Please Contact: Emma Denny
Please email: emma.denny@north-norfolk.gov.uk
Please Direct Dial on: 01263 516010
29 May 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, 11 June 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: Mrs H Eales, 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 14 May
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 personal or prejudicial
interest.
6.
MEMBER TRAINING DEVELOPMENT AND SUPPORT GROUP
(page 6 )
To receive the minutes of the Member Training Development and Support Group of 28
February 2012.
7.
PLANNING POLICY AND BUILT HERITAGE WORKING PARTY
(page 10)
To receive the minutes of the Planning Policy and Built Heritage Working Party of 23 April
2012.
8.
2011/12 OUTTURN REPORT
(page 14)
(Appendix A– p 28, appendix B – p29, appendix C – p 50, appendix D – p 52, appendix E –
p 55, appendix F – p 60)
Summary:
This reports presents the outturn position for the
revenue account and capital programme for the 2011/12
financial year. Details are provided within the report of
the more significant year-end variance. The report
provides details of recommended contributions to
earmarked reserves for future spending commitments.
An update to the current capital programme is also
included within the report and accompanying
appendices.
Conclusions:
The outturn position on the revenue account as at 31
March 2012 shows an underspend for the year of
£241,601. This is after allowing for a number of
underspends to be rolled forward within earmarked
reserves to fund ongoing and identified commitments.
The general fund balance remains within the current
recommended level.
Recommendations:
Members are asked to consider the report and
recommend the following to Full Council:
a) The final accounts position for the general fund
revenue account for 2011/12;
b) The transfers to and from reserves as detailed in
the report;
c) Transfer the surplus to the restructuring reserve;
d) The financing of the 2011/12 capital programme
as detailed within the report;
e) The balance on the general reserve of £1,948,590
at 31 March 2012;
f) The updated capital programme for 2012/13 to
2013/14 and the associated financing of the
schemes as outlined within the report and detailed
at Appendix E.
Cabinet Member(s)
Ward(s) affected
Contact Officer, telephone number and email:
Karen Sly, 01263 516243, Karen.sly@north-norfolk.gov.uk
9.
ANNUAL TREASURY MANAGEMENT REPORT FOR 2011/12 AND STRATEGY
UPDATE FOR 2012/13
(page 69)
(Appendix G – p 81, appendix H – p 82)
Summary:
This report sets out the Treasury Management activities
actually undertaken during 2011/12 compared with the
Treasury Management Strategy for the year. An update
is included on alternative investment options for
2012/13.
Conclusions:
Treasury activities for the year have been carried out in
accordance with the CIPFA Code and the Council’s
Treasury Strategy. For the future, the Council will invest
in collective investment schemes focusing on property
investment.
Recommendations:
That the Council be asked to RESOLVE that
(1) Treasury Management Annual Report for
2011/12 is approved.
(2) A proportion of the investment portfolio is
invested in the LAMIT and Lime Property Funds.
Cabinet Member(s)
Ward(s) affected
Cllr Wyndham Northam
All
Contact Officer, telephone number and email:
Tony Brown
01263 516126
tony.brown@north-norfolk.gov.uk
10.
DEBT RECOVERY 2011/12
Summary:
(page 83)
This is an annual report detailing the council’s collection
performance and debt management arrangements for 2011/12
The report includes a:
ƒ
ƒ
ƒ
ƒ
Recommendations:
A summary of debts written off in each debt area
showing the reasons for write-off and values.
Collection performance for Council Tax and NonDomestic Rates.
Level of arrears outstanding
Level of provision for bad and doubtful debts
Members are asked to:
Approve the annual report giving details of the Council’s
write-offs in accordance with the Council’s Debt Write-Off
Policy and performance in relation to revenues collection.
Cabinet member(s):
Ward(s) affected:
Contact Officer
telephone number
and e-mail:
11.
All
All
Louise Wolsey
01263 516081
louise.wolsey@north-norfolk.gov.uk
NORTH NORFOLK HOUSING STRATEGY 2012 – 2015 (HOUSING AND
INFRASTRUCTURE)
(page 90)
(Appendix I – p 93)
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 stock and supporting independence. The first
of these 3 documents sets out the vision for the strategy
and contains a detailed action plan for the period
2012/2015 of actions which will support the delivery of
new homes across the district.
The North Norfolk Housing Strategy 2012-2015 will be a
suite of 3 documents which address the following
specific areas:
•
•
•
Supporting the delivery of new homes and
infrastructure
Making the most effective use of the existing
stock
Supporting independence.
Each document will set the context for the area it relates
to and will include a dedicated action plan. The first
document to be completed is the North Norfolk Housing
Strategy 2012-2015 Housing and Infrastructure
document for adoption by the Council.
Recommendations:
Cabinet recommend the adoption of the North
Norfolk Housing Strategy (Housing and
Infrastructure) document to Full Council.
Cabinet Member(s)
Keith Johnson
Ward(s) affected: All
Contact Officer, telephone number and email:
Karen Hill, 01263 516183, karen.hill@north-norfolk.gov.uk
12.
THE BIG SOCIETY FUND
( page 103)
(Appendix J – p 105, appendix K – p 109, appendix L – p 111, appendix M – p 113)
Summary:
The first round of applications for the Big Society Fund have
been received and the smaller grants (up to £10,000) have
been awarded by the big Society Board. The larger applications
(those above £10,000) are reported to Cabinet for
determination.
Conclusions:
The first round of applications for the Big Society Fund has
provided an exciting range of projects that contribute
significantly towards achieving the purpose of the Fund, which is
to help build strong communities in North Norfolk and improve
their social and economic wellbeing.
Recommendations:
It is recommended that Cabinet determines the Big Society
Fund grant applications in accordance with the
recommendations set out in the schedule in Appendix L of
this report, in accordance with the Big Society Fund
Prospectus and having regard to the decisions made by the
Big Society Board at its meeting on 21 May 2012
Cabinet member(s):
All
Contact Officer, telephone number,
and e-mail:
13.
Ward(s) affected:
All
Rob Young 01263 516162, robert.young@northnorfolk.gov.uk
EXCLUSION OF PRESS AND PUBLIC
To pass the following resolution:
“That under Section 100A(4) of the Local Government Act 1972 the press and public be
excluded from the meeting for the following item of business on the grounds that they
involve the likely disclosure of exempt information as defined in paragraphs _ of Part I of
Schedule 12A (as amended) to the Act.”
NOT FOR PUBLICATION BY VIRTUE OF PARAGRAPH 3 OF PART 1 OF SCHEDULE 12A (AS
AMENDED) OF THE LOCAL GOVERNMENT ACT 1972)
14.
NORTH WALSHAM SPORTS CENTRE JOINT USER AGREEMENT
Summary:
Conclusions:
Recommendations:
(Page 123)
North Norfolk District Council manages and operates North
Walsham Sports Centre as part of a Joint User Agreement
made between NNDC and the County Council through North
Walsham High School Governors. This paper outlines a
proposal to move the operation of the sports centre for
community use over to the school.
The opportunity exists to move the Community Sports operation
at North Walsham to being under the control of the High School,
as part of its wider community aspirations, especially given the
recent completion of the Atrium building at the school. This will
also give rise to long term financial savings to the Council.
1) To confirm, subject to positive negotiations, the transfer
of the Community Sports Centre operation at North
Walsham High School from the Council to the School.
2) For officers to enter into and complete formal
negotiations with the School to allow this transfer to take
place at a mutually acceptable date.
3) That any lump sum payment made as part of an agreed
settlement with the school is made conditional on the
school keeping the facility open for two years.
Cabinet member(s):
Contact Officer, telephone number,
and e-mail:
Cllr John Lee
Karl Read, Leisure and Cultural Services Manager
01263 516002 Karl.Read@north-norfolk.gov.uk
Agenda Item 2__
CABINET
Minutes of the meeting of the Cabinet held on Monday 14 May 2012 at the Council
Offices, Holt Road, Cromer at 10.00am.
Members Present:
Mrs H Eales (Chairman)
Mrs A Fitch-Tillett
Mr T FitzPatrick
Mr T Ivory
Mr John Lee
Mr W Northam
Also attending:
Mrs L Brettle
Mrs P Grove-Jones
Mr P High
Mr N Lloyd
Ms B Palmer
Mr E Seward
Mr R Shepherd
Mr B Smith
Mr H Thompson
Mr S Ward
Mr G Williams
Mr D Young
Officers in
Attendance:
Also in
Attendance:
1.
The Chief Executive, Corporate Director (S. Blatch),
Corporate Director (N. Baker), the Policy and Performance
Management Officer (for item 7), the Estates and Valuation Manager
(for item 8), the Coastal Engineer (for item 11)
The press and the public
APOLOGIES FOR ABSENCE
Mr K Johnson
2.
MINUTES
The Minutes of the meeting held on 16 April 2012 were confirmed as a correct record
and signed by the Chairman after the following amendments had been agreed.
a) Minute 118, Development of the Offshore Wind Energy Sector off the North Norfolk
Coast – A Strategic Positioning Paper and Proposal for Local Partnership Working
Arrangements, item 1(ii), page 6, to change to: ‘An Area Action Plan to cover the
development along the B1105 corridor to include, not only the traffic flow, but also
Site Specific Plans for development sites’.
b) Minute 118, Development of the Offshore Wind Energy Sector off the North Norfolk
Coast – A Strategic Positioning Paper and Proposal for Local Partnership Working
Arrangements, item 1(iii), page 6, to change to ‘A report on the possibility of raising
s106 contributions from offshore windfarm support bases and infrastructure
developments’.
3.
PUBLIC QUESTIONS
None
4.
ITEMS OF URGENT BUSINESS
None
Cabinet
1
14 May 2012
5.
DECLARATIONS OF INTEREST
None
6.
PLANNING POLICY AND BUILT HERITAGE WORKING PARTY
MINUTE 32: NATIONAL PLANNING POLICY FRAMEWORK - PUBLICATION
RESOLVED that
Pending further consideration the Council continues to apply full weight to adopted
Core Strategy policies as a basis for reaching decisions on planning applications.
7.
PERFORMANCE MANAGEMENT FRAMEWORK INCLUDING PERFORMANCE
MANAGEMENT OF THE ANNUAL ACTION PLAN 2012/13
The Leader, Mrs H Eales, introduced this item. She explained that The Performance
Management Framework had been revised to reflect the development of a new
Corporate Plan and Annual Action Plan 2012/13. There were three sets of
performance measures to ensure the delivery of the first Annual Action Plan 2012-13:
1. Operational performance indicators for which the Council sets targets and
where there is a high level of control over the outcome.
2. Performance measures which indicate that the position is improving but
where NNDC does not have sufficient control over the outcome to set a
target. These would be managed by assessing direction of travel.
3. Measures reviewed on an annual basis that show the combined impact of all
the activities undertaken by the Council and demonstrate the level of need for
further action.
The Leader acknowledged that some targets, such as housebuilding were
aspirational. Continued nationwide financial instability meant that it was hard to
forecast effectively in such areas and even if planning permission was granted for
new homes there was the possibility that developments would not come to fruition.
She concluded by referring to the Annual Health Indicators for the District, as outlined
within the Performance Measures. It was intended that these would indicate where
the Council should focus their efforts in the following year.
Mr G Williams commented on the second performance measure for the Annual
Action Plan. He said that it would be more appropriate to state ‘to indicate that the
position is changing’ rather than improving. He acknowledged that it was hard to set
targets where there was no baseline but said that it would be helpful to have a
clarification on the term ‘review and report’. The Leader said that the item would be
going to the Overview and Scrutiny Committee on 23rd May and members would
have the opportunity to make comments then. Full Council would receive the
Performance Management Framework for approval on 30th May. 2012.
RECOMMENDED TO FULL COUNCIL
To approve:
a) The revised Performance Management Framework, and
b) The performance measures for the Annual Action Plan
Cabinet
2
14 May 2012
8.
COMMUNITY ASSET TRANSFER POLICY
Mr W Northam, Portfolio Holder for Corporate Assets, introduced this item. He
explained that the Community Asset Transfer Policy set out how the Council would
respond to requests from community groups wanting to take over ownership of
NNDC owned property assets. A community asset was defined as an asset owned
by the District Council which was not held for investment reasons and not essential
for operational purposes. He stressed that the policy was not an alternative to the
provisions of the Localism Act relating to the disposal of Assets of Community Value
but was intended to complement this.
