Please Contact: Emma Denny
Please email: emma.denny@north-norfolk.gov.uk
Please Direct Dial on: 01263 516010
31 August 2012
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, 10 September 2012 at 10.00 a.m.
At the discretion of the Chairman, a short break will be taken after the meeting has been running
for approximately one and a half hours. Coffee will be available in the staff restaurant at 9.30 a.m.
and at the break.
Members of the public who wish to ask a question or speak on an agenda item are requested to
arrive at least 15 minutes before the start of the meeting. It will not always be possible to
accommodate requests after that time. This is to allow time for the Committee Chair to rearrange
the order of items on the agenda for the convenience of members of the public. Further information
on the procedure for public speaking can be obtained from Democratic Services, Tel: 01263
516047, Email: democraticservices@north-norfolk.gov.uk
Sheila Oxtoby
Chief Executive
To: Mr T FitzPatrick, Mrs A Fitch-Tillett, Mr T Ivory, Mr K Johnson, Mr J Lee, Mr W Northam.
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 10
September 2012.
3.
PUBLIC QUESTIONS
To receive questions from the public, if any.
4.
ITEMS OF URGENT BUSINESS
To determine any other items of business which the Chairman decides should be
considered as a matter of urgency pursuant to Section 100B(4)(b) of the Local Government
Act 1972.
5.
DECLARATIONS OF INTEREST
Members are asked at this stage to declare any interests that they may have in any of the
following items on the agenda. The Code of Conduct for Members requires that
declarations include the nature of the interest and whether it is a disclosable pecuniary
interest.
6.
CONSIDERATION OF ANY MATTER REFERRED TO THE CABINET BY THE
OVERVIEW AND SCRUTINY COMMITTEE OR COUNCIL FOR RECONSIDERATION
To consider matters referred to the Cabinet (whether by the Overview and Scrutiny
Committee or by the Council) for reconsideration by the Cabinet in accordance with the
provisions contained with the provisions contained within the Overview and Scrutiny
Procedure Rules or the Budget and Policy Framework Procedure Rules.
7.
CONSIDERATION OF REPORTS FROM THE OVERVIEW AND SCRUTINY COMMITTEE
To consider any reports from the Overview and Scrutiny Committee, which may be
presented by the Chairman of the Overview and Scrutiny Committee, and determination of
any appropriate course of action on the issues so raised for report back to that committee.
8.
COUNCIL TAX SUPPORT WORKING PARTY
(page 6)
To receive the minutes of the meeting of the Council Tax Support Working Party held on 7
August 2012.
9.
PLANNING POLICY AND BUILT HERITAGE WORKING PARTY
(page 13)
To receive and consider the minutes of the meetings of the Planning Policy and Built
Heritage Working Party held on 23 July and 20 August 2012.
The following recommendations have been made to Cabinet:
MINUTE 12: RESPONSE TO NATIONAL PLANNING POLICY FRAMEWORK – CORE
STRATEGY POLICY HO3
RESOLVED
That the Working Party recommends to Cabinet that in response to the NPPF the Council
resolves to support the inclusion of elements of market housing within rural exception
schemes which otherwise comply with the provisions of Policy H03 subject to:
•
Clear demonstration that the inclusion of market housing is necessary to deliver
affordable dwellings which otherwise would not be provided.
•
That the quantity of affordable dwellings exceeds the quantity of market housing.
MINUTE 18: STALHAM DEVELOPMENT BRIEF
RESOLVED
That Cabinet be recommended to approve the Stalham Development Brief subject to
•
•
•
the Highway Authority supporting the conclusions in the Traffic Assessment;
a minimum of 0.5 ha being designated for community use;
an increase in the amount of boundary ‘buffer’ landscaping between the
employment land and existing/proposed residential land; and
clarity on the issue of phased implementation of the public park and access to serve
the employment/community use land.
•
MINUTE 19: RESPONSE TO NATIONAL PLANNING POLICY FRAMEWORK – CORE
STRATEGY POLICY HO9 and EC2
RESOLVED
That Cabinet be recommended to indicate its support for the following revised policy
approach to the re-use of rural buildings in response to the NPPF, subject to considering
the introduction of an affordable housing tariff in respect of the enhanced value arising from
conversion to permanent residential use and further consideration of the potential impacts
arising from the loss of existing tourism and other business uses:
i.
The economic re-use of rural buildings will be supported and full weight will
continue to be applied to Policy EC2.
ii.
In relation to the application of Policy H09 and residential conversion that weight
be attached to the NPPF with the affect that:
• Proposals for the reuse of disused or redundant buildings will be subject to
compliance with criteria 2, 3, 4 and 5 but not criteria 1 which limits location.
• Proposals for the change of use/variation of occupancy of buildings in
holiday use to allow residential use will be subject to compliance with criteria
2, 3, 4 and 5 and where applicable Policy EC8 but not criteria 1 in relation to
location.
• Proposals for the change of use of all other commercial buildings will be
subject to compliance with criteria 2, 3, 4 and 5 and a presumption that
those providing a significant number of jobs (three or more) should normally
be retained in employment uses.
10.
DEVELOPMENT OF THE NORTH NORFOLK INTEGRATED APPROACH TO COASTAL
MANAGEMENT
(page 23)
Summary:
Conclusions:
The Council is embarking on developing an integrated
approach to coastal management. The approach will
involve developing appropriate ways of managing the
coast with reference to the communities’ needs, coastal
processes, policy context and the availability of funding.
The approach will offer improved coastal information,
development of funding opportunities and
implementation of a broad spectrum of initiatives and
schemes for managing the coast across the frontage.
The coast is a priority for this Council and it is vital that
an integrated coastal approach is adopted.
The approach will recognise the importance of protecting
the coastline, where possible, and will seek to realise the
resources to achieve this. It will also develop tools and
methods to assist communities affected by coastal
change and will seek to sustain and manage coastal
infrastructure. The approach will not be confined by a
boundary, but will be guided by the issues faced by our
coastal communities.
The integrated coastal approach will be delivered
through capital and revenue coast protection works,
partnership funding initiatives, implementation of the
Shoreline Management Plan Action Plans, development
of adaptive management measures and long term
infrastructure planning, all within the context of wider
coastal issues.
Throughout all the work streams, effective stakeholder
engagement will be essential; the Coastal Issues Forum
will be instrumental in achieving this as well as the
establishment of web based ‘Coastal Hub’. Where
required further specific engagement activities will be
undertaken.
Recommendations:
1. That the integrated approach to coastal
management, in particular the work schemes set out
in Table 1 of this report be endorsed.
2. That the remaining unallocated coastal Pathfinder
budget (approximately £65,000 revenue) and receipts
including the Coastal Erosion Assistance Grant
(£60,000 capital) and any income from successful
Pathfinder replacement housing are incorporated
into a new integrated coastal budget for the purpose
of funding specific coastal projects and resources in
line with the integrated approach.
3. That the allocation of the integrated coastal
budget is delegated to the Chief Executive in
consultation with the Coastal Portfolio Holder.
11.
12.
Cabinet Member(s)
Cllr. A. Fitch-Tillett
Contact Officer:
Rob Goodliffe 01263 516321
Rob.Goodliffe@north-norfolk.gov.uk
BUDGET MONITORING 2012/13 PERIOD 4
(page 35)
(Appendix A – page 44)
(Appendix B – page 45)
(Appendix C – page 48)
(Appendix D – page 52)
Summary:
This report summarises the budget monitoring position for
the revenue account and capital programme to the end of
July 2012 (period 4).
Conclusions:
The overall position at the end of period 4 shows a forecast
overspend of £69,074 for the current financial year on the
revenue account. The forward financial projections for the
period 2013/14 to 2016/17 are currently being worked upon
for the financial strategy that covers the same period and
will be presented to Members in October.
Recommendations:
It is recommended that:
1) Cabinet note the contents of the report and the
current forecast for the current financial year;
2) Cabinet note the current position on the approved
capital programme and approve the recommended
amendments.
Cabinet Member(s)
Cllr Wyndham Northam
Wards affected
Contact Officer,
telephone number
and email:
All
Karen Sly
01263 516243
Karen.sly@north-norfolk.gov.uk
ENTERPRISE NORFOLK
(page 59)
Two background papers are available for this item:
• North Norfolk Activity Service Mapping – Business Advice & Support
Services
• Tender Specification for the provision of a Business Start-up Programme in
North Norfolk
Please contact Democratic Services on 01263 516010 if you require a copy.
Summary:
This report seeks the support of Cabinet to a
business start-up support programme called
Enterprise Norfolk which responds to one of the
objectives of the Corporate Plan 2012-2015 under
the theme Jobs and the Local Economy to
increase the number of new businesses by
working with partners to develop and deliver such
a programme.
13.
Conclusions:
The NCC grant and additional NNDC funding will
enhance the local delivery of a business start-up
support programme to help nurture new business
start-ups in North Norfolk.
Recommendations:
That Cabinet accept the NCC grant of £35K per
annum over the period 2012/13 and 2013/14
(£70K for two years) and authorise the release
of £25K per annum over the period 2012/13 and
2013/14 (£50K for two years) from the ETDU
budget as match funding to that NCC grant to
deliver a business start-up support programme
called Enterprise Norfolk and to ultimately
increase the number of Business Start-Ups (NI
171 – New business registrations) in the
district. This programme seeks to assist a
minimum of 300 beneficiaries and create 50
business starts.
Cabinet Member(s)
Wards affected
All
All
Contact Officers:
telephone number
and email:
Robin Smith; Jose Sacao
01263 516236, 01263 516303
robin.smith@north-norfolk.gov.uk
jose.socao@north-norfolk.gov.uk
NORTH NORFOLK HOUSING STRATEGY 2012-15 (MAKING BEST USE OF THE
EXISTING HOUSING STOCK)
(Page 63 )
(Strategy Document – page 66)
Summary:
Conclusions:
The North Norfolk Housing Strategy 2012-2015 will consist
of 3 separate documents reflecting the key areas of
supporting the delivery of new housing and infrastructure,
making the most effective use of the existing housing stock
and supporting independence. The first document on
Housing and Infrastructure has been completed and was
adopted by the Council in July 2012. The second of these 3
documents considers how to make the best use of the
existing housing stock in North Norfolk and contains a
detailed action plan for the period 2012/2015 setting out the
Council’s objectives.
The North Norfolk Housing Strategy 2012-2015 is a suite of
3 documents which address the following specific areas:
•
Supporting the delivery of new homes and
infrastructure
• Making best use of the existing housing stock
• Supporting
Vulnerable
Residents
to
Live
Independently in the Community.
Each document sets the context for the area it relates to
and includes a dedicated action plan. The second
document of the North Norfolk Housing Strategy 2012-2015
is now completed and is presented to Cabinet prior to
adoption by the Council.
Recommendations:
Cabinet recommends the adoption of the North Norfolk
Housing Strategy (Making Best Use of the Existing
Housing Stock) document to Full Council.
Cabinet Member(s)
Ward(s) affected
Keith Johnson
All
Contact Officer,
telephone number
and email:
14.
Karen Hill
01263 516183
karen.hill@north-norfolk.gov.uk
PERFORMANCE MANAGEMENT–DELIVERY OF ANNUAL ACTION PLAN QUARTER 1
(Page 77)
(Appendix 1 – page 84, Appendix 2 – page 111, Appendix 3 – page 120)
Summary:
This report covers the performance of the Council
against the priorities set out in the Annual Action Plan
2012/13.
Recommendations:
Cabinet Member(s)
a) That Cabinet note the current position with
the waste and cleansing contract as set out
in the briefing note shown at appendix 3.
b) That two additional planning assistants be
recruited on a temporary basis for a 12
month period pending the outcome for the
peer challenge, to be funded from a
combination of the HPDG earmarked reserve
and the proposed national fee increase from
October 2012. That additional support for
planning enforcement, is progressed with the
Borough Council Kings Lynn & West Norfolk.
Ward(s) affected
Cllr Keith Johnson
All
Contact Officer, telephone number and email:
Sheila Oxtoby, 01263 516000, sheila.oxtoby@north-norfolk.gov.uk
15.
EXCLUSION OF PRESS AND PUBLIC
To pass the following resolution:
“That under Section 100A(4) of the Local Government Act 1972 the press and public be
excluded from the meeting for the following item of business on the grounds that they
involve the likely disclosure of exempt information as defined in paragraphs _ of Part I of
Schedule 12A (as amended) to the Act.”
Agenda Item 2__
CABINET
Minutes of the meeting of the Cabinet held on Monday 16 July 2012 at the Council
Offices, Holt Road, Cromer at 10.00am.
Members Present:
Mrs A Fitch-Tillett
Mr J Lee
Mr T FitzPatrick (Chairman) Mr W Northam
Also attending:
Mrs L Brettle
Mrs A Claussen-Reynolds
Mrs H Eales
Ms V Gay
Mrs P Grove-Jones
Mr P High
Mr G Jones
Mrs A Moore
Mr P W Moore
Officers in
Attendance:
Also in
Attendance:
25.
Ms B Palmer
Mr J Perry-Warnes
Mr R Reynolds
Mr B Smith
Mr N Smith
Mrs H Thompson
Mr G Williams
Mr D Young
The Chief Executive, Corporate Director (N. Baker), Corporate
Director (S. Blatch) the Coastal Engineer (for item 31) the Revenues
and Benefits Manager (for item 32)
The press
APOLOGIES FOR ABSENCE
Mr T Ivory and Mr K Johnson
26.
MINUTES
The Minutes of the meeting held on 11 June 2012 were confirmed as a correct record
and signed by the Chairman after the following amendments had been agreed:
a) Minute 20 Annual Treasury Management Report for 2011/12 and Strategy
Update for 2012/13, item 3, page 4, to change to: ‘Mr P W Moore asked for
clarification on the figure invested of £105,410’ to ‘Mr P W Moore asked for
clarification on the figure invested of £105,410 million’
b) Minute 23 The Big Society Fund, item e, page 7, to change ‘Mr G Williams said
that as a member of the Big Society Fund Board, he agreed that it was important
to be consistent with applications’ to ‘Mr G Williams said that he agreed that it
was important to be consistent with applications’.
Mr P W Moore referred to Minute 24, North Walsham Sports Centre Joint User
Agreement which explained that the item was deferred to allow further consultation
with local members. He asked for an update regarding progress. Mr J Lee, Portfolio
Holder for Leisure and Cultural Services explained that at a recent meeting of the
school governors there had been agreement to move forward with the proposal. Mr
N Baker, Corporate Director, added that local Members had been copied into a letter
Cabinet
1
16 July 2012
that had been sent out prior to that meeting. It was agreed that they would be kept
informed of further developments as they happened. Mr G Jones asked that
Members in adjacent wards should also be included in the consultation process.
The Chief Executive advised Members that the process would be outlined in terms of
key stakeholders and local members. There was a clear direction now and they
would be kept fully informed of progress.
27.
PUBLIC QUESTIONS
None
28.
ITEMS OF URGENT BUSINESS
There were two items of urgent business relating to the Sheringham Skate Park and
the Wells Maltings Trust.:
Sheringham Skate Park
Mr W J Northam, Portfolio Holder for Financial Services explained that the
Sheringham Skate Club had recently been awarded a £10,000 grant from the Big
Society Fund towards phase 2 of the project. Funding from Sport England had been
secured but was dependent on match funding from other sources. There remained a
funding gap of £20,000 and in order to enable the project to come to fruition, it was
recommended that the Council made a capital contribution to the scheme of £20,000,
to be funded from the reserved capital receipts held from the disposal of the
Lockerbie flats. The contribution would be dependent on upon securing match
funding from Sport England.
This item was urgent as it was dependent on securing match funding and the next
scheduled Cabinet meeting would not take place until September 2012.
Members were invited to ask questions:
1. Mr R Oliver spoke on behalf of local members and said that the scheme had the
full support of the Town Council and local residents.
2. Mr G Jones asked what had prompted Cabinet to make the decision to offer
additional funding for the scheme. The Deputy Leader said that the initial
application to the Big Society Fund had been for £30,000 and despite a grant of
£10,000 from the Fund, there was still a considerable shortfall. The level of
support for the scheme within the town had indicated that it was a much needed
local resource.
3. Mr G Williams welcomed the additional funding but said that he felt it could have
been dealt with more efficiently.
RESOLVED
To approve funding of £20,000 for the Sheringham Skate Park from capital receipts
(subject to conditions)
Wells Maltings Trust
The Deputy Leader introduced this item. He explained that at the Cabinet meeting
held on 11th June 2012, it was agreed to defer an application to the Big Society Fund
from the Wells Maltings Trust to allow further discussion with the Trust and to ensure
that any award would take into account the support already provided by the Council
Cabinet
2
16 July 2012
and the future needs of the scheme. An urgent decision regarding funding was now
required in order for the match funding from other sources to be secured (some of
which required a decision by the end of July 2012).
Ms V Gay said that she supported the additional funding for the scheme but was
concerned that a similar situation could occur in the future. She sought clarification
regarding an appeals process for applications to the Big Society Fund. The Chief
Executive said that there was no appeals process for grants made by the Big Society
Fund. In this particular case, as the award was in excess of £10,000 it was a Cabinet
decision and could be subject to call-in by the Overview and Scrutiny Committee.
RESOLVED
To approve grant funding of £38,000 to the Wells Maltings Trust from the Big Society
Fund (subject to conditions)
29.
DECLARATIONS OF INTEREST
None
30.
JOINT STAFF CONSULTATIVE COMMITTEE
RESOLVED that
the minutes of the meeting of the Joint Staff Consultative Committee held on 26
March 2012 be received.
31.
CROMER COAST PROTECTION STRATEGY
Mrs A Fitch-Tillett, Portfolio Holder for Coastal issues introduced this item. She
explained that the Cromer Coast Protection Strategy had now reached the stage
where there was a need to appoint a consultant to draw up the scheme and the
appointment process for the main contractors. The appointment would be subject to
securing all statutory consents and the final approval of the Environment Agency.
Once this was in place, the Council would instruct URS Consultants to implement a
procurement process for the main contractor.
RESOLVED
1. To delegate the appointment of URS Consultants to the Chief Executive subject to
a) the approval by the Environment Agency of the Project Appraisal Report;
b) the approval by the Environment Agency of Flood Defence Grant in Aid;
c) securing all statutory consents.
2. Subject to 1 above to instruct URS to implement a procurement process for the
main contractor in accordance with the Council’s Standing Orders and European
tendering procedures
32.
LOCALISATION OF COUNCIL TAX SUPPORT
Mr W Northam, Portfolio Holder for Financial Services, introduced this item. He
explained that the Government required councils to consult on their draft scheme for
council tax support during the summer so that a final scheme could be adopted by
Council by January 2013, and in operation from April 2013.
Cabinet
3
16 July 2012
Mr W Northam warned that the scheme would be required to replicate as far as
possible the existing provisions under which pensioner eligibility for council tax
benefit was assessed. Based on current claimant data it was estimated that
approximately 62% of the total benefit entitlement was to those of pension age. He
stressed that it was very important to get the scheme right as a lot of people would
be affected by the changes and there would be an impact on staff and their workload.
It was recommended that a politically balanced working party was established to
consider options for a local scheme.
Members discussed the report:
a) Mr G Jones asked whether alternative sources of funding had been considered.
He was concerned that the most vulnerable residents would be hit. He urged the
Working Party to approach the Government and emphasise that North Norfolk
was being unfairly penalised due to demographics. Mr W Northam replied that the
scheme was intended to incentivise people to find work and that despite being a
government initiative; the council would have to deal with any problems arising
from the scheme. The Deputy Leader added that a briefing paper had been
prepared for local MPs and this indicated the level of concern about the
proposals.
b) Ms V Gay referred to the consultation response from the Norfolk councils. She
said that the objectives appeared to be at odds in that the scheme would remove
people from the economy whilst aiming to incentivise work. She added that the
timescales appeared to be inadequate and asked if the Council still agreed with
this view. The Chief Executive said that the timescales were not ideal and there
were concerns but there was no choice regarding implementation. She added
that there were some changes relating to additional funding and the Working
Party would be allowed some discretion regarding the criteria for council tax
discounts.
c) Mr E Seward asked whether it would be possible for the Working Party to
consider whether the scheme would incentivise work. The Chief Executive replied
that the rationale was that it was no longer a benefit and that it would be classed
as a discount in future and consequently, there was the discretion to set up a
localised scheme. However, this meant that it was possible that the Council could
operate a scheme that was different to those of the other Norfolk councils.
d) Mr G Jones said that he was concerned that government ministers believed that
the introduction of a localised scheme would have a positive impact on North
Norfolk due to second homes income.
e) Ms V Gay informed Members that the Revenues and Benefits Services manager
would provide figures on current claimants for Council tax Benefit for individual
wards.
The Revenues and Benefits Services Manager reiterated that the scheme would
have to be implemented within the proposed timescale. The Council would work with
other local authorities to ensure that the process for modelling was not duplicated.
RESOLVED
1. To establish a politically balanced working party to consider options for a local
scheme and to delegate appointments to the working party to the Group Leaders.
2. That the Chief Financial Officer in consultation with the relevant Portfolio Holder
and Leader be given Delegated Authority to determine the consultation process and
draft scheme.
Cabinet
4
16 July 2012
3. To publish a draft council tax support scheme for consultation, in order to meet the
statutory timetable to approve a final scheme before the end of January 2013 and to
model the affordability as part of the Councils medium term financial planning.
4. That delegated authority be given to the Chief Financial Officer (as outlined at 4.8)
to release funding from the benefits earmarked reserve up to £30,000 for the
implementation.
33.
POSITION STATEMENT ON THE FORMER RAF COLTISHALL SITE
The Deputy Leader introduced this item. He informed Members that the report
outlined Norfolk County Council’s proposed purchase of the former RAF Coltishall
site and detailed the current position of the District Council regarding the future use
of the asset and the designation of the asset as a conservation area. The report
concluded by welcoming the proposal by the County Council to establish a
Community Liaison Reference Group to support the development of a new
masterplan for the future use of the site.
Members discussed the report:
a) Mr G Williams was concerned that parishes to the north of the site were excluded
from having an input into the Community Liaison Reference Group. When the
County Council had been challenged on this they had refused to explain why. He
requested that the Leader formally write to the County Council to express
concern that these parishes were excluded. The Deputy Leader agreed that the
matter would be pursued.
b) Mr G Jones said that County Council had no business plan in place for the site
and this should be taken into consideration during any discussions.
c) Mr P W Moore commented that he was very concerned about the possibility of
under-representation on the Community Liaison Reference Group.
RESOLVED to
Confirm the current position of the District Council with respect to the asset
in terms of the prevailing planning policies covering the site and outline the
engagement it wishes to have with the County Council in the future
development of plans for the site.
RECOMMENDED to Full Council
That Full Council endorses the nomination of Councillors FitzPatrick and
Ivory as the Council’s representatives on the Former RAF Coltishall
Community Liaison Reference Group
The Meeting closed at 10.48am
_______________
Chairman
Cabinet
5
16 July 2012
COUNCIL TAX SUPPORT WORKING PARTY
Minutes of a meeting of the Council Tax Support Working Party held on 07 August
2012 in the Committee Room, Council Offices, Holt Road, Cromer at 10.00 am.
Members Present:
Working Party:
Mrs A Claussen-Reynolds, Ms V Gay, Mr G Jones, Mr W Northam,
and Mr R Oliver.
Officers in
Attendance:
The Head of Finance, the Revenues and Benefits Services
Manager, the Procurement Officer, the Benefits Manager and the
Democratic Services Officer (ED)
1
ELECTION OF CHAIRMAN
Mr W J Northam was elected Chairman.
2
TO RECEIVE APOLOGIES FOR ABSENCE
None.
3
ITEMS OF URGENT BUSINESS
None
4
DECLARATIONS OF INTEREST
None
5
INTRODUCTIONS
David Airey from ACS Ltd was attending the meeting to provide an overview of the
localisation of council tax support and respond to any questions from Members.
6
TERMS OF REFERENCE
On 16th July 2012 Cabinet approved the establishment of a politically balanced
working group to consider and make recommendations for a draft council tax support
scheme and consultation process to the Chief Financial Officer, Portfolio Holder and
Leader of the Council.
Members considered the draft terms of reference:
Purpose
The Council has established a working group to consider;Options for a Council Tax Support Scheme
A Consultation Process taking into account parties indirectly and directly affected by
the proposals.
Council Tax Support Working Party
6
07 August 2012
Remit
Propose a scheme that is cost neutral to the local authority taking into account the
government’s indicative grant reduction and estimated growth for 2013/14
Propose a scheme that embodies the requirements as stated in the Local
Government Finance Bill
• the reductions are to apply to council tax payable
• who is entitled to a reduction, which may be determined by reference to their
income, capital (or both), the number of dependants or whether the person has
made an application
• the procedure for applying
• the procedure for making an appeal
• the procedure by which a person can apply for a discretionary reduction
• that for each financial year, each billing authority must consider whether to
revise its scheme or to replace it with another scheme
• that in exercising any function relating to schemes, a billing authority must have
regard to any guidance issued by the Secretary of State.
• the Government has set rules to protect pensioners on low incomes
• no rules have been prescribed to protect other vulnerable groups but local
schemes should have regard to them.
A set of principles needs to be agreed in order to develop the local scheme. The
following outlines some of the principles to be considered:
•
•
•
•
•
•
Being means tested with most income taken into account and most outgoings
not taken into account
Provide support for those who work so that they are better off than if they had
relied on public funds
Protect those of pension age and protect if agreed, other residents who we
consider could not be expected to work
Be seen to be a fair and reasonable use of public funds
Feature rules that are similar to those for other state benefits, to make the
scheme easier to understand and administer.
Be operationally efficient and within budget.
Propose the rules and procedures to administer the scheme to be developed e.g.
how to make a claim to Council Tax support, awards, changes to entitlement,
overpayments.
Propose whether a Discretionary Payment Scheme/Hardship scheme should be
established for council tax support. Propose a level of funding and policies would
need to be developed.
Propose a consultation model. This should include who the consultees are and the
mechanism for consultation as appropriate to each group of consultees.
The working Group will prepare a report of its conclusions for the Leader of the
Council, Portfolio Holder and Chief Finance Officer
Membership
Cllr. Virginia Gay, Cllr. Wyndham Northam Cllr. Annie Claussen-Reynolds Cllr.
Rhodri Oliver and Cllr. Graham Jones
Council Tax Support Working Party
7
07 August 2012
Timescales
The working Group will report its conclusions and recommendations to those with
delegated authority by the 27th August 2012.
The Chairman asked whether the Working Party would see the report before it was
finalised. The Revenues and Benefits Services Manager said that the report would be
produced as a result of the meetings of the Working Party and it would be shared
with the members of the group before it was circulated to those with delegated
authority.
AGREED
To approve the terms of reference.
7
FINANCIAL OVERVIEW
The Head of Finance introduced this item. She explained that there would be
headline funding reductions of 10% for the Council Tax Benefit scheme from 2013/14
at the same time as localising the scheme. Future support for council tax would be
offered as reductions within the council tax system, with funding being made
available to billing and major precepting authorities via grants. Based on the
provisional funding announcements for the Council, the reduction in funding would
amount to 11.6% (before allowing for any growth in the demand on the scheme).
