also requires that such applicants are given additional
preference for consideration for an allocation of affordable housing; the Council
considers that backdating the relevant date for applicants who meet this criteria by 3
months will meet this requirement
‘Aim 3 – To increase the range of housing options available and to provide a
service that enables customers to make informed choices about their housing
options and empowers customers to pursue their chosen housing option’
The previous strategy identified the challenges that households would face in
finding affordable housing within the district.
Policy Version 0.02
Page 13 of 18
68
Feb 2015
Appendix F
Working with five housing associations; Victory Housing Trust, Broadland Housing
Association, Orbit East, Hastoe and Saffron Housing Trust, NNDC provided 152
new affordable homes across the district during 2013/2014. This is the highest ever
number of affordable dwellings delivered in the district in a single year and the first
time that the number of new affordable homes completed by housing associations
has exceeded 150 homes. The completion of 152 affordable homes places North
Norfolk at the top of the table for affordable home completions in Norfolk for
2013/14.
2009 – Launch of ‘What and Where’ interactive map showing customers the stock
profile and lets within parishes to enable customers to make informed choices when
bidding.
A recent news article has highlighted the current need for more affordable housing
schemes across Norfolk. The highest average district house price in Norfolk is North
Norfolk at £204,267 followed by South Norfolk at £204,096. While North Norfolk is
the highest, the average house price in the rest of rural Norfolk is between 9.85 and
11.4 times the average annual income.
‘Aim 4 – To reduce the incidence of homelessness through effective
homelessness prevention services’
As detailed in ‘Aim 2’ the Council works hard to provide an excellent and informative
service to the customer. Key to this delivery is providing the customer with effective
housing options and paramount to this is the prevention of homelessness. To assist
the council with this delivery we have key tools available. These consist of a
prevention fund, mainly used to secure rent in advance and deposits with private
landlords. We are also able to use these monies in other ways. For example we
could use the money to clear small rent arrears the main focus being to prevent a
household becoming homeless. The team will also work with landlords where a
more vulnerable client has been identified to ensure that the best outcome is
reached for both the household and the landlord.
As a service we also work with key agencies being; registered providers, Adult &
Children’s services, and support agencies being Stonham Homestay, Together,
CAB, Shelter and in house services.
We offer ‘move-on’ interviews and housing surgeries at supported housing
schemes. These surgeries/interviews explain to residents how ‘Your Choice Your
Home’ works how it is important to work with the support providers, the types of
properties to be looking for and the chances of securing housing both with a
registered provider or private rented landlord. These are delivered with the local
supported housing hostels within the area being Leeway, Benjamin Foundation,
Flagship Housing, Genesis and Argyle House
The service works closely with the housing benefits team. The two teams make joint
decisions with regard to applications made to the discretionary housing benefit fund,
by housing being involved in the decision the team are able to ensure that a focus
on preventing someone from becoming homeless is considered. The monies can
also be used to secure damage deposits for housing benefit claimants on low
incomes to secure private rented accommodation when facing homelessness.
Policy Version 0.02
Page 14 of 18
69
Feb 2015
Appendix F
‘Aim 5 – to reduce the use of temporary accommodation for households
accepted as homeless and where temporary accommodation has to be used
to ensure that it is a reasonable standard and in a location which enables the
household to maintain stability’
The government set a target for all local authorities to reduce its temporary
accommodation portfolio and over the last 6 years we have successfully achieved
this by reducing the council’s portfolio of temporary accommodation from 44 in
2008/2009 to 5 units in 2013/2014. North Norfolk District Council still has clients in
temporary accommodation and because of the nature of the service this will always
be the case. However, we work more closely with landlords and families to
persuade the household to remain in the home they are being evicted from as this is
more cost effective for the landlord and the household.
Aspirations
5. Aspirations for taking the service forward
Through carrying out the review of homelessness within the district we have
identified that there have been a significant number of achievements. However, to
ensure the service continues to provide an excellent level of service we need to
ensure that the council continues to challenge service delivery. Taking this on board
there are some key areas of work that have been identified to improve service
delivery but also to continue with the strong working relationship we have with both
statutory and voluntary agencies.
Aim 1 – Work with registered providers
Work with registered providers to deliver targeted welfare advice to residents on a
low income. With the welfare reform housing benefit payments will be rolled into a
single Universal Credit (UC) payment for recipients to manage. It is anticipated that
UC may start to affect residents of North Norfolk from the autumn of 2015. (DWP
have now confirmed the roll-out date is September 2015). We need to ensure that
as a service we are able to support registered providers with this transition in a
planned and managed process, but also support tenants that are affected and
ensure that they understand the key message on how to manage their money and
pay their rent, as failure to do so could result in eviction.
Aim 2 – Improve Housing Advice/Option/Solutions
As a service we are aware that service delivery doesn’t stand still. We need to
ensure that our customers are at the forefront of our service delivery. To do this we
need to understand what the customer needs and ensure that we have the
expertise to deliver this by way of front line staff and technology.
Policy Version 0.02
Page 15 of 18
70
Feb 2015
Appendix F





Review technologies with current IT provider – move to text alerts and mobile
apps
Review current letters
Review landlords guide
Review Rent in Advance and Damage Deposit Scheme
Work with the Housing (Health and Wellbeing) Lead to develop processes to
assist those that are disabled or living in difficult housing
Aim 3 – Not to place any families in Bed & Breakfast accommodation unless
in an emergency and for no longer than 6 weeks and provide suitable
temporary accommodation.
The combination of early effective homelessness prevention services and provision
of good quality suitable accommodation is key to the delivery of our services. As a
council we try to avoid the use of bed & breakfast unless in an emergency. We are
now in a position where we have reduced our portfolio of accommodation. However,
with an increase of applications we now need to ensure that as a service we are
looking ahead and will need to reconsider our options and look to identify other
suitable solutions for families other than bed and breakfast. As a council we accept
that living in bed and breakfast is not a good option for families with children, young
people or those with a mental and physical disability.
Aim 4 – Aspiration to deliver the challenge set to deliver ‘A Gold Standard
Service’
The challenges set by government are as follows:
Adopt a corporate commitment to
prevent homelessness which has
buy-in across all local authority
services
Actively work in partnership with the
voluntary sector and other local
partners to address support,
education, employment and training
needs
Offer a Housing Options prevention
service, including written advice to
all clients
Adopt a No Second Night Out model
or an effective local alternative
Have housing pathways agreed or
developed with key partner and
client group that includes
appropriate accommodation and
support
Develop suitable private rented
sector offer for all client groups,
Policy Version 0.02
Current Position
not in place
not in place
low
not in place
identified within
strategy
not in place
high
Work in progress
high
not in place
low
Page 16 of 18
71
Priority
medium
medium
Feb 2015
Appendix F
including advice and support to both
clients and landlords
Actively engage in preventing
mortgage repossessions including
through the Mortgage Rescue
Scheme
Have a Homelessness Strategy
which sets out a proactive approach
to preventing homelessness and is
reviewed annually so that it is
responsive to emerging needs
Not place any young person aged 16
or 17 in Bed & Breakfast
accommodation
Not place any families in Bed &
Breakfast accommodation unless in
an emergency and then for no
longer than 6 weeks
not in place
low
not in place
high
not in place
identified within
strategy
not in place
identified within
strategy
high
high
Aim 5 – Deliver Customer Focused Service Standards
The Council has an aspiration to deliver an excellent customer focused service. The
best way to achieve this is to consult and work with the customer. One of the key
aims of the authorities Business Transformation programme is to improve the
overall customer experience.