The Portfolio Holder clarified that the term ‘community asset transfer’ related
primarily to long leasehold or freehold transfer. It was anticipated that the majority of
such assets would be leased for a peppercorn rent. In cases where the organisation
was an unincorporated association which was not registered as a charity, it was likely
that the only appropriate option would be a shorter term lease. He concluded by
saying that it was important to have a comprehensive policy in place to ensure that
the full worth of community assets was recognised and to ensure that transfers were
sustainable and successful in the long term.
Members discussed the report:
a) Mr G Williams asked whether there had been an increase in interest from
community groups hoping to take over council assets. Mr T Ivory, Portfolio Holder
for Localism and the Big Society said that he had recently met with community
groups in Fakenham regarding the Community Campus Project. They had
indicated an interest in taking over some council-owned assets. It was also likely
that the Leadership of Place project in North Walsham would lead to similar
requests.
b) Mr G Williams commented that section 3.3 of the policy statement which referred
to the opportunities created by a transfer of assets to a community should state
that the policy complemented the Council’s support for capacity building. The
Portfolio Holder for Localism and the Big Society agreed with this. He said that
this was a draft version and that amendments could be made prior to the
publication of the final version.
c) Mr D Young was concerned that some incorporated organisations, including
charities, were run by just one or two individuals and there was a risk that they
could fold after a few years. He suggested that a licence to occupy may be
preferable in such cases. The Portfolio Holder for Localism and the Big Society
said that it was advantageous for most organisations to have a longer lease in
place as it could open up avenues for funding. He referred to the Sheringham
Little Theatre which already operated successfully on this basis. He added that
the Council’s commitment to capacity building would ensure that such ventures
would remain viable.
d) Mr N Lloyd asked whether there would be a review process in place to address
any problems that may occur. The Portfolio Holder for Corporate Assets replied
that the Council maintained an overview of any leases and action would be taken
if any problems occurred.
RESOLVED to
Approve the Draft Community Asset Transfer Policy as the basis for consultation with
relevant community groups, town and parish councils.
Cabinet
3
14 May 2012
9.
A POLICY POSITION ON SECTION 106 FINANCIAL CONTRIBUTIONS
ASSOCIATED WITH RETAIL DEVELOPMENTS
Mr T Ivory introduced this item in Mr K Johnson’s absence. He explained that the
decision to introduce a procedure in respect of negotiating Section 106 contributions
from new retail developments had arisen following several proposals from developers
across the district. The proposed policy framework would consider how the Council
could assess the impact of proposals for new retail developments and implement any
mitigating measures on established town centres. Mr Ivory stressed that any possible
interventions would not be a ‘wish-list’ but would reflect the longer-term aspirations
of the local community and could be financed through a variety of means including,
where appropriate, planning obligations. He concluded by saying that in order to
consider the impact of the current new retail proposals on town centres, the
procedure should be developed and adopted as soon as possible.
Members discussed the report:
1. Ms V Gay asked for further clarification on the proposed appointment of a retail
consultant, in particular whether there would be a series of consultants appointed
for the different areas of the District or whether one retail consultant would be
appointed on a short-term contract. Mrs S Blatch, Corporate Director, replied that
a retail consultant had already been appointed for one of the applications in North
Walsham and the Head of Planning and Building Control was considering
whether a Framework Contract should be put in place for future applications. He
added that an ad hoc arrangement could breach the procurement threshold.
2. Mr G Williams commented on the use of the term ‘wish-list’. He suggested that
‘aspirations’ may be a preferable term.
RECOMMENDED to Full Council
That the key principles detailed at paragraph 4.1 of the report form the basis of
the procedure to be adopted by the Council in negotiating Section 106
contributions from new retail proposals be endorsed with effect from 1st June
2012.
10.
CABBELL PARK
Mr J Lee, Portfolio Holder for Leisure & Cultural Services, introduced this item. He
explained that before any progress could be made in relation to Cabbell Park, the
legal estate needed to be transferred to the Council under the terms of the trust
deed. He added that discussions had taken place with Medcentres, the Town Council
and the Football Club to try and balance their interests with the legal requirement to
hold the land as open space. It was hoped that there would be an opportunity to
secure the future of the Youth Team too.
RESOLVED that
1. The Trustees be approached to transfer the legal title of Cabbell Park to the
Council.
2. The Chief Executive be given delegated authority to negotiate a way forward with
any interested parties and
3. The matter returns to Cabinet for consideration once an agreement has been
reached.
Cabinet
4
14 May 2012
11.
COASTAL WORKS MEASURED TERM CONTRACT
Mrs A Fitch-Tillett, Portfolio Holder for Coastal Issues introduced this item. She
explained the measured Term Contract was the best way to procure small scale,
reactive coastal works. Under this arrangement a contractor would agree to carry out
a variety of coastal works over a period of time within a defined geographical area
with the works subsequently valued at rates contained in an agreed priced schedule
of rates.
A procurement exercise had been undertaken and the successful tenderer was
Renosteel Construction. It was anticipated that the contract would commence on 1st
June 2012.
RESOLVED to
agree to award the Coastal Measured Term Contract to Renosteel Construction Ltd.
The Meeting closed at 10.38am
_______________
Chairman
Cabinet
5
14 May 2012
Agenda Item 6__
MEMBER TRAINING, DEVELOPMENT AND SUPPORT GROUP
Notes of a meeting held on Tuesday 28 February at 11.00am in Room 1, Council
Offices, Holt Road, Cromer.
Members Present:
Working
Group:
Officers in
Attendance:
Philip High
Keith Johnson (Chairman)
John Lee
Barry Smith
Vivienne Uprichard
Emma Denny, Emma Duncan, Mary Howard, Rod Lee
1. APOLOGIES
Apologies were received from Julie Cooke
2. NOTES OF LAST MEETING
The notes of the last meeting held on 07 December 2011 were confirmed as a correct
record.
3. BUDGET
Mary Howard agreed to provide the Group with a written update on the current status of
the budget following the meeting.
4. TRIAL OF PERSONAL DEVELOPMENT PLAN
Rod Lee updated the Group on the Members Development Charter. He explained that
the process included the introduction of a Personal Development Plan (PDP) for
Members and following some research it was felt that the Members Skills Portal provided
by the South Eastern Local Government Employers was the most suitable. This system
operated via an internet portal and included demographic information, a skills
assessment and feedback from peers. A summary report could then be produced for
each participating member. Following a recent demonstration of the Portal, the Group felt
that all Members should be encouraged and supported in using the facilities.
Rod Lee said that there were still decisions to be made regarding how the system would
be used by Members, the kind of reports that should be produced and which subscription
level would be most appropriate. He suggested that a yearly subscription would be
preferable as there was the possibility of procuring a subscription jointly with other
Norfolk councils.
Member Training, Development and
Support Working Group
6
28 February 2012
The Group discussed the Member Development Charter:
1. The Chairman suggested that a long-term commitment to the scheme should be
included within the Group’s recommendations to Cabinet.
2. Mary Howard highlighted the term ‘Members Champions’ within the Summary of ‘key’
actions document. It should be made clear that this role related solely to the
development of Members and was not the same as the Member Champion positions
under the previous administration. It was agreed that an alternative title should be
used to avoid confusion.
3. Rod Lee highlighted the work done by Mary Howard on Member role descriptions.
The previous Group had not been fully supportive of this aspect of the Charter and it
may be necessary for the current Group to review them. Mary Howard added that it
was important that Members took ownership of the role descriptions and this should
be done at political group level. The backing of the Member Training Development
and Support Group would help with this. She added that the role descriptions would
need to be amended to reflect the new Cabinet portfolio structure.
4. The issue of Member appraisals was raised. There had been apprehension in the
past regarding this. The Group agreed that it was important that Members were made
aware of the rationale behind them and what the process actually involved. The
Chairman said that it should be acknowledged from the outset that some Members
would not sign up for the process.
5. The Chairman said that he preferred to work on the Personal Development Plan in a
group setting. It was agreed that this was more beneficial and would encourage
Members to take part. Rod Lee agreed to schedule some initial sessions for MTDS
members to attend.
AGREED
1. That an alternative title should be used in place of ‘Members Champions’
2. To make two further recommendations to Cabinet:
i) That Cabinet supports the joint procurement of a subscription to the Member
Skills Portal.
ii) That Cabinet makes a long-term commitment to the Members Development
Charter
RESOLVED
To recommend to Cabinet:
1. That Cabinet re-affirms the Council’s commitment to achieving the Members
Development Charter and recommends the adoption of the action plan
2. That Cabinet agrees to the payment of 1 year’s subscription at a cost of £997 for the
Members Skills Portal to be provided by the South East Employers
3. That Cabinet confirms that all members are to be encouraged to use the Skills
Portal, including the 360 feedback process.
4. That the Member Training Development and Support Group will provide regular
reports to Cabinet relating to progress being made in achieving the Charter and
installing the skills
5. That Cabinet makes a long-term commitment to the Members Development Charter.
5. INFORMAL LOW KEY TRAINING
Mary Howard explained that the issue of low key training for Members arose during a
meeting of Norfolk Member Development officers at Broadland District Council in
November 2011. All of those attending agreed that they experienced difficulties in getting
Members to attend training sessions and it was suggested that they look at what was
already provided to Members in addition to formal training. At North Norfolk District
Member Training, Development and
Support Working Group
7
28 February 2012
Council low key training included presentations at the start of committee meetings, the
provision of publications, including the Members’ Bulletin, training sessions within
committee meetings and regular Member workshops.
The Group discussed the report:
1. In-committee training worked very well and could be extended to Full Council
meetings. Mary Howard said that she was concerned that it could make some
committee meetings too lengthy. The Chairman said it was important that the training
lasted no longer than half an hour.
2. Emma Duncan suggested that it should be arranged on a day when Members were
likely to be at the Council offices. Cabinet meetings would provide a good opportunity
to link training in to current topics of interest.
3. Members were more likely to attend such sessions if they took place prior to a
meeting. It also meant that it couldn’t over-run.
4. The same session could be run several times at various committees to give people a
choice of when to attend. Rod Lee warned that Norfolk County Council took this
approach and it that it could have an impact on the workload of officers.
5. The Chairman asked if records were kept of Members attendance at training events.
Mary Howard explained that Democratic Services had a record of the Members
induction training and the Development Committee kept details of all their training.
Rod Lee added that the Members Skills Portal would be able to record training. In
addition, Democratic Services were looking at the possibility of installing an electronic
committee administration system. This would help centralise records and Members
attendance at events would be picked up by the system by linking to the Corporate
Diary.
6. The Chairman was concerned that an electronic committee administration system
could overload Members with information. Emma Duncan explained that the system
allowed Members to select topics of interest and limit the information they received to
those subject areas only. It would filter out any information that was not required. In
response to a further question regarding training for a new system, Emma Duncan
explained that it was hoped that Members would move towards using Tablets more in
the future. They were much easier to use and any training would be basic.
7. It was hoped that an increase in the use of technology would reduce the need to print
so many documents. Democratic Services were considering providing a few Tablets
at committee meetings for Members to use. The Chairman said that this was a good
idea but that the issue of receiving emails during meetings may need to be
addressed. One approach would be to ask Members to turn off the email facility or
mute it during meetings.
TO REVIEW THE ACTION LIST AND WORK PROGRAMME
a) The Chairman asked whether there had been any progress on inviting someone
from Broadland District Council to a meeting of the MTDS Group to discuss their
experiences of the Members Development Charter. Rod Lee said that he had not
been able to arrange this yet.
b) John Lee commented that the Members’ Bulletin was much easier to access now
that it was produced as a single pdf. document. The Chairman agreed and said that
he hoped it would reduce the number of paper copies that were printed.
c) The Chairman asked if there were any further additions to the work programme.
Mary Howard suggested that Member role descriptions should be added to the
programme for May 2012 and that an update on the committee administration
system, ModernGov should also be added.
Member Training, Development and
Support Working Group
8
28 February 2012
AGREED
To add the following items to the work programme:
1. Member Role Descriptions
2. An update on the ModernGov committee administration system.
The Meeting closed at 12.07 pm
______________________
Chairman
Member Training, Development and
Support Working Group
9
28 February 2012
Agenda Item
7
23 APRIL 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 Baker
B Cabbell Manners
Mrs A R Green
P W High
G R Jones
Mrs B McGoun
D Young
R Shepherd (observer)
B Smith (observer)
Officers
Mr M Ashwell - Planning Policy and Property Information Manager
Mr P Godwin - Conservation, Design and Landscape Manager
Mr R Howe – Planning Legal Manager
Mr J Williams – Team Leader (Major Developments)
Mrs T Armitage – Senior Planning Officer
(27)
APOLOGIES FOR ABSENCE
Apologies for absence were received from Councillor N D Dixon.