To provide a cost-neutral scheme, and to allow for growth of 2.7% based on the
previous financial years, the total current scheme would cost £8.42m, requiring a
scheme savings target of £1.18m. By allowing for growth of 2.7%, it was possible that
a hardship scheme could be set up to help those with the most need.
Members discussed the financial overview:
1. Mr R Oliver asked whether it would be possible to pro-rata the council tax grant
per resident. The Head of Financial Services responded that this was effectively
what had been done but rather than per head of population, a calculation had
been made on the share of the council tax bill.
2. Mr G Jones was concerned that an additional burden would fall on the poorest
residents of the district. The Revenues and Benefits Manager said that the
Council was not willing to increase council tax to subsidise the discount.
3. Ms V Gay sought clarification on the figure allowed for growth. The Revenues
and Benefits Manager explained that this referred to growth in demand for council
tax discount. The amount of 2.7% was estimated and could be too high but it was
important that it did not fall short. In response to a further question as to whether
external support for the scheme could increase in the future, the revenues and
Benefits Manager said that it would not.
4. The Chairman asked whether the calculation for growth was based on the
previous 3 years. The Head of Financial Services confirmed that it was. In
response to a further question as to the demographic make-up of the growth, the
Revenues and Benefits Manager said that it was a mixture across all age ranges.
Mr D Airey added that there was a fluctuating rise and fall in new claimants.
5. Mr G Jones asked how the level of pensioners within the district compared with
other local authorities. The Revenues and Benefits Manager confirmed that North
Norfolk had the highest level across the region.
Council Tax Support Working Party
8
07 August 2012
6. Mr R Oliver proposed that the Working Party contact the County Council and
request that they calculate the division of grants for council tax funding pro-rata
on the working head of population to ensure that the district council received a
larger share to compensate for the high number of pensioners. Members agreed
that this was a good idea.
AGREED
To request that Norfolk County Council calculate the division of grants for council tax
funding pro-rata on the working head of population.
8
PRINCIPLES OF THE SCHEME
Mr D Airey of ACS Ltd introduced this item. He explained that his consultancy worked
closely with the Department for Communities and Local Government (DCLG) and the
case had been made early on for adjustments to be made for local authorities with
high pensioner numbers but that it was unlikely that any changes would be
introduced.
Mr D Airey gave a presentation on the principles of the scheme (Minutes Appendix A)
Members were invited to ask questions:
1. Mr G Jones asked for further information on how pensioners would be affected by
the introduction of universal credit. Mr D Airey said that only working age people
were eligible so pensioners would not be affected.
2. The issue of the possibility of challenge to the council tax support scheme by
vulnerable groups was raised. There was a concern that if they weren’t protected
under the scheme that the Council could be subject to future legal challenge. Mr
D Airey confirmed that this was a possibility but that the County Council would
lose the most as they had the biggest share of the funding. He said that there
was a tentative agreement with the County Council that they would provide
assistance if there was a significant challenge.
3. Mr G Jones asked for further information about the term ‘incentivise work’. Mr D
Airey said that the Council already did this by not including tax credits and child
benefit as income.
4. Mr R Oliver asked whether it was possible to differentiate residents on how long
they had lived in the district within the Council’s scheme. Mr D Airey responded
that this was a possibility but it could only be applied to working age residents. He
added that the practicalities of administering such a scheme would be very
difficult. It was important that the scheme should be simple to administrate or
there would need to be an increase in staff numbers.
5. Ms V Gay asked whether there was a requirement to review the scheme each
year. Mr D Airey said there was not but that if the scheme was changed then it
would need to be reviewed and each time it was reviewed then the public would
need to be consulted. He added that the Council should be prepared to have a
different scheme each year for the next few years whilst it bedded in.
6. Mr G Jones was concerned about the impact on the council’s debt collection
rates and asked whether the DCLG had considered this. Mr D Airey said that they
were aware of the possible effect on debt collection but no additional help or
funding had been set aside to deal with this.
7. Clarification was sought on the number of authorities that provided additional
funding to their schemes to ensure that provision to claimants stayed at the
current level. Mr D Airey said that out of the 55 authorities that he had worked
Council Tax Support Working Party
9
07 August 2012
with only 6 had taken this option and they tended to be metropolitan authorities
that had full control over their budgets.
8. Mr R Oliver asked whether the scheme could be changed in response to the
public consultation. Mr D Airey said that it was important to be mindful of the
responses and alter the scheme if necessary.
9. Mr G Jones was concerned that the Council might struggle to cope with the tight
deadlines imposed by the scheme, given the recent software issues caused by
the partnership with Kings Lynn and West Norfolk Borough Council. The
Revenues and Benefits Manager said that she didn’t know how long it would take
to resolve the problems. She acknowledged that it was having an impact on
performance and they were currently 6-8 weeks behind schedule and this was
having an impact on staff morale. It was possible that these issues could impact
on the delivery of the council tax support scheme as it was a large project that
was happening at the same time as the Council was moving forward with the
partnership. The Benefits Manager added that there would be a further impact on
other service areas at the Council such as housing, council tax, benefits and
customer services. The Working Party needed to give a clear steer as to which
direction they intended to go in so that additional resources could be put in place.
10. In response to a question from Mr R Oliver regarding the figures relating to
individual parishes, the Revenues and Benefits Manager said that the figures
were produced from a modelling tool and based at data available at the time. She
would request an update.
9
TIMETABLE
The Revenues and Benefits Manager referred the Working Party to the Cabinet
report of 16th July which outlined the timetable for selecting then implementing a local
council tax support scheme.
Mr R Oliver asked whether the group needed to decide on a preferred model at the
current meeting. The Revenues and Benefits Manager responded that they would
like Members to choose one or two models that could be worked on and then brought
back to the next meeting for consideration.
Mr K Johnson felt it was important that other Members were involved in the process.
The Revenues and Benefits Manager said that this could be discussed further at the
next meeting. She suggested that a report could be produced and circulated to all
Members for discussion.
10
MODELLING OPTIONS
The Revenues and Benefits Manager reminded Members that it was important to
keep the model as simple as possible whilst retaining some existing protections for
vulnerable groups. A table with 13 options was presented to the Working Party,
highlighting the factors that were being applied to each one. Four preferred options
were outlined in detail. The Revenues and Benefits Manager explained that Option
12 was favoured by officers as it was simple to administer and provided the required
level of savings, whilst retaining protection for vulnerable groups.
Members discussed the modelling options:
1. Mr G Jones sought confirmation that the capital limit would be reduced from
£16000 to £6000 in all of the proposed options. The Benefits Manager said that
this was the case and explained that a taper was currently used.
Council Tax Support Working Party
10
07 August 2012
2. Mr K Johnson queried the proposal to exclude maintenance payments as income
from some of the options. Mr D Airey explained that the inclusion of maintenance
payments could make administration of the scheme difficult. They had been
included previously but not for the last two years so the data was no longer
accurate. If maintenance payments were particularly high it was likely that they
would be picked up via the limit on capital.
3. Mr R Oliver proposed that option 12 was looked at in more detail. The Benefits
Manager said that this option kept the protection for vulnerable groups that
currently existed. The Revenues and Benefits Manager added that this model
was similar to the one favoured by Kings Lynn and West Norfolk Borough Council
which would make it easier to administrate.
4. Ms V Gay said that she could see the advantages of option 12 but she had
doubts about the underlying assumption that the scheme should be cost neutral,
particularly during the first year. Mr W Northam responded that it was possible to
alter the scheme if it didn’t work as well as anticipated. Mr D Airey added that if
option 12 was chosen and the County Council were able to make more money
available in the future, then the threshold for maximum benefit could be raised to
80% or above.
5. Mr R Oliver said that it was important to try and get cross-party support for the
scheme. Mr G Jones responded that he believed there were additional sources of
funding and these should be considered. He did not provide any further
information regarding possible sources of revenue.
6. Ms V Gay commented that it would be helpful to see some real-life examples
using Option 12.
It was proposed by Mr R Oliver, seconded by Mrs A Claussen-Reynolds and
RESOLVED to
Approve Option 12 as the preferred modelling option.
Ms V Gay and Mr G Jones abstained.
11
CONSULTATION
The Revenues and Benefits Manager advised the Working Party that they would
need to consider who should be consulted on the proposals for a council tax support
scheme and how this should be done.
1. Mr R Oliver suggested that the Working Party could consider examples used by
other local authorities. Mr D Airey confirmed that he would provide the group with
information and examples.
2. The Benefits Manager advised that there would need to be additional support
from within the Council to support the consultation process. Customer services
and the web team would have to be involved from the early stages. Mr D Airey
added that all those residents directly affected by the proposals would need to be
consulted as would relevant interest groups. The Benefits Manager said that
those currently in receipt of council tax benefit would be provided with scenarios
to indicate how they may be affected by the proposals.
3. The Revenues and Benefits Manager was not sure whether it would be
necessary to conduct a telephone survey. Mr D Airey said that other local
authorities had conducted a brief survey when customers contacted them with a
general enquiry.
Council Tax Support Working Party
11
07 August 2012
4. The Revenues and Benefits Manager informed the Working Party that they would
work closely with other local authorities across the region. It was anticipated that
a meeting would be hosted in Norwich to share ideas and resources.
12
EQUALITY IMPACT ASSESSMENTS
The Revenues and Benefits Manager informed the Working Party that Norfolk County
Council and Kings Lynn and West Norfolk Borough Council had agreed to provide
support for the equality and diversity impact assessment on the final scheme.
The Chairman thanked everyone for their input. He said that Members were aware of
the impact of the proposed changes on staff and would consider this as the process
was taken forward.
The Meeting closed at 12.24 pm.
Chairman
Council Tax Support Working Party
12
07 August 2012
23 JULY 2012
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
K E Johnson (Chairman)
Mrs S A Arnold (Vice-Chairman)
M J M Baker
B Cabbell Manners
Mrs A R Green
P W High
T Ivory
P Williams
D Young
Local Members/Observers
Mrs A Claussen-Reynolds, Mr T FitzPatrick, Mr R Reynolds
Officer
Mr M Ashwell - Planning Policy and Property Information Manager
(7)
CHAIRMAN’S ANNOUNCEMENT
(8)
The Chairman welcomed members of the public to the meeting. A public question
had been received regarding Agenda Item 6(2). This would be brought forward on
the Agenda.
APOLOGIES FOR ABSENCE
An apology for absence was received from Councillor N D Dixon.
(9)
MINUTES
The Minutes of the meeting held on 28 May 2012 were approved as a correct record
and signed by the Chairman.
(10)
ITEMS OF URGENT BUSINESS
The Chairman stated that there were no items of urgent business which he wished to
bring before the Working Party.
(11)
DECLARATIONS OF INTEREST
Mr B Cabbell Manners declared a personal and non-pecuniary interest. His son
attended the college which owned some of the land under discussion.
(12)
RESPONSE TO NATIONAL PLANNING POLICY FRAMEWORK – CORE
STRATEGY POLICY HO3
The Working Party considered item 1 of the Officers’ reports which discussed the
potential impacts of the publication of the National Planning Policy Framework in
relation to the Councils adopted policy on affordable housing in the countryside.
Planning Policy & Built Heritage Working Party
13
23 July 2012
a) The Council needed to look at new ways of delivering affordable housing in rural
areas.
b) Some Members expressed concern that affordable housing units might not be
allocated to local people. However the proposals were likely to be for rural
exception schemes which would be subject to the Local Lettings Policy.
c) In response to a question about how additional affordable housing could be
provided, the Planning Policy and Property Information Manager said that there
were a number of models which could be looked at.
RESOLVED
That the Working Party recommends to Cabinet that in response to the
NPPF the Council resolves to support the inclusion of elements of
market housing within rural exception schemes which otherwise comply
with the provisions of Policy H03 subject to:
(13)
•
Clear demonstration that the inclusion of market housing is
necessary to deliver affordable dwellings which otherwise would not
be provided.
•
That the quantity of affordable dwellings exceeds the quantity of
market housing.
FAKENHAM DEVELOPMENT BRIEF
The Working Party considered item 2 of the Officers’ reports which provided a
summary of the representations made in relation to the Fakenham Development Brief
following the recent consultation and recommends that the brief is not approved at
this stage.
A public question was received from Mr S Jacklin of Kickstart, Fakenham. The
Chairman thanked him for raising some relevant points.
The Planning Policy and Property Information Manager said that the papers had
been circulated to Members in advance and work on the Fakenham Development
Brief had been ongoing for a considerable time. The recommendation to defer a
decision at this stage was for further consideration of a number of issues, including
access.
The land had already been allocated for development. The Council had to decide
how it would be developed. The Development Brief was a blueprint establishing the
key principles for future development of the site. A consultation had produced 59
representations which were recorded in full in an appendix to the officer’s report. The
representations had highlighted some key issues:
a)
b)
c)
d)
Traffic management and circulation.
Employment.
Infrastructure and services.
Lack of integration with existing town/community.
Some minor issues had also been raised which would be addressed by amending
the Brief.
Planning Policy & Built Heritage Working Party
14
23 July 2012
Some of the Highways work, including bus gates, would need to be reconsidered in
light of the responses from local people. It was proposed to retain the public open
spaces. The area would be designated a village with a village centre, including a
small retail development and a drive-through hotel on the road frontage. There was
local concern that there should be a swimming pool. However it was not reasonable
to ask a developer to provide a swimming pool in Fakenham because there was no
direct connection with the development.
The report was discussed:
a) The Chairman said that the Council didn’t want to proceed with the Brief without
addressing local concerns.
b) In response to a question from the Vice Chair the Planning Policy and Property
Information Manager said that a petrol station was not proposed as part of the
plan for the hotel scheme at this stage. He would not rule it out, however, as the
development could take 10 – 15 years and Briefs could change in this time.
Answering a question from Mrs A Green he said that a recent Leisure study had
identified a need for a quality hotel in North Norfolk.
c) Details of the bus service would be worked out through the planning applications
and negotiations between the developer, bus companies and Norfolk County
Council.
d) In reply to a question about brown field sites in Fakenham, the Planning Policy
and Property Information Manager said that, even if they were all developed,
enough housing would not be produced. Brown field sites were needed as well as
the development, not instead of.
e) Responding to a question about surface water the Planning Policy and Property
Information Manager said that the process for consents for drainage schemes
was about to change to Sustainable Urban Drainage Systems.
f) Mr T Ivory, referring to the community facility in the Brief, suggested that the
existing community facility should be used. The Planning Policy and Property
Information Manager said that the facility was intended for the new development,
not the whole town of Fakenham. The Brief would be amended if the facility was
not considered necessary.
g) The Brief had not specified a site for the swimming pool but it could be developed
on the sites marked as public use or public open spaces.
h) Mr R Reynolds, a local Member, expressed concern regarding traffic issues in
Water Moor Lane, Rudham Stile Lane and Claypit Lane.
i) Mr B Cabbell Manners considered that the roundabout on the bypass was a
retrograde step and would impede traffic flow.
j) Mr M J M Baker suggested that the retail area should be nearer the centre of the
development, otherwise it was unlikely to attract a developer.
k) Further consideration would be given to a suggestion by Mrs A ClaussenReynolds that a skate park should be included in the development.
l) It was uncertain how many allotments would be included in the development. The
allotments would be offered to Fakenham Town Council.
m) In response to a question from Mrs A Green the Planning Policy and Property
Information Manager said that the poultry farm had expressed a willingness to
relocate.
n) Mr P W Moore suggested that, in the interests of road safety, industrial road
entrances should be segregated from residential ones.
o) In reply to a Member’s question the Planning Policy and Property Information
Manager said that Tattersett Business Park had been allocated for employment
use for industries that would not be suitable near residential areas.
p) The Planning Policy and Property Information Manager said that it would be
necessary to look at a traffic assessment, incorporating the issues that had been
raised.
Planning Policy & Built Heritage Working Party
15
23 July 2012
It was proposed by Mrs S A Arnold, seconded by Mr M J M Baker and
RESOLVED
That the Working Party declines to recommend approval of the Brief at
this stage pending further consideration in relation to:
•
•
•
The traffic circulation impacts of the proposed development on
the existing highway network to include the submission of a
Transport Impact Assessment to inform the access strategy.
Further consideration of the green infrastructure strategy and the
potential to redistribute both formal and informal open space to
ensure its better integration within the development.
Incorporation of textual changes to the brief as outlined in the
‘response’ section of Table 1 of this report.
The Chairman thanked the members of the public and assured them that their
concerns would be taken into consideration.
The meeting closed at 11.15 am.
Planning Policy & Built Heritage Working Party
16
23 July 2012
20 AUGUST 2012
Minutes of a meeting of the PLANNING POLICY & BUILT HERITAGE WORKING PARTY
held in the Committee Room, Council Offices, Holt Road, Cromer at 10.00 am when there
were present:
Councillors
K E Johnson (Chairman)
Mrs S A Arnold (Vice-Chairman)
M J M Baker
B Cabbell Manners
N D Dixon
Mrs A R Green
P W High
G R Jones
Mr P Williams
D Young
Officers
Mr S Blatch – Corporate Director
Mr J Williams – Team Leader (Major Developments)
Mr D Higgins – Senior Highway Engineer (Major Developments) - NCC
(14)
APOLOGIES FOR ABSENCE
An apology for absence was received from Councillor T Ivory.
(15)
MINUTES
The Minutes of the meeting held on 23 July 2012 were approved as a correct record
and signed by the Chairman.
(16)
ITEMS OF URGENT BUSINESS
The Chairman stated that there were no items of urgent business which he wished to
bring before the Working Party.
(17)
DECLARATIONS OF INTEREST
Councillors B Cabbell Manners and Mrs A R Green declared an interest in minute
(19) as they owned barns.
(18)
STALHAM DEVELOPMENT BRIEF
The Working Party considered item 2 of the Officers’ reports which provided a
summary of the representations made in relation to the Stalham Development Brief
following the recent consultation and recommended that the brief is not approved at
this stage.
The Team Leader (Major Developments) outlined the proposed development
concept. The main issues which had arisen from the public consultation were traffic
management, employment provision and the capacity of infrastructure and services
to cope with the development.
The Team Leader (Major Developments) reported that since preparation of the report
a draft Transport Assessment had been received on behalf of Hopkins Homes. The
Planning Policy & Built Heritage Working Party
17
20 August 2012
report concluded that the road network was capable of accommodating traffic and
pedestrian movements from the new development subject to minor improvements.
The Highway Authority had not yet fully considered the assessment.
The Team Leader (Major Developments) emphasised that the intention was that the
employment land would be used for Class B1 type uses, ie. those which are
compatible with a residential area. He also referred to the Town Council’s preferred
location of the employment land. Drainage had also been raised as an issue but
there were no fundamental objections and any detailed issues could be addressed at
planning application stage.
The Team Leader (Major Developments) recommended that the Working Party
recommend to Cabinet that the Stalham Development Brief be approved subject to
•
•
•
•
the Highway Authority supporting the conclusions in the Traffic Assessment;
a minimum of 0.5 ha being designated for community use;
An increase in the amount of boundary ‘buffer’ landscaping between the
employment land and existing/proposed residential land; and
Clarity on the issue of phased implementation of the public park and access
to serve the employment/community use land.
Public Speakers:
Mr John Hare spoke on behalf of Stalham Town Council and also on his own behalf
as a resident of Stalham.
Mrs Baker spoke as a resident of Stalham.
The Chairman thanked the speakers for their views. He stated that the main issues
related to drainage and traffic issues.
The Team Leader (Major Developments) stated that Anglian Water was responsible
for foul drainage and had indicated that the network had sufficient capacity. Full
details as to how foul drainage would be addressed would be required at planning
application stage.
The Senior Highway Engineer referred to comments made by Mr Hare and Mrs
Baker regarding traffic. He referred to the National Planning Policy Framework which
stated that traffic could only be a reason for refusal where the residual impact of
development was considered to be severe. He stated that he had read the Traffic
Assessment briefly and considered that there were no significant problems in terms
of the capacity of the network to cater for the additional traffic. Whilst he did not
disagree with the speakers regarding problems with the local network during the
peak summer period with day trippers travelling to/from the coast, he did not consider
that the scenarios referred to were sufficient to refuse development.
In terms of the main A149/Market Road junction, the Senior Highway Engineer stated
that a roundabout would be desirable. He had discussed this with Tesco previously
but the proposed development did not come forward. He recognised that the existing
junction had problems but he considered that it was adequate to accommodate the
level of additional traffic which would be generated by the proposed development.
Councillor Cabbell Manners stated that roundabouts caused problems for livestock
transport and did not support a roundabout at the A149/Yarmouth Road junction.
Planning Policy & Built Heritage Working Party
18
20 August 2012
In response to concerns raised by Mr Hare and to a question by Councillor Mrs
Green, the Team Leader (Major Developments) explained that legislation was
expected to come into force next year which would require developers to apply for
SUDS. The large area of open space was expected to act as a sump for surface
water drainage. He did not consider that a large lagoon would be created but this
would depend on porosity. Whilst the site was not in a high flood risk zone, a Flood
Risk Assessment would be required. The Code for Sustainable Homes included grey
water recycling and there was a possibility that it could be incorporated in a future
planning application as a method of compliance with the Code.
Councillor N D Dixon raised the following issues:
• Drainage was an infrastructure issue which should be included in the brief;
• SUDS should be a requirement;
• Traffic volume and how it reaches the A149 and double roundabouts, to which
he was concerned there was no satisfactory solution;
• Access to the employment area from the east via a road network which is very
narrow in places and passes Stalham Middle School. It is not desirable to
encourage more traffic through Sutton.
• How does Development Committee resist future applications for employmentgenerating uses which are not B1 and low traffic generating when there is
pressure to create jobs?
• Landscaping will only soften the look of the site – residents of Stalham and
Sutton will bear the burden of traffic from the site.
• Traffic was under-estimated at site allocation stage.
The Team Leader (Major Developments) responded as follows:
•
The Brief was to inform future planning applications and a balance was needed in
respect of the level of detail it could contain regarding issues such as drainage.
He read from the Brief regarding flood risk.
Councillor Dixon considered that the new sewer which would be required to serve
the site should be engineered in at this stage to demonstrate to local people that
their concerns had been recognised.
•
It had been made clear from the outset that traffic using the employment area
should be low key. The Development Committee would need to take the lead in
its decision-making on any future applications. Uses should not cause nuisance
to nearby residents.
Councillor Dixon did not share this view. He considered that there were many
examples where low key sites had been changed by stealth and he requested
that the issue be recognised at this stage.
•
A balance between housing and commercial employment was being provided.
The Senior Highway Engineer addressed the highway issues as follows:
•
It is anticipated that there would be 110 vehicles at peak times from the
residential area and 50-75 to/from the employment site. These may possibly use
Yarmouth Road. Discussions had been held with the housing developer
regarding addressing pinch points which were not mentioned in the Traffic
Assessment and further discussions would be needed.
Planning Policy & Built Heritage Working Party
19
20 August 2012
Councillor Dixon considered that an opportunity would be missed if Yarmouth
Road were not upgraded. He considered that traffic volumes were greater than
those quoted even when traffic was moving normally.
•
Nothing could be done to prevent traffic using Yarmouth Road and access not be
stopped up.
Councillor G R Jones raised the following issues:
•
•
•
There was a need to be more proactive at an early stage with regard to traffic
impact.
An improved buffer was required between the commercial/Norfolk Constabulary
area and possible shielding of the commercial area from the road.
Play provision was needed for children and young people on site if the adjacent
school playing field were not available for public use.
The Team Leader (Major Developments) stated that the proposed neighbourhood
park would include facilities for children. The park would also be available for
existing residents of the town.
In response to a question from Councillor Jones, the Team Leader (Major
Developments) stated that there would have to be a formal Diversion Order to
change the alignment of the Public Right of Way which was adjacent to the northeastern boundary of the site.
The Corporate Director explained that issues regarding alternative sites could not be
revisited. The largest trip generator with new residential development was the
journey to school and the allocated site was considered to be the best site in terms of
access to local schools. The chosen site was designed to bring the town together,
was close to the heart of the town, would include public open space which could be
used for recreational purposes and there was a dual use sports centre at the High
School. There was an opportunity for residents of the development to access key
town centre services without using a car. The Working Party had to decide the
extent to which the brief met the site allocation and supporting policy statements and
whether anything better could be achieved through the Development Brief. It was
necessary to consider the comments and ensure that concerns were mitigated when
planning applications were submitted.
In answer to a question from Councillor Mrs S A Arnold, the Team Leader (Major
Developments) stated that he anticipated the submission of a full application for
housing and an outline application for employment and community use before the
end of the year. Permission, if granted, would accord with the development brief,
including B1 use. Other forms of industrial use would be recommended for refusal.
He stated that a further site (E12) had been allocated for general
industrial/warehouse uses.
Councillor P Williams asked if Brumstead Road had been considered in terms of
traffic issues. He also requested a condition to restrict operating hours in respect of
the B1 use.
The Team Leader (Major Developments) explained that it was not possible to impose
hours of use conditions directly through the brief. Brumstead Road had been
mentioned in the Traffic Assessment but the document had not been fully assessed.
Planning Policy & Built Heritage Working Party
20
20 August 2012
RESOLVED
That Cabinet be recommended to approve the Stalham Development Brief
subject to
•
•
•
•
(19)
the Highway Authority supporting the conclusions in the Traffic
Assessment;
a minimum of 0.5 ha being designated for community use;
an increase in the amount of boundary ‘buffer’ landscaping between the
employment land and existing/proposed residential land; and
clarity on the issue of phased implementation of the public park and
access to serve the employment/community use land.
RESPONSE TO NATIONAL PLANNING POLICY FRAMEWORK – CORE
STRATEGY POLICY HO9 and EC2
Councillor B Cabbell Manners and Councillor Mrs A R Green declared a personal
interest in this matter as they owned barns.
The Working Party considered item 1 of the Officer’s reports which discussed the
potential impacts of the publication of the National Planning Policy Framework in
relation to the Council’s adopted policy on the re-use of rural buildings.
The Working Party considered the report and the following issues were raised:
•
•
•
•
•
Concerns that rural businesses would be run down in an attempt to justify
conversion for residential development and the history of a business may need to
be researched to assess the reasons for it not being viable.
The presumption should be that any rural building should normally be retained in
employment use regardless of the number of employees.
There needs to be discussion regarding a tariff in respect of enhanced value,
where conditions restricting permanent residential use are to be lifted.
Information may need to be obtained in respect of uplift in values.
This is a difficult policy area for the Authority as tourist accommodation may
contribute more to the economy than a second home.
If a tariff were to be imposed, how would the Authority deal with a holiday cottage
which the owner wished to convert to permanent residential letting?
It was proposed by Councillor Mrs S A Arnold, seconded by Councillor G R Jones
and
RESOLVED
That Cabinet be recommended to indicate its support for the following
revised policy approach to the re-use of rural buildings in response to
the NPPF, subject to considering the introduction of an affordable
housing tariff in respect of the enhanced value arising from conversion
to permanent residential use and further consideration of the potential
impacts arising from the loss of existing tourism and other business
uses:
i.