Work with the Customer Service Manager to implement changes and
improvements through the Business Transformation programme.
Work with the Customer Service Manager to develop service standards
Encourage feedback from customers through the corporate complaints and
compliments process
Design quarterly questionnaires using targeted Housing Options with Your
Choice Your Home to applicants and report feedback to Partnership Board
for Your Choice Your Home
How will we deliver our aims?
The above aims will be delivered over the life time of the strategy. We will continue
to work on our own or in partnership with a range of agencies to ensure delivery of
the aims identified and incorporated in the annual Action Plan and Service Plan
delivery process.
Policy Version 0.02
Page 17 of 18
72
Feb 2015
Appendix F
Monitoring
6.
Monitoring
This strategy will be monitored and reviewed yearly to ensure that the aims are still
relevant, actions are being met and to incorporate any changes in legislation as
necessary.
All identified actions will be monitored through the Council’s Performance
Management Framework, and will include feedback from customers and partners.
Policy Statement
The master copy of this document, a record of review and decision making
processes will be held by Housing Options Team. All documentation will be
available for audit as necessary.
This policy will be available to all staff and Members on the corporate document
register on the intranet.
Document Information and Version Control
Document Name
Document Description
Document Status
Lead Officer
Sponsor
Produced by (service name)
Relevant to the services listed or all NNDC
Approved by
Approval date
Type of document
Equality Impact Assessment details
Review interval
Next review date
Version
0.01
0.02
Originator
LG
Policy Version 0.02
Under Review
Strategy
Required
Annual
Description including reason for changes
Changes made following pre-cabinet
Page 18 of 18
73
Date
26/2/15
Feb 2015
Appendix G
Residents consultation Feedback on NNDC Homelessness Strategy and action plan 2015 – 2019
Aims
Work with registered providers
Work with registered providers to deliver targeted welfare advice
to residents on a low income. We need to ensure that as a service
we are able to support registered providers with this transition in
a planned and managed process, but also support tenants that are
affected and ensure that they understand the key message on how
to manage their money and pay their rent, as failure to do so could
result in eviction.
Improve Housing Advice/Option/Solutions
As a service we are aware that service delivery doesn’t stand still.
We need to ensure that our customers are at the forefront of our
service delivery. To do this we need to understand what the
customer needs and ensure that we have the expertise to deliver
this by way of front line staff and technology.
Review technologies with current IT provider – move to text alerts
and mobile apps
Not to place any families in Bed & Breakfast accommodation
unless in an emergency and for no longer than 6 weeks and
provide suitable temporary accommodation. living in bed and
breakfast is not a good option for families with children,
young people or those with a mental and physical disability
Aspiration to deliver the challenge set to deliver ‘A Gold
Standard Service’ By:
 Adopt a corporate commitment to prevent homelessness
which has buy-in across all local authority services –
Medium priority
Feedback
More support needed once tenants have left supported housing
The Homelessness Strategy should help people that were previously unable to access
private sector accommodation
People on very low income don’t always have up to date technology. This needs to be
made available by service providers
Not to rely on phone contact – not all have phones that can use apps, and tends to be
an issue getting charge for phones.
Up to date clear information is essential, particularly in relation to schemes on offer
and the availability of social housing.
Having spent 5 months in B&B this target is great but is it achievable considering the
lack of housing stock
We seem to be spending a lot on delivering changes year after year when I believe the
real issue is lack of building affordable homes. Councils and housing associations
should be looking to increase stocks of single bedroom properties and having a stock
of temporary housing for families. Once a person or family finds themselves in this
position they often do not get the appropriate support. Sometimes people have to be
74
Appendix G








Actively work in partnership with the voluntary sector and
other local partners to address support, education,
employment and training needs – Low priority
Offer a Housing Options prevention service, including
written advice to all clients – High Priority
Adopt a No Second Night Out model or an effective local
alternative – Medium priority
Have housing pathways agreed or developed with key
partner and client group that includes appropriate
accommodation and support – High priority
Develop suitable private rented sector offer for all client
groups, including advice and support to both clients and
landlords – Low priority
Actively engage in preventing mortgage repossessions
including through the Mortgage Rescue Scheme – Low
priority
Have a Homelessness Strategy which sets out a proactive
approach to preventing homelessness and is reviewed
annually so that it is responsive to emerging needs – High
Priority
Not place any young person aged 16 or 17 in Bed &
Breakfast accommodation – High priority
Deliver Customer Focused Service Standards
The Council has an aspiration to deliver an excellent customer
focused service. We want to:
Encourage feedback from customers through the corporate
complaints and compliments process
far away from the area they lived in making it difficult to get children to school to get
to work. Furniture quite often has to stored there is such disruption to children and
adults. Every area should have temporary accommodation and a network of support
agencies in Norfolk it is not local enough.
SWEP to be listed as an action in severe weather
More of an emphasis on single person vulnerable households and stronger links with
rough sleeping and move on from supported housing
Consider Hidden Homeless
People should be given this information at registration. Explaining the process
Housing staff are helpful when I have been in need of support
Design quarterly questionnaires using targeted Housing Options
with Your Choice Your Home to applicants and report feedback to
Partnership Board for Your Choice Your Home
75
Appendix G
Any other comments:
Raise awareness of homelessness, raise funds and help with the co-ordination of
events and exhibitions.
I would prefer to access services from one place.
Negative impacts of the welfare reforms - Ensure residents know about the changes
and what help is available.
Effective partnership working would not only achieve better outcomes for service
users but could also realise savings
76
Appendix H
From: Rebecca White
Sent: 29 December 2014 17:27
To: Lisa Grice
Subject: RE: consultation of Draft Homelessness Strategy
Thanks Lisa for sending this. It was a good read.
It's very positive to see the commitment in there not to place 16/17 year olds in Bed and Breakfast,
something perhaps your commitment can encourage Children's Services to adopt too. Will you be
sending this to Children's Services for comment?
From the perspective of Your Own Place we're pleased to see an emphasis on financial and prevention
support for tenants who are likely to be negatively affected by Universal Credit. From the young people
we are working with there is increasing anxiety and certainly among care-leavers, no current countywide approach to managing the potential impact. There is a real opportunity to work together on this
and bring in outside agencies (such as ours!) who already have an excellent track record in engaging the
hardest to reach and adopting techniques that enable high quality financial capability work with young
people.
All the best for the new year.
Rebecca
Rebecca White - Director Your Own Place CIC
77
Agenda Item No_____13_______
NORTH NORFOLK GROWTH PLAN
Summary:
This report summarises the current economic context of
North Norfolk and the infrastructure in place for
supporting business investment and economic growth in
North Norfolk. It identifies the challenges and
opportunities for supporting further growth and outlines
various activities that the Council should undertake in
order to develop and implement a comprehensive
„growth plan‟.
Options considered:
A framework is needed to structure the Council‟s
Economic Growth activities and this report sets out the
approach that should be taken. The only other option
realistically is to undertake such activities in an ad-hoc
or reactive manner, which would not make efficient use
of resources.
Conclusions:
This report shows the activities that have been, and are
being undertaken by the Council, and the nature of its
relationships with other parties involved in, or benefiting
from economic growth. The proposed activities it
outlines will enable the development of a coherent
approach to business support and engagement, and set
out the means by which further investment in the local
economy can be attracted.
Recommendations:
Members are asked to endorse the work streams
outlined in the table appended to this report. In
particular, it is recommended that Cabinet agrees to
commission a ‘Business Growth and Investment
Opportunities’ study as set out in section 6.3 of this
report. The results of this study and other evidence
gathering processes will contribute to the
development of a growth strategy, which will be
recommended to Council as part of the policy
framework.
Reasons for
Recommendations:
This recommendation is being made in order to agree
the framework, which will guide the Council‟s economic
growth activities and consequently resources allocated
to supporting these.
Cabinet Member(s)
Ward(s) affected
Cllr T FitzPatrick
All
Contact Officer, telephone number and email: Robert Young, 01263 516162,
robert.young@north-norfolk.gov.uk
78
1.
Introduction
1.1
North Norfolk District Council has worked in partnership with the local
business community and a wide range of agencies over a long period to
deliver the economic growth priorities and set out in the Corporate Plan.
1.2
The Council‟s role in fostering growth has been to prepare the fertile ground
in which it can take root. This will not result from any single action or any
organisation acting alone; it will only be achieved by a coordinated approach
to:

identifying needs

creating opportunities

capitalising upon assets

attracting funding and investment

appropriate application of regulatory activities, coupled with business
support for compliance

engaging with both private and public sector partners; and

communicating openly and honestly with our business community
1.3
Economic growth is needed in order to continue to improve the standard of
living of North Norfolk residents. Economic prosperity is linked to community
wellbeing, access to services an housing and it also benefits from the wider
infrastructure and environmental assets of the District; the council therefore
needs to adopt a holistic approach to economic growth in the alignment and
delivery of its services and in the use of its assets, resources and regulatory
powers.
1.4
Economic prosperity obviously depends upon investment and that in turn
comes from business confidence. At a recent business event run by NNDC
(in conjunction with the New Anglia Local Enterprise Partnership (NALEP)),
participants were asked to provide a view on some of the key factors relating
to the local economy and their level of confidence. The results are displayed
in Figure 1, below.
1.5
Whilst only a snapshot, this „local economic barometer‟ shows optimism
about the prospects of growth, though more caution about the strength of the
local economy. Understandably, there was far less confidence expressed by
delegates about the ability to recruit skilled staff but a much more positive
view of the ability to access funding, advice and support.
1.6
This provides a useful backdrop to this report, which seeks to address the key
issues that are likely to impact upon economic growth locally and to guide the
development of a programme of activities and interventions, in which the
Council plays a key role.
79
Figure 1
2.
Current Economic Growth Context
2.1
Central Government / Business Innovation and Science (BIS)
2.1.1
2.2
It is well known that Government has a strong role to play when delivering
growth in the economy, and with the current government has come a
number of significant innovations in delivering economic growth. Central
Government departments support the delivery of growth. Department for
Business Innovation and Science (BIS) is the core Whitehall department
that leads on economic growth, investing in skills and education to
promote trade, boost innovation and help people to start and grow a
business. BIS sits above all of the other business support providers, but
has a critical role to play in generating growth via the work it does with its
supporting bodies such as UK Trade and Investment, Skills Funding
Agency and InnovateUK. All of these bodies drive growth via their core
activities, which include funding opportunities.
Local Enterprise Partnerships
2.2.1
The current economic vision for the Country has been led by the
principles of „localism‟, as conceptualised by Lord Heseltine under his
review “No Stone Left Unturned” (October 2012). The review recognised
the importance of local communities and enterprises, and as such
devolved funding from central government to Local Enterprise
Partnerships (LEPs) (private–sector led organisations), ensuring that
government investment in economic growth is tailored directly to the
individual challenges and opportunities of the local area.
2.2.2
The Council works closely in partnership with the New Anglia Local
Enterprise Partnership (NALEP), sharing its goals to break down the
barriers to growth and drive the local economy. The LEP has secured
£173.3M from the Governments Local Growth Fund to support economic
growth across Norfolk and Suffolk, with £32M of new funding confirmed
for 2015/16. This funding has been set aside to strive towards the LEP‟s
80
targets, providing significant investment in Innovation Centres, Broadband
facilities, and SME grant programmes.
2.2.3
However, whilst North Norfolk will undoubtedly feel some of the benefits
that the provisions of the Strategic Economic Plan (SEP), and the Growth
Deal will bring to the area generally, the District does not benefit from the
support to most of the high impact sectors for growth. However, the
Council is continuing to work towards securing such investment in future
Growth Deal negotiations and other channels.
2.2.4
As well as majoring on the high impact sectors for growth, the SEP
includes what it terms „underpinning sectors‟ which will continue to be
actively supported by the LEP. These are agriculture; tourism and culture;
financial and business services; and ports and logistics. The first two of
these obviously have far greater resonance in North Norfolk, and
alongside these, the SEP references „care‟ and „construction‟ as playing
an important role in providing jobs and growth, which are particularly
relevant to North Norfolk.
2.3
2.3.1
2.4
2.4.1
2.5
New Anglia Growth Hub
NALEP set up and supports the New Anglia Growth Hub, which has a
remit of supporting growth in the Norfolk and Suffolk New Anglia area; it
thus has access to funding programmes. The Growth Hub was awarded
£3.9M to deliver support via Growth Advisers, who are able to make visits
to businesses and advise on solutions to both practical and financial
issues. Officers of the Council work closely with the Growth Advisors
operating in our area, and have been able to collaborate on the provision
of valuable guidance to many local businesses. Ultimately, North Norfolk‟s
businesses are as eligible to apply for funding support as any in other
areas; however, even the smallest grant schemes are in practice unlikely
to help the vast majority of the businesses in our area because of the
demographic profile of our local business base (i.e. predominantly micro
businesses).
Norfolk County Council
NNDC also works closely with Norfolk County Council‟s economic
development team and with other Norfolk authorities via the Norfolk
Growth Group, the Norfolk Chief Executives Group and the Norfolk
Leaders‟ Group. A Norfolk Growth Prospectus has been formulated, with
the aim of promoting the County to a wide audience in order to attract
investment. The prospectus will provide, in a single place, in an
accessible way, information about what Norfolk has to offer investors. It is
anticipated that the Norfolk Growth Prospectus will be a medium through
which the specific assets of North Norfolk can be presented alongside
those pertaining in other parts of the County; some in contrast, some in
synergy with the offer elsewhere.
North Norfolk District Council
2.5.1
The Council‟s corporate plan sets economic growth as one of its central
priorities, stating: “What we want to achieve: A district with a thriving
economy offering better jobs and prospects for local people.”
2.5.2
The means by which the Corporate Plan‟s high-level strategic aims are
proposed to be achieved is set out in the Corporate Annual Action Plan.
The delivery of these actions is via a range of plans, strategies, projects
81
and internal processes, together with engagement and partnership with a
range on external organisations.
2.5.3
The Council commits considerable resources to facilitating growth
opportunities, business engagement, business start-up support, skills
development and guidance to enterprises operating in or intending to
locate in the District. This it does both directly and in partnership.
3.
Proposed Economic Growth Activities
3.1
This report outlines the contents of a growth plan which is intended to
coordinate the activities of the Council („corporately‟) in order to facilitate local
economic growth. The table appended to this report identifies the following
work streams - which are described further below - these will form the basis
of NNDC‟s approach to facilitating the growth of our local economy.
1.
Supporting businesses
2.
Realising investment, development and regeneration opportunities
3.
Land, assets and infrastructure
4.
Skills and Training
5.
Coordinated Marketing
4.
Supporting Businesses
4.1
NNDC plays a pivotal role in providing support at the local level to businesses
and signposting to strategic levels of support where appropriate. To properly
understand the needs of local businesses a coordinated approach to
business engagement is required and this will be done through the
development and implementation of a Business Engagement Strategy.
Fundamental to this will be a comprehensive database of local businesses.
The aim of this work stream is to provide a framework in which business can
navigate easily to the support that they need, be it funding, advice or other
practical measures. Operating a coordinated approach to guidance and
support will help eliminate duplication across other providers and facilitate
networking opportunities and business-to-business collaborations.
4.2
The Council will optimise what is possible by working more effectively with