(28)
MINUTES
The Minutes of the meeting held on 20 February 2012 were approved as a correct
record and signed by the Chairman.
(29)
ITEMS OF URGENT BUSINESS
The Chairman stated that there were no items of urgent business which he wished to
bring before the Working Party.
(30)
DECLARATIONS OF INTEREST
Mr B Cabbell Manners declared an interest in Minute 33 as site C14 was owned by
his children.
Planning Policy & Built Heritage Working Party
10
23 April 2012
(31)
Housing Land Supply – Publication of Statement of Five Year Supply of
Residential Development Land
The Working Party considered item 1 of the Officers’ reports which provided an
overview of the amount of land which is available for housing development in the
District, identified how much of this land might reasonably be expected to be
developed over the next five years and sought authority to publish a statement of the
Council’s position.
The Working Party considered a graph showing the housing trajectory which
indicated the number of dwellings which had been completed since 2001/02 and the
number of dwellings which were projected to be completed each year through to
2025/26.
The Planning Policy and Property Information Manager answered Members’
questions. Members were particularly concerned about possible land banking of
sites by developers and the impact of the LDF on the provision of housing in rural
areas, particularly in cases where people wanted to build a house for a family
member on a large plot in their ownership. It was suggested that the Government be
approached in respect of the land banking issue. The Planning Policy and Property
Information Manager considered that it would be preferable for him to bring a paper
to a future meeting of the Working Party on the land banking issue rather than
approach the Government at this stage.
It was proposed, seconded and
RESOLVED
(32)
1.
That the Statement of Housing Land Supply and Housing Trajectory is
published.
2.
That a report be prepared for consideration by the Working Party in
respect of land banking.
3.
That a report be prepared for Overview and Scrutiny Committee in
respect of the impact of the Local Development Framework on the
delivery of housing, particularly in rural areas.
4.
That the report considered by the Working Party be presented to the
Development Committee for information.
National Planning Policy Framework – Publication
The Working Party considered item 2 of the Officers’ reports which provided an
overview of the National Planning Policy Framework (NPPF) and recommended an
approach to the application of adopted development plan policies and the weight to
be attached to the NPPF in the determination of planning applications pending further
consideration.
The Planning Policy and Property Information Manager answered Members’
questions. Concerns were raised in respect of sustainability of rural communities.
The Planning Policy and Property Information Manager stated that issue of
sustainability had been considered. Rural communities would need thousands of
dwellings to justify a new school or other facilities.
Planning Policy & Built Heritage Working Party
11
23 April 2012
In answer to a question regarding relaxation of policy in respect of barn conversions,
the Planning Policy and Property Information Manager stated that applications should
be determined in accordance with the Core Strategy. Ad hoc determinations would
lead to a change of policy by default. There was a need for a period of proper
reflection in respect of those areas of the Core Strategy which needed to be reviewed
in the light of the NNPF.
Where communities’ aspirations differed from the Core Strategy in terms of housing
numbers, it would be possible for them to draw up Neighbourhood Plans which sat
alongside the Council’s Core Strategy.
Councillor G R Jones considered that it was important to consider shared ownership.
Whilst it was an expensive option, it could help people get onto the housing ladder
and he suggested that the Council could invest in the housing market by offering
loans to cover the deposit on such properties, repayable with interest when the
property was sold. The Chairman agreed to take the suggestion back for further
consideration.
It was proposed, seconded and
RESOLVED
(33)
1.
That Cabinet be recommended that pending further consideration the
Council continues to apply full weight to adopted Core Strategy policies
as a basis for reaching decisions on planning applications.
2.
That in the first instance further consideration is given to the policy
areas identified in the report.
3.
That the report be presented to Development Committee for information.
Local Development Framework Progress Report
The Working Party considered item 3 of the Officers’ reports which provided a
general update in relation to the Local Development Framework and related policy
documents and the work of the Major Development Team in relation to allocated
Development Sites.
The Planning Policy and Property Information Manager reported that consultation on
the Fakenham Draft Development Brief had been extended until 21 May. In answer
to a question he explained that the Council’s costs were limited to attendance at the
exhibition and advertising, with most of the preparation work being undertaken by the
developers at their expense.
Concern was expressed that additional financial burdens placed on developers could
have an impact on the delivery of affordable housing.
A Member requested that a requirement to use local labour be incorporated into
Development Briefs.
The Planning Policy and Property Information Manager updated the Working Party
on the progress on allocated sites. A planning application was expected to be
submitted shortly in respect of site C14.
Planning Policy & Built Heritage Working Party
12
23 April 2012
In answer to a question regarding cyclical climate change and water supply
infrastructure, the Planning Policy and Property Information Manager reported the
views of Anglian Water and stated that it was not likely to raise a fundamental
problem.
In answer to a question the Team Leader (Major Developments) and Planning Legal
Manager explained the current position with regard to the Section 106 Obligation in
respect of site HO1.
Members raised issues in respect of sustainability measures in new developments,
including grey water recycling and heat pumps. All new developments currently had
to comply with level 3 of the Code for Sustainable Homes, but this could be achieved
by a number of measures, some of which were more costly or more effective than
others. It was suggested that the more effective measures should be promoted.
RESOLVED
That the report be noted.
The meeting closed at 11.35 am.
Planning Policy & Built Heritage Working Party
13
23 April 2012
Agenda Item No______8______
2011/12 OUTTURN REPORT
Summary:
This report presents the outturn position for the revenue
account and capital programme for the 2011/12 financial
year. Details are provided within the report of the more
significant year-end variance. The report provides
details of recommended contributions to earmarked
reserves for future spending commitments. An update to
the current capital programme is also included within the
report and accompanying appendices.
Conclusions:
The outturn position on the revenue account as at 31
March 2012 shows an underspend for the year of
£241,601. This is after allowing for a number of
underspends to be rolled forward within earmarked
reserves to fund ongoing and identified commitments.
The general fund balance remains within the current
recommended level.
Recommendations:
Members are asked to consider the report and
recommend the following to Full Council:
a) The final accounts position for the general fund
revenue account for 2011/12;
b) The transfers to and from reserves as detailed in
the report;
c) Transfer the surplus to the restructuring reserve;
d) The financing of the 2011/12 capital programme
as detailed within the report;
e) The balance on the general reserve of £1,946,590
at 31 March 2012;
f) The updated capital programme for 2012/13 to
2013/14 and the associated financing of the
schemes as outlined within the report and detailed
at Appendix E.
Cabinet Member(s)
Ward(s) affected
Contact Officer, telephone number and email:
Karen Sly, 01263 516243, Karen.sly@north-norfolk.gov.uk
14
1.
Introduction
1.1
This report presents the draft outturn position for the 2011/12 financial year.
Commentary on the more significant year-end variances is included within the
report with further supporting information provided within the report
appendices. The 2011/12 revised budgets for revenue and capital were
approved by Full Council on 14 December 2011 and this report now
compares the outturn position compared to those budgets. The report also
includes a current position statement on the level of reserves along with the
outturn position for the 2011/12 capital programme and an update for the
capital programme for the period 2012/13 to 2013/14.
1.2
All budgets have been monitored throughout the year by both Service Officers
and Finance with regular reports being presented to Cabinet and Overview
and Scrutiny. The last budget monitoring position was reported to Members
in March 2012 and reported a projected underspend on the revenue account
of £21,807, this report now presents the final budget monitoring position for
the year. The contents of this report will be considered by the Overview and
Scrutiny Committee on 26 June.
1.3
Following the production of the outturn position the Council’s statutory
accounts are then produced. At the time of reporting the outturn there are still
some entries that are required within the Statement of Accounts, for example
impairment costs that are chargeable to service accounts but are then
reversed out therefore having no impact on the overall general fund position.
These will be entered in the published accounts and will be fully reconciled to
the position now reported. The draft accounts must be produced by 30 June
and then audited with the final audited version being approved and published
by 30 September annually. The audited accounts will be presented to the
Audit Committee on 18 September 2012.
1.4
Any material adjustments to the figures used within this report will either be
reported at the meeting or reflected in the draft Statement of Accounts when
they are produced.
2.
Revenue Account 2011/12
2.1
The revenue account position for the year shows an underspend of £241,601
as detailed at Appendix A. This is after allowing for a number of transfers to
earmarked reserves for current and known commitments. As part of setting
the annual budget each year, the Council approves a policy framework for
earmarked reserves and the optimum level of the general reserve. Earmarked
reserves are typically used to set aside funds for known or specific liabilities.
Transfers to earmarked reserves have been made where an underspend has
occurred within a service mainly due to the timing of work not being
completed as planned and by 31 March 2012 and where no future budget
exists. Further details on the movements to and from reserves are included at
section 3 of the report.
Service Variances
2.2
The following sections of the report seek to highlight the more significant
variances compared to the revised budget. Comments on some of the
smaller variances are included within Appendix B.
15
2.3
Accounting standards require a number of notional charges to be made to
service accounts. Notional charges include transactions in relation to capital
charges and pension costs and whilst they do not have an impact on the
‘bottom line’ i.e. the surplus or deficit for the year, they are included for
reporting purposes. Appendix A shows the overall revenue position including
notional charges, however to assist the reporting and explaining variances
table 1 provides a summary of the position excluding notional charges.
Table 1 – 2011/12 Revenue Account (Excluding Notional Charges)
Community
Environment
Information
Resources
Net Cost of Services (excluding
notional charges)
Parish Precepts
Non Service Expenditure
Contributions to/(from) earmarked
reserves
Contributions to/(from) general reserves
Net Expenditure to be met from Grant
and Taxpayers
Income
(Surplus)/ Deficit
2011/12
Revised
Budget
£
1,917,349
6,800,894
1,161,179
4,224,472
14,103,894
2011/12
Outturn
£
1,878,364
6,602,837
1,120,551
3,054,620
12,656,372
Variance
(Under)/Over
Spend
£
(38,985)
(198,057)
(40,628)
(1,169,852)
(1,447,522)
1,450,222
142,302
(1,808,522)
1,450,222
(349,912)
(227,277)
0
(492,214)
1,581,245
500,928
14,388,824
617,952
14,147,357
117,024
(241,467)
(14,388,824) (14,388,958)
0
(241,601)
(134)
(241,601)
2.4
The significant variance within the contributions to and from earmarked
reserves largely represents the earmarking of underspends in the year of
which the most significant are in relation to the Pathfinder project and coastal
protection spend. Commentary on these and other significant variances is
provided in the following paragraphs. The explanations seek to identify the
more significant variances and concentrates only on the direct costs and
income movements compared to the revised budget. Where figures are
shown in brackets, this represents an underspend or additional income.
Further comments can be found within Appendix B to the report.
2.5
Community
a)
Development Management £61,594 – As reported within the last budget
monitoring report the income budget for the service anticipated that a new
local fee setting scheme would commence in the year, this was not the case
resulting in an income shortfall compared to the level budgeted.
b)
Planning Policy (£18,386) – The underspend largely relates to professional
fees not yet incurred for work on the Community Infrastructure Levy report
and liability assessment which will require funding in 2012/13, therefore
£15,000 has been carried forward in an earmarked reserve.
c)
Landscape (£36,197) – The period 10 budget monitoring report highlighted a
full year variance for this service. The outturn position now reports a saving of
16
£10,000 relating to the North Norfolk Biodiversity Strategy which was not
undertaken in the year. There has also been an underspend of £25,000 due
to the completion of the Tree Preservation Orders review being delayed due
to other service priorities and commitments. This has now been rescheduled
for 2012/13 and is to be funded from Area Based New Burdens Grant which
has been carried forward into 2012/13.
d)
Planning Division (£15,669) – The outturn position now reports savings in a
number of supplies and service budgets. Overall a saving of £15,000 has
been rolled forward to mitigate the impact of budgeted savings that will not be
achieved in 2012/13 due to protracted discussions with Central Norfolk
Councils (CNC) regarding the Building Control service.
e)
General Economic Development (£17,839) – The underspend reflects the
budget previously identified to support the Cromer Crab Factory. This had
not been expended by the year-end and has been carried forward within an
earmarked reserve.