The economic re-use of rural buildings will be supported and full
weight will continue to be applied to Policy EC2.
Planning Policy & Built Heritage Working Party
21
20 August 2012
ii.
In relation to the application of Policy H09 and residential conversion
that weight be attached to the NPPF with the affect that:
• Proposals for the reuse of disused or redundant buildings will be
subject to compliance with criteria 2, 3, 4 and 5 but not criteria 1
which limits location.
• Proposals for the change of use/variation of occupancy of
buildings in holiday use to allow residential use will be subject to
compliance with criteria 2, 3, 4 and 5 and where applicable Policy
EC8 but not criteria 1 in relation to location.
• Proposals for the change of use of all other commercial buildings
will be subject to compliance with criteria 2, 3, 4 and 5 and a
presumption that those providing a significant number of jobs
(three or more) should normally be retained in employment uses.
The meeting closed at 12.30 pm.
Planning Policy & Built Heritage Working Party
22
20 August 2012
Agenda Item No______10______
Development of the North Norfolk Integrated Approach to Coastal Management
Summary:
Conclusions:
The Council is embarking on developing an integrated
approach to coastal management. The approach will
involve developing appropriate ways of managing the
coast with reference to the communities’ needs, coastal
processes, policy context and the availability of funding.
The approach will offer improved coastal information,
development of funding opportunities and
implementation of a broad spectrum of initiatives and
schemes for managing the coast across the frontage.
The coast is a priority for this Council and it is vital that
an integrated coastal approach is adopted.
The approach will recognise the importance of
protecting the coastline, where possible, and will seek to
realise the resources to achieve this. It will also develop
tools and methods to assist communities affected by
coastal change and will seek to sustain and manage
coastal infrastructure.
The approach will not be
confined by a boundary, but will be guided by the issues
faced by our coastal communities.
The integrated coastal approach will be delivered
through capital and revenue coast protection works,
partnership funding initiatives, implementation of the
Shoreline Management Plan Action Plans, development
of adaptive management measures and long term
infrastructure planning, all within the context of wider
coastal issues.
Throughout all the work streams, effective stakeholder
engagement will be essential; the Coastal Issues Forum
will be instrumental in achieving this as well as the
establishment of web based ‘Coastal Hub’. Where
required further specific engagement activities will be
undertaken.
Recommendations:
1. That the integrated approach to coastal
management, in particular the work schemes set out
in Table 1 of this report be endorsed.
2. That the remaining unallocated coastal Pathfinder
budget (approximately £65,000 revenue) and
receipts including the Coastal Erosion Assistance
Grant (£60,000 capital) and any income from
successful Pathfinder replacement housing are
23
incorporated into a new integrated coastal budget
for the purpose of funding specific coastal projects
and resources in line with the integrated approach.
3. That the allocation of the integrated coastal
budget is delegated to the Chief Executive in
consultation with the Coastal Portfolio Holder.
Cabinet Member(s)
Contact Officer:
Cllr. A. Fitch-Tillett
Rob Goodliffe - 01263 516321
Rob.Goodliffe@north-norfolk.gov.uk
1.
Introduction
1.1
Directed by the corporate priorities, the Council is now moving towards a new
integrated approach to coastal management. The approach will be informed
by the policies and actions of the Shoreline Management Plans (SMPs) and
will develop funding and tools to assist the long-term management of the
coast. The integrated approach will be guided by the Coastal Management
Board and Coastal Issues Forum and information will be made available
though the ongoing development of a web based ‘Coastal Hub’.
1.2
This report outlines the current position regarding the SMP’s, identifies
objectives of the forthcoming Cromer to Winterton Management Plan,
considers the scope of Integrated Coastal Zone Management (ICZM) and
proposes the core streams of work required for the new coastal approach.
2.
Coast protection, management strategy and policy
2.1
Shoreline Management Plans
2.1.1
In November 2011, Cabinet approved the adoption of SMP6 (Kelling to
Lowestoft Ness). This has now been adopted by our partner authorities,
Waveney District Council and Great Yarmouth Borough Council and is
progressing through the final approval process with the Environment
Agency. Alongside the adopted SMP5 (North Norfolk) these documents
provide the policy basis for the management of the flood and coastal
defences along our coastal frontage.
2.1.2
The action plans which are incorporated within the SMP’s are living
documents and set out how the policies are to be delivered. The actions
have many elements which link to the priorities within the Corporate Plan.
2.2
2.2.1
Cromer to Winterton Management Plan
A key action from SMP6 is the completion of the Cromer to Winterton
Management Plan. This will examine the SMP policy approaches in the
light of coastal process modelling and further examine the economic basis
and funding framework for future management. A key outcome of this
piece of work is to identify schemes for defending stretches of coast
24
through maximising the benefits of the existing assets. The management
plan will seek to provide greater understanding and deliver the following:
a) Future predications of coastal erosion and sediment transfer, under
different policy scenarios (current defence and SMP proposals). For
example, this will examine the impact on coastal processes of
maintaining/creating headlands/promontories such as Bacton Gas
Terminal or Overstrand.
b) Given the results of the modelling of the scenarios, examine the costs and
benefits of the policy options, considering costs across the SMP frontage,
taking a full account of the economic impacts and costs of social
mitigation arising from a Managed Realignment policy.
c) Identify gaps in funding for schemes to assess the feasibility of the
partnership funding approach, if schemes are technically feasible and
down-drift impacts are accounted for.
d) Inform coastal management policy for this stretch of coast and feed into
any future review of the SMP.
e) Provide action plans and budgets obtaining the best return from existing
defence assets.
2.2.2
The study will not change the policies of SMP6 nor the erosion epochs,
but may inform future reviews. It will provide essential information to
assist in directing investment across the district’s coast protection assets
and identify key areas where adaptive management measures will need
to be planned.
3.
Integrated Coastal Zone Management
3.1
National Context
3.1.1
Defra defines ICZM as “adopting a joined-up approach to the
management of the many different interests in coastal areas – both on
land and at sea”. This definition is very broad and it is recognised that the
coast is extremely complex and that different coastal areas require
different approaches. With this in mind it is not beneficial to define the
exact area for integrated coastal management, but draw on local
characteristics to inform the approach.
3.1.2
Defra guidelines include the following principle “to develop a flexible
management approach, which supports local initiatives and solutions to
address local circumstances, within the overall regulatory framework”.
Therefore North Norfolk has the scope to develop an integrated approach
to meet the specific needs of our coast within the context of the SMP’s
and the powers of the Council.
3.1.3
The Marine Management Organisation was established as part of the
national ICZM approach and is responsible for developing, co-ordinating
and overseeing marine plans, policies and procedures. These overlap the
terrestrial policies, plans and procedures at the high and low water tidal
zones and are relevant at a local level.
25
3.2
Local Context
3.2.1
The potential range of coastal issues and interests is so vast that it is
necessary from an implementation viewpoint to define the scope of the
approach to be taken in North Norfolk.
3.2.2
North Norfolk District Council is a maritime local authority with most
settlements having some link to the coast. All services provided by the
Council are influenced by the coastline in some way. Therefore the broad
sense of an integrated approach is already incorporated into the fabric of
the Council’s activities; however this is not necessarily the case with other
organisations with which we work. The development of the integrated
coastal approach will not replace any of the Council’s functions, but will
seek to ensure that all the services and infrastructure that are impacted
upon by the coast are aligned to common objectives; recognising,
complementing and supporting coastal protection schemes and coastal
change initiatives. Where required the impetus will be to work together to
find solutions to the challenges which the coast presents and provide
tools and resources to coastal communities to enable them to continue to
thrive in the coastal environment.
3.2.3
There are many other organisations which are involved in providing
services or delivering businesses along our coastline. County Highways
and Anglian Water for example provide vital infrastructure for homes and
business. Businesses including hotels, shops and caravan parks are
important economic drivers, providing jobs and supporting the tourism
industry. Key national infrastructure such as the Bacton interconnector
and offshore energy sector depends on and has impacts on the coast.
The integrated approach will seek to ensure that all are aware of the
coastline and challenges and opportunities that this presents. The
approach must ensure by forward planning and the development of
support initiatives, that investment is maintained and local communities do
not become disadvantaged or blighted by disinvestment but remain
vibrant and sustainable.
3.2.4
A key area of local interest is the defence of settlements from erosion and
flooding. The Council is committed to providing protection where it can,
but this is limited by funding and the physical coastal processes in action.
Integrated coastal management will seek to manage the impacts of
coastal change on our communities by identifying the necessary funding
to achieve an appropriate mix of coast protection and adaptive
management measures.
The aim is to ensure that communities
understand coastal processes and coastal decision making and have the
opportunity to be involved in the management solutions which will enable
them to remain sustainable.
4.
Stakeholder engagement
4.1
The communities of North Norfolk already have a broad coastal knowledge. It
is essential that this is maintained and enhanced by appropriate community
engagement. Details of policies, management information and issues which
affect the coast need to be freely and easily accessible to the members of the
public. Likewise the development of tools, plans and methods of adaptation
must involve coastal stakeholders and be deployed appropriately if they are to
succeed.
26
4.2
Effective stakeholder engagement is critical to the success of this approach
and this depends on establishing appropriate mechanisms and having
adequate resources. Key communications will be delivered through the
following means:
4.2.1
A ‘Coastal Hub’ will be set up within the NNDC web pages. Information,
updates and resources will be easily accessible to all. Information on
these pages will be created either directly by NNDC or provided by linking
to sites hosted by others. This resource will be live and will develop as
the new coastal approach is developed and implemented. The hub will
act as a public resource to facilitate ‘coastal literacy’ and the educational
resource within these pages will be reviewed and developed to assist in
delivering a wider understanding of the coast. The resource will also
provide a valuable first port of call for coastal enquires which occupy a
noticeable proportion of staff time.
4.2.2
The Coastal Issues Forum (CIF) will become a key method of engaging
with communities. It is proposed that the membership of this group is
expanded to facilitate dialogue between representatives of coastal
communities and key organisations with coastal responsibilities. The
Forum will become the key basis for community engagement, but may be
supplemented with other activities with wider audiences where
appropriate. The format of the Forum will be kept flexible, thus allowing
the potential for site visits, workshops, presentations or any other activity
which benefits the understanding and communication of coastal issues.
4.2.3
Local coastal groups will be invited to the CIF and such groups will be
provided with the opportunity to feed in ideas. Where possible guidance
will be provided to these groups to help them develop their own projects,
and where possible integrate these into the overall coastal approach for
the District.
4.2.4
In North Norfolk various ‘coastal groups’ exist and have previously been
effective at campaigning for changes in the SMP’s prior to their adoption
and in widespread lobbying. These groups can provide a valuable
resource and effort may be needed to maintain and enhance the
contribution that they make. It may be beneficial in some circumstances
to encourage further representation to ensure that all communities have
an appropriate means of involvement. Such representation may comprise
of Parish Councils for locally specific issues, or, other representative
groups for wider topics.
5.
Proposed work streams for the Integrated Coastal Approach.
5.1
Table 1. below draws on the direction from the Corporate Plan alongside the
SMP Action Plans and the previous knowledge gained through coastal
management activities. The table details nine core work streams and
associated activities to begin the development and implementation of an
integrated coastal approach.
27
Table 1: Proposed Integrated Coastal Management Work streams
Stream
1. Coast
Protection
Revenue
Works
Activity
Outcome
a) Continue with the existing coast Continued investment
protection
revenue
works maintained assets.
programme.
and
well
b) Update the revenue works Directed investment to maximise
programme in the light of the effectiveness and ensure value for
Cromer to Winterton Management money of the coast protection assets.
Plan and the outcomes of funding
investigations.
c) Include information on the
revenue works programme
and
current works on the ‘Coastal Hub’.
Include costs, works descriptions
and photographs.
Improved
awareness
of
the
investment made by NNDC into the
coastal assets, therefore aiding
community
confidence
and
understanding.
d) Incorporate the coast protection Standardises data storage and
and foreshore assets into NNDC’s improvements to business continuity.
corporate asset database and GIS.
2. Coast
Protection and
Coastal Assets
Capital Works
3. Coastal
Awareness
a) Continue implementation of Effective protection of Cromer for the
Cromer Protection Scheme and Pier long term.
Refurbishment.
awareness
of
the
b) Information to be made available Improved
investment made by NNDC into the
on the ‘Coastal Hub’.
coastal assets, therefore aiding
community
confidence
and
understanding.
a) Development of the Coastal Improved communication between
Issues
Forum
as
a
key coastal stakeholders at a local level
communications and engagement and opportunities for community input
into the integrated coastal approach.
mechanism.
b) Establish a web based ‘Coastal Easily accessible, easy to understand,
Hub’ with links to key coastal comprehensive information about all
aspects of the North Norfolk coast.
projects and organisations.
4. Funding
Initiatives
c) Investigations into feasibility of
developing a coastal awareness
education package incorporating a
wide topic area, supported by
coastal partners and incorporated
onto the ‘Coastal Hub’.
a) Investigate future funding options
for revenue and capital coast
protection work.
Improved awareness of coastal issues
in
an
easily
accessible
and
understandable format.
Supporting
educational visits to the area and the
benefits this brings to the participants
and to the local economy.
Ability to plan future coast protection
spend thus providing some certainty to
coastal communities.
b) Investigate how the Coastal Schedule
28
of
potential
deliverable
Stream
Activity
Outcome
Communities Fund (CCF) is best applications to the CCF and authority
utilised to assist in delivering the to proceed.
integrated coastal approach and
economic development objectives.
c) Options Appraisal of all possible Knowledge of what supplementary
funding opportunities for adaptive funding is possible to enable a wider
debate. Appropriate funding streams
management measures.
identified
and
implementation
programme developed.
5. Shoreline
Management
Plans
6. Adaptive
Management
e) Creation and maintenance of an
integrated coastal budget to be
allocated through the Coastal
Management Board for delivery of
adaptive management.
Initial
balance to be transferred from the
remaining Pathfinder budget and
expected receipts.
a) Implementation and monitoring of
Action Plans of SMP 5 & 6 including
Cromer to Winterton Management
Plan.
Enabling the Council to move forward
with developing the integrated coastal
approach.
b) Understand the programme of
Environment Agency coastal flood
schemes and strategies and the
implications these will have for
communities in North Norfolk.
Ability to feed in needs or
consequences of activities into the
streams
of
integrated
coastal
management.
c) Input into SMP change and
review process.
Phase 1 – a) Investigate and
develop suitable tools or actions to
enable timely demolition of at risk
properties and clear information and
support mechanisms for property
owners.
To include the use of
DEFRA Coastal Erosion Assistance
Grant.
Influence into development of process
to meet with the districts requirements.
Clear procedures, activities and tools
to assist transparent and predictable
decision making and enabling those
effected to plan ahead.
Informs future long term coastal asset
maintenance plan and development of
adaptation and mitigation measures.
Provides planned and transparent
actions to enable SMP delivery and
information to assist with appraising
partnership funding options. Assist
with improving coastal understanding
to inform future reviews.
b) Incorporate existing schemes Wider publication
such as the business grant and available.
loans and Big Society Fund into the
‘Coastal Hub’.
of
assistance
c) Complete the development and Clearer information for those who are
promotion of a coastal properties seeking to purchase or sell properties
29
Stream
Activity
Outcome
‘buyers and sellers guide’ for use by on the coast. Consistent response to
the public, local agents and coastal property enquiries.
conveyancers and incorporate onto
the ‘Coastal Hub’.
Phase 2 - Develop and appraise the
options for adaption management
measures, including measures for
coastal businesses.
7. Coastal
Infrastructure
Management
Clear direction with community
consensus/understanding. Projects to
bring forward suitable measures which
can be deployed to areas of coast
affected.
Phase 3 – Seek approval for funded Suite of tools and measures which can
suite of adaptive management be implemented as and when required
to
ensure
a
thriving
coastal
measures for implementation.
community.
understanding
of
the
a) Consolidate existing information Detailed
and identify missing data for at risk infrastructure assets at risk.
infrastructure and record using GIS.
b) Open dialog with infrastructure
providers to enable incorporation
into long-term investment and
maintenance plans and ensure
procedures are in place to plan in
advance of infrastructure loss.
Planned continuity of infrastructure,
including measures for protection,
replacement or mitigation when
required.
c) Work with coastal user groups to Community input and ownership of
establish an appropriate planned solutions.
response to infrastructure loss.
8. Economic
Development
d) Ensure existing infrastructure
meets and balances the needs of
coastal users.
a) Support the North Norfolk
Fisheries Local Action Group
(FLAG) in delivering projects from
the £2.4 million funding secured for
the fishing sector.
Well managed infrastructure assets.
Ensure the long-term future of fishing
activities and the sustainable use of
fishery resources
b)
Seek
to
maximise
the Increase investor development in the
opportunities for the district to area via a single access portal.
benefit
from
investment
in
renewable energy development off
the North Norfolk Coast.
c) Support and facilitate the Strengthen the capacity of tourism
establishment of a private sector led businesses to promote the destination
Destination
Management in general.
Organisation (DMO) for the North
Norfolk
coast,
broads
and
countryside to maintain the profile of
the district as a leading tourist
destination within the UK boosting
30
Stream
Activity
Outcome
levels of employment and income
for the district.
d) Support the further roll-out of the
Coastal Pathfinder and Fishing
Sector Business Loan and Grant
Scheme
and
consider
the
opportunities of extending these
programmes across a larger area.
Re-launch a consolidated scheme
under a single Micro Financing
Scheme aimed at supporting new
business creation.
As part of wider initiatives which will
also assist coastal economic
development:
e) Develop a comprehensive Single access portal for business via
package of support and provide on-line business/investor tool kit.
information to simplify the process
for businesses looking to invest in
North Norfolk.
f) Explore opportunities to work with Increase employment opportunities of
local businesses and identify young people in the district.
funding to support the provision of
apprenticeships, training and work
experience schemes.
g) Work with partners to roll out Improve
BDUK’s £60m Norfolk Broadband facilities.
Initiative across North Norfolk.
broadband
infrastructure
h) Deliver an integrated business Increase the number of business
start-up programme across North births in the area.
Norfolk.
9. Wider
Coastal Issues
a) There are wider topics other than
coastal protection, flooding and
erosion on the North Norfolk coast.
Biodiveristy,
coastal
access,
boating, fishing, surfing, beach
safety, blue flags are a handful of
topics. These where appropriate
will be incorporated into the
integrated coastal approach. It is
intended that updates on key topics
will be presented at the CIF, whilst
‘hot topics’ will feature on the
‘Coastal Hub’. Such topics may
lead to locally specific projects for
resolution of conflicts/issues or for
taking
forward
ideas
and
opportunities.
b) Continue
Government,
Enabling the public, councillors and
officers to obtain relevant information
and be directed to key organisations
and that the needs of different coastal
users are managed to ensure a
balanced outcome for all.
to lobby Central Continued high level awareness of the
departments
and coast and potential future decisions to
31
Stream
Activity
Outcome
agencies to ensure that ‘the coast’ assist coastal communities.
remains within political view and is
allocated adequate priority and
resource. Streams of work such as
funding and adaptive management
measures outlined above should be
reported back at appropriate times
to encourage government backing
and incorporation into national
processes and policies.
6.
Resource
6.1
Personnel
6.1.1
The coastal team currently comprises of:
•
Coastal Engineer – Full time
•
Assistant Coastal Engineer - Post included in budget but currently
vacant
•
Coastal Communities Project Manager – Fixed term to March 2013
•
Coast and Community Partnership Manager – Full time with many
other non-coastal responsibilities and resource demands.
•
Administration Assistant – Full time for wider coast and communities
team responsibilities.
6.1.2
Integrated coastal management requires a corporate approach and its
success will depend upon resources from across the Council and external
organisations. It is unknown at this stage what resources will be required
to implement the suggested work streams or the interventions which may
arise from them; this will need to be appraised during development.
6.1.3
It is already recognised that the revenue and capital work streams are
under-staffed for the current and forecast commitments, giving rise to
fundamental business continuity risks.
Options for meeting these
resource needs are currently being investigated.
6.1.4
Resources to deliver the work streams outlined in Table 1 will need to be
identified. A range of options will be explored including partnership
working and recruitment.
6.2
Funding
6.2.1
The Cromer capital coast protection scheme is fully externally funded
(subject to final sign off) to approximately £10million. The budget for the
Pier refurbishment has been committed by NNDC to £1.3million.
6.2.2
Future capital coast protection schemes are assessed using a new
partnership funding model. Schemes will be evaluated against national
and local policies, costs, benefits, outcomes and with regard funding
contributions from local government, private enterprises, communities and
other sources (partnership funding element). This mechanism will
potentially enable schemes to be implemented which previously would not
have received any funding. It should be noted that in the context of North
32
Norfolk, high levels of third party funding are likely to be required to
improve viability of capital schemes funded through this mechanism.
6.2.3
Currently the annual budget for sea defense revenue works is £320,962.
The methodology for calculating central government support for revenue
coastal protection expenditure is currently under review.
6.2.4
The Cromer to Winterton Management Plan is fully funded by the
Environment Agency with supplemental support from the operators at the
Bacton interconnector site. The total cost for this piece of work is
£110,000.
6.2.5
There is currently no existing budget for the development of an integrated
coastal approach. It is recommended that the balance of approximately
£65,000 from Coastal Pathfinder is allocated to a budget for expenditure
associated with the development and implementation of a coastal
approach. This budget can be supplemented with income from related
coastal grants and activities.
6.2.6
A further income of £60,000 (capital) has been granted from the national
Coastal Erosion Assistance Grant Scheme to contribute to the costs of
the now completed demolition of residential dwellings at Beach Road,
Happisburgh. It is recommended that this receipt is transferred to the
proposed integrated coastal budget.
6.2.7
Further income is anticipated from the eventual NNDC share in the value
of plots for replacement properties at Happisburgh (should a planning
application be approved). The receipt was always intended to be
‘recycled’ back towards coastal change initiatives. It is recommended that
any such receipt received from this source should be allocated to the
integrated coastal budget.
6.2.8
Opportunities for further funding will be investigated as part of the new
approach as indicated in Table 1.
7.
Conclusion
7.1
The coast is a priority for this Council and it is vital that an integrated coastal
approach is adopted.
7.2
The approach will recognise the importance of protecting the coastline, where
possible, and will seek to realise the resources to achieve this. It will also
develop tools and methods to assist communities affected by coastal change
and will seek to sustain and manage coastal infrastructure. The approach will
not be confined by a boundary, but will be guided by the issues faced by our
coastal communities.
7.3
The integrated coastal approach will be delivered through capital and revenue
coast protection works, partnership funding initiatives, implementation of the
Shoreline Management Plan Action Plans, development of adaptive
management measures and long term infrastructure planning, all within the
context of wider coastal issues.
7.4
Throughout all the work streams, effective stakeholder engagement will be
essential; the Coastal Issues Forum will be instrumental in achieving this as
well as the establishment of web based ‘Coastal Hub’. Where required further
specific engagement activities will be undertaken.
8.
Implications and Risks
8.1
The integrated approach to coastal management will develop a pragmatic
way of managing the coast, directing the limited resources available to
33
achieve the best outcomes for the district. Through such an approach it is
anticipated that public expectations are not raised beyond what is achievable
and that the approach taken is understood and where possible supported.
8.2
There are risks within the coastal portfolio regarding business continuity and
loss of detailed coastal knowledge due to loss of staff and information
storage. This must be considered to ensure that all proposed streams
continue to move forwards in support of the corporate objectives.
9.
Financial Implications and Risks
9.1
At this stage the financial implications and risks of implementing the
integrated approach to coastal management are not certain. All current
activities are funded, however future development and implementation will be
dependant on securing future funding.
9.2
The Pathfinder funds were provided by Defra for the implementation of the
objectives of the Pathfinder. Very limited conditions were imposed and the
ring fencing on the funding was lifted by government. It is unlikely that Defra
will seek any unspent funds. The funds for the development of the integrated
approach are consistent with the objectives of Pathfinder and are the natural
successor. The creation of the integrated coastal budget and its objectives
will be reported to Defra as and when required.
10.
Sustainability
10.1
The Integrated Coastal Approach seeks to deliver sustainable management
across our coastline. There is a need for the schemes, tools and methods
developed to have a long term and lasting affect to enable communities and
individuals to be able to make sound decisions in locations which may have a
degree of uncertainty due to coastal change through flooding or erosion.
10.2
The policy basis in the Shoreline Management Plans were scrutinized with
respect to the environment in their development.
11.
Equality and Diversity
11.1
At this time no formal Equality Impact Assessment has been carried out on
the integrated approach to coastal management. This report set out the
broad principles of the development of the work streams as a basis enable
further details to be investigated and developed. As these details are
developed and before new initiatives are implemented they will be subject to
appropriate assessment to address the Council’s duties with regard to
equality.
12.
Section 17 Crime and Disorder considerations
12.1
There are no Section 17 Crime and Disorder considerations at this time. The
Council’s duties to crime and disorder will be appropriately considered as
initiatives are developed.
34
Agenda Item No_______11_____
BUDGET MONITORING 2012/13 PERIOD 4
Summary:
This report summarises the budget monitoring position
for the revenue account and capital programme to the
end of July 2012 (period 4).
Conclusions:
The overall position at the end of period 4 shows a
forecast overspend of £69,074 for the current financial
year on the revenue account. The forward financial
projections for the period 2013/14 to 2016/17 are
currently being worked upon for the financial strategy
that covers the same period and will be presented to
Members in October.
Recommendations:
It is recommended that:
1) Cabinet note the contents of the report and the
current forecast for the current financial year;
2) Cabinet note the current position on the approved
capital programme and approve the recommended
amendments.
Cabinet Member(s)
Ward(s) affected
Cllr Wyndham Northam
All
Contact Officer, telephone number and email:
Karen Sly, 01263 516243, Karen.sly@north-norfolk.gov.uk
1.
Introduction and Background
1.1
This is the first budget monitoring report for the current financial year and
compares the actual expenditure and income position at 31 July 2012 to the
profiled base budget for the same period. The base budget for 2012/13 was
approved by Full Council in February 2012, subsequent updates to the
budget have been made to reflect the carry forward of funds from the 2011/12
financial year as reported to Cabinet and Scrutiny in June within the 2011/12
outturn report and also for in year virements.
1.2
The base budget for 2012/13 includes savings and additional income totalling
£897,096 within service areas. In addition to this savings totalling £375,446 to
be delivered from two internal workstreams, pay and grading and
management restructure are included in the budget for 2012/13. An update
on the progress for delivering these savings is included within the report at
section 3.
1.3
An updated capital programme for the period 2012/13 to 2013/14 was
included within the 2011/12 outturn report presented to Members in June
2012. This report includes the latest monitoring position for the 2012/13
capital programme and also highlights any scheme updates where applicable.