partners to ensure strategic fit with national support programmes, such as
Growth Accelerator, Manufacturing Advisory Service and more locally with
the LEP and the Growth Hub, whilst achieving economies of scale by working
in partnership.
4.3
Sourcing external funding to deliver economic growth is a key role of the
Council. The Council is currently delivering the Fisheries Local Action Group
(FLAG) funding programme and is exploring the options for further such
programmes under the European Marine and Fisheries Fund (EMFF). In
addition, significant new opportunities are opening up once the European
Structural Investment Funds are launched and the rural development
LEADER programme formally commences. Sourcing funding such as this
enables the Council to support the District‟s business economy, where it
normally would not have the capacity or resources to be able to do so. This
„added value‟ means that the Council can help business to lever further
investment into the District.
4.4
Direct funding support to local micro-businesses is provided by the Council‟s
own small grants scheme for start-ups and growing enterprises. The budget
of approximately £130,000 has been dedicated to grants ranging from £500
to £2500. This Business Enterprise STart-up (BEST) grants scheme has
82
been extremely popular thus far, and continues to garner interest from
businesses that are of a profile that miss out on other forms of grant support.
Enterprise North Norfolk, as part of its annual review, reported that continued
effort is required to deliver both financial support, via access to grant
schemes, as well as maximising partnerships with other providers such as the
LEP, and national programmes such as Grant Accelerator. The Council would
benefit from continuing provision of this type of support, building on the
success of its start-up business training and coaching initiative, Enterprise
North Norfolk.
5.
Realising Investment, Development and Regeneration Opportunities
5.1
Opportunities for economic growth exist both in specific geographical
locations, and within particular sectors of the business community. An
example of both would be the identification of the Fakenham-Wells corridor
NALEPs Strategic Economic Plan as an area of growth potential and the
opportunity presented by growth in the offshore renewable energy sector,
centred at Egmere. The Council is in a strong position therefore to steer the
advantages of this burgeoning sector to benefit the economy of the District
and to bring investment to an area that needs it.
5.2
Initiatives need to be developed to support the regeneration and revitalisation
of important locations in the District, such as town centres, coastal resorts
and existing and emerging employment areas (such as the former RAF
Coltishall site and Egmere). Initiatives will therefore be developed alongside
partner organisations to take full advantage of the place-based opportunities
that exist.
5.3
Occasionally specific funding streams come along that have been used to
support particular local economic sectors (e.g. FLAG and the fishing
industry); it will be important to continue to monitor such opportunities and
exploit them where possible in the future. Equally, it is important to lobby to
create opportunities and develop initiatives where there is an evident need
but no apparent solution; the care sector is one such case. The Council
should therefore work with partners to evaluate the needs and opportunities
for new care sector initiatives in North Norfolk, leading to the development of
new initiatives to foster investment in the care sector, locally, and establish
this as a valuable local career path through the development of „centres of
excellence in care‟.
6.
Land, Assets and Infrastructure
6.1
Both indigenous local economic growth and inward investment depend upon
the existence of suitable land / premises and the necessary infrastructure.
Outside of fiscal policy, creating the right physical environment in which
growth can take place is vital. This is partly a product of planning policy but
can also be influenced by the Council‟s approach to the use of its own land
assets, resources and its influence, through the use of regulatory powers.
6.2
The Council is supporting the development of ICT infrastructure in the District,
both directly (via its identified contribution to subsidise rural broadband
rollout) and indirectly (e.g. lobbying and working in partnership to investigate
the implementation of innovative new technologies) in order to help realise
economic growth opportunities in the District. Through the existing LDF and
its replacement Local Plan, the Council will work with developers to bring
about the necessary site allocations and realise the development which will
provide necessary development, investment and infrastructure improvements.
83
6.3
Providing site allocations for employment use is a key product of planning
policy formulation; however this is only part of the equation. Allocated sites
need to be serviced and attractive to developers and investors. It is intended
therefore to undertake a review of the supply, demand and constraints
associated with employment land, to understand better the opportunities that
exist and the actions that can be taken to help facilitate employment land
development. It is recommended therefore that a Business Growth and
Investment Opportunities study be commissioned. This research will identify
ways of unlocking the potential of the District‟s existing employment land and
premises, identifying any key interventions that the Council should consider. It
will also deliver a prospectus for the purposes of marketing sites in North
Norfolk to attract private sector investment, as well assisting with making bids
for public funding to overcome the identified constraints and provide
infrastructure improvements.
7.
Skills and Training
7.1
Time and again businesses tell us that they have an aging workforce, that
they have difficulty in recruiting skilled staff and that this is limiting their
business performance, as well as longer-term prospects. What is perhaps
even more of a concern is that the „skills gaps‟ appear to be in some of the
most significant employment sectors. Published figures have consistently
shownthat the educational attainment levels of school leavers in Norfolk lag
behind other areas (e.g. in 2014 the percentage of pupils leaving school with
GCSE grades A* to C (including English and maths) in Norfolk was 52.7%
compared with 59.2% in England (Department for Education)), and we also
hear that local young people have relatively low aspirations. This is not only
detrimental to the prosperity of the local economy at present but it is likely to
be a severe limiting factor on the growth potential of business and therefore,
of the wider economy in the future. The corollary of this is also that many
essential local services will struggle to meet the burgeoning demands.
7.2
The Council‟s Learning & Skills team (often acting as a local agent for
national initiatives) provides a range of training and support to people of all
ages, aimed at improving their employment prospects, particularly helping
young people to overcome perceived barriers to work and engage with
businesses from an early age. This includes:
 delivering careers advice to people over the age of 19 years of age;
 linking with local businesses and schools to help prepare the workforce of
the future;
 providing skills support for redundancy; and
 supporting the development of general „employability‟ skills of local
people, combined with courses in IT, self-employment and targeting
issues relating to younger people‟s attitude to work/ motivations and
general employability.
7.3
External funding from a range of private and public partners becomes
available from time to time to develop and implement projects to raise
aspirations and skill levels of residents of North Norfolk, and the Council‟s
Learning and Skills Team is adept at working with partners and flexing to
match such opportunities to the current needs of the area.
7.4
Key opportunities in the foreseeable future include funds being established by
offshore industries and the impending European Social Fund (ESF), for which
the Council will endeavour to work with neighbouring authorities. Indeed,
investment into education, skills and lifelong learning is seen as such a
84
priority in the New Anglia area, with 50% of the European Social Fund (ESF)
allocation being identified under this „thematic objective‟, providing a total of
£40.46m to enhance the educational and skills opportunities already afforded
to young people. New Anglia in particular have identified the role of STEM
sector skills (science, technology, engineering and maths) and their linkage to