2.6
Environment
a)
Environmental Protection (£18,499) – The underspend for the year is made
up of savings within a number of smaller demand led budgets, for example air
quality management, assisted burials, contaminated land and rechargeable
works.
b)
Environmental Health Service Management (£17,733) – The year-end
position is made up of a number of underspends on various supplies and
services budgets including equipment, furniture and computer purchases.
c)
Parks and Open Spaces (£73,423) – The significant variance within the
service is due to two commuted sum payments received. Accounting practice
requires such receipts to be accounted for through the revenue account
before being transferred to an earmarked reserve.
d)
Woodlands Management £20,569 – The year-end position reflects a number
of smaller variances including additional costs in relation to the Access to
Nature Project which have not been fully funded from the grant, pond
dredging and emergency tree works.
e)
Public Conveniences £17,141 – The outturn position is mainly due to an
overspend on costs associated with water and sewerage, mainly due to
increased cost and usage above the level budgeted.
f)
Waste Collection and Disposal £22,516 – The overall overspend for the
service at the year-end is made up of a number of variances within the
individual budget headings, the more significant of which are:
•
•
•
Lower level of recycling credits received than budgeted, £45,818. This
was due to a reduced tonnage of garden waste and dry recyclables being
processed;
Additional cost of processing recyclable materials and plastic sorter
contribution of £20,804;
Garden bin purchases £14,879;
17
•
•
Additional profit shared received due to a higher resale price of materials
(£33,932);
Additional fee income from prescribed/commercial customers and clinical
waste disposal recharges (£10,874).
g)
Environmental Strategy (£20,219) – Of the year-end variance £14,100 relates
to costs that were previously charged to revenue but can be capitalised. A
compensating revenue contribution to capital outlay (RCCO) has been made
to finance the expenditure.
2.7
Information
a)
IT Support Services (£63,414) – The underspend reported for the service is
largely due to software and computer purchases that were budgeted for within
the revenue account but can be capitalised and funded as part of the capital
programme. A revenue contribution to capital has been made in the year to
fund these.
b)
TIC’s (£49,688) – Of the year-end surplus £34,479 relates to a one-off
adjustment in relation to commission for ticket sales relating to previous
years. Of the remaining variance £7,800 is due to employee costs being less
than budgeted due to staff vacancies.
c)
Media and Communications (£33,975) – The outturn position is made up of a
number of smaller variances including graphics purchases not made in the
year, lower paper usage, equipment rental payments and external media
consultancy services not employed in the year.
2.8
Resources
a)
Car Parking (£42,896) – The overall underspend for the service is largely due
to the following:
• Additional pay and display fee income (£21,570);
• Additional penalty charge notice income (£28,467), this is after allowing
for the increased administration charge which is based on the level of
income;
• Lower management fee (£28,635);
• Additional rental of £17,132 payable partly due to moving to financial
years as opposed to calendar years and additional income collected on
related car parks;
• Additional reactive repairs carried out on a number of car parks totalling
£20,541.
b)
Industrial Estates (£43,063) – Rental payments are no longer payable to
EEDA but have been transferred to an earmarked reserve to fund relevant
regeneration projects.
c)
Benefits (£392,483) – This service includes the total of benefit payments
made in the year which is recovered through subsidy. The amount of benefit
payments made total approximately £34 million. Of the year end variance
£196,036 relates to the balance of the partnership fund and grant established
for the Revenues and Benefits Shared Services project. This has been
transferred to an earmarked reserve to fund the ongoing project costs. The
balance of the variance reflects the outturn position of subsidy payments
18
including the recovery of overpayments which reflects less than 1% of the
total payments made. The subsidy claim will be audited later in the year.
d)
Non Distributed Costs £212,000 - This service reflects the notional charges in
relation to the International Accounting Standard 19 (IAS19) for Pension
costs. The variance consists of £18,000 for Settlements and Curtailments
which represents the cost of the early payment of pension benefits as a result
of redundancies. Also included is £194,000 for Past Service Costs which
arise as a result of awarding added years or allowing employees to retire
early on unreduced benefits on the grounds of efficiency. The impact of these
costs are reversed out of the account to ensure there is no impact on the
bottom line.
e)
Personnel and Payroll (£39,293) – Of the variance £29,426 relates to an
underspend on the common training budget of which £15,000 has been
transferred to an earmarked reserve to fund training needs in 2012/13.
f)
Administration Buildings (£72,372) – The outturn position includes £41,000 in
respect of a creditor provision no longer required for rentals previously
payable under an old partnership arrangement. Of the remaining underspend
£12,374 reflects repairs and maintenance and £6,900 for equipment rental
hire not used in the year.
g)
Policy and Performance Management (£29,834) – Budgeted expenditure of
£9,248 in relation to the North Norfolk Youth Voice was not incurred in the
year. Other smaller year-end variances include staff training and travel
expenses of £4,635 not spent and computer and related purchases not made
totalling £5,742.
h)
Foreshore (£22,642) – The main year-end variance is due to a reduced
repairs and maintenance expenditure of £18,061 part of which is being used
as a revenue contribution to capital to finance the Old Red Lion capital
project.
i)
Coast Protection (£181,016) – Of the underspend £174,986 reflects delays in
undertaking programmed sea defence works partly due to the Assistant
Coastal Engineer post not yet filled. The underspend has been transferred to
the Coast Protection earmarked reserve to be spent in 2012/13.
j)
Pathfinder (£404,062) – The year-end variance reflects the unspent
pathfinder project grant. The grant remains fully allocated against a number of
ongoing projects and has therefore been carried forward within the Pathfinder
earmarked reserve to fund these commitments.
k)
Coast and Community Partnership (£38,282) – Of the variance £28,144
relates to the balance of the Ideas into Action fund that has been transferred
to the LSP reserve.
l)
Transport (£18,549) – £17,500 of the variance reflects the balance of a
creditor provision from the previous financial year which is no longer required.
This has been released to the general reserve.
m)
Central Costs (£142,685) – The budget assumed that the pay and grading
review would be implemented in the year with one-off costs being incurred by
19
31 March 2012. This was not the case and therefore the unspent budget has
been rolled forward within the organisational development reserve.
n)
Corporate and Democratic Core (£22,197) – The saving in the year is due to
external professional fees not being incurred in the year and external audit
costs being below the level budgeted.
o)
Corporate Leadership Team £97,205 – The year end position shown at the
service level reflects phase one of the management restructure, the costs of
which have been funded from the restructuring reserve.
p)
Coastal Management (£27,426) – Of the variance £19,739 relates to external
consultancy fees not yet utilised. This underspend has been carried forward
within the coast protection earmarked reserve. Of the remaining underspend
£5,736 relates to the vacant post of Assistant Coastal Engineer.
Non Service Expenditure and Income
2.9
The non-service expenditure and income predominantly relates to investment
income. The 2011/12 outturn position achieved from the Council’s treasury
management activity was £72,435 above the amount anticipated in the
revised budget. Investment income for the year was £536,435 at an average
rate of 2.09% from an average balance available for investment of £25.7m.
This compares to the revised budget which anticipated a total of £464,000
would be earned at an average rate of 1.77% from an average balance of
£26.2m.
2.10
The variance in investment income above the revised budget results from the
sale of £4m of European Investment Bank bonds in December 2011. These
bonds were sold for £116,068 more than the value of the bonds in the
Council’s accounts, and this gain was placed in an earmarked reserve. The
gain in the year has been reduced (from £116,068 to £72,435) because the
proceeds from the sale of the bond were re-invested in the money market at
current (lower) interest rates.
2.11
The Treasury Management Annual Report is included as a separate item on
this Agenda and provides more details on the performance of the Treasury
Management activity for the year.
3.
Reserves
3.1
The Council holds a number of earmarked reserves which are held to meet
known or predicted liabilities and which are separate from the general fund
reserve. Earmarked reserves provide a means at the year-end for carrying
funds forward to the new financial year to fund ongoing commitments and
known liabilities for which no separate budget exists.
3.2
The general reserve is held for the purpose of providing a working balance to
help cushion the impact of uneven cashflows to avoid temporary borrowing
and also as a contingency to help cushion the impact of unexpected events or
emergencies.
3.3
Section 2 of the report highlighted some areas where an underspend had
occurred in the year and a transfer to reserves had been made to ensure
funds are available to meet future spending commitments. Unlike capital
20
budgets, underspends on revenue budgets in the year are not automatically
rolled forward at the year-end where there is an annual budget provision.
Where the underspend represents a grant received which has not yet been
fully utilised or there has been a delay in the planned use, the unspent grant
has been rolled forward within an earmarked reserve.
3.4
The revised budget assumed a net transfer of £1,808,522 in the year from
earmarked reserves, actual transfers from earmarked reserves total
£303,677. Appendix C shows the budgeted and actual net movement to and
from earmarked reserves in the year along with comments on the more
significant movements.
3.5
A detailed statement of the position on all reserves is attached at Appendix D.
The overall position gives a total of reserves and balance of £7,850,944 at 31
March 2012. The appendix also shows the planned use of reserves over the
medium term in light of the movements for 2011/12.
3.6
The general reserve balance at 31 March 2012 is £1,946,590. After taking
account of the planned spend in 2012/13 the forecast balance at 31 March
2013 is £1,645,066, although this does include £300,000 within the reserve
which the current financial forecast assumes will be used over the following
two financial years. The recommended balance on the general reserve will be
reviewed as part of the financial planning process over the coming months.
4.
Summary – Revenue Account 2011/12
4.1
The Council’s budget which includes all service budgets were reviewed and
updated as part of approving the revised budget in December 2011.
4.2
The outturn position for the year ending 31 March 2012 is a £241,601
surplus. This is after allowing for a number of underspends identified within
services to be rolled forward within earmarked reserves to meet spending
pressures and commitments in 2012/13. This report recommends that the
surplus be transferred to the Restructuring and Invest to Save earmarked
reserve.
5.
Capital Programme 2011/12
5.1
This section of the report presents the financing of the capital programme for
2011/12, along with an updated programme for 2012/13 to 2013/14.
Appendix E provides the detail of the outturn on the 2011/12 capital
programme for non-housing, housing and coast protection along with the
financing of each. The updated capital programmes for the period 2012/13 to
2013/14 are attached at Appendix F.
5.2
The outturn position for the 2011/12 capital programme highlights where
schemes have slipped between financial years. The reasons for slippage
include where schemes have not progressed as originally planned, and the
funding has been carried forward to the new financial year, or where schemes
have progressed ahead of schedule, which has required funding to be
brought forward from 2012/13. The following paragraphs provide further
details of each of the capital programmes for non-housing, housing and coast
protection schemes.
21
Non Housing
5.3
The non-housing capital programme as detailed in Appendix E provides
details of the outturn expenditure for the individual schemes. Explanations
have been provided where there is a variance between actual expenditure
and the profiled budget. Expenditure for the year on these schemes totalled
£1,231,730 compared to an updated budget of £2,289,369, giving a variance
of (£1,057,909). There has been a requirement to claw back at total of
£151,219 from 2012/13 capital budgets where schemes have either
commenced earlier or progressed faster than originally anticipated. The
outturn position now reported shows slippage of (£1,337,920), together with
other movements in year of £128,793.
5.4
The following provides further comments on the schemes showing variances
at the end of the year:-
5.4.1
Stalham Sports Improvements - The Stalham multi use games area was
completed during 2011/12, and came in £5,284 under budget.
5.4.2
Playgrounds – The Playgrounds budget is split into two elements; one for
Playbuilder and the second for a scheme for Sadlers Wood which is to be
fully funded from a Section 106 contribution. In 2011/12 the Playbuilder
scheme was completed, but this resulted in an over spend of £1,385. This
additional expenditure is to be funded from capital receipts. The remaining
budget available for Sadlers Wood, of £30,800 is to be slipped for use in
2012/13.
5.4.3
Provision of Electricity at Holt Country Park – The scheme is showing an over
spend at the end of the project, of £1,562. This additional funding will be
financed through a Revenue Contribution to Capital Outlay (RCCO).
5.4.4
Worstead Churchyard Wall – The works initially identified under this scheme
were completed in 2011/12 and came in £870 under budget. Unfortunately
due to a motor accident there are additional works to be undertaken to the
wall, which will be financed through an insurance claim.