35
1.4
The format of the revenue budget monitoring reports has been updated to
reflect the new management structure. The revenue financial reports
including the annual budget book were previously aligned to each of the
former Strategic Directors, i.e. Community, Environment, Information and
Resources. The presentation of revenue financial information is now aligned
to each of the Heads of Service plus Corporate services which includes
Legal, Members services and Corporate Leadership team. It is noted that
some restructurings below the Heads of Service is still to be completed and
there may be some further reallocation of services between the Heads of
Service although it is anticipated that this will be minimal and this will be
reflected in subsequent reports.
1.5
The capital reporting format has been updated to reflect the current corporate
plan priorities. Further comments on this format are included at section 6.
2.
Budget Monitoring Position – Revenue Services
2.1
The general fund summary at Appendix A shows the high level budget
monitoring position at 31 July 2012. This shows a year to date variance of
£119,228. Appendix B provides further details of the individual service
variances. The following tables seek to provide reasons for the more
significant variances along with those which are anticipated to have a full year
effect.
Over/
(Under)
Spend to
Date
£
Assets and Leisure
Car Parking – The current underspend reflects a number
of variances on both income and expenditure compared to
the profiled budget. These include additional repairs and
maintenance totalling £24,900 of which £20,000 related to
ticket machines. There is also an additional management
fee relating to the previous financial year of £12,000.
Additional car park fee and excess charge income totalling
£59,800 has been received for the first four months
compared to the profiled budget which has negated the
impact of the overspend on expenditure. Due to the
demand led nature of the income budget and the
fluctuations relating to the weather, no full year impact is
currently anticipated, although the position will continue to
be monitored.
Administration Buildings – The variance to date and the full
year impact is mainly due to a reduction in the National
Non Domestic Rate (NNDR) costs following a revaluation
of Cromer and Fakenham Connect offices. This has been
offset by professional fees which were incurred in order to
achieve the NNDR reduction. The net effect is an
underspend of £14,000.
36
Estimated
Full Year
Impact
£
(20,693)
0
(20,305)
(14,000)
Over/
(Under)
Spend to
Date
£
(24,563)
Estimated
Full Year
Impact
£
Leisure Complexes – The variance to date and full year
impact reflects an inflationary increase on the
Management fee.
5,744
14,000
CCTV – Contributions including those made voluntarily no
longer anticipated.
1,111
3,045
(18,526)
0
(7,220)
(19,000)
64,273
8,500
(4,304)
4,000
4,176
11,400
7,379
2,000
Sports Centres – The variance to date includes a credit of
£31,972 that reflects a payment that has not yet been
invoiced to NNDC for 2011/12. The remaining variance
and the full year effect is the combined impact of staff
savings from a vacant post (£6,000) and sports hall
income being less than budgeted of £13,000.
7,000
Community and Economic Development
No Major Variances
Customer Services
Homelessness – The variance to date reflects income
received in respect of Your Choice Your home which is yet
to be offset by expenditure.
Customer Services (Corporate) – The full year impact
reflects a post that has become vacant in the year which is
not currently planned to be replaced.
Development Management
Development Management – The variance to date is due
to actual planning income being less than the profiled
budget, although there are a number of larger applications
anticipated that would turn this situation around. The full
year implication reflects a shortfall in income anticipated as
part of the 2012/13 budget for pre application advice and
for certificate of proposed lawful development.
Planning Policy – The 2012/13 budget assumed a
reduction in the level of external grants paid by NNDC of
£9,500, the actual reduction is only now expected to be
£5,500.
Planning Management and Support – A savings proposal
was accepted as part of the 2012/13 budget which
covered a review of the management support. This has not
yet commenced and therefore the saving will not be
delivered in the current year as budgeted. This variance
was highlighted as part of the 2011/12 outturn report and a
service underspend was rolled forward as part of the year
end process to mitigate the impact in 2012/13.
Local Land Charges – The full year effect reflects the
37
Over/
(Under)
Spend to
Date
£
additional income that was included as part of the 2012/13
budget process which is not now anticipated as the revised
charging structure is still to be agreed.
Environmental Health
Environmental Protection – The full year impact is due to
the delay in implementing staffing restructure within the
service. There is estimated to be an impact in the current
year only.
Cleansing – Of the variance to date £12,375 reflects an
underspend on employee costs due to a vacant post. The
remaining variance and full year effect relates to additional
income anticipated from dog and litter bins.
Estimated
Full Year
Impact
£
(2,809)
9,047
(18,346)
(3,690)
(88,695)
0
Non Distributed Costs – This service includes the pension
payments in relation to past employees. Inflation is
chargeable on these payments, although this is normally
contained by reductions in the payments following the
death of members. The full year effect reflects inflation
which has not been offset by reduced payments.
2,499
10,272
Corporate and Democratic Core – The variance to date
reflects an outstanding creditor from the previous financial
year in respect of external audit costs. The full year effect
reflects the saving now anticipated to the audit fee
following from the changes to the external auditing
arrangements from 2012/13 onwards.
(109,311)
(50,000)
(24,891)
0
79,463
0
(175,018)
(17,426)
Financial Services
Local Taxation – The variance to date reflects a one-off
grant received to assist in funding costs associated with
the design and implementation of the new localised
Council Tax Scheme.
Organisational Development
Human Resources and Payroll – The variance to date is
due to the corporate training programme not yet being
delivered. All training needs will be assessed following the
interim appraisal process.
Registration Services – The variance to date reflects
income that has not yet been invoiced in relation to
elections due to work still outstanding in agreeing returns
and information.
Corporate
No Major Variances
TOTAL
38
3.
Budget Monitoring Position – Savings and Additional Income 2012/13
3.1
The base budget for 2012/13 includes savings and additional income totalling
£897,096 within the service areas. The following table shows a summary of
the savings across each of the service areas. The detail for each of the
service savings is included at Appendix C. Table 2 below summaries the
position for each service heading.
Table 2 – Savings and Additional Income 2012/13
2012/13
Base
Budget £
231,778
165,976
5,000
111,500
201,837
93,285
20,160
67,560
897,096
Assets Coastal Defence & Leisure
Customer Services
Community and Economic Development
Development Management
Environmental Health
Financial Services
Organisational Development
Corporate
Total
2012/13
Updated
Budget £
231,778
165,976
5,000
85,598
192,790
93,285
20,160
67,560
862,147
Variance
£
0
0
0
25,902
9,047
0
0
0
34,949
3.2
The variances on the service savings are included in the position reported
within section 2 of the report.
3.3
In addition to the service savings, two on-going work streams for pay and
grading and management restructure were originally forecast to deliver
savings of £225,446 and £150,000 respectively in 2012/13. The original
saving to be delivered from the pay and grading review assumed a start date
of 1 April 2012 and was based on the previous version of the pay scale
model. Full Council approved the implementation of a new pay model at the
meeting of Full Council on 18 April 2012 and new contracts have been issued
to staff to move to the new terms and conditions and new pay model on 2
October 2012. The level of savings originally anticipated from the review will
not now be achieved. The full implications of the pay and grading will be
factored in to financial projections as they are revised over the coming
months, however the initial forecasts suggests that the net impact to the
2012/13 budget will be in the region of £150,000.
3.4
An earmarked reserve has been established to fund one-off costs in relation
to the pay and grading review, for example for the payment of arrears where
individuals are entitled to back pay to the date of implementation (April 2009).
If required this reserve can be used to cushion the impact of a reduced level
of savings as a one-off to allow the ongoing implications to be addressed as
part of the financial planning process.
3.5
Members will be aware of the progress that has been made regarding the
restructure of Management Team. On-going savings of £150,000 have been
included in the revenue budget from 2012/13. Based on the appointments
made to date the actual savings are forecast to exceed the level included in
the budget for 2012/13 by approximately £100,000. The restructure is yet to
be finalised and as further appointments are made the forecasts will be
updated and factored into the detailed employee budgets as part of the
39
budget process. Overall between these two corporate savings workstreams
there is an estimated full year cost of £50,000.
4.
Treasury Management
4.1
The budget for 2012/13 anticipated that a net total of £269,900 would be
earned in interest. This assumed an average balance of £26m at a rate of
1.03%.
4.2
At the end of period 4, a total of £76,524 had been earned resulting in a
shortfall against the year to date budget of £14,421. The rate of interest
achieved was 0.95% from an average balance available for investment of
£24.3m.
4.3
Based on the actual results to period 4, a total interest receivable figure of
£222,000 is forecast for the year from an average balance £24.4m at an
average rate of 0.91%. This will result in a shortfall against the full year
budget £47,900.
4.4
Although the maximum duration for investments with certain counterparties
has recently been extended on advice from the Council’s treasury
management advisors, the interest which can be earned from term deposits is
anticipated to remain very low throughout 2012/13. The balance available for
investment is also lower than anticipated in the budget. Options to enhance
the rate of return from investment in pooled property funds are being
considered, which may reduce the anticipated shortfall.
4.5
Table 1 below sets out investment activity for the first quarter of 2012/13.
Table 1
Banks &
Building
Societies
Money
Market
Funds
Bonds
The Debt
Management Office
4.6
Balance
Investments
31/03/2012
Made
£000s
£000s
17,900
20,100
Investments
Repaid
£000s
(19,000)
Balance
30/06/2012
£000s
19,000
Increase/
(Decrease)
£000s
1,100
1,210
26,355
(23,775)
3,790
2,580
1,000
0
0
3,130
0
(3,130)
1,000
0
0
0
20,110
49,585
(45,905)
23,790
3,680
Credit Risk
Table 2 below shows the level of risk within the Council’s investment portfolio
on both a value weighted and time weighted base.
40
Table 2
Date
30/06/2011
30/09/2011
31/12/2011
31/03/2012
30/06/2012
Value
Weighted
Average –
Credit Risk
Score
AA
AA
AA
A+
A+
Value
Weighted
Average –
Credit Rating
Time
Weighted
Average –
Credit Risk
Score
AA
AA
AA
AA
AA
3.24
2.74
3.23
4.59
4.61
Time
Weighted
Average –
Credit Rating
2.69
2.96
3.47
3.39
3.06
Scoring:
Value weighted average reflects the credit quality of investments according to
the size of the deposit, time weighted average reflects the credit quality of
investments according to the maturity of the deposit.
AAA = highest credit quality = 1, D = lowest credit quality = 15,
The aim is to achieve a credit rating of A- or higher, with a score of 7 or lower,
to reflect current investment approach with main focus on security.
The reduction in value weighted credit score from AA to A+ is a result of the
sale of £4m of AAA rating Eurosterling bonds in December 2011. Overall the
score remains above the minimum of A-.
5.
Budget Monitoring Position – Summary
5.1
The following table provides a summary of the full year projections for the
service areas along with an updated use of reserves figure where applicable.
Table 3 – Summary of Full Year Effects 2012/13
Estimated Full Year
Effect £
Service Areas (Table 2)
Corporate Savings (Para 3.5)
Non Service Expenditure (Para 4.3)
Transfers from Reserves
Total Impact
5.2
(17,426)
50,000
47,900
(11,400)
69,074
Overall the revenue position shows a projected overspend of £69,074 for the
current financial year. This position will continue to be monitored to ensure
that the overall revenue budget remains achievable for the year. The
information contained within this report will be used to inform the financial
projections for the period 2013/14 to 2016/17.
41
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 2011/12 final accounts report to Cabinet in
June 2012. Appendix D shows the latest position for the updated programme,
both for General Fund and Coastal Protection, which has been realigned to
the priorities included within the Corporate Plan 2012-2015. The appendix
also provides details of the individual schemes spend up to Period 4.
6.2
The following sections provide an update on the capital programme,
incorporating the inclusion of three further schemes, all of which have
received Cabinet approval.
6.3
Sheringham Skate Park – At the Cabinet meeting of the 16 July 2012,
approval was given for a £20,000 contribution from capital receipts towards
the Sheringham Skate Park. This scheme has been separately identified
within the capital programme.
6.4
Big Society Fund – The capital programme now includes the £200,000 capital
budget for the Big Society Fund. At the current time there is spend totalling
£110,858, which relates to all schemes which received approval under round
one of the grant applications process which took place in May 2012.
6.5
Cromer to Winterton Coastal Protection Scheme – This scheme has received
approval from the Environment Agency, and has been included within the
appendix with a total budget of £110,000.
6.6
Cromer Red Lion Toilet Refurbishment – The works in relation to this scheme
have now been completed. Unfortunately, the scheme has gone over the
original budget identified, and as such it is requested that the under spend on
the completed Public Conveniences Improvements scheme of £7,095 is vired
to partially cover this overspend.
6.7
Car Park Improvements works – There are currently two budgets within the
capital programme relating to car park improvements. It is requested that the
remaining budget of £6,456 on the Car Park Environmental Improvements is
combined with the new scheme of Car Park Resurfacing and Refurbishment,
to give an updated budget of £192,456 for improvement works to car parks.
7.
Conclusion
7.1
The overall revenue budget is showing an estimated full year overspend for
the current financial year of £69,074. The overall financial position for the
current and future years will be considered in further details over the coming
months as part of the budget and financial planning process.
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. In
addition the progress made in achieving the two workstream savings targets
from the management restructure and pay and grading will continue to be
monitored and managed to ensure that the overall impact to the Council’s
budget is mitigated.
42
8.2
The budget for 2012/13 includes service savings and additional income
totalling £897,096. 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.
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.
43
Appendix A
General Fund Summary Report for Period 4 (July 2012) Year 2012/2013
Full Year
Budget
£
YTD Budget
£
Actuals YTD
£
YTD
Variance
£
Total
Remaining
Commitments
Budget
£
£
Net Cost Of Services
Assets, Coastal Def & Leisure
Community & Economic Dev
Customer Services
Development Management
Environmental Health
Finance
Organisational Development
Corporate
Savings to be identified
3,446,347
1,761,267
1,968,986
721,555
4,333,194
2,743,604
283,509
532,068
(375,446)
895,906
188,500
382,201
179,867
471,544
1,101,033
(943)
173,754
(125,148)
811,287
173,221
329,103
253,773
466,786
890,117
29,970
178,420
0
(84,619)
(15,279)
(53,098)
73,906
(4,758)
(210,916)
30,913
4,666
125,148
1,241,569
259,400
66,916
3,767
2,993,879
3,939
1,000
11,297
0
1,393,491
1,328,646
1,572,967
464,015
872,529
1,849,548
252,539
342,351
(375,446)
Net Cost Of Services
15,415,084
3,266,714
3,132,677
(134,037)
4,581,767
7,700,640
Non Service Expenditure/Income
Interest Receivable
External Interest Paid
Capital Charges
Retirement Benefits
Contributions To/From Reserves
(269,900)
0
(4,367,154)
256,842
638,556
(90,946)
0
(604,832)
0
(77,504)
(4)
(604,848)
0
0
13,442
(4)
(16)
0
0
0
0
0
0
0
(192,396)
4
(3,762,306)
256,842
638,556
Non Service Expenditure/Income
(3,741,656)
(695,778)
(682,356)
13,422
0
(3,059,300)
Income
Council Taxpayers
Central Government Grants
Non-Domestic Rate Income
(5,789,171)
(266,103)
(6,247,334)
(1,795,369)
(208,579)
(2,217,804)
(1,795,369)
(207,192)
(2,217,804)
0
1,387
0
0
0
0
(3,993,802)
(58,911)
(4,029,530)
(12,302,608)
(4,221,752)
(4,220,365)
1,387
0
(8,082,243)
Capital Movements
Revenue Financing For Capital
Capital Projects Reserve
600,000
29,180
0
0
0
0
0
0
0
0
600,000
29,180
Capital Movements
629,180
0
0
0
0
629,180
0
(1,650,816)
(1,770,044)
(119,228)
4,581,767
(2,811,723)
Income
(Surplus) / Deficit
C:\Documents and Settings\duncan.ellis\My Documents\Book1
44
Appendix B
Service Area Summaries 2012-13 P4
Assets, Coastal Defence and Leisure
Cost
Centre
Code
R200
R200A
R201
R202
R203
R204
R262
R262A
R300
R301
R302
R303
R304
R305
R306
R307
R308
R309
R310
R312
R314
R315
R318
R340
R341
R397
R410
R414
R472
Cost Centre Name
Car Parking
Markets
Industrial Estates
Surveyors Allotments
Handyman
Parklands
Administration Buildings Svs
Property Services
Parks & Open Spaces
Foreshore
Community Centres
Sports Centres
Leisure Complexes
Other Sports
Recreation Grounds
Arts & Entertainments
Museums
Pier Pavilion
Foreshore (Community)
Woodlands Management
Cromer Pier
Public Conveniences
Investment Properties
Coast Protection
Pathfinder
Leisure
Coast & Comm P'ship
CCTV
Coastal Management
Total Assets, Coastal Defence and Leisure
YTD
YTD
YTD
Full Year
Budget
Budget
Actuals Variance
£
£
£
£
(1,207,945) (476,031) (496,724) (20,693)
61,704 (27,409) (28,777)
(1,368)
2,135
11,537
8,669
(2,868)
3,320
1,124
1,124
0
23,423
17,708
12,760
(4,948)
(4,585) (20,613) (20,018)
595
58,619
118,978
98,673 (20,305)
0
(1,082)
(1,811)
(729)
513,346
155,405
144,772 (10,633)
200,112
70,452
56,433 (14,019)
7,876
495
2,935
2,440
334,683
79,411
54,848 (24,563)
708,422
177,606
183,350
5,744
90,971
44,395
49,873
5,478
11,726
3,158
2,725
(433)
164,777
57,172
57,598
426
44,895
1,660
1,666
6
112,217
84,079
80,782
(3,297)
407,053
80,793
88,112
7,319
174,165
67,953
61,004
(6,949)
28,531
17,306
14,029
(3,277)
542,616
178,541
176,423
(2,118)
76,479 (81,768) (77,579)
4,189
999,548
330,400
322,801
(7,599)
10,490
3,496
27,974
24,478
0
4
(530)
(534)
(146,976) (51,748) (43,984)
7,764
228,745
52,872
53,983
1,111
0
12 (19,824) (19,836)
3,446,347
895,906
811,287
(84,619)
CommitRemaining
ments
Budget
£
£
113,433
(824,654)
28,391
62,090
5,695
(12,229)
0
2,196
88
10,575
5,582
9,851
133,502
(173,556)
0
1,811
276,402
92,172
35,434
108,245
513
4,428
1,246
278,589
38,214
486,858
168
40,930
6,807
2,194
36,000
71,179
0
43,229
713
30,722
198,215
120,726
2,528
110,633
843
13,659
259,486
106,707
12,675
141,383
51,835
624,912
17,500
(34,984)
131
399
0
(102,992)
16,168
158,594
0
19,824
1,241,569
1,393,491
Community & Economic Development
Cost
Centre
Code
R330
R333
R370C
R371
R391
R412
R413
Cost Centre Name
General Economic Development
Tourism
Home Improvement Agency
Hsg Strategy
Regeneration Management
Environmental Strategy
Community Safety
Total Community & Economic Development
YTD
YTD
YTD
Full Year
Budget
Actuals Variance
Budget
£
£
£
£
257,631
69,736
69,669
(67)
106,768
35,596
31,085
(4,511)
6,300
0
(3,000)
(3,000)
1,225,706
43,832
43,832
0
0
20
(1,210)
(1,230)
130,048
30,040
23,900
(6,140)
34,814
9,276
8,945
(331)
1,761,267
45
188,500
173,221
(15,279)
CommitRemaining
ments
Budget
£
£
95,800
92,162
130,630
(54,947)
0
9,300
0
1,181,874
0
1,210
32,620
73,528
350
25,519
259,400
1,328,646
Appendix B
Customer Services
Cost
Centre
Code
R261
R311
R370
R370A
R370B
R372
R394
R411
R430
R481
R481C
R481D
Cost Centre Name
It - Support Services
Tic'S
Strategic Housing
Private Sector Housing
Improvement Grants
Homelessness
Housing - Service Mgmt
Transport
Publicity
Graphical Info System
Media & Communications
Customer Services - Corporate
Total Customer Services
YTD
YTD
YTD
Full Year
Budget
Budget
Actuals Variance
£
£
£
£
(6,559)
27,037
26,177
(860)
284,048
103,386
103,971
585
0
0
(1,292)
(1,292)
0
0
(400)
(400)
1,715,951
126,204
126,168
(36)
(169,662)
67,490
48,964 (18,526)
0
(4,536) (12,250)
(7,714)
46,490
6,832
5,750
(1,082)
98,718
32,910
29,235
(3,675)
0
8,264
9,591
1,327
0
13,178
(1,027) (14,205)
0
1,436
(5,784)
(7,220)
1,968,986
382,201
329,103
(53,098)
CommitRemaining
ments
Budget
£
£
31,355
(64,091)
14,846
165,231
0
1,292
0
400
0
1,589,783
16,813
(235,439)
1,567
10,683
0
40,740
0
69,483
0
(9,591)
137
890
2,198
3,586
66,916
1,572,967
Development Management
Cost
Centre
Code
R100
R101
R102
R103
R121
R150
R402
Cost Centre Name
Development Management
Planning Policy
Conservation & Design
Landscape
Building Control & Access
Planning Man & Comm Support
Local Land Charges
Total Development Management
YTD
YTD
YTD
Full Year
Budget
Actuals Variance
Budget
£
£
£
£
577,086
191,386
255,659
64,273
(361,290) (152,911) (157,215)
(4,304)
154,054
47,972
45,789
(2,183)
153,889
50,636
52,104
1,468
96,866
30,384
33,481
3,097
0
(3,700)
476
4,176
100,950
16,100
23,479
7,379
721,555
179,867
253,773
73,906
CommitRemaining
ments
Budget
£
£
2,492
318,935
49
(204,124)
0
108,265
0
101,785
0
63,385
1,226
(1,702)
0
77,471
3,767
464,015
Environmental Health
Cost
Centre
Code
R111A
R114
R115
R117
R117B
R118
R119A
R120
R151
R316
R317
R420
Cost Centre Name
Commercial Services
Rural Sewerage Schemes
Travellers
Licensing
Street Naming
Pest Control
Environmental Protection
Dog Control
Env Health - Service Mgmt
Waste Collection and Disposal
Cleansing
Civil Contingencies
Total Environmental Health
YTD
YTD
YTD
Full Year
Budget
Actuals Variance
Budget
£
£
£
£
548,659
189,432
189,721
289
346,505
173,253
173,253
0
97,800
44,930
41,925
(3,005)
76,046
47,450
49,711
2,261
37,906
10,312
5,531
(4,781)
17,143
5,728
15,996
10,268
641,521
198,543
195,734
(2,809)
67,472
22,496
35,493
12,997
0
(1,704) (12,907) (11,203)
1,584,138 (440,166) (426,724)
13,442
755,135
166,358
148,012 (18,346)
160,869
54,912
51,041
(3,871)
4,333,194
46
471,544
466,786
(4,758)
CommitRemaining
ments
Budget
£
£
6,308
352,630
0
173,252
4,561
51,314
8,412
17,923
50
32,325
2,550
(1,403)
28,143
417,644
14,144
17,835
7,265
5,642
2,398,060
(387,198)
523,971
83,152
415
109,413
2,993,879
872,529
Appendix B
Finance
Cost
Centre
Code
R210
R211
R213
R214
R219
R251
R263
R263C
R450
R450A
Cost Centre Name
Local Taxation
Benefits
Treasury Management
Discretionary Rate Relief
Non Distributed Costs
Benefits & Revenues Mgmt
Corporate Finance
Internal Audit
Central Costs
Corporate & Democratic Core
Total Finance
YTD
YTD
YTD
Full Year
Budget
Budget
Actuals Variance
£
£
£
£
534,610
205,466
116,771 (88,695)
925,951
527,370
526,888
(482)
50,430
16,812
16,812
0
68,018
0
0
0
0
64,212
66,711
2,499
0
1,628
2,160
532
6,559
(5,029) (14,674)
(9,645)
0 (35,324) (41,472)
(6,148)
0 (19,180) (18,846)
334
1,158,036
345,078
235,767 (109,311)
2,743,604 1,101,033
890,117 (210,916)
CommitRemaining
ments
Budget
£
£
1,097
416,742
1,764
397,299
0
33,618
0
68,018
0
(66,711)
0
(2,160)
1,078
20,155
0
41,472
0
18,846
0
922,269
3,939
1,849,548
Organisational Development
Cost
Centre
Code
R112A
R260
R263B
R263D
R400
Cost Centre Name
Health
Human Resources & Payroll Supp Svs
Insurance & Risk Management
Policy & Performance Mgt
Registration Services
Total Organisational Development
YTD
YTD
YTD
Full Year
Budget
Actuals Variance
Budget
£
£
£
£
8,410
2,804
(8,627) (11,431)
0
4 (24,887) (24,891)
0 (75,977) (76,259)
(282)
0
(4,398) (16,344) (11,946)
275,099
76,624
156,087
79,463
283,509
(943)
29,970
30,913
CommitRemaining
ments
Budget
£
£
680
16,357
170
24,717
0
76,259
0
16,344
150
118,862
1,000
252,539
Corporate
Cost
Centre
Code
R450B
R460A
R481
Cost Centre Name
Members Services
Corporate Leadership Team
Legal Services
Total Corporate
YTD
YTD
YTD
Full Year
Budget
Actuals Variance
Budget
£
£
£
£
532,068
173,738
167,194
(6,544)
0
12
6,761
6,749
0
4
4,465
4,461
532,068
47
173,754
178,420
4,666
CommitRemaining
ments
Budget
£
£
1,077
363,797
25
(6,786)
10,195
(14,660)
11,297
342,351
Appendix C
2012/13 Savings - Budget Monitoring Position (Period 4)
Savings
Form Ref
I2 Total
Service
Service Area
Legal Services
Corporate
Brief Outline of Saving/Additional Income (where
applicable)
Externally generated income from legal services.
I3 Total
Members Costs
Corporate
Reduction in members allowances
I4 Total
Legal Services
Corporate
R27 Total
Corporate
Management
Corporate
C14 Total
Housing Services
Corporate Total
Customer Services
C15 Total
Homelessness
Customer Services
C16 Total
Homelessness
Customer Services
I6 Total
ICT
Customer Services
Deletion of vacant Development Officer post
Premises costs relating to Lockerbie flats no longer used
for Homelessness.
Net increase in recoverable costs from Homelessness
B&B accommodation.
Efficiency savings due to virtualisation.
I8 Total
Telephony
Customer Services
Efficiency savings on telephones budgets.
I9 Total
GIS
Customer Services
I11 Total
ICT Applications
R18 Total
Community
Transport
2012/13 Savings
2012/13 Update
Variance
(40,000)
(40,000)
0
(17,000)
(17,000)
0
Disbursement reduction for Counsel's advice
(4,000)
(4,000)
0
Savings on professional fees, external printing and licence
fees.
(6,560)
(6,560)
0
(67,560)
(34,980)
(67,560)
(34,980)
0
0
(24,000)
(24,000)
0
(7,380)
(7,380)
0
(26,000)
(26,000)
0
(6,000)
(6,000)
0
Savings in GIS licences as it is a more mature product.
(10,000)
(10,000)
0
Customer Services
Service efficiencies including software licence fees.