growth sectors in their ESIF strategy, and explored the need further in their
Skills Manifesto.
7.5
The results of a local skills analysis, currently being undertaken by the
Council will inform the development of projects and initiatives, with relevant
partners, developing ways in which business can be supported in meeting the
skills needs.
7.6
As stated above, and as is now nationally recognised, the key to achieving
goals within the skills agenda, particularly amongst the high growth sectors
such as energy, advanced manufacturing and agri-tech, will be the strength
across a broad range of skills, with STEM skills being at the heart of the work.
High Schools at Fakenham and wells have joined together with companies
involved in the development of offshore renewables to produce innovative
learning and development initiatives to develop an interest amongst young
people in this important up and coming sector. Local Schools and Collages
are also keen to explore the possibilities of developing a STEM (science,
technology, engineering and mathematics) centre in the District. It will aim to
inspire and motivate young people, promoting STEM subjects and key local
industries in a dynamic way, thus creating a culture of innovation, enquiry and
adventure. The Council should provide support to the investigation into the
feasibility of a STEM centre within the District, as appropriate.
8.
Coordinated Marketing
8.1
Business investment decisions depend upon a wide variety of factors,
addressed earlier in this report. Influences include:
 availability of a skilled workforce;
 available and accessible sites or premises to accommodate the
business‟s needs;
 available finance to support the expansion or move;
 appropriate infrastructure to meet the needs of the business; and
 suitable local environmental conditions
8.2
Alongside these practical matters, such decisions often revolve around
„quality of life‟ considerations such as:
 the quality of local schools;
 available (and affordable) housing;
 the attractiveness of the area;
 the existence of suitable leisure, health and community facilities;
 the quality of nearby town centres and even supermarkets.
8.3
Business growth and investment on a modest scale, from within the District or
nearby, often occurs incrementally and organically and the Council‟s role is to
help businesses overcome any impediments, or to assist with access to
finance or other forms of support and advice in order to help them achieve
their ambitions. Larger scale investment, whether from within the local area
or inward investment from elsewhere (nationally or internationally), however,
usually requires a more strategic approach, which is achieved by the Council
working in conjunction with Norfolk County Council and/ or NALEP and other
85
agencies, as appropriate. In these circumstances, the Council‟s role is that of
a conduit and facilitator; and in order to do this effectively close links with
those partner organisations need to be maintained coupled with a
professional, „open for business‟ approach. This Council has successfully
fulfilled this role on numerous occasions in recent years. .
8.4
Even if the environment is right for such inward investment, it is unlikely to
come along by chance; a strategic approach to encouraging growth and
inward investment involves not only providing the right conditions in which
such investment can take place, but promoting and marketing the area in
order to attract it.
8.5
North Norfolk District is promoted and marketed (alongside our neighbouring
areas) in order to attract visitors and thus improve the prospects for tourism
oriented businesses. Such a „place based‟ marketing approach should be
developed and coordinated to increase awareness of the opportunities and
potential of the District for a wider variety of purposes; including inward
investment.
8.6
There therefore needs to be a pro-active approach to marketing, setting out
the investment opportunities that exist in our area, the advantages of locating
here and the whole spectrum of assets that exist. A key area of work
therefore is to create, develop and strengthen the image of north Norfolk the
area, the way it is promoted and the reach of that marketing activity. . This
effort will need to be coordinated and complement the existing promotional
and marketing activity of a wide variety of individual organisations (public and
private sector). NNDC should establish itself in a position that is central to all
of the marketing activity that goes on, acting as a gatekeeper to the „brand‟. It
is accepted, however, that North Norfolk is not necessarily a single „product‟
but provides multifaceted opportunities for investment, which are often
mutually reinforcing, i.e. the high quality environmental characteristics
promoted for the purposes of tourism marketing might be equally attractive to
business investors; however the sites, premises, infrastructure and support
services, important in attracting the business market will need also to be
promoted. Crucial to the adoption of a coherent approach will be the
avoidance of „mixed messages‟. Marketing activity will need to cover:
 the general economic characteristics of the area
 the significant local cultural/social and environmental assets
 the specific attractions of particular localities in north Norfolk
 profiles, case studies and features relating to existing business located in
the area
 infrastructure
 linkages with other areas
 sites and premises for development, growth and investment
 networking and partnership opportunities
 support services (e.g. skills development, apprenticeships)
 funding opportunities
 special projects
8.7
Finally, it is now increasingly well known that modern media tools such as
social media are the key to delivering greater efficiencies, growing networks
and following business trends. A review of those who attended the „Growing
your Business‟ event in February has been instigated, examining how
businessesuse social media their communication preferences. Thirty eight
86
per cent said that they would prefer their main source of communication from
the Council to be via social media. Furthermore, a review of the „twitter‟
activity at the event showed that the hashtag #nngrowbiz reached over
140,000 twitter feeds. . Social media as a means of communication and
promotionis both free and reciprocal and should become mainstream to
Council‟s business engagement activity, although it must be supported by upto-date, accessible and informative web pages (supplemented, where
appropriate, by traditional methods so as to meet the needs of all). . This
requires a different approach, which is both more efficient and inclusive;
clearly this is a key aspect of the Council‟s Business Transformation project.
9.
9.1
Conclusion
This report shows the activities that have been, and are being undertaken by
the Council and the nature of its relationships with other parties involved in or
benefiting from economic growth. The work streams it outlines will enable the
development of a coherent approach to business support and engagement
and set out the means by which further investment in the local economy can
be attracted.
10.
Recommendations
10.1
Members are asked to endorse the work streams outlined in the table
appended to this report. In particular, it is recommended that Cabinet agrees
to commission a „Business Growth and Investment Opportunities‟ study as
set out in section 6.3 of this report.
11.
Implications and Risks
12.
Financial Implications and Risks
12.1
The substance of this report is oriented towards increasing investment and
growth in the District, with consequent benefits to the local economy and
wealth generation. The key financial implications for the Council relate to the
costs of undertaking a Business Growth and Investment Opportunities‟ study,
which will be put out to tender, and expected to be in the order of £25,000 provision for which will be made in the Economic Growth Team‟s budget.
Members are asked to endorse this investment and approve funding for this
from unallocated funds identified from the team‟s 14/15 budget.
13.
Sustainability
13.1
There are no sustainability implications arising from the contents of this
report.
14.
Equality and Diversity
14.1
There are no impacts upon equality and diversity arising from the contents of
this report.
15.
Section 17 Crime and Disorder considerations
15.1
There are no Section 17 Crime and Disorder implications arising from the
contents of this report.
87
Appendix I
Economic Growth Activities
Initiative
Activities to be supported
Potential Partners
Deliverables/ outputs
NALEP/ Growth Hub
One-to-one meetings with businesses
NWES
Local Business Database / Client Relationship
Work steam 1: supporting businesses
1.
2.
3.
Business support,
advice and
guidance
Business
engagement
Partnering