5.4.5
New Schemes - As part of the year end process four schemes that had
originally been coded to revenue have been established as being eligible for
capitalisation. The costs of these schemes have therefore been transferred
to capital and financed through Revenue Contributions to Capital Outlay, and
in the case of the Benefits Atlas Project, from grant received. The schemes
are detailed in Table 2.
Table 2 - 2011/12 New Schemes
Capital Scheme
Expenditure
£
52,485
31,393
30,379
19,128
133,385
Benefits Atlas Project
Bulk Software Purchases
IT Hardware Purchases
CCTV Hardware Purchases
Total
22
5.4.6
Budget claw backs - There were three schemes that have either started
slightly earlier than anticipated, or where the spend level in the year was
higher than anticipated. Where this is the case, and there is budget available
within the 2012/13 capital programme, this has been clawed back to cover the
expenditure. The updated programme for 2012/13 onwards (Appendix F)
reflects these adjustments. The schemes and amounts are listed in table 3.
Table 3 - Capital schemes slipped from 2012/13
Capital Scheme
Fakenham Factory Extension
Administrative Buildings
Asbestos Works
Total
Claw Back Amount
£
150,654
474
91
151,219
Housing
5.5
The outturn on the general fund housing programme is also shown in
Appendix E, together with the financing details for all of the individual
schemes. Expenditure for the year totalled £1,649,864 compared to the
budget of £4,126,481. The outturn position as reported shows slippage
amounts of (£2,490,055), alongside one claw back of budget totalling
£13,437.
5.6
The original financing of the housing capital programme assumed receipts of
Disabled Facilities Grants totalling £443,000. However, further allocations in
the 2011/12 financial year have resulted in a total of £526,957 being received,
which has been used to finance a higher proportion of the direct grant
payments in relation to Disabled Facilities.
5.7
For Private Sector Renewal Grants the outturn position shows an over spend
against the updated budget of £13,437. £319,246 of the budget originally
identified for 2011/12 was requested for slippage to 2012/13 when the revised
budget report was taken to Cabinet in November 2011. The additional
expenditure incurred will therefore be funded by means of a claw back of
budget of the equivalent value into 2011/12.
5.8
There is an under spend in 2011/12 of £258,473 against Disabled Facilities
Grants. The nature of these types of grants means that they can be approved
and therefore committed, up to a year in advance of the works actually being
completed. The under spend is therefore requested to be carried forward into
2012/13.
5.9
The Housing Associations budget was also subject to slippage of £2,011,582
against a budget of £2,856,481, following delays experienced in the
implementation of eligible schemes.
5.10
Approval is also sought for slippage of £20,000 in relation to the Strategic
Housing and Choice Based Lettings system, with a further £200,000 being
requested for the Empty Homes Project, which are due to continue into
2012/13.
23
Coastal Protection
5.11
The outturn on the Coast Protection capital programmed for 2011/12 is also
shown in Appendix E. This shows a total expenditure in the year of
£1,174,102, compared to a budget of £1,654,657. Slippage of £480,465 is
requested into 2012/13 for the Cromer Coast Protection Scheme 982
(£19,520), the SMP Preparation of Common Version for Approval and Other
Additional Studies (£2,769) and the Pathfinder project (£458,176).
5.12
The expenditure incurred on the Coast Protection capital programme is fully
funded from the Environment Agency Grant and DEFRA Pathfinder Grant.
6.
Capital Programme 2012/13 Update
6.1
Appendix F shows the updated capital programmed for the period 2012/13 to
2013/14. The programme has been updated to take into account slippage of
approved capital projects between financial years, along with the following
amendments / additions.
6.1.1
New Trade Waste Bins - On the 22 February 2012 Cabinet agreed to
increase this budget by £61,700, to reflect the additional cost associated with
the purchase of a new waste vehicle. This has been reflected in the appendix
with the revised scheme total budget amounting to £272,700.
6.1.2
North Lodge Park – At the Cabinet meeting on the 16 April 2012 approval
was given to the inclusion of a budget of £197,000 for the provision of a high
quality play area and the opening up of other space within North Lodge Park,
in order to provide a wider variety of activities. This budget is now shown
within the appendix, being fully funded from capital receipts.
6.1.3
Budget Claw Backs – As discussed above in 5.4.5, during 2011/12 there were
three projects that either started earlier than anticipated, or where the
expenditure incurred in year was higher than anticipated. Where this was the
case, and budget was available in 2012/13, this was clawed back to 2011/12
to cover the additional expenditure. The updated programme for 2012/13
onwards (Appendix F) reflects these adjustments.
6.2
As part of the 2012/13 Base Budget Report that was presented to Cabinet on
6 February 2012, and approved by Full Council on the 22 February 2012,
there were three new capital schemes recommended and approved. These
have also been included within Appendix F, and are summarised in table 4.
Table 4 - 2012/13 New Capital Schemes
New Capital Schemes
e-Financials Financial Management System
Software Upgrade
Refurbishment Works to Seaside Shelters
Car parks Resurfacing and Refurbishment
Total
24
Scheme Total
£
33,000
155,000
186,000
374,000
6.3
The financing of the amended capital programme is detailed within Appendix
F. The financing at this point in the year assumes capital receipts totalling
£3,603,791 will be used to finance schemes in 2012/13. The progress of
achieving the capital receipts as forecast will continue to be monitored
throughout the year as part of the budget monitoring process.
6.4
In addition to the changes previously incorporated into the Capital
Programme Appendix there are two further amendments which have been
included which are requested for approval, details of which are identified
below.
6.4.1
Procurement for Upgrade of Civica System – In January 2012, a grant was
received from EEDA as a contribution towards the Upgrade of the Civica
system. The sum of £53,800 was received and this has replaced the
equivalent sum of capital receipts required to be used to fund the scheme in
2012/13.
6.4.2
Sheringham Prom Lighting – In March 2012, a capital contribution (receipt in
advance) of £25,000 was received from Sheringham Plus, to fund additional
prom lighting in Sheringham.
A further £8,000 has been identified as
receivable in 2012/13, from Sheringham Town Council. Both sums have been
identified as being in addition to the existing scheme budget of £45,000,
bringing the total budget available up to £78,000.
6.5
Housing Capital Programme – The updated Housing capital programmed is
included within Appendix F, and reflects the slippage from 2011/12.
6.6
The Housing capital programme continues to be financed from capital grants,
preserved right to buy receipts, the Capital Projects Reserve and housing
capital receipts. The receipts position will continue to be monitored to ensure
that the programme remains affordable.
6.7
Coast Protection Capital Programme – The 2012/13 Coast Protection capital
programme was approved by Full Council on 22 February 2012. There have
been no changes to the programme since the budget report, other than those
related to slippage, which have already been detailed in paragraph 5.11
above and these adjustments are reflected within Appendix F.
7.
Forecast 2012/13 Update
7.1
The budget for 2012/13 was approved in February 2012. At the same time
financial projections for the following three years to 2015/16 were also
presented. The budget for 2012/13 includes savings and additional income
totaling £897,096. This year is the final year of the two-year finance
settlement for local government previously announced as part of the 2010
Comprehensive Spending Review.
7.2
Forecasts of future grant allocations have been made for the period 2013/14
to 2015/16 but these will not be confirmed until later in the year. At the time of
producing the budget the forecast gaps for future years were £266,508 in
2013/14, £1,072,432 in 2014/15 and £1,232,022 in 2015/16. This assumed
grant reductions of 7% in the first two years, reducing to 3% in 2015/16. In
response to changes introduces as part of the Finance Bill it would be
prudent to revise these forecasts. The forecast for 2013/14 onwards will be
25
updated as part of the financial planning process which will commence over
the coming months.
7.3
As part of the financial planning process all earmarked reserves and
commitments against current balances will be reviewed. The balance on the
general reserve at 31 March 2012 was £1,946,590. After taking account of
budgeted and projected transfers from the reserve over the current and
following two financial years the forecast balance is £1,345,066. At this time it
would be prudent to maintain sufficient reserves to cushion the impact of
future grant settlement announcements being worse than anticipated. A
review of the general reserve will be carried out as part of the forthcoming
financial planning process.
7.4
Two significant internal changes that have previously been identified as
having a financial impact on the Council are the Management Restructure
and the Pay and Grading Review.
7.5
Members were appraised of the Senior Management Restructure at the
meeting of Full Council in April 2012, the report outlined that ongoing savings
of £150,000 had been included in the revenue budget from 2012/13 and that
this was the minimum level of saving that could be expected. The restructure
is yet to be finalized and therefore more accurate projections of the level of
savings cannot be made at this time, but will be factored into the detailed
financial forecast that will be updated later in the year.
7.6
Council approved the implementation of a new pay model at the meeting of
Full Council on 18 April 2012. Staff are due to be moved to the new terms
and conditions and new pay model on 2 October 2012. The report to Full
Council outlined the estimated financial implications of the pay and grading
review along with the changes from the review of car allowances. The appeal
process for the pay and grading review has not yet been completed and
therefore where appeals are successful this will reduce the level of savings
forecast and potentially increase the costs of back pay entitlement
7.7
An estimate of the costs and savings from the pay and grading review has
been factored into the 2012/13 budget and future projections, although the
budget for 2012/13 did assume an implementation date of 1 April 2012 and
was also based on the previous model. The full financial implication in terms
of a net saving of the new model and results of the appeals is yet to be
quantified but it will almost certainly be lower than the level assumed in the
base budget for 2012/13 due to the six months delay in implementation
compared to that budgeted. An earmarked reserve is currently being
maintained and will be used to fund the one-off costs for pay and grading
along with cushioning the impact of a reduced level of savings if required,
however the ongoing impact will need to be considered as part of the updated
financial forecasts included in the Financial Plan 2013/14.
7.8
As part of the 2012/13 budget process a new reserve was established for the
earmarking of the New Homes Bonus, a report is being brought forward next
month in relation to how this money will be utilised.
26
8.
Financial Implications and Risks
8.1
The underspend for the 2011/12 financial year has been earmarked for
known and potential liabilities. A number of significant risks still remain in
terms of the current and future financial years, the most significant of which
are highlighted below.
8.2
Local Government Finance Bill - implications arising from the localization of
council tax support and retention of Business Rates both in terms of
preparing schemes and the ongoing impact to the council in terms of funding
schemes and implications to the grant funding.
8.3
Savings and Additional Income – The base budget for 2012/13 includes
savings and additional income totaling £897,096. These will be monitored
throughout the year and highlight corrective action where necessary to
ensure the budget remains achievable.
8.4
Pay and Grading – The delay in implementation and changes to the model
since the budget was set for 2012/13 will have an impact on the overall
financial impact of the review some of which can be mitigated by the
earmarked reserve.
9.
Sustainability
9.1
None as a direct consequence from this report.
10.
Equality and Diversity
10.1
This report does not raise any equality and diversity issues.
11.
11.1
Section 17 Crime and Disorder considerations
This report does not raise any Crime and Disorder considerations.