(33,661)
(33,661)
0
Customer Services
Removal of budget following restructure of service
(23,955)
(23,955)
0
(165,976)
(165,976)
0
Customer Services Total
R19 Total
Performance
Management
Organisational Development
Removal of fees budget (£3,000). If further savings need
to be found they would have to come from the compulsory
reduction of staff time.
(3,000)
(3,000)
0
R20 Total
Organisational
Development
Organisational Development
Removal of residual budgets following restructuring
exercise
(3,364)
(3,364)
0
R23 Total
Personnel and
Payroll
Organisational Development
Savings on Professional fees previously used for advice
on learning and development and pay and grading issues.
(13,796)
(13,796)
0
Organisational Development Total
(20,160)
(20,160)
0
Financial Services
Review of recoverable benefit subsidy.
(15,000)
(15,000)
0
Financial Services
Increased Court Costs
(40,000)
(40,000)
0
(4,000)
(4,000)
0
(3,260)
(3,260)
0
(4,400)
(4,400)
0
R15 Total
R16 Total
R25 Total
R26 Total
R28 Total
Revenues and
Benefits
Revenues and
Benefits
Treasury
Management
Central Costs
Democratic Rep &
Man
Financial Services
Savings in relation to the council's banking contract and
treasury management contract
Savings on professional fees.
Financial Services
Reduction in subscriptions budget.
Financial Services
48
M:\Accountancy\Shared Information\Budget Monitoring\2012-13\P4\Cabinet Report\Apx C Savings Summary 12-13 Agreed - NT Changes Apx C - Appendix to Report
Appendix C
2012/13 Savings - Budget Monitoring Position (Period 4)
Savings
Form Ref
Service
Service Area
R29 Total
Accountancy
Financial Services
R30 Total
Internal Audit
Financial Services
R31 Total
Sundry Debtors
Financial Services
Brief Outline of Saving/Additional Income (where
2012/13 Update
Variance
2012/13 Savings
applicable)
Accountancy savings relating to subscriptions,
(19,375)
(19,375)
professional fees, training and staffing budgets.
Proposed reduction in management days in relation to the
(5,500)
(5,500)
Internal Audit contract
(750)
(750)
Proposed reduction in training budget
R32 Total
Creditors
Financial Services
Proposed reduction in professional fees budget
Financial Services Total
0
0
0
(1,000)
(1,000)
0
(93,285)
(93,285)
0
E10 Total
Arts
Assets, Coastal Defence &
Leisure
Reduction in grant to Sheringham Little Theatre
(5,720)
(5,720)
0
E11 Total
Wensum Valley
trust
Assets, Coastal Defence &
Leisure
Withdrawal of funding for Wensum Valley Trust
(7,397)
(7,397)
0
E12 Total
Museums
Assets, Coastal Defence &
Leisure
Reduce contribution to Cromer Museum Service
(5,550)
(5,550)
0
E13 Total
Arts
Assets, Coastal Defence &
Leisure
Incorporate current Arts Guide produce in house into the
current tourism guide.
(2,000)
(2,000)
0
R1 Total
Car Parks
Assets, Coastal Defence &
Leisure
Possible options to Increase car park charges
(100,000)
(100,000)
0
R3 Total
Markets
(23,698)
(23,698)
0
(15,655)
(15,655)
0
(5,108)
(5,108)
0
(3,900)
(3,900)
0
(8,250)
(8,250)
0
(12,500)
(12,500)
0
(10,000)
(10,000)
0
(10,000)
(10,000)
0
(22,000)
(22,000)
0
(231,778)
(231,778)
0
R4 Total
R5 Total
R6 Total
R7 Total
R8 Total
R9 Total
R10 Total
R13 Total
Assets, Coastal Defence &
To bring the management of Markets back in-house.
Leisure
Assets, Coastal Defence &
Cessation of rental share agreement following EEDAs
Industrial Estates
Leisure
dissolution.
Assets, Coastal Defence &
Rental Properties
10% increased rental income from Parklands site.
Leisure
Assets, Coastal Defence &
Increased service charge to North Walsham Town Council
Admin buildings
Leisure
for North Walsham Offices.
Admin buildings & Assets, Coastal Defence &
Letting of office space to other public organisations.
Depots
Leisure
Assets, Coastal Defence &
Windmill Restaurant
Reduction in subsidy to the staff canteen.
Leisure
Assets, Coastal Defence &
Reorganisation of arrangements for facilities
Property Services
Leisure
management.
Beach Huts and
Assets, Coastal Defence &
Increased charges for beach huts and chalets.
Chalets
Leisure
Assets, Coastal Defence &
Coast Protection
Termination of Coastal Monitoring budget.
Leisure
Assets, Coastal Defence & Leisure Total
49
M:\Accountancy\Shared Information\Budget Monitoring\2012-13\P4\Cabinet Report\Apx C Savings Summary 12-13 Agreed - NT Changes Apx C - Appendix to Report
Appendix C
2012/13 Savings - Budget Monitoring Position (Period 4)
Savings
Form Ref
Service
Service Area
C17 (b)
Total
Economic
Development &
Tourism
Community & Economic
Development
Brief Outline of Saving/Additional Income (where
applicable)
Reduction in grant support to the North Norfolk Business
Forum.
Community & Economic Development Total
2012/13 Savings
2012/13 Update
Variance
(5,000)
(5,000)
0
(5,000)
(5,000)
0
E1 Total
Environmental
Sustainability &
Green Build
Environmental Health
1. Reduction in Sustainability Coordinator post to 30 hours
per week. (0.81 FTE). 2. Increased Exhibitor fees and
charging for compost
(18,000)
(18,000)
0
E2 Total
Taxi Licensing
Environmental Health
1. Reduced Costs for taxi testing. 2. identify areas to
increase taxi licensing fees to reflect full cost recovery
(20,000)
(20,000)
0
E3 Total
Environmental
Health
Environmental Health
Removal of Student bursary payment
(7,000)
(7,000)
0
E4 Total
EH Commercial
Team
Environmental Health
External Food Hygiene courses now delivered in-house.
Increased income from courses
(13,000)
(13,000)
0
E5 Total
EH Environmental
Protection
Environmental Health
Removal of annual subscriptions to Keep Britain Tidy.
(7,250)
(7,250)
0
E6 Total
EH Environmental
Protection
Environmental Health
Reduction in staffing levels following a restructure of
Environmrntal Health
(32,134)
(23,087)
9,047
E7 Total
Civil Contingencies
Environmental Health
Team
Reduction in Civil Contingencies budget. Primarily the cost
of providing subsidised sandbags to individuals.
(8,000)
(8,000)
0
E8 Total
Drainage Grants
Environmental Health
Removal of small scale drainage grants offered to
individuals.
(9,865)
(9,865)
0
Environmental Health
Reduce contribution to Norfolk Waste Partnership
(5,000)
(5,000)
0
Environmental Health
Increased charges for Garden bins
(31,200)
(31,200)
0
E17 Total
E18 Total
E19 Total
E20 Total
E21 Total
E23 Total
Waste Disposal &
Recycling
Waste Disposal &
Recycling
Waste Disposal &
Recycling
Waste Disposal &
Recycling
Waste Disposal &
Recycling
Commercial Team
Environmental Health
Environmental Health
Environmental Health
Environmental Health
Reduction in Budget for the purchase and maintenance of
litter bins.
Increased profit share from Norfolk Environmental Waste
Services (NEWS).
Removal of budget provision for storage of wheeled bins
now part of Kier Contract.
(9,000)
(9,000)
0
(12,000)
(12,000)
0
(12,772)
(12,772)
0
Reduction in commercial team establishment.
(16,616)
(16,616)
0
(201,837)
(192,790)
9,047
Environmental Health Total
50
M:\Accountancy\Shared Information\Budget Monitoring\2012-13\P4\Cabinet Report\Apx C Savings Summary 12-13 Agreed - NT Changes Apx C - Appendix to Report
Appendix C
2012/13 Savings - Budget Monitoring Position (Period 4)
Savings
Form Ref
Service
Service Area
C1 Total
Building Control
(Non Fee Earning)
Development Management
Reduction in qualification training and associated mileage
budgets.
Development Management
Delete budget for the preparation of the Councils
Biodiversity Strategy and Programme of Exemplar
Projects.
Development Management
Reduction in Conservation Area Enhancement budgets
and printing & equipment budgets
Development Management
The introduction of fee charging for pre application advice.
C2 Total
C3 Total
C5 Total
Conservation
Design and
landscape
Conservation
Design and
landscape
Development
Management
Brief Outline of Saving/Additional Income (where
applicable)
2012/13 Savings
2012/13 Update
Variance
(6,000)
(6,000)
0
(10,500)
(10,500)
0
(4,000)
(4,000)
0
(10,000)
(5,000)
5,000
C6 Total
Development
Management
Development Management
The introduction of fee charging for Certificate of
Proposed Lawful Development.
(5,000)
(1,500)
3,500
C7 Total
Development
Management
Development Management
Reduction in qualification training budget.
(3,000)
(3,000)
0
C9 Total
Various
Development Management
1. increase land charge fees by 10%. 2. Introduce charges
for Street Naming and Numbering for new developments
(20,000)
(18,000)
2,000
C10 Total
Planning Policy
Development Management
Reduction in qualification training and transport budgets.
(6,600)
(6,600)
0
C11 Total
Planning Policy
Development Management
Planning
Development Management
Management &
Community Support
Planning
Development Management
Management &
Community Support
Reduction in external grants.
(9,500)
(5,500)
4,000
Employee savings to be identified as part of a proposed
restructuring of planning support services.
(26,400)
(15,000)
11,400
Reductions in officer travel and supplies and service
budgets - effeciency savings
(10,500)
(10,500)
0
(111,500)
(85,600)
25,900
(897,096)
(862,149)
34,947
C12 Total
C13 Total
Development Management Total
Total Savings Identified
51
M:\Accountancy\Shared Information\Budget Monitoring\2012-13\P4\Cabinet Report\Apx C Savings Summary 12-13 Agreed - NT Changes Apx C - Appendix to Report
GENERAL FUND CAPITAL PROGRAMME
Scheme
Scheme Total
Current Estimate
Pre 31/3/12
Actual
Expenditure
£
2012/13
Updated
Budget
Actual
Expenditure
as at Period 4
(July)
Variance to
12/13
Updated
Estimate
Comments
Updated
Updated
Budget 13/14 Budget 14/15
£
Jobs and the Local Economy
Fakenham Industrial Estate
Financed by;
NNDC (Capital Receipts)
140,000
50,000
Financed by;
NNDC (Capital Receipts)
50,000
Public Conveniences Improvements - Phase
1and 2, and Mundesley Prom PC Upgrade
Financed by;
NNDC (Capital Receipts)
Cromer Red Lion Toilet Refurbishment
Financed by;
NNDC (Capital Receipts)
RCCO
Car Park Ticket Machines
Financed by;
NNDC (Capital Receipts)
6,736
0
(6,736)
0
0
10,295
39,705
0
(39,705)
The project is currently on hold following
withdrawal of external funding.
0
0
277,068
147,932
112,681
(35,251)
Works were completed in July 2012.
0
0
389,246
22,514
15,419
(7,095)
0
0
87,674
7,241
16,567
9,326
The works are complete, and it is
requested that the overspend be
funded from underspends on the Public
Conveniences budget.
0
0
234,946
3,054
0
(3,054)
The scheme is currently on hold
pending a review of service
requirements.
0
0
39,672
11,328
97
(11,231)
At the current time no further asbestos
removal works have been identified.
0
0
1,469
38,531
130
(38,401)
The scheme is currently under review
with works being identified and agreed
through the Asset Management Board.
0
0
45,029
26,723
0
(26,723)
This scheme is currently on hold
pending the outcome of a larger grant
funding submission.
0
0
140,000
North Norfolk Enterprise Innovation Centre
Fakenham Factory Extension
Financed by;
NNDC (Capital Receipts)
133,264
425,000
425,000
411,760
The projects identified under this
scheme are now complete, and the
underspend is to be requested for
virement to cover the overspend on the
Red Lion Refurbishment.
411,760
94,915
83,000
11,915
238,000
238,000
Asbestos Works
Financed by;
NNDC (Capital Receipts)
51,000
Rocket House
Financed by;
NNDC (Capital Receipts)
40,000
Wells Sackhouse Refurbishment
Financed by;
Other Contributions
NNDC (Capital Receipts)
71,752
51,000
40,000
27,752
44,000
52
GENERAL FUND CAPITAL PROGRAMME
Scheme
Scheme Total
Current Estimate
Pre 31/3/12
Actual
Expenditure
£
Maltings Wells
Financed by;
NNDC (Capital Receipts)
100,000
Carbon Reduction Scheme
Financed by;
NNDC (Cap Receipts - Carbon Reduction
Fund)
108,318
Car Park Resurfacing and Refurbishment
Financed by;
NNCD (Capital Receipts)
Variance to
12/13
Updated
Estimate
Comments
Updated
Updated
Budget 13/14 Budget 14/15
0
100,000
0
(100,000)
This scheme is currently on hold
pending the outcome of a larger grant
funding submission.
0
0
111,395
6,456
(1,975)
(8,431)
The first phase of this scheme is now
complete. It is requested that the
balance of budget remaining is
amalgamated with the new capital
0
0
58,917
49,401
0
(49,401)
Proposals for further projects under this
scheme will be taken to the next
Environmental Sustainability Board
meeting at the end of August.
0
0
20,989
106,011
80,411
(25,600)
0
0
0
45,000
419
(44,581)
This scheme has gone out to tender
with documentation due back at the end
of August 2012.
0
0
0
186,000
0
(186,000)
This scheme is currently at the
Expressions of Interest stage. A
request has been made to amalgamate
the underspend on Car Park
0
0
1,409,964
796,632
223,748
(572,884)
0
0
860,809
8,718
(852,091)
555,000
0
555,000
0
700,000
0
443,000
257,000
0
0
100,000
117,851
Sheringham Little Theatre
Financed by:
NNDC (Capital Receipts)
Actual
Expenditure
as at Period 4
(July)
£
Car Park Environmental Improvements
Financed by;
NNDC (Capital Receipts)
Sheringham East Prom Public
Conveniences
Financed by:
NNDC (Capital Receipts)
2012/13
Updated
Budget
117,851
108,318
127,000
The works have now been completed,
and final invoice is to be processed.
127,000
45,000
45,000
186,000
186,000
2,206,596
Housing and Infrastructure
Housing Renovation Grants
Private Sector Renewal Grants
Financed by;
NNDC (Capital Receipts)
Disabled Facilities Grants
Financed by;
Specified Capital Grant
NNDC (Capital Receipts)
Annual programme
Schemes are progressing.
860,809
1,222,578
443,000
779,578
53
204,003
(1,018,575)
Schemes are progressing.
GENERAL FUND CAPITAL PROGRAMME
Scheme
Scheme Total
Current Estimate
Pre 31/3/12
Actual
Expenditure
£
Housing Associations
Financed by;
NNDC (Capital Receipts)
NNDC (Capital Projects Reserve)
Affordable Housing Contributions
Strategic Housing & Choice Based Lettings
System
Financed by;
NNDC (Capital receipts)
Capital Projects Reserve
Empty Homes
Financed by;
NNDC (Capital receipts)
2012/13
Updated
Budget
Actual
Expenditure
as at Period 4
(July)
Variance to
12/13
Updated
Estimate
Comments
Updated
Updated
Budget 13/14 Budget 14/15
£
3,100,178
Annual programme
112,200
(2,987,978)
2,128,568
920,614
50,996
120,650
100,650
0
(20,000)
16,000
4,000
113,950
6,700
200,000
20,000
0
200,000
0
(200,000)
200,000
200,000
400,000
0
0
400,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
320,650
100,650
5,403,565
324,921
(5,078,644)
1,655,000
0
1,409,000
1,062,593
346,407
0
(346,407)
0
0
36,897
3,126
0
(3,126)
Stage 4 of the scheme will go out to
tender shortly.
0
0
81,395
1,337,236
60,614
(1,276,622)
Works are progressing.
0
0
10,609
67,391
665
(66,726)
Works are due to commence at the end
of September 2012.
0
0
Coast, Countryside and Built Heritage
Gypsy and Traveller Short Stay Stopping
Facilities
Financed by:
Grant
Sheringham Beach Handrails
Financed by;
NNDC (Capital Projects Reserve)
NNDC (Capital Receipts)
Cromer Pier Structural Works - Phase 2
Financed by;
NNDC (Capital Receipts)
Sheringham Promenade Lighting
Financed by;
NNDC (Capital Receipts)
Other Contributions
1,409,000
40,023
5,023
35,000
1,418,631
1,418,631
78,000
45,000
33,000
54
GENERAL FUND CAPITAL PROGRAMME
Scheme
Scheme Total
Current Estimate
Pre 31/3/12
Actual
Expenditure
£
Cromer Pier and West Prom Refurbishment
Project
Financed by:
NNDC (Capital Receipts)
Refurbishment Works to the Seaside
Shelters
Financed by:
NNDC (Capital Receipts)
Cromer Coast Protection Scheme 982 and
SEA
Financed by:
Environment Agency Grant
SMP Preparation of Common Version for
Approval and Other Additional Studies
Financed by:
Environment Agency Grant
Pathfinder Project
Financed by:
DEFRA Grant
Cromer to Winterton Scheme
Financed by:
Environment Agency Grant
2012/13
Updated
Budget
Actual
Expenditure
as at Period 4
(July)
Variance to
12/13
Updated
Estimate
Comments
Updated
Updated
Budget 13/14 Budget 14/15
£
200,000
76
99,924
0
(99,924)
0
155,000
1,901
(153,099)
188,717
4,768,283
2,904
(4,765,379)
128,230
2,770
1,656
(1,114)
1,508,839
458,176
133,521
(324,655)
0
110,000
1,148
(108,852)
15,908,669
3,017,356
7,348,313
202,410
(7,145,903)
276,057
245,257
30,800
560
(30,240)
0
197,000
717
(196,283)
Scheme is ongoing.
100,000
0
0
0
5,000,000
443,000
0
0
Pathfinder projects under this scheme
are progressing.
0
0
Approval has now been received for
this scheme and works have gone out
to tender.
0
0
5,100,000
443,000
The works are due to commence in mid
September, and should be completed
by the end of the month.
0
0
This scheme is on hold awaiting the
outcome of public consultation.
0
0
200,000
155,000
155,000
10,400,000
The scheme has commenced with
works on a number of shelters being
completed. Invoices for these works are
currently awaited.
The scheme is ongoing.
10,400,000
131,000
Major works have been completed and
the scheme is currently being finalised.
131,000
1,967,015
1,967,015
110,000
110,000
Localism
Playground Improvements - Various
Financed by:
Contributions
Grant
NNDC (Capital Receipts)
North Lodge Park
Financed by;
NNCD (Capital Receipts)
51,679
222,561
1,817
197,000
197,000
55
GENERAL FUND CAPITAL PROGRAMME
Scheme
Scheme Total
Current Estimate
Pre 31/3/12
Actual
Expenditure
£
2012/13
Updated
Budget
Actual
Expenditure
as at Period 4
(July)
Variance to
12/13
Updated
Estimate
Comments
Updated
Updated
Budget 13/14 Budget 14/15
£
0
20,000
0
(20,000)
Approval for the capital contribution was
given at the Cabinet meeting on 16th
July 2012.
0
0
0
200,000
110,858
(89,142)
Expenditure to date reflects approvals
for grant for capital schemes identified
in round 1 of the Big Society Fund in
May - July 2012
0
0
17,045
52,955
31,067
(21,888)
The scheme is ongoing.
0
0
41,804
26,196
21,252
(4,944)
The scheme is ongoing.
0
0
5,889
24,111
0
(24,111)
The scheme is ongoing.
0
0
861,057
309,995
551,062
164,454
(386,608)
0
0
99,600
73,775
25,825
0
(25,825)
No further orders have been placed
under the capital scheme at the current
time.
0
0
79,690
193,010
0
(193,010)
No further orders have been placed
under the capital scheme at the current
time.
0
0
280,802
141,986
0
(141,986)
The project board has been established
for the Reception Improvement Works
0
0
Sheringham Skate Park
Financed by:
NNDC (Capital Receipts)
20,000
Big Society Fund
Financed by:
RCCO( Big Society Fund)
200,000
20,000
200,000
North Walsham Regeneration Schemes
Financed by:
NNDC (Capital Receipts)
70,000
North Walsham Public Conveniences
Financed by:
NNDC (Capital Receipts)
68,000
North Walsham Car Park Environmental Impr
Financed by:
NNDC (Capital Receipts)
30,000
70,000
68,000
30,000
Delivering the Vision
Street Signs Improvement Programme
Financed by;
NNDC (Capital Receipts)
Grant
Trade Waste Bins/ Waste Vehicle
Financed by:
NNDC (Capital Receipts)
LPSA Grant
BPR EDM Project
Financed by;
Planning Delivery Grant/Housing and Planning
Delivery Grant
Capital Projects Reserve
NNDC (Capital Receipts)
95,500
4,100
272,700
194,784
77,916
422,788
16,682
5,967
400,139
56
GENERAL FUND CAPITAL PROGRAMME
Scheme
Scheme Total
Current Estimate
Pre 31/3/12
Actual
Expenditure
£
Personal Computer Replacement Fund
Financed by;
NNDC (Capital Receipts)
NNDC (RCCO)
Waste Management & Environmental Health
IT System
Financed by;
NNDC (Capital Receipts)
WPEG Grant
DEFRA Grant
123,302
232,427
Comments
Updated
Updated
Budget 13/14 Budget 14/15
97,995
25,307
0
(25,307)
215,933
16,494
0
(16,494)
52,173
22,827
3,145
(19,682)
24,075
9,935
0
(9,935)
37,679
268,477
2,415
(266,062)
0
33,000
0
(33,000)
474
274,526
1,943
(272,583)
18,782
6,218
0
(6,218)
Scheme is ongoing.
0
0
0
0
The Asset Management System is now
live and final invoices are awaited.
0
0
Scheme is ongoing.
0
0
The scheme is progressing with
expenditure being incurred on the joint
scheme by Kings Lynn and West
Norfolk Borough Council, to be invoiced
at a later date.
0
0
0
0
The emergency lighting and fire alarm
elements of this project will go out to
tender by the end of August.
0
0
The scheme is currently on hold.
0
0
Scheme is ongoing.
131,514
83,486
17,427
Probass 3
Financed by:
Planning Delivery Grant/Housing and Planning
Delivery Grant
NNDC (Capital Receipts)
34,010
Procurement for Upgrade of Civica System
Financed by:
NNDC (Capital Receipts)
Other Grants (RIEP)
DWP Performance Standards Fund
306,156
Fakenham Connect
Financed by;
NNDC (Capital Receipts)
Variance to
12/13
Updated
Estimate
100,033
23,269
75,000
Administrative Buildings
Financed by;
NNDC (Capital Receipts)
Actual
Expenditure
as at Period 4
(July)
£
Asset Management Computer System
Financed by;
NNDC (Capital Projects Reserve)
NNDC (Asset Management Reserve)
e-Financials Financial Management System
Software Upgrade
Financed by:
NNDC (Capital Receipts)
2012/13
Updated
Budget
60,000
15,000
5,600
28,410
210,947
53,800
41,409
33,000
33,000
275,000
275,000
25,000
25,000
57
The project initiation meeting has been
held, with an installation of the software
upgrade anticipated in November. The
scheme is expected to be complete by
the end of February 2013.
GENERAL FUND CAPITAL PROGRAMME
Scheme
Scheme Total
Current Estimate
Pre 31/3/12
Actual
Expenditure
£
Fakenham Community Centre
Financed by:
NNDC (Capital Receipts)
2012/13
Updated
Budget
Actual
Expenditure
as at Period 4
(July)
Variance to
12/13
Updated
Estimate
Comments
Updated
Updated
Budget 13/14 Budget 14/15
£
36,280
8,720
0
(8,720)
0
0
1,943,983
917,658
1,026,325
7,504
(1,018,821)
0
0
21,240,955
5,755,623
15,125,897
923,037
(14,202,860)
6,755,000
443,000
4,881,053
458,176
443,000
474,863
50,996
63,800
15,000
200,000
932,441
7,606,568
5,000,000
0
443,000
0
0
0
0
0
1,212,000
100,000
443,000
0
0
0
0
0
0
0
0
0
15,125,897
6,755,000
443,000
45,000
45,000
Capital Programme Financing
Environment Agency Grant
DEFRA Grant
Disabled Facilities Grants
Other Grants
Affordable Housing Contributions
Other Contributions
Asset Management Reserve
Revenue Contribution to Capital (RCCO)
Capital Project Reserve
Capital Receipts
TOTAL FINANCING
58
Agenda Item No_______12_____
ENTERPRISE NORFOLK
Summary:
This report seeks the support of Cabinet to a business
start-up support programme called Enterprise Norfolk
which responds to one of the objectives of the
Corporate Plan 2012-2015 under the theme Jobs and
the Local Economy to increase the number of new
businesses by working with partners to develop and
deliver such a programme.
Conclusions:
The NCC grant and additional NNDC funding will
enhance the local delivery of a business start-up
support programme to help nurture new business startups in North Norfolk.
Recommendations:
That Cabinet accept the NCC grant of £35K per
annum over the period 2012/13 and 2013/14 (£70K
for two years) and authorise the release of £25K per
annum over the period 2012/13 and 2013/14 (£50K
for two years) from the ETDU budget as match
funding to that NCC grant to deliver a business
start-up support programme called Enterprise
Norfolk and to ultimately increase the number of
Business Start-Ups (NI 171 – New business
registrations) in the district. This programme seeks
to assist a minimum of 300 beneficiaries and create
50 business starts.
Cabinet Member(s)
Wards affected
All
All
Contact Officers:
telephone number
and email:
Robin Smith; Jose Sacao
01263 516236, 01263 516303
robin.smith@north-norfolk.gov.uk
jose.socao@north-norfolk.gov.uk
1.
Introduction
1.1
With East of England Development Agency (EEDA) and Business Link no
longer existing to deliver the government’s Solutions for Business programme
which aims to support entrepreneurs and companies to start and grow their
businesses, local authorities were left to fill in the gaps of providing support to
them under limited resources. In the last 18 months, NNDC’s Economic
Development Service has thus delivered a decent business start-up
programme comprised of enterprise awareness events and business start-up
59
surgeries in Cromer, Fakenham and North Walsham at a budget of around
£20K per year.
1.2
At the same time, the ED team has continued to work with North Norfolk
Business Forum (NNBF), EDOs of other district councils in Norfolk, business
support providers and other partners to look at more effective ways of
providing support to business start-ups and existing businesses. A Review of
Business Support Services was also commissioned by the ED team in
partnership with WLP and a report in 3 phases was prepared and completed
in May 2012.
1.3
Through those discussions with partners, Norfolk County Council’s Cabinet
has recognised the need for County-wide Enterprise Support by providing a
budget of £200,000 per year for 2 years initially – with the option to extend the
project, based on a review of the outcomes achieved.
1.4
It is proposed that £35,000 (per year for 2 years) is made available to North
Norfolk District Council in 2012/13 as a grant to provide and/or enhance a
business start-up service in one or more venues across the District area.