coordinated provision of direct inhouse advice, support and
‘signposting’

Close liaison with external business
support agencies, e.g. NALEP Growth
Hub

Training, coaching, mentoring and
support to start-up businesses
Supporting an appropriate structure by
which businesses can engage with the
Council, with each other and link to
strategic bodies (NCC and NALEP)

Management (CRM) system
Enterprise North Norfolk
Business Directory
Norfolk Chamber of
Commerce
Web-based advice and resources for businesses
Developing a business engagement strategy as a
framework for communication between the Council and
Businesses, as well as business-to-business
Federation of Small
Businesses (North Norfolk
branch)
Business newsletters

Forging links with existing business
support organisations

Facilitating networking opportunities
and business-to-business
collaborations via events (e.g. Business
symposium, business breakfasts)
Local Chambers of Trade/
Commerce/ Business and
other local business
organisations
Newsletters and information via web site, e-mail and
social media
developing links and joint activities
between ourselves, businesses and
innovation led research institutions
(e.g. for emerging funding
opportunities)
UEA/Adapt
Collaborative projects and funding bids


proactive engagement with business
intermediary bodies to deliver shared
economic growth objectives

cooperation and collaboration with
neighbouring local authorities, Norfolk
Networking/ learning events
Fulfilling the ‘duty to cooperate’ via Local Plan
preparation and other strategic investment initiatives
New Anglia Local Enterprise
Partnership (NALEP)
Growth Hub / Growth
Neighbouring Local
Authorities
NCC
88
Economic Growth Activities
Initiative
Activities to be supported
Potential Partners
Deliverables/ outputs
NALEP
NCC
Growth Hub
LEADER
FLAG
NNDC project bids to external funds
County Council and NALEP
4.
Access to Finance

Developing projects and bid
submissions for Local Growth Fund
bids (via NALEP); Norfolk Business
Rates Pool; Emerging EU funding
programmes and other miscellaneous
economic growth funding
opportunities

Delivery of ‘BEST’ start-up and
enterprise grant to local businesses

Supporting local businesses in
accessing external funding
opportunities
Support for external organisations in making funding
bids
Administration, monitoring and review of BEST grant
scheme
Works stream 2: Realising investment, development and regeneration opportunities
1.
Place based
initiatives

Town centre revitalisation and
regeneration (utilising assets,
providing funds, lobbying and seeking
joint ventures as appropriate)
(contingent upon the outcome of the Cabinet decision
on the future use of the Enabling Fund budget) support
for the development of investment projects in the
District’s towns

Tourism asset investment (such as but
not limited to: promenades, pier,
beach access, public spaces and
facilities)
Identify and work with relevant partners in the
development of projects which support tourism assets
and infrastructure

Coastal management initiatives (e.g.
coast defence, infrastructure and
adaptation) at Coastal Settlements

Supporting initiatives and access to
funding for key employment growth
areas (e.g. Coltishall - North Walsham
–Bacton; and Fakenham - Wells
Continued development and implementation of coast
defence projects (where feasible) and continue to
develop Coastal Management and adaptation options
for settlements experiencing (or predicted to
experience) the impacts of coastal change)
Develop funding packages and work with partners as
necessary in developing investment opportunities at
89
Economic Growth Activities
Initiative
Activities to be supported
Potential Partners
Deliverables/ outputs
key growth areas
2.
Thematic based
initiatives

Supporting the development of the
Offshore Renewable Energy sector

Developing new initiatives to foster
investment in the care sector, locally,
and establish this as a valuable local
career path through the development
of ‘centres of excellence in care’
East of England Energy
Group (EEGr)/ Norfolk &
Suffolk Energy Alliance
(NSEA)/ energy companies

Support for the local fisheries and its
local supply chains
NCC/ Clinical
Commissioning Group/
Norfolk & Suffolk Care Trust
and other third sector &
private sector interests

Support for the development of and
investment in local tourism and
cultural sectors
North Norfolk FLAG and
national/ local agencies
involved in fishing interests

Facilitate rural development
opportunities
Visit North Norfolk/ Visit
Norfolk/ Visit East Anglia/
Norfolk Museums Service/
local tourism service sector
Continue to liaise with development and investment
interests in order to exploit the advantages of the
offshore renewables sector to North Norfolk.
Work with partners to evaluate the needs and
opportunities for new care sector initiatives in North
Norfolk and develop project ideas for potential
applications for funding and attracting external
investment.
Evaluate the FLAG programme and continue to provide
support to the FLAG as a representative body for local
fishing interests. If appropriate, submit a bid for EMFF
funding for the development of a future new ‘FLAG’
programme locally
Work with local partners to investigate the
opportunities that are presented by cultural/ heritage/
visitor assets and events, such as the ‘Deep History
Coast’
LEADER local action groups
Support local organisations in the development and
submission of projects to the LEADER Local Action
Groups under the Local Development Strategies
Work stream 3: Land, assets and infrastructure
1.
Infrastructure
Investment


Through the Local Plan, facilitating the
investment in key infrastructure via
the allocation of key development sites
Lobbying, supporting and providing
funding to the development of
ICT/Broadband improvement
BDUK
ICT development an
investment companies
Norfolk County Council
90
Formulate the North Norfolk Local Plan, aligning its
objectives and policies towards the support of
infrastructure investment to secure deliverable
employment sites in support of economic growth
Support for and providing subsidy to BDUK broadband
roll-out
Economic Growth Activities
Initiative
2.
3.
4.
Smart utilisation of
assets
Planning policy,
development,
management and
enforcement
Employment sites
and premises
Activities to be supported
Potential Partners

Supporting appropriate highway and
other transportation developments
that provide growth opportunities for
the area
Utilities and statutory
undertakers
Orienting the use of NNDC’s property
assets towards economic growth and
using them appropriately (with
partners where necessary) to develop
projects to support growth objectives
External property owners/
private investors and other
funders as appropriate


Aligning planning policy and decision
making to the growth agenda

Directing enforcement activity and
utilising Council’s influence to enhance
investment potential in the District

Providing support to businesses to
foster their compliance with
regulations (e.g. Environmental Health,
NNDR etc.)