27
Appendix A
GENERAL FUND SUMMARY - 2011/12 OUTTURN
Community
Environment
Information
Resources
2011/12
Revised
Budget
£
5,155,924
7,823,860
1,262,692
4,656,328
2011/12
Outturn
£
2,914,413
7,625,803
1,208,166
3,452,950
Variance
£
(2,241,511)
(198,057)
(54,526)
(1,203,378)
Net Cost of Services
18,898,804
15,201,332
(3,697,472)
Parish Precepts
Capital Charges
Reffcus
Interest Receivable
Revenue Financing for Capital
IAS19 Pension Adjustment
1,450,222
(1,926,791)
(3,137,379)
(462,000)
604,302
269,260
1,450,222
(1,911,792)
(934,852)
(536,543)
186,632
301,684
0
14,999
2,202,527
(74,543)
(417,670)
32,424
Net Operating Expenditure
15,696,418
13,756,683
(1,939,735)
(68,629)
7,500
0
(60,338)
(270,384)
(20,000)
(41,426)
(10,000)
(150,000)
(69,478)
(80,000)
(82,500)
(10,000)
0
(61,572)
0
0
172,488
(622,294)
(13,173)
(332,987)
0
(12,759)
0
(75,770)
(7,200)
500,928
(56,460)
374,285
(13,867)
(44,621)
(270,384)
(14,700)
166,574
5,000
(150,000)
(41,722)
(78,500)
(82,500)
(10,000)
76,400
(66,623)
116,068
28,145
314,488
(218,294)
(13,173)
(292,987)
37,837
(113,416)
196,036
(75,770)
907
617,952
12,169
366,785
(13,867)
15,717
0
5,300
208,000
15,000
0
27,756
1,500
0
0
76,400
(5,051)
116,068
28,145
142,000
404,000
0
40,000
37,837
(100,657)
196,036
0
8,107
117,024
Amount to be met from Government
Grant and Local Taxpayers
14,388,824
14,147,357
(241,467)
Collection Fund – Parishes
Collection Fund – District
Revenue Support Grant
Redistributed Business Rates
(1,450,222)
(5,736,464)
(1,809,790)
(5,392,348)
(1,450,222)
(5,736,464)
(1,809,924)
(5,392,348)
0
0
(134)
0
(14,388,824)
(14,388,958)
(134)
0
(241,601)
(241,601)
Service Area
Contributions to/(from) Earmarked
Reserves:
Contribution from Capital Projects Reserve
Contribution to Capital Projects Reserve
Arts and Community Projects
Asset Management
Benefits
Carbon Management
Coast Protection
Common Training
Concessionary Fares
Economic Development and Tourism
Elections
Environmental Health (incl Waste)
Environmental Policy
Grassed Area Deposits
Housing
Investment Income EIB - Sale of EIB Bond
Local Strategic Partnership
Organisational Development
Pathfinder
Planning Capital
Planning Revenue
Regeneration projects
Restructuring & Invest to Save
Shared Service Partnership Projects
Sheringham Splash
Sports Facilities
Use of General Reserve
Income from Government Grant and
Taxpayers
(Surplus)/Deficit
28
Appendix B
GENERAL FUND - PERIOD 12 - 2011/12
COMMUNITY SERVICE AREA
Full Year
Budget
£
Service
R100
R101
R102
R103
R121
R150
R330
R333
R370
R370A
R391
R394
R402
Development Management
Planning Policy
Conservation and Design
Landscape
Building Control and Access
Planning Management and Community Support
General Economic Development
Tourism
Strategic Housing
Private Sector Housing
Regeneration Management *
Housing - Service Management *
Local Land Charges
Total Community
Full Year
Actuals
£
Variance
£
671,790
(81,917)
162,829
183,764
110,547
0
354,898
141,618
2,530,978
954,080
0
0
127,337
679,535
(109,157)
150,407
137,765
100,675
0
329,934
129,896
733,759
638,500
0
(241)
123,338
7,745
(27,240)
(12,422)
(45,999)
(9,872)
0
(24,964)
(11,722)
(1,797,219)
(315,580)
0
(241)
(3,999)
5,155,924
2,914,411
(2,241,513)
* These budgets represent Service Management & Support Service costs for the Council. These costs are
ultimately recharged in full to the final services, based on an appropriate method of allocation, for example,
percentage of time spent.
29
Appendix B
General Fund - Period 12 - 2011/12
Full Year
Budget
£
Full Year
Actuals
£
Variance
£
Explanation for Major Variances
(£8,391) IAS19 Pension costs adjustment.
COMMUNITY SERVICE AREA
Development Management
Gross Direct Costs
Capital Charges
Gross Direct Income
626,182
41,018
(518,620)
616,904
41,018
(447,748)
(9,278)
0
70,872
Support Service Charges
523,210
469,361
(53,849)
Net Expenditure
671,790
679,535
7,745
Planning Policy
Gross Direct Costs
252,506
232,002
(20,504)
(352,000)
17,577
(349,882)
8,723
2,118
(8,854)
(81,917)
(109,157)
(27,240)
91,279
(50)
71,600
87,316
(60)
63,151
(3,963)
(10)
(8,449)
162,829
150,407
(12,422)
Landscape
Gross Direct Costs
93,304
57,107
(36,197)
Support Service Charges
90,460
80,658
(9,802)
Net Expenditure
183,764
137,765
(45,999)
Building Control & Access
Gross Direct Costs
309,848
298,786
(11,062)
(377,631)
(357,052)
20,579
Support Service Charges
178,330
158,941
(19,389)
Net Expenditure
110,547
100,675
(9,872)
Planning Management and Community Support
Gross Direct Costs
370,111
354,442
(15,669)
Gross Direct Income
Support Service Charges
Net Expenditure
Conservation & Design
Gross Direct Costs
Gross Direct Income
Support Service Charges
Net Expenditure
Gross Direct Income
Support Service Charges
Net Expenditure
(370,111)
(354,442)
0
0
15,669
30
0
The budget assumed that a new fee structure
would commence in 2011/12. Details of the new
local fee setting scheme are still awaited from the
Government.
The main variances relate to reduced recharges
from ICT, Planning Management and Support
and Central Costs.
(£3,219) IAS Pension costs adjustment.
(£15,000) Anticipated consultancy expenditure
delayed until 2012/13. This has been carried
forward to fund the Viability study and
Infrastructure report which were due to be
commissioned in April 2012.
This is made up of a number of minor variances
below £2,000.
No Major Variances.
This is made up of a number of minor variances
below £2,000.
£10,000 District wide Bo-diversity Strategy not
carried out. £25,000 Completion of the Tree
Preservation Order review delayed due to other
service priorities/commitments and the need to
agree project management arrangements. This
has now been rescheduled for 2012/13. This
work is to be funded from Area Based New
Burdens Grant. A request has been made to roll
this forward into 2012/13
(£2,979) reduced recharge from Planning
Management and Support. The balance is made
up of minor variances below £2,000.
(£4,080) IAS Pension costs adjustment. (£7,524)
Savings in car mileage payments.
Less income from building control fees as a result
of a reduction in building activity and the
continuing effects of the economic recession.
The main variances relate to reduced recharges
from ICT, Planning Management and Support
and Central Costs.
Savings in a number of supplies and service
budgets. £15,000 has been rolled forward to
offset budget savings that will not be achieved in
2012/13 due to protracted discussions with CNC
regarding the Building Control service.
Reductions in direct costs recharged to final
services.
Appendix B
General Fund - Period 12 - 2011/12
Full Year
Budget
£
Full Year
Actuals
£
Variance
£
Explanation for Major Variances
(£16,233) This underspend relates to money
identified to support the Cromer Crab Factory
redundancies not yet spent and has been
transferred to an earmarked reserve to be used in
2012/13.
COMMUNITY SERVICE AREA
General Economic Development
Gross Direct Costs
205,021
188,939
(16,082)
Capital Charges
Gross Direct Income
Support Service Charges
Net Expenditure
12,462
(21,925)
159,340
354,898
12,463
(23,682)
152,214
329,934
1
(1,757)
(7,126)
(24,964)
Tourism
Gross Direct Costs
Gross Direct Income
169,275
(82,937)
152,684
(76,515)
(16,591)
6,422
The net underspend relates to the Distribution
and Marketing of the 2012/13 Tourism guide.
£10,000 has been carried forward to cover the
residual costs in 2012/13 which are no longer
budgeted for.
Support Service Charges
Net Expenditure
55,280
141,618
53,727
129,896
(1,553)
(11,722)
No Major Variances
Strategic Housing
Gross Direct Costs
2,960,600
961,233
(1,999,367)
Capital Charges
Gross Direct Income
47,716
(939,878)
47,716
(719,514)
0
220,364
No Major Variances
No Major Variances
(£2,011,582) Refcuss adjustment re Capital
grant expenditure transferred to revenue.
(£7,706) Reduction in
B&B usage for
Homelessness accommodation, this is offset by
reduced recoverable income. £10,245 Computer
software funded from the Housing reserve.
£2,440 Provision for bad and doubtful debts not
budgeted for at service level. £8,070 admin costs
of VAT shelter scheme.
£88,047 Refcuss adjustment re Capital income.
£125,145
Support Service Charges
Net Expenditure
462,540
444,324
(18,216)
2,530,978
733,759
(1,797,219)
31
VAT
shelter
receipts.
£8,962
Recoverable income relating to B&B expenditure.
(£20,204) reduced recharges from Housing
Service Management.
Appendix B
General Fund - Period 12 - 2011/12
Full Year
Budget
£
Full Year
Actuals
£
Variance
£
Explanation for Major Variances
COMMUNITY SERVICE AREA
Private Sector Housing
Gross Direct Costs
1,056,300
801,604
(254,696)
Capital Charges
Gross Direct Income
Support Service Charges
(493,000)
0
390,780
(526,957)
(350)
364,203
(33,957)
(350)
(26,577)
954,080
638,500
(315,580)
138,326
(138,326)
0
133,914
(133,914)
0
(4,412)
4,412
0
565,955
548,161
(17,794)
0
(565,955)
156
(548,558)
156
17,397
0
(241)
(241)
208,267
(180,000)
207,878
(167,384)
(389)
12,616
99,070
82,844
(16,226)
127,337
123,338
(3,999)
5,155,924
2,914,411
(2,241,513)
Net Expenditure
Regeneration Management
Gross Direct Costs
Support Service Charges
Net Expenditure
Housing - Service Management
Gross Direct Costs
Gross Direct Income
Support Service Charges
Net Expenditure
Local Land Charges
Gross Direct Costs
Gross Direct Income
Support Service Charges
Net Expenditure
32
(£245,036) Refcuss adjustment re Capital grant
expenditure transferred to revenue. (£9,600)
Saving on Home Improvement Agency SLA
contribution to South Norfolk District Council.
(£26,424) reduction in recharges from Housing
Service management.
(£3,042) IAS pension costs adjustment.
No Major Variances.
(£8,573) IAS pension costs adjustment. (£4,721)
savings in employee transport costs.
Reduction in recharges to Housing Final services
off set by reduced recharges in from a number of
services including Central Costs and Legal
services.
No Major Variances
Reduction in income generated from land charge
fees due to lower volume of searches.
(£10,652) Reduced recharges from ICT. The
balance is made up of other minor variances
below £2,000.
Appendix B
SERVICE AREA SUMMARIES P12 2011-12
ENVIRONMENT SERVICE AREA
Full Year
Budget
Full Year
Actuals
Variance
£
£
£
Service
R111A
R114
R115
R117
R117B
R118
R119A
R120
R151
R300
R303
R304
R305
R306
R307
R308
R309
R310
R312
R314
R315
R3160
R316
R397
R412
R420
Commercial Services
Rural Sewerage Schemes
Travellers
Licensing
Street Signs
Pest Control
Environmental Protection
Dog Control
Env Health - Service Mgmt *
Parks and Open Spaces
Sports Centres
Leisure Complexes
Other Sports
Recreation Grounds
Arts & Entertainments
Museums
Pier Pavillion
Foreshore (Community)
Woodlands Management
Cromer Pier
Public Conveniences
Cleansing
Waste Collection And Disposal
Leisure *
Environmental Strategy
Civil Contingencies
Total Environment
559,459
335,441
97,800
118,836
33,875
31,494
626,368
91,073
0
539,161
472,724
588,774
92,125
11,839
173,452
50,509
110,887
408,414
143,445
54,411
550,982
764,493
1,626,443
0
167,193
174,662
531,737
335,441
97,800
108,040
27,633
30,324
591,751
84,667
6
462,463
472,358
593,263
76,407
15,737
170,989
50,347
103,952
410,463
157,824
39,645
567,217
758,203
1,635,515
0
143,322
160,698
(27,722)
0
0
(10,796)
(6,242)
(1,170)
(34,617)
(6,406)
6
(76,698)
(366)
4,489
(15,718)
3,898
(2,463)
(162)
(6,935)
2,049
14,379
(14,766)
16,235
(6,290)
9,072
0
(23,871)
(13,964)
7,823,860
7,625,802
(198,058)
* These budgets represent the Service Management & Support Service costs for the Council.