1.5
The County Council wishes to use this funding as the basis for a wider
programme of support that is aimed to develop in partnership as and when
additional resource becomes available, as part of what will be called
“Enterprise Norfolk”. (See Appendix 1 for more information)
2.
Enterprise Norfolk’s delivery in North Norfolk
2.1
Through the Enterprise Norfolk programme, Norfolk County Council has
encouraged NNDC to support this grant with a proportion of match funding to
provide an enhanced local provision of business start-up support to
beneficiaries in the district as a result of the grant.
2.2
If NNDC’s Cabinet approve the match funding to support the project, the ED
team will be able to provide a wider range of bespoke support than they have
previously been able to offer and to further enhance the training that business
start-ups will have received as part of Enterprise Norfolk.
2.3
This enhanced local delivery of Enterprise Norfolk will include the following
activities which will be part of our Service Plan 2012-2013 under SG 1 –
Business Support and in accord with the priorities set by the Council for 20122013 under the corporate theme of Jobs and the Local Economy.
2.4
Raising Aspirations – holding of enterprise awareness events and presence in
trade exhibitions, fairs, festivals and carnivals in different areas of the district
promoting entrepreneurship.
2.5
Entrepreneurial Readiness – group sessions on enterprise training and
business planning.
2.6
Planning to Succeed – one to one advice and guidance which involves
enterprise coaching or mentoring.
60
2.7
This support programme will increase the chance of the business start-up
surviving and growing into a successful business at a time when they are
most vulnerable and require assistance to get off the ground.
2.8
Procurement of deliverer(s) of programme activities in the district will be the
responsibility of NNDC. This will ensure all of the resource dedicated to the
area is retained in it. The deliverer can be an individual (employee or selfemployed), or a small business, or a larger organisation. The terms of
reference for the activities will be prepared and detailed prior to tendering the
contract(s).
3.
Outcome targets
3.1
300 individuals getting one to one sessions designed to provide bespoke
advice and support
3.2
200 individuals who have viable business ideas attending workshops for
entrepreneurial readiness
3.3
50 new business starts
4.
Options
Option 1 – To accept the £35K per annum for two years NCC grant and to
authorise the release of £25K per annum for two years from the Economic
Development Service budget to enable a high level of enhanced local support
for business start-ups.
Option 2 – To accept the £35K per annum for two years NCC grant and to
authorise the release of a lesser amount of additional funding which will
enable a lower level of enhanced support for business start-ups.
Option 3 – To accept the £35K per annum for two years NCC grant and to not
authorise any additional funding and offer no additional support for business
start-ups after the initial training.
Option 4 – Not to accept the £35K per annum for two years NCC grant.
5.
Financial Implications and Risks
The grant of £35,000 per year for two years from Norfolk County Council will
have conditions attached such as procurement responsibility and project
management and administration. The NNDC match funding of £25,000 per
year for two years will come from the Economic Development Service budget.
6.
Sustainability
There are no sustainability issues raised by this report.
7.
Equality and Diversity
There are no equality and diversity issues raised by this report.
61
8.
Section 17 Crime and Disorder considerations
There are no anticipated impacts on Crime and Disorder arising from this
report.
9.
Conclusion
The NCC grant of £35K per annum for two years and additional NNDC
funding of £25K per annum for two years will enhance the local delivery of a
business start-up support programme to help nurture new business start-ups
in North Norfolk. This is in line with one of the objectives of the Corporate
Plan 2012-2015 under the theme Jobs and the Local Economy to increase
the number of new businesses by working with partners to develop and
deliver such programme.
10.
Recommendation
That Cabinet accept the NCC grant of £35,000 per annum over the period
2012/13 and 2013/14 (£70,000 for two years) and authorise the release of
£25,000 per annum over the period 2012/13 and 2013/14 (£50,000 for two
years) from the Economic Development Service budget as match funding to
that NCC grant to deliver a business start-up support programme called
Enterprise Norfolk and to ultimately increase the number of Business StartUps (NI 171 – New business registrations) in the district. This programme
seeks to assist a minimum of 300 beneficiaries and create 50 new business
starts.
62
Agenda Item No______13______
North Norfolk Housing Strategy 2012 – 2015 (Making Best Use of the Existing
Housing Stock)
Summary:
Conclusions:
The North Norfolk Housing Strategy 2012-2015 will
consist of 3 separate documents reflecting the key
areas of supporting the delivery of new housing and
infrastructure, making the most effective use of the
existing housing stock and supporting independence.
The first document on Housing and Infrastructure has
been completed and was adopted by the Council in July
2012. The second of these 3 documents considers how
to make the best use of the existing housing stock in
North Norfolk and contains a detailed action plan for the
period 2012/2015 setting out the Council’s objectives.
The North Norfolk Housing Strategy 2012-2015 is a
suite of 3 documents which address the following
specific areas:
•
Supporting the delivery of new homes and
infrastructure
• Making best use of the existing housing stock
• Supporting Vulnerable Residents to Live
Independently in the Community.
Each document sets the context for the area it relates to
and includes a dedicated action plan. The second
document of the North Norfolk Housing Strategy 20122015 is now completed and is presented to Cabinet
prior to adoption by the Council.
Recommendations:
Cabinet recommend the adoption of the North
Norfolk Housing Strategy (Making Best Use of the
Existing Housing Stock) document to Full Council.
Cabinet Member(s)
Ward(s) affected
Keith Johnson
All
Contact Officer, telephone number and email:
Karen Hill, 01263 516183, Karen.hill@north-norfolk.gov.uk
1.
Introduction
1.1
A Housing Strategy is a comprehensive document which sets out the
Council’s approach to both the existing supply of homes and the provision of
new homes. It aims to ensure that housing needs across the district in terms
of both market and affordable homes can be met and that residents in the
district can live independently in good quality, safe and secure homes for as
long as possible.
63
1.2
The Housing Strategy has previously been one document which has
endeavoured to meet all these requirements but has often concentrated too
much on one area at the expense of another and the delivery of market
housing has often not been included. To ensure that the Housing Strategy is
a fit for purpose document which sets out a clear vision for the district and
challenging but achievable actions to deliver the vision a new approach has
been adopted for the 2012-2015 Housing Strategy. The new approach
reflects the need to ensure that the Housing Strategy reflects the Council’s
corporate vision and objectives and supports the delivery of the Corporate
action plan.
1.3
The vision for the 2012-2015 Housing Strategy is 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 new
strategy will through its action plans aim to deliver the Council’s vision.
2.
The New Housing Strategy – the new approach
2.1
The approach taken to the development of the Housing Strategy for 2012-15
is to produce 3 separate documents, each document will concentrate on one
of the following areas:
• Supporting the delivery of new homes and infrastructure
• Making best use of the existing housing stock
• Supporting Vulnerable Residents to Live Independently in the
Community.
Each document will set the context for the area it relates to and will include a
detailed action plan.
2.2
The first document in the suite of 3 documents, the North Norfolk Housing
Strategy 2012-2015 Housing and Infrastructure was adopted by Full Council
on 25 July 2012. The second document addressing making best use of the
existing housing stock has now been prepared. This approach has allowed
each document to be separately considered and adopted by the Council as
the strategies are developed.
3.
North Norfolk Housing Strategy 2012-2015 Making Best Use of the
Existing Housing Stock
3.1
This document considers the context within which the existing housing stock
in the district can be used in the most appropriate way. It discusses issues of
dwelling condition and that the Council’s Renewal Policy will detail the
support and assistance available whilst the Enforcement Policy will set out
how and when the Council will take action to improve dwelling condition. It
identifies issues of occupation such as under-occupation and overcrowding
especially in the affordable housing stock and the range of approaches to
address these issues. The need to reduce the number of empty homes is
discussed as is the need to consider when a second home may in fact be an
empty home. The need to inspect, and licence or require improvements to
dwelling conditions in Houses in Multiple Occupation is identified. The
strategy also discusses that the review of the Allocation Scheme can be used
to maximise opportunities to house households in housing need who have
strong links to North Norfolk. Finally it considers how to address the needs
64
of disabled households who need adaptations to their home to live
independently. The document contains a detailed action plan which sets out
specific actions to be taken to ensure that the existing housing stock in North
Norfolk is used effectively.
4.
Implications and Risks
If the Council does not have a Housing Strategy it may not deliver against this
key corporate priority and may not deliver against the actions under the
Housing and Infrastructure priority in the Corporate Plan Action Plan 2012/13.
5.
Financial Implications and Risks
There are no specific financial implications related to the Housing Strategy.
There may be financial implications linked to individual actions but these will
be considered as the actions are taken forward.
6.
Sustainability
The actions currently undertaken or proposed to be undertaken in the Making
the Best Use of Stock document will ensure that the energy efficiency of
dwellings in the district can be improved through the provision of advice,
information and signposting. Ensuring that empty homes are brought back
into use reduces the demand for new homes.
7.
Equality and Diversity
There are no specific equality and diversity implications related to the
Housing Strategy. An Equality Impact Assessment will be undertaken as
appropriate on any policies developed as a result of the strategy.
8.
Section 17 Crime and Disorder considerations
There are no specific Section 17 Crime and Disorder considerations related
to the Housing Strategy. The Section 17 Crime and Disorder implications will
be considered as appropriate in the development of any policies arising from
the strategy.
9.
Conclusion
The approach taken to the development of the Housing Strategy for 2012-15
is to produce 3 separate documents, each document will concentrate on one
of the following areas:
• Supporting the delivery of new homes and infrastructure
• Making best use of the existing housing stock
• Supporting Vulnerable Residents to Live Independently in the
Community.
Each document will set the context for the area it relates to and will include a
detailed action plan.
10.
Recommendation
It is recommended that:
Cabinet recommend the adoption of the North Norfolk Housing Strategy
(Making Best Use of the Existing Housing Stock) document to Full Council.
65
North Norfolk Housing Strategy 2012-2015
(Making Best Use of the Existing Stock)
Foreword
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’.
The first part of the North Norfolk Housing Strategy 2012-15 (Housing and
Infrastructure) sets out the approaches to supporting new housing
development. New homes are however only a small part of the existing
housing stock in North Norfolk and this document therefore considers how we
can use the existing stock more efficiently and effectively.
Whilst this is a challenging agenda there are some clear opportunities as
outlined below to strengthen our approach and ensure the best use of the
existing stock is made:
• Consider how to use the flexibilities of the Localism Act to maximise
the number of households with a housing need who are housed
through the housing register which have strong connections to North
Norfolk.
• Determine discounts for empty homes and second homes and
premiums for empty homes.
• Using loans to support residents to undertake essential maintenance to
their homes
• Using enforcement where appropriate and necessary to ensure
standards in the housing stock and reduce the number of empty
homes.
The actions outlined in this document are ambitious but realistic. We have
brought together a range of possible interventions that will allow us to be more
proactive in making best use of the existing housing stock.
We will undertake a review of our processes, develop new partnerships and
seek to be flexible and innovative in our approach.
Introduction
Purpose of document
This document is the second in a suite of three that will be developed and
which together will outline the Council’s strategic approach to housing to meet
our ambition for North Norfolk.
This document focuses on delivery against the Council’s Housing and
Infrastructure priorities as outlined in the Corporate Plan, in particular the
priority to reduce the number of long term empty homes. The document will
be supported by a Housing Enforcement Policy, Housing Renewal Policy,
1
66
Empty Homes Policy and Allocations Scheme and includes the following
sections:
• Background
• Housing Conditions
• Ensuring the existing affordable housing stock is used appropriately
• Occupancy
• Meeting the housing needs of local people
• Meeting the housing needs of disabled people
• Action Plan
Background
The Council has a statutory duty to meet housing need and the effective use
of the existing housing stock is an important component in meeting need.
There are approximately 52,000 dwellings in the North Norfolk district of which
76% are owner-occupied, 12% privately rented and 12% affordable housing.
Less than 1% of dwellings are in public ownership.
Housing conditions
The Housing Act 2004 places a duty on housing authorities to take
appropriate (enforcement) action, from a prescribed range of notices and
orders in certain circumstances such as where a Category 1 hazard exists as
defined by the Housing Health and Safety System. In North Norfolk, most
Category 1 hazards relate to excess cold, dampness and mould, fire and risk
of fall on steps or stairs. The Council also has the power to take similar action
in respect of Category 2 hazards. The Council’s Enforcement Policy will
outline the Council’s approach to fulfilling the Council’s duties and also the
use of discretionary powers in respect of dwellings identified as having
Category 2 hazards.
There is no statutory scheme entitling owners of properties in disrepair to
financial assistance to remedy the disrepair. The Council has the power to
decide what, if any, assistance it will give to residents in the district to address
housing conditions. The details of any assistance to be provided will be set
out in the Housing Renewal Policy which will include proposals for grants,
loans or other forms of assistance.
Ensuring the existing affordable housing stock is used
appropriately
12% of the existing housing stock is owned by Registered Providers and
Housing Associations. The Council will work with these landlords to ensure
their stock is suitable to meet the needs of households in housing need. The
Council is undertaking a review of its Allocation Scheme to ensure the most
appropriate use of the affordable housing stock is made which will include a
review of the housing register.
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The Council will seek to maximise the funding provided by the Homes and
Communities Agency to Registered Providers to provide new affordable
housing and where proposals for such funding include the need to dispose of
existing affordable housing the Council will work with the Registered Providers
and the Homes and Communities Agency to achieve the best possible
outcomes for North Norfolk.
Occupancy
Overcrowding and under-occupancy
The District Wide Housing Needs Survey undertaken in 2006/07 identified that
less than 1% of households in the area were living in overcrowded housing
(where a household has less bedrooms in their home than their assessed
need). A significant number of households (43%) however are underoccupying their home (where the household has more than one spare
bedroom). The survey showed that owner occupiers, particularly those with no
mortgage, are more likely to be under-occupying their home whilst tenants in
affordable housing are least likely to be under-occupying their home although
tenants in privately rented accommodation are more likely to be overcrowded.
Most households are reluctant to downsize to alleviate under-occupation
particularly owner-occupiers. Under-occupation will not be a problem for most
occupiers but it can become a problem if the occupier cannot afford to
maintain and heat their property or if the property becomes inaccessible due
to disability or infirmity. The forthcoming Welfare Reforms will result in
working age households who under-occupy their affordable home having their
assistance with rental costs reduced and this may trigger a need to move.
The need for such moves will be considered through the review of the
Allocation scheme.
Overcrowding can result in a number of issues including poor health,
household tension (potentially resulting in domestic abuse/relationship
breakdown) and poor educational attainment. Overcrowded households,
where appropriate, will be given priority for housing through the North Norfolk
Your Choice Your Home scheme. There are a very small number of
properties in the affordable housing stock with four or more bedrooms in
which larger families can be housed. It is unlikely that the Council will support
the further development of such properties due to the Government’s Welfare
Reforms and the risk of not being able to secure a tenant who can sustain the
tenancy and therefore consideration will have to be given as to how such
households can be supported to manage within the most suitable
accommodation available.
Empty Homes
As at July 2012 there were 51,419 chargeable dwellings for Council Tax
purposes and of these 887 were identified as being long term empty (i.e. not
occupied and empty of furniture for at least 6 months). The Council has
developed a more proactive approach to bringing empty homes back into use,
the Draft Empty Homes Procedure at Appendix A sets out the actions the
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Council will take and the support which will be available to owners to bring
their properties back into use. The Council is in the process of formalising its
monitoring and reporting arrangements on empty homes through the
development of the Empty Homes Policy.
Second homes
As at July 2012 of the 51,419 chargeable dwellings for Council Tax purposes
4796 were identified as being second homes (i.e. not permanently occupied
but with furniture) and receiving a 10% discount. A significant number of
these properties will be used as second homes or holiday homes, however
some will not be occupied at all.
Houses in Multiple Occupation
Houses in Multiple Occupation (HMOs) are properties that are occupied by
persons who do not form a single household and where there is a degree of
sharing of facilities. National research has found that some of the very worst
standards of accommodation are found in HMOs and that certain HMOs
present significantly greater health and safety risks to tenants than
comparable single occupancy dwellings.
The Housing Act 2004 introduced mandatory licensing of HMOs to provide
greater protection for the health, safety and welfare of the occupants of
HMOs. Licensing seeks to provide proper enforcement of the Housing Health
and Safety Rating System in the highest risk HMOs and ensure the ‘fitness’ of
those managing HMO accommodation.
There are only a very small number of licensable HMOs in the North Norfolk
district, there are however, a significant number of non-licensable HMOs
which are equally of concern to the Council and an inspection programme has
therefore been developed based on the level of risk an individual property
poses to ensure that these properties are inspected at least every 5 years.
Meeting the housing needs of local people
The Council has a statutory duty to have an Allocation Scheme which
determines how affordable housing in its area will be allocated. The Council is
currently reviewing its Allocation Scheme to utilise the flexibilities offered
through the Localism Act 2011. The Council will be seeking to maximise
opportunities to house people in housing need with strong links to the North
Norfolk area through residence, family connections or employment.
The Council adopted its Tenancy Strategy in March 2012 which sets out its
approach to how the new flexibility for affordable housing providers to issue
fixed term tenancies should be used. Affordable housing providers must have
regard to the Council’s Tenancy Strategy when they develop their own
Tenancy Policies on how and when fixed term tenancies will be used and how
they will be reviewed.
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Meeting the housing needs of disabled people
The Council has a statutory requirement to provide Disabled Facilities Grants
to eligible applicants to enable them to adapt their home. This requirement
relates to applicants regardless of the tenure of their home although the
applicant has to have an intention to remain in their home for a period of 5
years. The need for adaptations is assessed by the social services authority
(Norfolk County Council). The Council provides a Disabled Facilities Grant
service providing grants of up to £30,000 to adapt properties to enable
households to be stay in their own homes.
The Council operates the Independent Living Scheme with Victory Housing
Trust, allowing Victory tenants to have access to adaptation works without
having to make a Disabled Facilities Grant application, the scheme also
provides equipment and assistance in moving to more suitable
accommodation.
The Council is also working with Norfolk County Council to develop an
Integrated Housing Adaptations Team based at the District Council with
officers from the District Council, County Council and Home Improvement
Agency working alongside each other using streamlined and customer
focused procedures.
Action Plan
The enclosed Action Plan is an improvement plan detailing specific actions
which will deliver an improved use of the existing housing stock.
5
70
Making Best Use of the Existing Housing Stock Action Plan
Actions
Review the Allocations
Scheme.
Review to include:
• Review of local
connections
• Review of and use of
Local Lettings
Agreement
• How to make best
use of existing
affordable housing
stock – including how
to respond to
overcrowding and
under-occupation to
address Welfare
Reform impacts
Outcome
New Allocations
Scheme
Timescale
Lead Officer
1 January
2013
Housing
Services
Manager
Number of
households with
a housing need
with strong
connections to
towns and
villages in North
Norfolk housed
through scheme
is maximised.
Best use of stock
is made and
address
imbalances in
stock and need
Housing Conditions
Develop a Housing
Renewal Policy which
sets out the range of
assistance available to
residents to improve
dwelling condition
Report to
Cabinet
5 November
2012
Housing
Services
Manager
Develop a Housing
Enforcement Policy
setting out the Council’s
approach to ensuring
housing standards in
the district
Report to
Cabinet
15 October
2012
Housing
Services
Manager
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Occupancy
Under-occupation
Work with the Benefits
Manager to review the
policy and procedures for
the allocation of the
Discretionary Housing
Payments budget
To enable
tenants affected
by Welfare
Reforms to
sustain their
tenancies until
suitable
alternative
accommodation
can be secured
thus preventing
homelessness
1 January
2013
Housing
Operations
Team Leader
To improve the
health and
wellbeing of
residents
1 January
2013
Housing
Operations
Team Leader
Report to
Cabinet
Autumn 2012
Housing
Services
Manager
Overcrowding
To encourage housing
associations/Children’s
Services to assist large
households to make the
best use of the property
they occupy or will be
moving to (to include
subdivision of bedrooms
to give privacy and
storage solutions to
maximise space)
Empty Homes
To consider how the
Council can use the new
flexibilities introduced
through the Local
Government Finance Bill
in applying discounts and
premiums to owners of
empty properties
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72
To develop an Empty
Homes Policy which sets
out the Council’s
approach to empty
homes and is supported
by the Empty Homes
Procedure
Report to
Cabinet
15 October
2012
Housing
Services
Manager
Meeting the housing needs of local people
Review the services
delivered by the
Housing Options Team
and the Economic
Development Team
and consider how
applicants in housing
need can be
supported to access a
wider range of housing
options and to have
aspirations to improve
their circumstances
through engagement
in economic activity
To maximise use
of the existing
stock
1 April 2013
Housing
Services
Manager,
Housing
Operations
Team Leader
and Economic
Development
Manager
1 October
2012
Housing
Services
Manager
1 October
2012
Housing
Operations
Team Leader
Reduce
worklessness
Increase
aspiration
Meeting the needs of disabled residents
To review the
operation of the
Independent Living
Service
To maximise use
of the existing
stock
To improve the
health and
wellbeing of
disabled residents
To continue to work
towards the
establishment of the
Integrated Housing
Adaptations Team in
North Norfolk
To maximise use
of the existing
stock
To improve the
health and
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wellbeing of
disabled residents
Monitoring and review
The delivery of the strategy (Making Best Use of the Existing Housing Stock)
and progress against the action plan will be monitored on a regular basis by
the Head of Economic and Community Development. The actions will be
reflected in the relevant Service Business Plans and appraisals of individual
officers and formally reviewed on an annual basis. In addition progress
against the actions which are also included in the Corporate Action Plan
2012/13 will be reported to Cabinet through the Performance and Risk
Management Board. Any issues affecting the delivery of the strategy will be
considered by the soon to be established Housing Working Party.
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Appendix A
Draft Empty Homes Procedure
This procedure sets out the actions the Council will take in order to bring
empty homes back into use.
The Council will consider on a monthly basis a list of homes which have been
empty (unfurnished and unoccupied) for a period of at least 6 months and will
consider on a monthly basis what action is required from the following
procedure:
•
•
•
•
•
•
•
Send an initial letter requesting details of the owner’s intentions for the
empty property.
Send a second chasing letter if no response is received from the initial
letter.
Send a third chasing letter if no response to the initial letters.
Suspend consideration of further action if response to first, second or
third letter shows owner is taking action to bring property back into use
in reasonable period. (Suspension of between 3 and 6 months based
on the condition of property, longer suspension period can be used on
case by case basis.)
Visit property to ascertain condition of property and impact of empty
home on neighbours and neighbourhood.
Send enforcement letter if no response from owner (or where timescale
for return to use is not reasonable) advising if owner does not respond
providing details of how property will be returned to use enforcement
action will be taken.
Take appropriate enforcement action (see Enforcement Policy).
Where properties are identified through contact with owner as being
incorrectly identified on the Council Tax system, the Council will liaise with the
owner to correct the information held.
Support to Owners
The Council will offer advice and support to owners to assist them in bringing
empty homes back into use. This support will include:
• Information pack on renting property, support to rent property
including through advertising through the Your Choice Your
Home scheme (fee applies).
• Advertising of property for sale through Empty Property
Matching Service
• Provision of financial assistance to bring properties back into
use as set out in the Empty Homes Policy.
Monitoring and Review
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The number of empty homes will be reported quarterly, along with the number
of empty homes at each stage of being brought back into use as set out in this
procedure.
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Agenda Item No____14________
PERFORMANCE MANAGEMENT – DELIVERY OF ANNUAL ACTION PLAN
2012/13 QUARTER 1
Summary:
Recommendations:
Cabinet Member(s)
This report covers the performance of the Council
against the priorities set out in the Annual Action Plan
2012/13.
a) That Cabinet note the current position with
the waste and cleansing contract as set out
in the briefing note shown at appendix 3.
b) That two additional planning assistants be
recruited on a temporary basis for a 12
month period pending the outcome of the
peer challenge, to be funded from a
combination of the HPDG earmarked reserve
and the additional revenue from the
proposed national fee increase from October
2012. That additional support for planning
enforcement is progressed with the Borough
Council Kings Lynn & West Norfolk.
Ward(s) affected
Cllr Keith Johnson
All
Contact Officer, telephone number and email:
Sheila Oxtoby, 01263 516000, sheila.oxtoby@north-norfolk.gov.uk
1.
Introduction
1.1
Annual Action Plan 2012/13.
In February 2012 Council approved the Annual Action Plan 2012/13. This first
Annual Action Plan, outlines how the priorities in the Corporate Plan will be
realised over the 12 months from 1 April 2012 to 31 March 2013.
1.2
Performance Management Framework.
Council also approved in May 2012 an updated performance Management
Framework. This framework ensures that all key activities within the Council
are performance managed and where appropriate performance indicators and
measures used to assess performance during the year. This report and
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further quarterly reports on the delivery of the Annual Action Plan 2012/13 are
key elements of the Performance Management Framework.
2.
Overview and Exceptions
2.1
For each Corporate Plan priority, an assessment of the achievement to date
along with any recommended actions to improve performance is summarised
below and detailed in appendix 1.
2.2
Jobs and the Local Economy
Activities
During the first quarter of 2012/13 the Council engaged with a number of
businesses and partners regarding potential investment decisions in the
District which it is hoped will deliver positive outcomes in the coming months.
Whilst a number of these contacts remain commercially sensitive at the
present time, examples of where the Council has offered advice and support
to developers / investors proposing investment in the district during Qtr 1
include:•
•
•
discussions with Hain Celestial which has recently submitted planning
applications for future investment in their facilities at Fakenham which will
safeguard existing jobs at the plant and support up to 150 new positions;
providing advice to a number of developers which have proposed
investment in new retail proposals in the district, which have resulted in
proposals for new stores in Holt, North Walsham and Wells;
and continuing to work with companies taking forward investment in the
offshore wind energy sector including SCIRA and Warwick Energy, the
latter of which has recently gained consent to develop the Dudgeon
offshore wind proposal off Cromer.
On other sites / locations, the authority is trying to unlock sites with long-term
infrastructure constraints such as the former General Trailers site at North
Walsham and the Tattersett Business Park site in the west of the district.
Further the Council has offered advice and support for emerging proposals for
the future economic development related investment at the former RAF
Coltishall site.
Sadly after 10 months of uncertainty regarding the future of the Cromer Crab
Company operation, Youngs Seafood announced that the facility would close
in July 2012. The Council, through its Learning for Everyone programme,
delivered redundancy advice and support to some 70 individuals employed at
the factory providing advice and guidance on retraining, accessing new
employment etc. The factory premises has recently been advertised for
disposal through a Norwich based commercial property agent.
The Council is committed to work with regional partners to realise the benefits
of Rural Growth Network status for North Norfolk. Despite a considerable
amount of support and effort by partners and the New Anglia LEP for the
Norfolk and Suffolk were not successful in gaining support through this
programme at a national level.
We proposed commencing a review of our procurement policies to maximise
the opportunities to source goods and services locally during Quarter 1, and
supported a North Norfolk public sector procurement workshop at Bodham in
April as part of this work
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We had planned to start a review of all our business regulatory functions to
ensure we are focused on local business need during quarter 1. This has not
started yet pending implementation of new management arrangements.