Evaluation of demand for and supply
of employment sites

Identification of constraints and
opportunities presented by existing
allocated employment land
NALEP
Deliverables/ outputs
Maintain lobbying activity to secure appropriate
transportation infrastructure that will benefit the
District
Asset Commercialisation Strategy
Individual projects based on NNDC’s property assets
Formulation of the new Local Plan
Activities of the Enforcement Board
Fostering a structured, coordinated and ‘businessfriendly’ approach to business support and enforcement
with respect to regulatory services
Undertake a ‘Growth and Investment Opportunities
Study’ (including and evaluation of demand, supply and
constraints associated with allocated employment sites
Work stream 4: Skills and Training
1.
NNDC’s ‘Learning
for Everyone’
initiative


linking with local businesses and
schools to help prepare the workforce
of the future;
identifying skills shortages and
developing ways in which business can
NCC
LEP and its New Anglia Skills
Manifesto
91
Continue to deliver: careers advice to people over the
age of 19 years of age; skills support for redundancy;
and general ‘employability’ skills training, combined
with courses in IT, a self-employment and targeting
issues relating to younger people’s attitude to work/
Economic Growth Activities
Initiative
Activities to be supported
be supported in meeting their skills
needs

2.
Proactive skills and
training support
liaising with schools and colleges and
supporting them in projects that raise
the aspirations of you people locally
and which encourage them into
appropriate career pathways

Deliver support and instigate linkages
to schools to prevent disengagement
and support those at risk of becoming
NEET (not in employment, education
or training)

Evaluate the likely skills gaps and the
needs of key local sectors

Deliver a range of support to
businesses to help create a workforce
that is responsive to the demands of
the business market place.
Potential Partners
Deliverables/ outputs
Other skills related agencies
and organisations
motivations and general employability.
Local schools and colleges
Support an investigation into the feasibility of a STEM
centre (Science, Technology, Engineering and
Mathematics) locally.
Universities (esp. UEA)
Support careers fairs, work experience, placements and
similar initiatives promoting public sector careers
NALEP
Complete and publish the findings of a skills analysis of
the needs of important local employment sectors
NCC
Skills related organisations
Work with appropriate partners to develop suitable
initiatives to assist businesses in filling the identified
skills gaps
NCC

VNN

Neighbouring authorities

NCC
Together with partners, formulate a Destination
Management Plan
Works stream 5: Coordinated Marketing
1.
2.
Attracting inward
investment
Tourism promotion
and destination
marketing