These costs are ultimately recharged in full to the final services, based on an appropriate
method of allocation, for example, percentage of time spent
33
Appendix B
General Fund - Period 12 - 2011/12
Full Year
Budget
£
ENVIRONMENT SERVICE AREA
Full Year
Actuals
£
Variance
£
Explanation for Major Variances
Commercial Services
Gross Direct Costs
Gross Direct Income
Support Service Charges
378,283
(24,434)
205,610
371,480
(23,322)
183,579
(6,803)
1,112
(22,031)
Net Expenditure
559,459
531,737
(27,722)
Rural Sewerage Schemes
Gross Direct Costs
Net Expenditure
335,441
335,441
335,441
335,441
0
0
42,236
47,951
5,715
97,800
(42,236)
97,800
(47,951)
0
(5,715)
97,800
97,800
0
116,609
(175,183)
115,049
(172,212)
(1,560)
2,971
Support Service Charges
177,410
165,203
(12,207)
Net Expenditure
118,836
108,040
(10,796)
Street Naming
Gross Direct Costs
Gross Direct Income
Support Service Charges
Net Expenditure
27,214
5,691
970
33,875
21,384
5,691
558
27,633
(5,830)
0
(412)
(6,242)
Savings associated with a current vacant post
Pest Control
Gross Direct Costs
Gross Direct Income
Support Service Charges
Net Expenditure
28,274
(3,770)
6,990
31,494
27,425
(3,853)
6,752
30,324
(849)
(83)
(238)
(1,170)
No major variances
No major variances
No major variances
Environmental Protection
Gross Direct Costs
434,228
420,236
(13,992)
Capital Charges
Gross Direct Income
3,600
(14,230)
3,600
(18,737)
0
(4,507)
Support Service Charges
202,770
186,652
(16,118)
Net Expenditure
626,368
591,751
(34,617)
Travellers
Gross Direct Costs
Capital Charges
Gross Direct Income
Net Expenditure
Licensing
Gross Direct Costs
Gross Direct Income
34
(£5,657) IAS Pension costs adjustment.
No major variances
Lower recharges from IT, Environmental Health
and Central costs
No variance
£9,561 Lease expenditure charged as a Reffcus
Capital charge; (£3,846) Savings in a number of
supplies and services budgets
(£14,515) Reffcus adjustment re Capital grant
expenditure; £8,800 Contributions collected lower
than budget due to a lower level of occupancy
than anticipated
No major variances
(£4,705) Increase in taxi licensing income due to
additional driver and vehicle applications; £9,382
Reduction in general licensing income due to a
decline in the number of licenced premises
operating
Lower recharges from IT, Environmental Health
and Central costs
No major variances
Savings in a number of demand led supplies and
services budgets E.g. Air quality management,
assisted burials, contaminated land and
rechargeable works
Reimbursement of costs associated with works in
default
Lower recharges from IT, Environmental Health
and Central costs
Appendix B
General Fund - Period 12 - 2011/12
Full Year
Budget
£
ENVIRONMENT SERVICE AREA
Dog Control
Gross Direct Costs
Gross Direct Income
Support Service Charges
Net Expenditure
Full Year
Actuals
£
Variance
£
Explanation for Major Variances
57,973
(500)
33,600
91,073
55,473
(1,666)
30,860
84,667
(2,500)
(1,166)
(2,740)
(6,406)
Env Health - Service Management
Gross Direct Costs
256,486
238,376
(18,110)
12,482
(850)
(268,118)
12,482
(473)
(250,379)
0
377
17,739
0
6
6
Parks & Open Spaces
Gross Direct Costs
484,038
462,619
(21,419)
Capital Charges
Gross Direct Income
27,668
(66,965)
27,668
(118,969)
0
(52,004)
Capital Charges
Gross Direct Income
Support Service Charges
Net Expenditure
Support Service Charges
94,420
91,145
(3,275)
Net Expenditure
539,161
462,463
(76,698)
Sports Centres
Gross Direct Costs
439,921
442,244
2,323
Equipment purchases not made
No major variances
No major variances
(£2,868) IAS Pension costs adjustment; (£15,621)
Savings in a number of supplies and services
budgets including equipment, furniture, computer
hardware and software, contributions and the out
of hours service.
No major variances
Reduced recharges reflecting lower direct costs
Annual non-contract repair and maintenance not
required for playgrounds (£11,747) and grounds
maintenance (£10,684).
£8,440 - Income from rents and other recoverable
charges. £2,088 - Grassed area deposits
interest. (£32,500) - Commuted sum, Aylsham Rd
North Walsham, will be transferred to grassed
area deposits. (£43,900) - Norfolk Homes, will be
transferred to grassed area deposits. £13,871 Expenditure relating to the Adventurous Fun and
Open Spaces funded from Arts & Community
Projects earmarked reserve.
(£2,397) - Recharges from Leisure services lower
than expected
(£3,362) - Staff travel costs lower than expected.
£8,937 - Condition survey at Fakenham dual use
centre, partly offset by external contribution.
Capital Charges
Gross Direct Income
34,725
(150,622)
34,725
(137,767)
0
12,855
Support Service Charges
148,700
133,156
(15,544)
Net Expenditure
472,724
472,358
(366)
Leisure Complexes
Gross Direct Costs
298,629
310,373
11,744
Capital Charges
Gross Direct Income
Support Service Charges
Net Expenditure
270,835
0
19,310
588,774
270,835
(6,731)
18,786
593,263
0
(6,731)
(524)
4,489
35
£15,993 - Sports Hall income. (£2,237) Contribution towards condition survey.
Lower charges from Central Costs and Computer
Services.
£9,977 - Condition survey, North Walsham, partly
offset by external contribution.
(£6,731) - Contribution towards condition survey.
No Major Variances.
Appendix B
General Fund - Period 12 - 2011/12
Full Year
Budget
£
ENVIRONMENT SERVICE AREA
Full Year
Actuals
£
Variance
£
Other Sports
Gross Direct Costs
123,819
116,869
(6,950)
Gross Direct Income
(67,184)
(71,740)
(4,556)
Support Service Charges
35,490
31,278
(4,212)
Net Expenditure
92,125
76,407
(15,718)
9,149
12,309
3,160
520
(1,000)
3,170
11,839
520
(201)
3,109
15,737
0
799
(61)
3,898
129,502
151,017
21,515
480
(1,460)
480
(20,721)
0
(19,261)
Support Service Charges
Net Expenditure
44,930
173,452
40,213
170,989
(4,717)
(2,463)
Museums
Gross Direct Costs
Support Service Charges
Net Expenditure
46,509
4,000
50,509
46,510
3,837
50,347
1
(163)
(162)
Pier Pavilion
Gross Direct Costs
96,377
89,837
(6,540)
Support Service Charges
Net Expenditure
14,510
110,887
14,115
103,952
(395)
(6,935)
Foreshore
Gross Direct Costs
390,534
382,399
(8,135)
Gross Direct Income
(14,750)
(3,640)
11,110
Support Service Charges
Net Expenditure
32,630
408,414
31,704
410,463
(926)
2,049
Recreation Grounds
Gross Direct Costs
Capital Charges
Gross Direct Income
Support Service Charges
Net Expenditure
Arts & Entertainments
Gross Direct Costs
Capital Charges
Gross Direct Income
36
Explanation for Major Variances
(£5,571) - Free swimming initiative expenditure
not incurred in the year. The balance has been
carried forward for a number of projects in
2012/13.
(£4,281) - Mobile gym, income from charging for
facility usage.
Lower charges from Central Costs and Computer
Services.
£2,520 - Remedial works, Sadler's Wood (works
as per survey) & Warren Wood (blown tree over
footpath)
No Major Variances
No Major Variances
£3,017 - Festival leaflets. £10,152 - Concerts.
£5,990 - Community music east activities
contribution.
(£10,782) - Contribution to concerts from
orchestras live (£1,700) - Contributions towards
festival leaflet production. (£6,560) - Concert
ticket sales.
No Major Variances
No Major Variances
No Major Variances
(£6,050) - Repairs & maintenance costs not
required in the year.
No Major Variances
(£9,713) - No purchase made or maintenance of
memorial seats, matched by income not being
received.
£9,884 - No income in relation to memorial seats.
(£2,524) - Government grant towards costs
incurred in relation to Water Bathing Quality
Regulations, this will be transferred to an
earmarked reserve to offset expenditure incurred
during 2012/13. £3,750 - Lower contribution
towards Lifeguard service at East Runton.
No Major Variances
Appendix B
General Fund - Period 12 - 2011/12
Full Year
Budget
£
ENVIRONMENT SERVICE AREA
Woodlands Management
Gross Direct Costs
Full Year
Actuals
£
Variance
£
Explanation for Major Variances
96,898
179,730
82,832
1,386
(42,949)
1,386
(105,212)
0
(62,263)
88,110
81,920
(6,190)
Net Expenditure
143,445
157,824
14,379
Cromer Pier
Gross Direct Costs
Capital Charges
Gross Direct Income
Support Service Charges
38,417
5,232
(15,588)
26,350
26,177
5,232
(15,588)
23,824
(12,240)
0
0
(2,526)
54,411
39,645
(14,766)
428,820
451,240
22,420
70,217
70,217
0
Gross Direct Income
Support Service Charges
Net Expenditure
(1,042)
52,987
550,982
(6,321)
52,081
567,217
(5,279)
(906)
16,235
Cleansing
Gross Direct Costs
776,913
773,813
(3,100)
Gross Direct Income
Support Service Charges
Net Expenditure
(34,000)
21,580
764,493
(35,553)
19,943
758,203
(1,553)
(1,637)
(6,290)
Capital Charges
Gross Direct Income
Support Service Charges
Net Expenditure
Public Conveniences
Gross Direct Costs
Capital Charges
37
£46,487 - Expenditure incurred in relation to the
Access to nature project, funded by grant.
Additional costs incurred as a result of theft at Holt
Country park (HCP) including: £5,398 - Equipment
purchases; £3,029 - Cutter & mower; £3,633 Increased security (mesh bulkhead, 2nd padlock
etc), partly offset by an insurance claim. £5,317 Costs relating to (HCP) events, offset by
additional income. £3,282 - Pond dredging.
£3,235 - Concrete for car park extension. £4,320 Tree works at The Warren & The Links, Cromer.
(£5,062) - Saving in employee costs to be used as
a revenue contribution to capital to cover the
additional cost of the generator at HCP. The
balance consists of minor variances under £2,000.
(£41,140) - Access to Nature grant. (£10,685) insurance claim received to partly offset costs.
(£4,894) - HCP car park income. (£4,733) - HCP
events income.
Lower charges from Central Costs and Leisure
Services
(£12,240) - Repairs & maintenance.
No Major Variances
Reduced recharge from Coast Protection
Management Unit because of lower than
anticipated expenditure.
(£1,132) - Reduced repairs and maintenance
expenditure. (£1,551) - Reduced rental costs.
£21,914 - Additional water and sewerage costs
based on increased usage and prices. £1,425 Additional electricity costs. £1,009 - Additional
vehicle costs.
(£4,964) - Refund of costs following removal of
Morston Quay from Kier Contract.
No major variances
Vacant post - retained for contractor costs in
respect of minor works on dog and litter bins
Recharges for dog and litter bins
No major variances
Appendix B
General Fund - Period 12 - 2011/12
Full Year
Budget
£
ENVIRONMENT SERVICE AREA
Full Year
Actuals
£
Waste Collection & Disposal
Gross Direct Costs
3,728,227
Capital Charges
484,613
Gross Direct Income
(2,839,877)
Support Service Charges
253,480
Net Expenditure
1,626,443
Variance
£
Explanation for Major Variances
3,753,123
484,613
(2,842,257)
240,036
24,896
0
(2,380)
(13,444)
1,635,515
9,072
See Note A below
See Note B below
Lower recharges from IT, Sundry Debtors and
Central costs
Note A: (£2,771) Repairs to bin compounds on The Broads not spent this year. £14,879 Additional Stock purchases for garden
bins. (£5,595) Saving on Kier contract - monthly variations. £20,804 Additional costs to NEWS for the processing of recyclable
materials and the contribution towards the plastic sorter. £8,882 Additional costs associated with commercial recycling
contamination . (£4,382) Recycling initiatives not spent this year. (£4,531) Reduced employee costs including IAS 19 Pension
adjustments. (£4,160) Reduced postage costs. £2,840 Additional advertising costs offset by increased recharges.
Note B: (£10,874) Additional fee income from prescribed/commercial customers and clinical waste disposal recharges.
£45,818 Lower recycling credits received due to reduced tonnages of garden waste and dry recyclables being processed.
(£33,932) Additional NEWS profit share as the prices for the re-sale of the materials have increased. (£2,198) Recharges to
neighbouring authorities towards advertising costs
Leisure
Gross Direct Costs
Gross Direct Income
Support Service Charges
145,814
(700)
(145,114)
141,609
0
(141,609)
(4,205)
700
3,505
0
0
0
125,036
113,357
(11,679)
7,717
(5,000)
7,717
(13,540)
0
(8,540)
39,440
167,193
35,788
143,322
(3,652)
(23,871)
73,842
70,647
(3,195)
Gross Direct Income
Support Service Charges
0
100,820
(26)
90,077
(26)
(10,743)
Net Expenditure
174,662
160,698
(13,964)
7,823,860
7,625,802
(198,058)
Net Expenditure
Environmental Strategy
Gross Direct Costs
Capital Charges
Gross Direct Income
Support Service Charges
Net Expenditure
Civil Contingencies
Gross Direct Costs
38
No Major Variances
No Major Variances
Reduced recharges to reflect lower costs in the
year.