Indicators and Measures
Five businesses accessed loans & grants under the Coastal Pathfinder
scheme in quarter 1. These successful applications were for grants applied for
in the last two quarters of the previous financial year. This is one short of our
target of six. There is currently 1 loan application being considered for further
discussion before coming to a final decision. (Indicator J 002)
2.3
Housing and Infrastructure
Activities
The first of a three part housing strategy was adopted by Council on 25 July
2012 and Members engaged in two workshops to support the development of
the strategy. The second part of the housing strategy is due to be considered
by Cabinet in September 2012 and a new housing allocations policy due to be
considered by Cabinet in December 2012. The monitoring of the strategy will
be undertaken by a newly configured Housing and Planning Policy Board and
reports to Cabinet but will be first considered by a housing working party
which is due to be established.
This will ensure greater Member involvement in developing and monitoring
the Council’s approach to strategic housing.
A schedule of stalled sites has been prepared and the reasons for delay are
currently being collated to establish whether there are further interventions or
mechanisms by which the Council can bring forward development more
quickly. A consultation paper has recently been released by central
government titled Renegotiation of Section 106 Planning Obligations which is
proposing that local authorities can be asked to formally renegotiate the terms
of all planning obligations agreed on or prior to the 6 April 2010, the Council is
currently assessing how many sites this would relate to in North Norfolk.
Draft development briefs have been prepared on two of the allocated sites in
Fakenham and Stalham and have been subject to public consultation. Work
will now commence on the remaining two allocated sites at North Walsham
and Holt. A £2.4m investment has been secured through the Growing Places
Fund to finance the initial infrastructure outlay on the former HL Food
development site in North Walsham.
Funding was successfully secured to pilot the development of a
neighbourhood plan at Holt and this is being lead by Holt Town Council with
advice and guidance being provided by the Council’s Planning Policy
Manager. A neighbourhood planning seminar was held for all Town and
Parish Councils on 25 April 2012 and follow up discussions have been held
with 6 parish councils as a consequence. However the Council is currently
focusing its resources in supporting the pilot scheme.
Consultants have been appointed to undertake infrastructure and viability
assessments which will be required as evidence to support the introduction of
79
a Community Infrastructure Levy. Progress is being reported through the
Planning Policy and Built Heritage Working Party.
Work on reducing the number of empty homes continues. We have
introduced processes to ascertain the intentions of owners where their
property is identified as an unfurnished second home for Council Tax
purposes i.e. likely to be an empty home. An initial letter has been sent to 127
owners for which we have received 42 responses. Failure to respond will
result in 2 further letters before enforcement action is considered and a
number of these owners have received the second letter and some the third.
If a response is received this will be considered and where the property has
been wrongly categorised or there has been a change which has not been
notified, the Council Tax department is notified with a view to the records
being updated.
Where the owner has a clear intention to bring the property back into use or
where the property is on the market for sale we will flag for review at an
appropriate point in the future. Where the owner has no current intentions we
will advise of the Council’s wish to bring empty properties back into use and
its willingness to take enforcement action. We offer support to owners wishing
to sell their properties and have developed the Empty Property Matching
Service which was launched in April and has 2 owners registered who have a
property to sell and 13 people registered as prospective purchasers of empty
homes. We also offer support to owners wishing to rent their property and
since launching a service which enables owners to advertise their properties
through the Your Choice Your Home scheme, 23 properties have been
advertised of which 5 were properties to which the Council has nomination
rights as a result of giving an Empty Homes Grant. CPO action has been
commenced on 3 properties as a pilot and a report is due to be brought back
to cabinet in October 2012.
Indicators and Measures
106 households on the housing register have been rehoused in the first
quarter of 2012/13. (Indicator H 005) 8 affordable homes were built in this
quarter. (Indicator H 007).
2.4
Coast, Countryside and Built Heritage
Activities
We have undertaken improvement work with the local communities in Sadlers
Wood, leading to its success in being awarded the Green Flag. A new play
area is also being installed in September.
Holt Country Park also achieved a Green Flag status, for the eighth year in
succession.
Our ongoing work to maintain high quality tourist beaches has led to the
retention of all of the District's Blue Flag beaches. Blue Flags have now been
awarded at Sheringham, Cromer, Mundesley and Sea Palling beaches. East
Runton has also been awarded the Quality Coast Award. These beaches
require excellent standards of cleanliness, as well as lifeguard provision and
toilet facilities, as well as dog controls in place.
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Whilst we set a target to achieve zero defaults in our waste contract for
cleanliness, this has not been achieved as 13 defaults were issued to the
contractor for cleansing related failures in the first quarter. An Improvement
Plan is in the process of being agreed with our contractors which will address
these issues. A briefing note is shown at appendix 3.
There are still some issues with the response times for dealing with flytipping
on public land. Again, this issue is being addressed and will be contained
within the contract Improvement Plan.
Work to complete or review 4 Conservation Area plans, in Cromer,
Sheringham, Walsingham and Wells has been delayed due to pressure of
commitment to Development Management delaying progress; OS licensing
issues for plans are also causing hold ups.
A new integrated approach to management of our coast in being developed
and the Kelling to Lowestoft Ness Shoreline Management Plan is nearing its
final adoption. Funding has been secured (from external sources) to
undertake a study to inform the future management options of our coast.
Contracts have been procured for the implementation of a major coast
protection scheme for Cromer and external funding of £10m is in its final
stages of approval.
Indicators and Measures
There is some sign of improvement in the processing speed of other planning
applications. Decisions issued under delegation have exceeded the target of
90%. There is however no sign of improvement in minor applications.
(Indicators C 005 and C 006).
The processing times for planning
applications remains a concern as does the level of planning enforcement
activity. A resources paper is available as a background document to support
recommendation b.
There has been an 11% improvement in quarter 1 moving from 79% in
quarter 4 last year to 90% for responding to all fly tipping and all other
pollution complaints within 2 working days. The challenging target of 100% is
currently not being achieved, (Indicator C 007)
2.5
Localism
Activities
The Localism agenda has been embraced by the Council. In particular:
•
•
•
•
support for voluntary and community organisations has been
established,
community initiatives have been developed in response to identified
regeneration needs and community aspirations,
funding for community projects is being provided by the Big Society
Fund; and;
Government funding for the development of a Neighbourhood Plan
Pilot Scheme for Holt has been obtained.
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Various activities are in train to facilitate better dialogue, involvement and
communication with North Norfolk’s communities and to help embed the
principles of the Big Society within the Council.
2.6
Delivering the Vision
Activities
The review of management arrangements is ongoing. Appointments have
been made to 6 Heads of Service posts. The remaining 2 Heads of Service
posts are being advertised at the moment (August 2012). We are on track to
achieve projected savings.
All high priority audit recommendations have been completed on time and any
medium recommendations were followed up as of end of July 2012.
Work has not yet started on consulting with the residents through a Place
Survey. A project brief will be prepared and submitted to CLT in September
2012.
Implementation of the cost saving Revenues and Benefits shared services
project is in progress. The North Norfolk data conversion process was
achieved by May 2012; significant early performance issues with IT
infrastructure has resulted in an Improvement Plan being put in place; strong
project management team arrangements are in place. The meeting of the first
Joint Committee between BCKLWN and NNDC members held in July 2012;
with some decline in levels of performance resulting in increased processing
times at present which is being monitored regularly.
Indicators and Measures
Based on the annual audit plan as at the end of July 2012, 61.5 days had
been delivered against the planned 81 days for the same period (target 38%).
Additional 2.5 days delivered of extra 14 days agreed. (Indicator V 004)
The first quarter figure for working days lost to sickness absence was 1.12.
This is an excellent result for the first quarter and compares well to previous
years. There were 5 cases of long term sick of which 2 have returned to
work. (Indicator V 007)
3.
Assessment of Progress of the whole Annual Action Plan
3.1
The analysis of progress on the whole annual action plan is contained in the
appendices to this report and includes;
3.1.1
Appendix 1 - Reporting on Progress of activities. A report on the progress
of delivering each activity in the Annual Action Plan 2012/13 together with
details of any action being taken to deal with any issues.
3.1.2
Appendix 2 – Reporting on Indicators and Measures. A first quarter report
(April – June 2012) showing achievement against target for all
performance indicators and identifying improvement or worsening
performance for all performance measures. Details of any action being
taken to deal with any performance issues is also given.
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3.1.3
Appendix 3 briefing note
4.
Implications and Risks
Prompt action to deal with any performance issues identified by this report will
reduce the risk to delivery of the Annual Action Plan 2012/13 and the
achievement of the priorities in the Corporate Plan 2012-15. The
recommendations of this report outline the action being taken to reduce or
remove the risk of not delivering the Corporate Plan.
5.
Financial Implications and Risks
There are financial implications relating to recommendation b.
6.
Sustainability
There are no sustainability implications of this report.
7.
Equality and Diversity
There are no equality and diversity implications of this report.
8.
Section 17 Crime and Disorder considerations
There are no Section 17 Crime and Disorder implications of this report.
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Appendix 1 – Reporting on Activities
Jobs and the Local Economy
What we want to achieve:
A district with a thriving economy offering better jobs and prospects for local people
What we are doing and how we are achieving it:
Activities
A) By increasing the number of new businesses and supporting the growth and expansion of existing businesses
Page 1 of 36
84
Activity
Status
Progress/ Action Note
Officer
Responsible
During the first quarter of 2012/13 the Council engaged with
a number of businesses and partners regarding potential
investment decisions in the District which it is hoped will
deliver positive outcomes in the coming months.
AAP - J A 01 - We will support
businesses investing in the district
through the provision of comprehensive
advice about District Council support
and signpost to other agencies as
appropriate
On Track
These include;
discussions with Hain Celestial which has recently
submitted planning applications for future investment in
their facilities at Fakenham which will safeguard existing
jobs at the plant and support up to 150 new positions;
providing advice to a number of developers which have
proposed investment in new retail proposals in the
district, which have resulted in proposals for new stores
in Holt, North Walsham and Wells;
and continuing to work with companies taking forward
investment in the offshore wind energy sector including
SCIRA and Warwick Energy.
On other sites / locations, the authority is trying to unlock
sites with long-term infrastructure constraints such as the
former General Trailers site at North Walsham and the
Tattersett Business Park site in the west of the district.
Further the Council has offered advice and support for
emerging proposals for the future economic development
related investment at the former RAF Coltishall site.
Page 2 of 36
85
Steve Blatch Corporate Director
Activity
AAP - J A 02 - We will work with
partners to develop and deliver a
programme of business start up support
AAP - J A 03 - Working in partnership
we will maximise the opportunities for
investment in the district through the
development of allocated town centre
retail sites.
AAP - J A 04 - We will seek to maximise
the opportunities for the district to
benefit from investment in renewable
energy developments off the North
Norfolk Coast
AAP - J A 05 - We will work with
regional partners to realise the benefits
of Rural Growth Network status for
North Norfolk
AAP - J A 06 - We will support the North
Norfolk Fisheries Local Action Group
(FLAG) in delivering projects from the
£2.4 million funding secured for the
fishing sector
Status
On Track
On Track
On Track
Cancelled
On Track
Progress/ Action Note
Report on North Norfolk Enterprise Scheme to be discussed
at the September meeting of Cabinet
Retail consultants appointed in respect of demand and
feasibility for retail in North Walsham Town centre.
Development Management and Planning Policy undertaking
discussions with developers and landowners in a range of
towns in which opportunities exist. Property consultants
appointed, initially to establish options and a strategy for
interventions in North Walsham which will apply to other
locations later, as appropriate
Report to Cabinet on Offshore Renewable Energy Sector
presented to June meeting of Cabinet. Meeting with
Warwick Energy scheduled for September following licence
for the Dudgeon Offshore Wind Energy proposal being
granted consent in June.
Officer
Responsible
Robin Smith Economic and
Tourism
Development
Manager
Robert Young Coast and
Community
Partnerships
Manager
Steve Blatch Corporate Director
In March 2012 the Government announced the allocation of
the funding for Rural Growth Networks. Norfolk was not
successful.
Steve Blatch Corporate Director
The FLAG Board met on three occasions during Q1 and
has received 23 expressions of interest for potential
projects, 4 projects proposed and endorsed for support by
the FLAG board during the quarter seeking grant funds of
approx. £100,000 from the FLAG programme are currently
awaiting final approval by the Marine Management
Organisation.
Robin Smith Economic and
Tourism
Development
Manager
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Activity
Status
AAP - J A 07 - We will actively pursue
all options in order to ensure the future
development and operation of an
Enterprise Hub for North Norfolk as a
platform for improving levels of
business start up and enterprise
Not
Started
Progress/ Action Note
This activity will be progressed in Q3.
Officer
Responsible
Head of
Community &
Economic
Development
B) Improving the job prospects of our residents by developing a skilled and adaptable workforce that is matched to
business growth and development
Activity
AAP - J B 01 - Through the Council's Learning for
Everyone (L4E) Team we will provide information,
advice and guidance to local people wishing to
enter employment or improve their levels of skills
and raise aspiration
AAP - J B 02 - The L4E team will offer bespoke
programmes of advice and support to people
faced with redundancy from local companies as
and when such events occur
AAP - J B 03 - The L4E team will also engage with
existing and new employers in the district to
understand their future workforce requirements
and co-ordinate provision of relevant training
courses to secure employment within the district
Status
On
Track
On
Track
On
Track
Progress/ Action Note
In the first quarter of 2012/13 we have engaged with
124 unemployed people. Of these 50 had no
qualifications and 12 had degrees. We continue to
work with Victory Housing on their bespoke support
package.
A number of redundancies are affecting the District
with Cromer Crab being by far the most significant.
Learning 4 Everyone continues to work with the
client group and many are finding new work.
Courses are being organised to equip individuals
with key employability skills. Working with the North
Norfolk Business Forum, a report has been written
offering a snapshot of current business skills needs.
This will inform a training programme for the rest of
the 2012/13 year.
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Officer
Responsible
John Morgan - Nth
Nfk Learning &
Skill Project
Manager
John Morgan - Nth
Nfk Learning &
Skill Project
Manager
John Morgan - Nth
Nfk Learning &
Skill Project
Manager
Activity
AAP - J B 04 - We will explore opportunities to
work with local businesses and identify funding to
support the provision of apprenticeships and work
experience schemes with the aim of increasing the
employment opportunities of young people in the
district
Status
On
Track
Progress/ Action Note
Negotiations have started to be involved with the
successful bidder for the £3m County Council
contract to promote Apprentices. Work is also
underway to increase awareness of the standard
Apprenticeship offer to the business community.
A meeting is scheduled on 19 September with the
National Apprenticeship Service to explore
apprenticeship opportunities within the Council.
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Officer
Responsible
John Morgan - Nth
Nfk Learning &
Skill Project
Manager
C)
Reduce burdens to business by removing unnecessary red tape and bureaucracy at the local level
Activity
AAP - J C 01 - We will develop a
comprehensive package of support
and provide information to simplify the
process for businesses looking to
invest in North Norfolk
Status
On
Track
Progress/ Action Note
Officer Responsible
Support has been provided to a number of developers /
investors re proposals being developed in the district (see
activity AAP – JA01 above), with the Council’s actions being
co-ordinated, key officer contacts being identified so that there
is corporate understanding of proposals and timely and good
quality advice provided. Further work will be progressed to
develop the Council’s web pages to support inward
investment in the coming months
Steve Blatch Corporate Director
AAP - J C 02 - We will ask users of
our training, business support and
advice services for their feedback and
improve future service delivery to
meet business needs
Not
Started
AAP - J C 03 - We will review our
procurement policies to maximise the
opportunities to source goods and
services locally
On
Track
A 'Local Sourcing' conference was held earlier in the year at
Bodham which the Council played a lead role in. A guide to
public sector procurement for small and micro businesses has
also been produced following the conference. The actual
policy changes are to be undertaken later in the year when the
Procurement Strategy is updated.
Not
Started
The project is yet to deliver on the ground, but preparatory
work and procurement is being progressed by Norfolk County
Council involving regular with district Economic Development
officers
AAP - J C 04 - We will work with
partners to roll out BDUK's £60m
Norfolk Broadband Initiative across
North Norfolk
This activity will be progressed in Q3
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Robin Smith Economic and
Tourism
Development
Manager
Duncan Ellis Procurement Officer
Robin Smith Economic and
Tourism
Development
Manager
Activity
AAP - J C 05 - We will review all of
our business regulatory functions to
ensure we are focused on local
business need.
D)
Status
Progress/ Action Note
Officer Responsible
Not
Started
This work is planned to start in autumn 2012 and the
Environmental Health Service is already undertaking this
review across the Licensing, Environmental Protection and
Commercial Teams. It is anticipated that the regulatory
function within Planning will be picked up in the planned Peer
Review and other areas, as planned during the autumn.
Nick Baker Corporate Director,
Steve Blatch Corporate Director
Promote a positive image of North Norfolk as a premier visitor destination
Activity
Status
Progress/ Action Note
AAP - J D 01 - We will develop and implement new
marketing initiatives which use digital and remote
technology to promote North Norfolk to visitors and
tourists
Progressing
to plan
Various options are still being looked at for
further consideration before final decision is
made for implementation.
Progressing
to plan
A Cabinet Report is currently being
prepared to present the proposed business
plan of the new DMO and to recommend
the resources and financial support that the
Council can offer in the next three years of
their operation
AAP - J D 02 - We will support and facilitate the
establishment of a private sector led Destination
Management Organisation (DMO) for the North
Norfolk coast and countryside to maintain the profile
of the district as a leading tourist destination within
the UK boosting levels of employment and income for
the district
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Officer
Responsible
Jose Socao Economic &
Tourism
Development
Officer
Robin Smith Economic and
Tourism
Development
Manager
E) Improve access to funding for businesses
Activity
Status
AAP - J E 01 - We will support the roll-out of the Coastal Pathfinder
and Fishing Sector Business Loans and Grant Schemes and
Not
consider the opportunities of extending these programmes across
Started
a larger area
AAP - J E 02 - Working with the North Norfolk Business Forum,
other representative local groups, regional partners and financial
services companies we will seek to ensure that small and medium
sized enterprises have improved access to investment finance to
support business growth and development across the district
Not
Started
Progress/ Action Note
Review of Coastal Pathfinder
loans and grants to be
undertaken in Q3 prior to
considering options for wider roll
out across the district
Report to be prepared for
consideration by Cabinet in
November 2012 outlining
proposal for launch from April
2013
Officer Responsible
Robin Smith Economic and
Tourism
Development
Manager
Robin Smith Economic and
Tourism
Development
Manager
Housing and Infrastructure
What we want to achieve:
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 and work
What we are doing and how we are achieving it:
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Activities
A) Engage constructively with landowners and developers of sites allocated for future development to ensure the
timely delivery of well-planned new residential developments
Activity
Status
AAP - H A 01 - We will bring
forward detailed proposals on
allocated sites by better
engagement with developers
On
Track
AAP - H A 02 - We will
produce development briefs
on 4 of the allocated sites
On
Track
AAP - H A 03 - We will seek
to increase the number of
new homes built of all
tenures to 250
On
Track
Progress/ Action Note
Advice is being provided by the Major Applications Team to
developers of a number of allocated sites where applications have
been received or pre-application consultation has been undertaken /
is proposed – including sites at Blakeney; Horning; Roughton Road,
Cromer; Stalham; Norwich Road, North Walsham
A schedule of stalled sites has been prepared and the reasons for
delay in development will be established through a wider review of
the Strategic Housing Land Availability Assessment (SHLAA).
Draft brief prepared for Fakenham site allocation (F01) and subject
to public consultation March - May 2012. Reported to PPBHWP
23rd July when approval deferred pending receipt of Transport
Impact Assessment and Green Infrastructure Strategy. Draft Brief
prepared for Stalham site allocation (ST01) and subject to public
consultation July 2012. Reported to PPBHWP 20th August 2012
when delegated authority to approve was granted subject to no
adverse comments on Transport Assessment by County Highways.
A number of actions in the Housing Strategy (Housing and
Infrastructure) adopted by Full Council on 25 July 2012 relate to the
achievement of this activity.
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Officer Responsible
Mark Ashwell - Planning
Policy & Property Info
Manager
Mark Ashwell - Planning
Policy & Property Info
Manager
Head of Community &
Economic Development,
Steve Blatch - Corporate
Director
B) Introduce more flexibility around the Council’s requirement for affordable housing to ensure the viability of
residential developments
Activity
Status
AAP - H B 01 - We will undertake a complete review of our
housing strategy to ensure that we take full advantage of
opportunities within the Localism Act and are maximising our
influence over housing growth.
On
Track
AAP - H B 02 - We will evaluate our approach to viability
assessments to maximise development opportunities.
On
Track
Progress/ Action Note
The first of a three part Housing
Strategy was adopted by Full
Council on 25 July 2012. The
second and third parts of the
strategy are scheduled to be
considered by Cabinet in
September and October 2012.
This forms part of the housing
strategy action plan and is due
to be completed by December
2012.
Officer Responsible
Head of Community &
Economic Development,
Steve Blatch - Corporate
Director
Sheila Oxtoby - Chief
Executive
C) Respond to emerging legislation that will empower local communities to promote additional development should
they so wish and work with those communities to ensure that they share in the benefits of growth
Activity
AAP - H C 01 - We will encourage the development of
neighbourhood planning by supporting Holt Town Council in
a pilot scheme to produce a neighbourhood plan.
Status
Progress/ Action Note
Officer Responsible
On Track
A draft Project Plan has been
discussed with Holt Town
Council but as yet there is no
local agreement on the
potential content and
timetable for Plan production.
Mark Ashwell - Planning
Policy & Property Info
Manager
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Activity
AAP - H C 02 - We will encourage further neighbourhood
plans to be developed by holding a neighbourhood planning
seminar for town and parish councils.
Status
Progress/ Action Note
Officer Responsible
Completed
Successfully
Seminar for Parish Councils
held on 25th April 2012; follow
up discussions with 6 town /
parish councils on process,
benefits, and outcomes.
Mark Ashwell - Planning
Policy & Property Info
Manager
D) Create a charging framework for infrastructure development to secure the investment required to balance
population growth with the provision of high quality local services
Activity
AAP - H D 01 - We will consult and then obtain agreement
on a charging schedule to achieve investment in new
infrastructure
Status
Progress/ Action Note
Officer Responsible
On Track
Consultants appointed to
undertake Infrastructure and
Viability Assessments which
will be required as evidence to
support CIL charging schedule
which is programmed for
consultation in early 2013.
Mark Ashwell – Planning
Policy & Property Info
Manager
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94
E) Reduce the number of empty homes in the district
Activity
AAP - H E 01 - We will undertake and evaluate a
pilot Compulsory Purchase Order project to bring
long term empty homes back into use
Status
Progress/ Action Note
On Track
The CPO process was commenced on 3 properties as
part of the pilot. One of the properties was sold and
according to Council Tax occupied although the
occupation is disputed by a neighbour. Notices have
been served by the Planning Department to seek
improvement to 2 of the 3 properties and some
improvement works have been undertaken although
there are ongoing complaints regarding the state of
one of the properties. A joint visit has been undertaken
on one of the properties by Housing Services and
Environmental Health which has resulted in
improvement works being commissioned with agreed
contributions from neighbours. Action is ongoing to
seek occupation of 2 of the 3 properties and
consideration of further action in respect of the
property that is occupied.
A formal review of the actions taken has commenced
and will provide learning to inform the development of
an ongoing programme of enforcement
activity.
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Officer
Responsible
Karen Hill Housing
Services
Manager
Activity
AAP - H E 02 - We will support owners to bring
at least 40 empty homes back into use and
provide opportunities to do so through
advertising of private rented properties and the
Empty Homes matching service. Where owners
are reluctant to bring properties back into use,
take enforcement action as required.
Status
Progress/ Action Note
Work on reducing empty homes has started. However,
the new Revenues and Benefits system has meant
that access to data on empty homes is no longer
available (this has been discussed with Council Tax
and a new report providing information has been
requested). Existing data held is now out of date,
leading to a hold on progressing work until updated
data is available. Work will restart shortly and a new
Empty Homes Procedure is being developed as part of
the Housing Strategy.
Some
problems
Officer
Responsible
Nicola Turner Enabling Team
Leader
Coast, Countryside and Built Heritage
What we want to achieve:
A district where the beautiful natural environment and built heritage is valued and protected for future
generations and where the coastline is defended against erosion wherever practicable.
What we are doing and how we are achieving it:
Activities
A) Maintain the integrity of special landscape designations and balance the development of housing and economic
activity with the need to preserve the character and quality of the District’s countryside and built heritage
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Activity
AAP - C A 01 - We will assess and
implement requirements for a new Green
Flag award at Sadlers Wood, North
Walsham and work to retain the Green
Flag status of Holt Country Park
AAP - C A 02 - We will promote the
Graham Allen Award and monitor the
number of applications received.
AAP - C A 03 - We will complete or review
4 Conservation Area plans, in Cromer,
Sheringham, Walsingham and Wells
AAP - C A 04 - We will work with other
agencies to retain all of the District's Blue
Flag beach status
Status
Progress/ Action Note
Officer Responsible
Completed
Successfully
Sadler's Wood has successfully been awarded
the Green Flag. This is in addition to Holt Country
Park which has now been awarded the Green
Flag eight years in succession.
Karl Read - Leisure &
Cultural Services
Manager
On Track
Judging on 2nd August.
Postponed or
delayed
Completed
Successfully
AAP - C A 05 - We will achieve zero
defaults in our waste contract for
cleanliness
Failed
AAP - C A 06 - We will ensure all reported
fly-tips are responded to within 2 working
days
Some
problems
Pressure of commitment to Development
Management delaying progress; OS licensing
issues for plans also causing hold ups.
All Blue Flags have now been awarded at
Sheringham, Cromer, Mundesley and Sea Palling
beaches. East Runton has also been awarded the
Quality Coast Award.
13 defaults issued to contractor for cleansing
related failures in Q1 2012/13. A contract
Improvement Plan is currently being agreed with
our contractor and a separate briefing note is
attached to this report. Action Steve Hems
There are still some issues with the response
time of the contractor dealing with flytipping on
public land. These will also be addressed through
the contract Improvement Plan.
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Philip Godwin Conservation Design
& Landscape Manager
Philip Godwin Conservation Design
& Landscape Manager
Karl Read - Leisure &
Cultural Services
Manager
Steve Hems/Barry
Brandford Environmental
Services Manager
Steve Hems - Head of
Environmental Health
B) Design a more cohesive framework for coastline management
Activity
Status
AAP - C B 01 - We will define the Coastal
Zone (ICZM) and agree consultation
mechanisms with partners
AAP - C B 02 - We will identify specific
ICZM projects and identify the means of
funding
On Track
On Track
Progress/ Action Note
Officer Responsible
Emerging approach under development
and will be recommended to Cabinet in
Sept 2012.
To be developed and priorities following
endorsement of coastal management
approach.