Increase awareness of the
opportunities and potential of the
District for a wide variety of purposes;
including inward investment.
Develop a coordinated approach to
marketing the area for tourist/visitors
destination marketing
NALEP
Visit North Norfolk
92
Develop a coordinated marketing and inward
investment strategy
Implement marketing initiatives using a variety of
media
Develop an inward investment prospectus
Economic Growth Activities
Initiative
Activities to be supported
Potential Partners
Broads Tourism
Visit Norfolk
Visit East Anglia
93
Deliverables/ outputs
9th March 2015
Cabinet
Agenda Item No____14_________
Proposed co-location of Department of Work and Pensions and JobCentrePlus
staff / services at the District Council’s Cromer headquarters and Fakenham
Connect offices
Summary:
This report outlines proposals to accommodate
Department of Work and Pensions and JobCentrePlus
staff and services at the District Council’s Cromer
headquarters and Fakenham Connect offices
Conclusions:
That the accommodation of Department of Work and
Pensions and JobCentrePlus staff and services
alongside District Council services at the Council’s
Cromer and Fakenham Connect offices will provide
improved support and outcomes for local residents and
deliver efficiencies and economies of scale for public
sector service provision in North Norfolk, in support of the
Government’s One Public Estate agenda.
Recommendations:
1. Cabinet approves the co-location of Department of
Work and Pensions and JobCentrePlus staff and
services at the Council’s Cromer and Fakenham
Connect offices, at a commercial rent.
2. Cabinet approves capital spending of up to £70,000
on the Fakenham Connect offices in order to
accommodate Department of Work and Pensions and
JobCentrePlus services, with the capital costs
incurred being recovered through the rental stream
paid over a five year initial rental period.
Cabinet member(s):
Wards served by the Cromer and Fakenham
Department of Work and Pensions and
JobCentrePlus offices
Cllr Rhodri Oliver
Contact Officer
Steve Blatch, Corporate Director
telephone number, and e-mail:
Steve.blatch@north-norfolk.gov.uk
Tel:- 01263 516232
94
9th March 2015
Cabinet
1.0
Summary:-
1.1
The Department of Work and Pensions (DWP) approached the District Council in the
summer of 2014 to explore whether there was any potential to co-locate their services in
North Norfolk with the District Council, thereby delivering improved outcomes for clients
and reduced operating costs for the provision of public services in the District.
1.2
Since that initial contact, discussions have progressed about the opportunities for DWP
and JobCentrePlus services to be co-located at the District Council’s offices in Cromer
and at Fakenham Connect. To date it has not been possible to identify opportunities for
the co-location of public services in North Walsham given the constrained public
buildings in the town, but the potential exists to explore such opportunities in that
location in the future, possibly involving wider discussions with the County Council, Town
Council and voluntary services sector organisations.
2.0
Background:-
2.1
In the summer of 2014, the District Council was approached by the Regional Estates
Team of the DWP who enquired about opportunities for their local offices to co-locate
with District Council services so as to deliver more joined up services to clients and
realise better value for money in the provision of public services within the district.
2.2
The DWP has three JobCentrePlus offices in North Norfolk, from which a range of job
search and benefits advice services are delivered – these being at: Garden Street, Cromer;
 Norwich Road, Fakenham, and
 Kings Arms Street, North Walsham;
2.3
Over time, as with many public services, the delivery of DWP and JobCentrePlus
services has changed. With increased use of online caseload management systems
requiring less storage of paper file records in local offices and new customer self-service
options available, the current premises occupied by DWP and JobCentrePlus services in
North Norfolk are considered to be too large or unable to meet modern customer service
standards in terms of accessibility, security and staff welfare and well-being. The DWP
is therefore undertaking a review of all its customer-facing premises and wishes to
consider opportunities for co-location with other local public service providers, as a
means of delivering improved outcomes to clients and realising efficiency savings and
better value for money in the provision of such services to the public.
2.4
Discussions have therefore been held between officers of the Council and the DWP
Regional Estates Team regarding the opportunities which might exist for DWP and
JobCentrePlus services to be co-located with District Council services in North Norfolk;
particularly in Cromer and Fakenham; where the Council has an established Customer
Service presence. Consideration was also given to whether DWP / JobCentrePlus
services and staff could have been accommodated at the North Walsham Council offices
building owned by the District Council, but the building was not significantly different to
the existing premises occupied by the DWP / JobCentrePlus service in Kings Arms
Street in the town (ie an historic former residential type property which could not be
easily converted to provide a modern office and customer service environment) and
could not be refurbished or extended to provide appropriate accommodation for an
economic cost, given the configuration of the Council Offices building and its Listed
status.
95
9th March 2015
Cabinet
3.0
Detailed proposals:-
3.1
Consideration has therefore been given to how DWP / JobCentrePlus services and staff
might be accommodated within District Council offices at Cromer and Fakenham and
further consideration is given to each of these locations below.
3.2
Cromer:-
3.2.1 The JobCentrePlus office in Garden Street, Cromer serves clients from the Cromer, Holt
and Sheringham areas, largely reflecting the “central” area of the North Norfolk District
as identified within the Local Plan. With increased remote caseload management
systems the current offices, which are leased, are now considered to be too large for the
service. The building is also over two floors raising issues of access and efficient
working.
3.2.2 Discussions have therefore been held with the Council about the DWP team operating
from the Council’s Cromer offices where the service would require up to 18 workstations,
the majority with a customer service interface, two private interview rooms and access
by clients to three self-service computers.
3.2.3 Consideration has been given to how this requirement could be met within our offices
and the following options explored: the sharing of customer services desks between the Council and the DWP within
the Council’s main reception area;
 possibly increasing the number of customer services desks in the reception area
through relocating the Council’s telephony team into the “back office”;
 opening up an area of the “back office” for the DWP where they could meet
clients and undertake other aspects of their business; or
 a combination of the options outlined above.
3.2.4 Each of the above options would require some further modest office moves for some
council staff / teams in order to provide a dedicated area for leasing to the DWP. Some
provisional floorplans and costs were provided to the DWP during the autumn and
officers have recently been advised that the proposals have received formal approval
through internal DWP processes, allowing for more detailed discussions to be taken
forward with the Council. A provisional budget of £30,000 for works at the Cromer
offices to accommodate the DWP / JobCentrePlus staff has been included in the
2015/16 capital programme, together with a modest contingency sum, with the
investment proposed being recovered from the DWP through the rent for the space
occupied over a five year period. At this stage it is understood that the DWP would wish
to relocate their services and staff to the Council’s offices by the end of January 2016.
Therefore, subject to Cabinet approval, discussions will be progressed with DWP staff in
the coming days and weeks to develop a detailed project plan and timeline for this
relocation.
3.2.5 The accommodation and terms offered to the DWP reflect the arrangements with Norfolk
County Council’s Children’s Services Team in that a commercial rent is to be charged
which includes the charging of a rent for the area of office occupied, together with a
service charge for the Council’s Customer Service “Meet and Greet” service / receipt and
dispatch of post, use of “shared” facilities and Pay as you Go arrangements for use of
the Council Chamber and Committee Room for team meetings etc. The additional
96
9th March 2015
Cabinet
income earned by the Council through this arrangement will support the Council’s
revenue budget and financial strategy as well as delivering more joined up services to
customers of both the Council and DWP/JobCentrePlus.
3.3
Fakenham
3.3.1 The DWP / JobCentrePlus office in Norwich Road, Fakenham serves a large area of
rural north-west Norfolk, including the Fakenham and Wells areas, as well as parts of
north-west Norfolk. The office, which is a Government-owned building, is now
considered far too large for the service given a falling client list and increased remote
caseload management requiring less paper storage of files records on site.
3.3.2 Discussions have therefore been held with the Council about the DWP team operating
from the Council’s Fakenham Connect offices where the service would require up to 8
workstations / customer service desks, access to two private interview rooms and two
self-service computers.
3.3.3 This requirement could easily be accommodated in the Fakenham Connect building,
where the District Council has a Customer Service presence. The co-location of the
DWP / JobCentrePlus services at Fakenham Connect would also serve to strengthen the
provision of council services at this location as, in recent times, there have been
concerns over the hours the Council services could be provided given levels of demand
and the need to employ two Customer Services Advisors because of issues over loneworking.
3.3.4 Separate to the discussions with the DWP about the Fakenham Connect facility the
District Council has been in talks with Fakenham Town Council about them moving their
ground-floor office in the Fakenham Connect building to the former CCTV control room
on the first floor of the building and it had also been agreed to lease an office in the
building to the CAB. With these enquiries and the DWP interest, there appears to be an
opportunity for the District Council to consider reconfiguration of the ground floor
accommodation at the Fakenham Connect office, so as to provide a modern public
services Customer Services “hub” facility to serve the population in the west of the
District, and achieve better utilisation of a currently under-occupied office asset. Further,
the potential to share an open-plan customer services environment would allow the
District Council to overcome the issues of lone-working in the provision of Customer
Services at this location which it has faced in the recent past.
3.3.5 The creation of a modern customer services environment at Fakenham Connect, as
sought by the DWP / JobCentrePlus, would require the opening up of the existing
reception area and back office on the ground floor of the building, as well as
reconfiguration of the staff kitchen and toilet facilities in the building. Initial concept plans
and costs have therefore been prepared for discussion with the DWP, based on the
design principles used in the Cromer offices reception project last year. The costs of
such works have been estimated as being up to £70,000 and a provisional sum for these
works has been included within the Council’s capital programme budget for 2015/16,
with the proposed costs of the works being recovered from the DWP through the rental
figure to be charged over a five year initial lease period.
3.3.6 At this stage it is understood that the DWP would wish to relocate their services and staff
to the Fakenham Connect offices by 1st October 2015. Therefore, subject to Cabinet
supporting the business case and approving the necessary capital programme
expenditure required to reconfigure the ground floor of the Fakenham Connect building
to create a modern customer services environment, discussions will be progressed with
DWP staff in the coming days and weeks to develop a detailed project plan and timeline
for the relocation and detailed tender specifications prepared for the capital works
97
9th March 2015
Cabinet
project. Given that large parts of the Fakenham Connect building are currently
unoccupied it is believed that the 1st October 2015 date is a realistic date for a move to
be achieved and the new service delivery arrangements to become established.
3.3.7 As with the Cromer proposal the additional income earned by the Council through
leasing accommodation at the Fakenham Connect building to the DWP will support the
Council’s revenue budget and financial strategy as well as delivering more joined up
services to customers of both the Council and DWP/JobCentrePlus. Further, this
partnership proposal will see a much higher level of use and occupancy of the
Fakenham Connect building in the provision of public services to residents in the west of
the district, where public transport is limited and where high order services in Norwich
and Kings Lynn are difficult to access for many people. The proposal will therefore see
improved delivery of public services for local people in this part of the district.
4.0
Financial Implications and Risks
4.1
The District Council has proposed accommodating the DWP at its Cromer and
Fakenham Connect offices on a commercial rental and service charge basis. The DWP
will meet the direct costs of their relocation to the Council’s offices – in terms of installing
their own IT infrastructure and servers at each site, telephone lines and incidentals such
as stationary etc.
4.2
A breakdown of the rental and service charge costs to be paid by the DWP /
JobCentrePlus in occupying office space at the Council’s Cromer and Fakenham
Connect offices is provided in an Exempt Appendix attached to this report. However, the
headline income to the Council over each of the five years of the initial rental term is just
over £60,000 per annum.
5.0
Sustainability
5.1
The proposal to accommodate Department of Work and Pensions and JobCentrePlus
services alongside District Council services at Cromer and Fakenham will ensure the
continued local provision of these important services to North Norfolk residents. The
retention of such services in the district’s principal towns at a time of increased on-line
provision and consolidation of such services in centres of larger populations is important
for the sustainability of services to rural communities, reducing people’s need to travel
long distances to access services.
6.0
Equality and Diversity
6.1
There are no direct equality and diversity issues raised by this report; although the
retention and improved delivery of public services to North Norfolk residents addresses
the key issue of access to services in rural areas, particularly to clients who are in need
through experiencing unemployment, need to access benefits advice etc and may be
disadvantaged in accessing such services in Norwich or Kings Lynn.
7.0
Section 17 Crime and Disorder considerations
7.1
This report does not raise any issues directly relating to Crime and Disorder.
98