Robert Young - Coast and
Community Partnerships
Manager
Rob Goodliffe - Coastal
Pathfinder Programme
Manager
C) Continue to defend coastal settlements against erosion wherever practicable
Activity
AAP - C C 01 - We will
commission design works for the
Cromer Defence Scheme
AAP - C C 02 - We will develop
and adopt a prioritised
programme for future 'Selected'
Coastal Defence Work schemes
AAP - C C 03 - We will identify
Coastal funding opportunities to
support the prioritised
programme
Status
Progress/ Action Note
On
Track
Indicative design completed for submission of Planning and Listed
Building Consent applications (14 March 2012). Scheme contractor
procurement reported to Cabinet (16 July 2012) and ‘URS’ consultants
subsequently procured. Project Appraisal Report (PAR) presented to
Environment Agency (27th June) and EA funding expected to be
confirmed following planning consent.
Brian Farrow Coastal
Engineer
On
Track
Cromer to Winterton Management Plan has been commissioned with
Environment Agency funding and will assist in identifying funding gaps
and work prioritisation.
Brian Farrow Coastal
Engineer
On
Track
-Cromer to Winterton Management Plan will assist in identifying funding
gaps.
-Integrated coastal management approach will investigate funding
opportunities.
Brian Farrow Coastal
Engineer
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Officer
Responsible
Localism
What we want to achieve:
To embrace the Government’s localism agenda to empower individuals and communities to take more
responsibility for their own futures and to build a stronger civic society
What we are doing and how we are achieving it:
Activities
A) Recognise the important role that Town and Parish Councils have as the democratic embodiment of their
communities
Activity
AAP - L A 01 - We will establish a protocol and
put in place the means to respond positively to
requests from Town and Parish Councils to take
over the running of services within their
area/communities to ensure that they share in the
benefits of growth
AAP - L A 02 - We will establish a regular
dialogue with Town and Parish Councils and hold
workshops for training and development in
particular to encourage wide community
participation in the democratic process
Status
On
Track
On
Track
Progress/ Action Note
A draft community asset transfer policy has been
considered by Cabinet and is now subject to a
period of consultation. A process for consideration
of community proposals under the Localism ‘Right
to Challenge’ are under development and will be
signposted on NNDC’s website.
Meetings with Town Councils have been set up
and workshops with Parish Councils are being
arranged. A Community Engagement Framework is
being developed and the website is being updated
to signpost support and promote participation.
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99
Officer Responsible
Robert Young - Coast
and Community
Partnerships
Manager
Robert Young - Coast
and Community
Partnerships
Manager
Activity
Status
Progress/ Action Note
Officer Responsible
The work of the North Norfolk Health Improvement
Forum has continued with increased partnership
working across the health and wellbeing area.
From the Forum, the following projects have been
developed:

AAP - L A 03 - We will work with Town and Parish
Councils, local organisations and community and
On
voluntary groups to improve health and wellbeing
Track
consistent with the aims of the Health and
Wellbeing Board


Further work is planned around helping older
people to stay warm during winter which will
include local community and voluntary groups.
We are working with other organisations to
amalgamate the Supporting People agenda in
North Norfolk, to drive this down to a more local
level.
The activity referral scheme from GPs to our
leisure facilities has been very successful with
DC Leisure now having enough work from this
for 1FTE
An initial meeting has been held with the new North
Norfolk Clinical Commissioning Group (CCG).
Further meetings are planned with the CCG and
Broadland DC to identify joint working opportunities
and health initiatives.
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100
Nick Baker Corporate Director,
Sonia Shuter - Health
Improvement Officer
B) Encourage communities to develop their own vision for their future and help them to deliver it
Activity
AAP - L B 01 - We will encourage the
development of neighbourhood plans by
taking the Holt Neighbourhood Plan as a
model including holding a seminar on
neighbourhood planning for town and
parish councils (See also action to deliver
Housing and Infrastructure)
AAP - L B 02 - We will commission work
through a Service Level Agreement (SLA)
for community planning and for community
and voluntary sector capacity building
AAP - L B 03 - Subject to guidance, we will
assess expressions of interest from
voluntary or community groups who wish
to take over the running of a service and /
or community asset, and complete the
initial assessment within six weeks of
receiving the request
Status
Completed
Successfully
On Track
Progress/ Action Note
Officers have attended meetings with Holt Town
Council to discuss project plan.
Seminar for Parish Councils held on 25th April
2012; follow up discussions have taken place
with 6 town / parish councils on process,
benefits, and outcomes.
A Service Level Agreement (SLA) has been
developed for ‘Voluntary Norfolk’ to provide
support for the voluntary and community sector.
The Big Society Fund has been established to
assist in the development of community projects
that help build community cohesion and develop
capacity (see AAP – L C 02)
Officer Responsible
Mark Ashwell Planning Policy &
Property Info Manager
Robert Young - Coast
and Community
Partnerships Manager,
Sonia Shuter - Health
Improvement Officer
Nick Baker - Corporate
Director, Sheila Oxtoby
- Chief Executive,
Steve Blatch Corporate Director
Not Started
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101
Activity
AAP - L B 04 - We will work with the key
organisations with an interest in North
Walsham to implement the actions and
interventions identified through the
'Leadership of Place' project.
AAP - L B 05 - We will utilise our
resources, statutory powers and influence
to realise opportunities for North Walsham
town centre
AAP - L B 06 - We will respond positively
to communities wishing to undertake
projects locally
Status
Progress/ Action Note
Consultants engaged to undertake Retail and
Leisure Demand, Feasibility and Capacity Study
– due to report October
On Track
On Track
On Track
Consultants engaged to provide advice on
possible contribution of NNDC’s assets to
facilitate investment in North Walsham due to
report towards end of year
Undertaken investment in resurfacing / lining
Mundesley Road and Vicarage Street car parks
in North Walsham; provision of new public toilets
on Vicarage Street Car Park and development of
action plan re No.4 Market Street
Expressions of interest for local communities to
initiate, develop and manage projects have been
received and discussions are on-going (e.g. in
relation to assets in Cromer and Fakenham). The
Big Society Fund has been established and is
supporting the development of local community
projects (see AAP – L C 02)
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Officer Responsible
Steve Blatch Corporate Director
Steve Blatch Corporate Director
Nick Baker - Corporate
Director, Sheila Oxtoby
- Chief Executive,
Steve Blatch Corporate Director
Activity
AAP - L B 07 - We will work with
communities to identify the current and
future social, economic and environmental
needs of their resident population and
support them to identify and implement
local, innovative and creative solutions
AAP - L B 08 - We will draft and consult on
a communication and engagement
framework
C)
Status
Progress/ Action Note
Officer Responsible
Progressing
to plan
Community Engagement Framework currently
being developed which will ensure greater
proactive engagement with Town and Parish
Councils, community groups and local
communities to identify needs and issues.
Voluntary and Community Sector Support
Service Level Agreement will report on issues
community groups facing.
Multi agency and community workshop taken
place in response to issue of rural isolation.
Exploring opportunities for joint working with
Broadland District Council on the "Grow Your
Own Community" initiative
Robert Young - Coast
and Community
Partnerships Manager
On Track
Community Engagement Framework currently
being developed, interested parties will be
involved in setting its direction, which will include
communications issues and be consulted upon
Head of Community &
Economic
Development, Steve
Blatch - Corporate
Director
Encourage the growth of The Big Society within communities
Activity
AAP - L C 01 - We will review services and ensure that the
Council's activities are not competing inappropriately with or
stifling alternative provision
Status
Not Started
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103
Progress/ Action Note
Officer Responsible
This activity is not due to start
until later in 2012/13.
Nick Baker - Corporate
Director, Sheila Oxtoby Chief Executive, Steve
Blatch - Corporate Director
Activity
Status
Progress/ Action Note
AAP - L C 02 - We will launch and monitor a community
investment fund, to be known as The Big Society Fund to
invest £450,000 in local communities, strengthen civic
society, and establish the process for determining priorities
for expenditure
Progressing
to plan
AAP - L C 03 - We will ensure that work with statutory,
voluntary and community organisations contributes to the
aims of the Big Society agenda.
On Track
Fund launched in April Norfolk
Community Foundation is
administering the application
process and the first round of
awards were made in
June/July (supporting 17
projects amounting to
£139,776). The next round of
applications will be
determined in September.
Through the SLA's developed
and the prospectus for the Big
Society Fund we are targeting
funding and support as
appropriate.
Officer Responsible
Robert Young - Coast and
Community Partnerships
Manager, Sonia Shuter Health Improvement Officer
Robert Young - Coast and
Community Partnerships
Manager
Delivering the Vision
What we want to achieve:
We will make the Council more efficient so that we can deliver our priorities and offer value for money for local
taxpayers
What we are doing and how we are achieving it:
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Activities
A) Ensure our governance arrangements are robust and fit for purpose
Activity
AAP - V A 01 - The Audit Committee will
oversee a review programme to ensure
that audit coverage reflects the risks facing
the Council and produce a revised annual
audit plan for 2013/14 onwards
AAP - V A 02 - We will set and achieve
100% compliance with deadlines agreed
with Internal Audit for recommendations
rated as Medium and High
Status
Progress/ Action Note
Officer Responsible
On track
There is a rolling audit programme agreed for
the next 3 years which is regularly reviewed
by the Audit Committee.
Karen Sly - Head of
Financial Services
Some
problems
AAP - V A 03 - We will implement the
revised performance management
framework
Progressing
to plan
AAP - V A 04 - We will review and update
the Council's constitution
On track
Reminders being sent to all Officers with
outstanding recommendations as at the end
of July 2012 for action prior to reporting to
PRMB on 14 September 2012.
3 further training sessions planned for
August including session with CLT. First
quarter progress report on delivery of the
Annual Action Plan 2012/13 for Cabinet set
up in the new Performance and Risk System.
This work has already started and has a
target date for completion of the end of
September 2012. A meeting of the
Constitution Working Party was held on 22
August 2012.
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105
Karen Sly - Head of
Financial Services
Helen Thomas - Policy &
Performance Management
Officer, Julie Cooke - Head
of Organisational
Development
David Johnson – Monitoring
Officer
B) Ensure that effective communications exist
Activity
AAP - V B 01 - We will make
Outlook cost neutral
Status
On
Track
Progress/ Action Note
The first issue to contain advertising was the Summer 2012
issue. It attracted a greater amount of advertising than expected
for the first issue given the short promotional period and is on
track to achieve cost neutrality by March 2013. The income from
the first issue was £7,520 against costs of £11,853.
The following activities were initiated during the first quarter:
-
AAP - V B 02 - We will identify the
means of optimising media
coverage of Council activities and
initiatives and place the WEB at the
heart of all we do
On
Track
AAP - V B 03 - We will develop a
Customer Access Strategy to
ensure that the most economic,
efficient and accessible forms of
contact are in place for all our
customers
Not
Started
-
Completed an effective recruitment campaign to fill the
Communication Editor post and maternity cover for the
Web Designer
An assessment to understand the extent of data capture
within the organisation to establish priorities
Created a customer services improvement board. The
initial meeting took place in June
This activity is not due to start until later in 2012/13.
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106
Officer Responsible
Peter Battrick Communications
Manager
Estelle Packham Head of Customer
Services
Nick Baker Corporate Director
C) Delivering strong and proportionate organisational management in the Council
Activity
Status
Progress/ Action Note
Officer
Responsible
AAP - V C 01 - Deliver
revised / streamlined
management arrangements
On
track
The review of management arrangements is ongoing. Appointments have
been made to six Heads of Service posts. The remaining two Heads of
Service posts are being advertised at the moment (August 2012). We are
on track to achieve projected savings.
Sheila Oxtoby Chief Executive
D) Prioritise Services and Functions in line with the wishes of our communities and to deliver our corporate objectives
Activity
Status
AAP - V D 01 - We will prioritise services and redirect resources
in line with those priorities by completing fundamental reviews of
services that residents have identified as the least important and
that the Council does not consider to be a priority.
Not
Started
This activity is not due
to start until later in
2012/13.
AAP - V D 02 - We will consult with the residents through a Place
Survey.
Not
Started
Need to prepare
project brief and
submit to CLT in
September.
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107
Progress/ Action
Note
Officer Responsible
Nick Baker - Corporate Director,
Sheila Oxtoby - Chief Executive,
Steve Blatch - Corporate
Director
Helen Thomas - Policy &
Performance Management
Officer
E) Deliver year-on-year improvements in efficiency
Activity
AAP - V E 01 - We will support the implementation of the
cost saving Revenues and Benefits shared services project
Status
Progress/ Action Note
Officer Responsible
Some
problems
North Norfolk data conversion
process achieved May 2012;
significant early performance
issues with IT infrastructure
with Improvement Plan in
place; strong project
management team
arrangements in place; 1st
meeting of Joint Committee
between BCKLWN and NNDC
members held in July 2012;
some decline in levels of
performance resulting in
increased processing times at
present which is being
monitored regularly.
Steve Blatch – Corporate
Director
Page 25 of 36
108
Activity
Status
Progress/ Action Note
Officer Responsible
Opportunities are being
explored/reviewed/initiated in
the following areas:AAP - V E 02 - We will identify potential partnership working
opportunities and produce business cases
On Track
Page 26 of 36
109
Revenues and benefits
Building control
Planning peer review
Options for coastal
management
Dual use sports centre
North Walsham
A review of the delivery
model for the Tourist
Information Centre’s in
Wells, Holt and
Sheringham has
commenced.
Discussions have
taken place with the
relevant Town Councils
and other appropriate
community groups.
Proposals in relation to
Sheringham and Wells
are currently being
considered.
Nick Baker – Corporate
Director, Sheila Oxtoby Chief Executive, Steve
Blatch - Corporate Director
Activity
Status
Progress/ Action Note
Officer Responsible
AAP - V E 03 - We will devise and implement budgets to
deliver a zero increase in the District Council's part of the
Council Tax charge and ensure spend is contained within
budgeted allocations
On Track
Karen Sly - Head of
Financial Services
AAP - V E 04 - We will review the reward structures to
encourage and reward staff, for finding innovative new ways
to deliver higher quality services more efficiently
The detail of the 2013/14
budget along with future
financial projections will
produced during the autumn.
The Financial Strategy for
2013/14 to 2015/16 will be
produced for member
consideration through Cabinet
and Scrutiny in October. This
will outline at a high level the
projected forecast gaps taking
into account the latest
information available on the
new funding regimes.
Not
Started
Work on this activity is due to
start in November 2012
Page 27 of 36
110
Julie Cooke - Head of
Organisational
Development
Delivering the Annual Action Plan 2012/13
Quarterly Performance Management - Quarter 1
Appendix 2 – Reporting on Indicators and Measures
Jobs and the Local Economy
Indicators
Name
Reference
Quarter
1
Target
Quarter
1
Actual
Number of businesses who
access loans & grants under
the Coastal Pathfinder scheme
J 002
(Quarterly
Cumulative)
6
5
The number of businesses
assisted to retain jobs and/or
increase employment each
year.
J 004
(Quarterly
Cumulative)
6
16
Percentage of Loans fund that
can be reapplied
J 001
(Quarterly)
Progress/ Action Note
Successful applications were for grants in the last two quarters
of this financial year. There is currently 1 loan application being
considered for further discussion before coming to a final
decision.
Ongoing support is being provided to local businesses which
have contacted the Economic Development team for
assistance. The service includes business advice, training and
signposting to other relevant providers.
There is a meeting on 3rd September to discuss the whole
programme and review this information. This will be reported in
quarter 2.
20.0%
Page 28 of 36
111
Measures
Name
Reference
Quarter
1
Actual
Number of economically
active people assisted into
work each year
J 014 (Quarterly
Cumulative)
Rate of take up of new
designated employment
land
J 005 (Annual)
Trend/
Direction of
Travel
Progress/ Action Note
We have a new contract to enable us to deliver support to the
unemployed - Skills Support for the Unemployed. This will enhance
our ability to support these people
This measure was previously monitored by the County Council but it
would appear that inconsistent baseline figures and methodology
have been used. A revised baseline figure has been established as
a basis for on-going monitoring.
17
Housing and Infrastructure
Indicators
Name
Reference
Number of
development
briefs
produced on
allocated
sites
H 003 (Quarterly
Cumulative)
Quarter 1
Target
Quarter 1
Actual
2
Progress/ Action Note
Draft Briefs prepared for sites at Stalham and Fakenham have been
subject to public consultation.
2
Page 29 of 36
112
Measures
Name
Reference
Number of households H 005
from the housing
(Quarterly
register rehoused
Cumulative)
Number of affordable
homes granted
planning permission
H 006
(Quarterly
Cumulative)
Affordable homes built
H 007
(Quarterly
Cumulative)
Estimated worth (£) of
investment secured in
new infrastructure
H 009
(Quarterly
Cumulative)
Quarter
1
Actual
106
0
8
Trend/
Direction of
Travel
Progress/ Action Note
A request has been made to revise the quarterly target and over all
rehoused target for this financial year and bring this in line with last year's
figures. In quarter 1, 106 households were housed with a further 8
households who have been offered properties to which they are awaiting
tenancy start dates.
We propose reporting this figure in future based on the number of
affordable houses granted planning permission through the development
management committee or under delegation on a quarterly basis together
with those approved through the issuing of planning decision notices (this
figure may not be the same per quarter dependent on when Section 106
agreements are signed)
Completions do not take place uniformly through the year and historically
have been backloaded into quarters 3 and 4. Not sure of value of
measuring direction of travel on a quarterly basis as this may not be
meaningful.
Need to agree methodology and point of measuring such investment - i.e.
at time of approval, commencement on site; completion of development as
for some schemes investment will be delivered over number of years. A
briefing paper on this issue will be prepared for discussion with the next
quarterly performance report.
Page 30 of 36
113
Coast, Countryside and Built Heritage
Indicators
Name
Reference
Quarter 1
Target
Delegation of planning
decisions
C 001 (Quarterly
Cumulative)
90%
93.59%
Conservation Area plans
that have been
completed or reviewed
C 003 (Quarterly
Cumulative)
4
1
Target response time to
fly tipping and all other
pollution complaints
(within 2 working days)
C
007 (Quarterly)
Number of pollution
prosecutions
C 011 (Quarterly
Cumulative)
100.00%
Not
applicable
Quarter
1
Actual
Progress/ Action Note
Information not available at present. Will be available by
September 2012.
There were problems experienced with the response time of the
contractor dealing with flytipping on public land in part due to the
new waste contract changing established methods of working.
These were addressed through contract meetings and
improvements have been observed. Further monitoring is ongoing and through regular contract meetings further
improvements are expected.
Within the quarter there were 13 pollution cases which were
investigated with a view to potential prosecution. Ten related to
fly tipping, two to littering offences and one for failure to produce
waste duty of care documentation. One littering case went to
court and resulted in a not guilty verdict. Three cases are being
progressed through Legal (one with a court date of 18th October).
Five other cases resulted in warning letters being sent to those
concerned.
89.74%
13
Page 31 of 36
114
Name
Fixed penalty notices
issued
Number of rectifications
issued to the contractor
for cleansing
Number of defaults in our
waste contract for
cleanliness
Percentage of planning
appeals allowed
Reference
C 008 (Quarterly
Cumulative)
Quarter 1
Target
Not
applicable
C
012 (Quarterly)
Quarter
1
Actual
Progress/ Action Note
Issued 4 fixed penalty notices in the quarter of these, 3 were for
littering (all of which have been paid) and 1 for failure to produce
duty of care documentation (not been paid and referred for
prosecution).
4
There were 3 rectifications in relation to the sweeping of roads
not being to the required standard. See briefing note.
3
C
009 (Quarterly)
0
13
C
013 (Quarterly)
0
57.1%
Processing of MAJOR
planning applications
(within 17 weeks)
C 004 (Monthly
Cumulative)
60%
33.33%
Processing of MINOR
planning applications
(within 8 weeks)
C 005 (Monthly
Cumulative)
72.00%
37.39%
13 defaults issued to contractor for cleansing related failures in
Q1 2012/13. A review of performance standards is currently
being undertaken.
7 appeal decisions. 3 allowed, 2 part allowed and 2 dismissed.
(1 appeal allowed was the Dudgeon cable route application)
3 applications dealt with. Same percentage dealt with for 13 or
17 week period. This reflects the often controversial and
complex nature of such applications. Time has to be taken to
ensure decisions are sound and negotiations are often entered
into to achieve improved outcomes.
115 applications dealt with. The level of performance is a
reflection of the resources currently available to deal with the
number of applications received. Resources for the
Development Management Service currently subject of
consideration. LGA Planning Peer Challenge being arranged for
Qtr 3.
Page 32 of 36
115
Name
Processing of OTHER
planning applications
Reference
C 006 (Monthly
Cumulative)
Quarter 1
Target
80.00%
Quarter
1
Actual
Progress/ Action Note
210 applications dealt with. The level of performance is a
reflection of the resources currently available to deal with the
number of applications received. Resources for the
Development Management Service currently subject of
consideration. LGA Planning Peer Challenge being arranged for
Qtr 3.
52.86%
Localism
Measures
Name
Number of grants awarded to
local communities from the Big
Society Fund
Amount of funding investment in
community projects (from the Big
Society Fund)
Reference
Quarter
1
Actual
L 005 (Quarterly
Cumulative)
17
L 006 (Quarterly
Cumulative)
139,776
Trend/
Direction of
Travel
Progress/ Action Note
All grants in round 1 (including those awarded by Cabinet
on 16 July 2012)
Grant applications and awards for first round were within
anticipated limits. Need to monitor and take appropriate
action to metre out the funding across the year.
Delivering the Vision
Indicators
Page 33 of 36
116
Name
Reference
Percentage of
(Medium Priority)
audit
recommendations
completed on time
V 001 (Quarterly
Cumulative)
Percentage of
(High Priority)
audit
recommendations
completed on time
V 002 (Quarterly
Cumulative)
Percentage of
audit days
delivered
V 004 (Quarterly
Cumulative)
Quarter 1
Target
Quarter
1
Actual
80.0%
100.0%
38%
Progress/ Action Note
Reporting of follow ups by Deloittes will not be completed until
October 2012.
100%
2012/13 - no high priority recommendations have been raised.
Previous Years - All high priority recommendations for previous
financial years have been implemented (refer to Audit Committee
June 2012 - Status of Agreed Audit Recommendations due to
implementation by 31 March 2012)
http://intranet.northnorfolk.org/minutes/Audit%20Committee/18%20
Jun%202012/NNDC%20Follow%20Up%20Report%20for%20201112%20_06%2006%2012_.pdf
Based on the annual plan as at the end of July 61.5 days had been
delivered against the planned 81 days for the same period (target
38%). Additional 2.5 days delivered of extra 14 days agreed.
100.0%
29.0%
Measures
Name
Reference
Working Days Lost Due to
Sickness Absence (Whole
Authority)
V 007 (Quarterly
Cumulative)
Quarter
1
Actual
Trend/
Direction of
Travel
Progress/ Action Note
This is an excellent result for the first quarter and compares
well to previous years. There were 5 cases of long term sick
of which 2 have returned to work.
1.12
Page 34 of 36
117
Name
Level of overspend/
(underspend) £/%
Level of overspend/
(underspend) £/%
by new service
groupings
Service Group
Total
Reference
V 008
(Quarterly
Cumulative)
Assets, Coastal
Defence &
Leisure
Community and
Economic
Development
Corporate
Services
Customer
Services
Development
Management
Environmental
Health
V 005
(Quarterly
Cumulative)
Quarter 1
Actual
£
%
Trend/
Direction
of Travel
Progress/ Action Note
(134,037)
(4.0%)
Information on the budget monitoring position
will be reported to Cabinet in September for
the first four months of the 2012/13 financial
year. This will also include an update to the
high level savings not yet allocated to
services.
(84,619)
(9.0%)
Includes a number of variances including car
parking (additional income), vacant posts not
yet filled.
(15,279)
(8.0%)
No major variances.
4,666
3.0%
No major variances.
(53,098)
(14.0%)
73,906
41.0%
(4,758)
(1.0%)
Page 35 of 36
118
Underspends in relation to vacant posts and
income received for the "your choice" work
which has not yet been offset by costs.
Profiled overspend to date due to a shortfall
in income from planning applications. Service
remains optimistic that this position will
turnaround pending some larger applications
anticipated over the coming months.
No major variances.
Name
Service Group
Financial
Services
Organisational
Development
Savings to be
identified
Reference
Quarter 1
Actual
£
%
(210,916)
(19.0%)
30,913 3,278.0%
125,148
100.0%
Trend/
Direction
of Travel
Progress/ Action Note
One-off grant received to assist with the
implementation costs of new localised council
tax scheme. External audit costs not yet
invoiced for 2011/12.
Variance largely reflects invoices not yet
issued for recovery of costs in relation to
elections.
See budget monitoring report for detail.
Note: Quarter 1 result for overspend/ (underspend) reflects the variance of the actual to the profiled budget (in this case to the end of period
4)
Key
Improving compared to the same time period last year
Static/stable compared to the same time period last year
Worsening compared to the same time period last year
Page 36 of 36
119
Appendix 3
Briefing Paper – Performance Management Report
Introduction
This paper offers some explanation as to the data presented in the
Performance Management Report
Cleansing Performance Data
Target 0 Defaults
Actual 13 Defaults
The issue of Defaults under the contract between the Council and Kier is at
the discretion of the Supervising Officer. These can be issued for two
reasons
a)
Irredeemable Breach (Overflowing Litter Bins)
b)
Failure to comply with a Rectification (An instruction to remedy a
defect in a specified time – sweep a street clean)
The information on Rectifications and Defaults for 2012 is shown below
The increase shown in Defaults for April and May relate to the failure to
maintain standards during Easter and May Bank Holidays in particular, most
relating to bins which were found to be overflowing. Officers are working at
weekends and Bank Holidays to ensure that standards are monitored.
The source of Rectifications is shown below and these indicate a pattern.
120
Reasons for the changes pattern in both terms of Rectifications and Defaults
are that as pressure on resources within the Kier contract are applied to a
particular service area or where the service requirements increase, such as
Bank Holiday, targeted inspection by the council, increased tourism result in
some resources being diverted. Diversion of resources can affect the
standards achieved positively and negatively. The level of resources applied
is a matter for Kier along with their deployment to achieve the outcomes
required by the contract.
Evidence is shown through Rectifications on Town Centre Cleansing and
Pavement Sweeping, inspection and the use of Rectifications was considered
necessary early in the year ensure that standards were achieved, similar
action was taken in July with regard to public toilet cleaning. The intervention
has been effective.
Actions
Stabilisation of the performance of the contract with clear measurable
objectives has been discussed in detail with Kier along, with the reassignment
of resources, including changing road sweeper models, has been ongoing
and will form part of the Improvement Plan for the year which will be formally
presented to Cabinet in October.
Conclusion
The overall standard achieved under the contract is acceptable when judged
as a whole with identifiable areas for improvement in key tasks and at key
times (coastal litter bins at weekends and peak tourist season). The
achievements for the Olympic Torch Relay show the quality that can be
achieved in cleansing and generated positive comments from many quarters.
121