(£14,100) Costs of evaporative cooling system to
the server charged to Capital - to be funded by a
compensating reserve contribution to Capital;
£3,844 Staff costs associated with Green Build
funded from additional event income.
Sponsorship and exhibitor contributions for the
Green Build event
No major variances
Savings in a number of small supplies and
services budgets
No major variances
Lower recharges from IT, Environmental Health
and Central costs
Appendix B
SERVICE AREA SUMMARIES P12 2011-12
INFORMATION SERVICE AREA
Service
R261
R311
R400
R430
R450B
R481
R481A
R481C
R481D
Full Year
Budget
£
IT - Support Services
Tourist Information Centres
Registration Services
Publicity
Members Services
Legal Services *
Graphical Information System *
Media & Communications *
Customer Services - Corporate *
Total Information
Full Year
Actuals
£
Variance
£
0
294,477
358,603
97,228
532,384
0
0
(20,000)
0
0
239,094
337,075
83,753
548,244
0
0
0
0
0
(55,383)
(21,528)
(13,475)
15,860
0
0
20,000
0
1,262,692
1,208,166
(54,526)
* These budgets represent the Service Management & Support Service costs for the Council.
These costs are ultimately recharged in full to the final services, based on an appropriate method of
allocation, for example, percentage of time spent
39
Appendix B
General Fund - Period 12 - 2011/12
Full Year
Budget
£
INFORMATION SERVICE AREA
IT - Support Services
Gross Direct Costs
Full Year
Actuals
£
Variance
Explanation for Major Variances
£
932,829
869,235
(63,594)
76,793
62,896
(13,897)
(410)
(1,009,212)
(230)
(931,901)
180
77,311
0
0
0
TIC's
Gross Direct Costs
247,184
240,658
(6,526)
Capital Charges
Gross Direct Income
8,105
(40,732)
8,105
(83,894)
0
(43,162)
79,920
74,225
(5,695)
Net Expenditure
294,477
239,094
(55,383)
Registration Services
Gross Direct Costs
466,648
463,077
(3,571)
No Major Variances. £1,500 has been rolled
forward to 2012/13 to cover the cost of the absent
vote refresh. This is a statutory requirement, but
it was not completed by year end because
legislation states that the Council was not able to
send out letters until the end of January 2012.
(226,435)
(232,858)
(6,423)
Support Service Charges
118,390
106,856
(11,534)
(£5,597) - Alternative Vote referendum and
Briston Parish by election income.
(£8,039) - Reduced recharge from
Reprographics, reflecting a reduction in the
volume of work undertaken
Net Expenditure
358,603
337,075
(21,528)
Publicity
Gross Direct Costs
Gross Direct Income
Support Service Charges
26,388
0
70,840
25,588
(1,500)
59,665
(800)
(1,500)
(11,175)
Net Expenditure
97,228
83,753
(13,475)
Members Services
Gross Direct Costs
392,874
386,565
(6,309)
Gross Direct Income
Support Service Charges
(400)
139,910
(552)
162,231
(152)
22,321
Net Expenditure
532,384
548,244
15,860
Capital Charges
Gross Direct Income
Support Service Charges
Net Expenditure
Support Service Charges
Gross Direct Income
40
(£6,394) - IAS19, pensions adjustment.
(£61,772) - Computer software and licence costs
eligible for capitalisation, to be funded from the
corresponding saving in the service as a revenue
contribition to capital.
(£13,898) - Capital charge reallocated to
Corporate Finance for the financial system.
Reduced recharges to reflect lower costs in the
year.
(£7,800) - Salaries & oncosts are lower as a
result of vacancies. £3,207 - Furniture
purchases.
(£43,162) - Commission and souvenir sales,
including a one-off amount in relation to previous
years of £34,479.
Reduced recharge from Reprographics, reflecting
a reduction in the volume of work undertaken
No Major Variances
No Major Variances
Reduced recharge from Media and
Communications Management Unit because of
lower than anticipated expenditure.
(£5,500) - Members travel, subsistence and
allowances are lower than expected.
£25,585 - Increased recharge from Computer
Services.
Appendix B
General Fund - Period 12 - 2011/12
Full Year
Budget
£
Full Year
Actuals
£
Variance
Explanation for Major Variances
£
INFORMATION SERVICE AREA
Legal Services
Gross Direct Costs
367,264
370,932
3,668
Gross Direct Income
(40,050)
(53,506)
(13,456)
(327,214)
(317,426)
9,788
0
0
0
28,412
18,116
(10,296)
3,780
(32,192)
3,780
(21,896)
0
10,296
0
0
0
365,391
333,476
(31,915)
(7,500)
(9,560)
(2,060)
(377,891)
(323,916)
53,975
Net Expenditure
(20,000)
0
20,000
Customer Services - Corporate
Gross Direct Costs
531,717
515,130
(16,587)
Capital Charges
Gross Direct Income
12,835
(12,000)
12,834
(21,519)
(1)
(9,519)
(532,552)
(506,445)
26,107
0
0
0
1,262,692
1,208,166
(54,526)
Support Service Charges
Net Expenditure
Graphical Info System
Gross Direct Costs
Capital Charges
Support Service Charges
Net Expenditure
Media & Communications
Gross Direct Costs
Gross Direct Income
Support Service Charges
Support Service Charges
Net Expenditure
41
£7,351 - Salaries and oncosts are higher due to
no staff turnover. (£4,182) - IAS19 pensions
adjustment
(£12,908) - Higher level of rechargeable works
undertaken.
Reduced recharges to reflect higher direct
income in the year.
(£10,296) - Software licences - necessary
upgrades not undertaken in the year due to work
pressures. GIS has been identified as a priority
in the 12/13 work plan
Reduced recharges to reflect lower costs in the
year.
(£5,213) - Reprographics Equipment, Operating
Lease Rentals. (£2,641) - Paper for
reprographics. (£7,140) - Other Professional
Fees, media consultancy not required. (£5,981) Graphics purchases not made in the year.
(£2,051) - Higher level of rechargeable works
undertaken.
Reduced recharges to reflect lower costs in the
year.
(£5,329) - IAS19, pensions adjustment. (£7,325) Staff training and travel not undertaken.
(£9,519) - Higher level of internal rechargeable
works undertaken.
Reduced recharges to reflect lower costs in the
year.
Appendix B
GENERAL FUND - PERIOD 12 - 2011/12
RESOURCES SERVICE AREA
Full Year
Budget
£
Service
R112A
R200
R200A
R201
R202
R203
R204
R210
R211
R213
R214
R219
R251
R260
R262
R262A
R263
R263B
R263C
R263D
R301
R302
R318
R340
R341
R410
R411
R413
R414
R450
R450A
R460A
R472
Health
Car Parking
Markets
Industrial Estates
Surveyors Allotments
Handy Man
Parklands
Local Taxation
Benefits
Treasury Management
Discretionary Rate Relief
Non Distributed Costs
Benefits & Revenues Management *
Personnel & Payroll Support Services *
Administrative Buildings
Property Services
Corporate Finance *
Insurance & Risk Management *
Internal Audit *
Performance Management *
Foreshore
Community Centres
Investment Properties
Coast Protection
Pathfinder
Coast & Community Partnership
Transport
Community Safety
Cctv
Central Costs *
Corporate & Democratic Core
Corporate Leadership Team *
Coastal Management *
Total Resources
Full Year
Actuals
£
Variance
£
8,720
(1,106,307)
98,106
21,926
3,370
31,036
2,143
636,717
842,981
54,210
68,018
0
0
0
99,126
0
0
0
0
0
169,370
7,947
1,077
1,027,093
751,183
309,724
71,315
78,960
265,588
0
1,214,025
0
0
8,725
(1,155,849)
79,611
(21,831)
3,271
18,828
(8,478)
600,226
388,260
51,712
62,952
212,000
0
0
87,446
0
0
0
0
0
143,035
8,481
(2,912)
842,317
319,807
262,062
50,203
65,787
241,689
0
1,195,608
0
0
5
(49,542)
(18,495)
(43,757)
(99)
(12,208)
(10,621)
(36,491)
(454,721)
(2,498)
(5,066)
212,000
0
0
(11,680)
0
0
0
0
0
(26,335)
534
(3,989)
(184,776)
(431,376)
(47,662)
(21,112)
(13,173)
(23,899)
0
(18,417)
0
0
4,656,328
3,452,950
(1,203,378)
* These budgets represent the Service Management & Support Service costs for the Council. These
costs are ultimately recharged in full to the final services, based on an appropriate method of allocation,
for example, percentage of time spent
42
Appendix B
General Fund - Period 12 - 2011/12
Full Year
Budget
£
RESOURCES SERVICE AREA
Health
Gross Direct Costs
0
Gross Direct Income
0
Support Service Charges
8,720
Net Expenditure
8,720
Full Year
Actuals
£
Variance
Explanation for Major Variances
£
3,004
(3,563)
9,284
8,725
3,004
(3,563)
564
5
No major variances
No major variances
654,081
677,748
23,667
£20,541 - Additional reactive repairs and
maintenance costs. £17,132 - Additional rental
payable partly due to move from calendar to
financial year rental calculations. (£1,095) Reduced external printing costs. (£1,985) Reduced advertising costs. £1,713 - Bad debts
written off. (£12,140) - Net reduction in car parks
contract management fee as a result of (£28,635)
basic contract cost, £14,975 additional Penalty
Charge Notice administration charge and £1,519
additional Penalty Charge Notice Levy.
14,205
(1,894,215)
14,205
(1,960,778)
0
(66,563)
119,622
112,976
(6,646)
(1,106,307)
(1,155,849)
(49,542)
Markets
Gross Direct Costs
118,721
104,744
(13,977)
Gross Direct Income
Support Service Charges
(76,785)
56,170
(79,982)
54,849
(3,197)
(1,321)
Net Expenditure
98,106
79,611
(18,495)
Industrial Estates
Gross Direct Costs
37,343
(4,433)
(41,776)
40,441
(101,528)
40,441
(102,815)
0
(1,287)
Support Service Charges
45,670
44,976
(694)
Net Expenditure
21,926
(21,831)
(43,757)
(50)
3,420
3,370
(50)
3,321
3,271
0
(99)
(99)
Car Parking
Gross Direct Costs
Capital Charges
Gross Direct Income
Support Service Charges
Net Expenditure
Capital Charges
Gross Direct Income
Surveyors Allotments
Gross Direct Income
Support Service Charges
Net Expenditure
43
(£21,570) - Additional car park fee income.
(£43,442) - Additional Penalty Charge Notice
income, offset in part by 40% admin charge within
contract management fee. (£3,000) - Insurance
claim reimbursement. (£1,964) - Additional
recharge to markets based on additional market
rent income.
£4,682 - Lower recharges due from Property
Services.
(£1,140) - Reduced overtime payments. (£1,340) Reduced repairs and maintenance expenditure.
(£10,383) - Reduction in contract costs following
internalisation of function.
(£3,197) - Additional markets rental income.
(£893) - Lower recharges due from Property
Services
(£37,846) - Reduced rental payments previously
due to EEDA. These have been transferred to an
earmarked reserve to fund relevant regeneration
projects. (£2,952) - Reduced repairs and
maintenance expenditure.
(£1,228) - Additional rental and service charge
income following lease renegotiations
(£648) - Lower recharges due from Property
Services.
No major variances
Appendix B
General Fund - Period 12 - 2011/12
Full Year
Budget
£
RESOURCES SERVICE AREA
Handyman
Gross Direct Costs
87,224
Full Year
Actuals
£
Variance
Explanation for Major Variances
£
82,639
(4,585)
(£1,038) - Reduced salary and overtime costs.
(£1,208) - IAS pension costs adjustment. (£3,163) Reduction in consumable materials purchases.
(117,238)
(119,052)
(1,814)
(£1,814) - Additional recharges to external
organisations and insurance claim reimbursement.
Support Service Charges
61,050
55,241
(5,809)
(£5,809) - Lower than anticipated recharges for
Computers, Central Costs, Admin Buildings and
Property Services.
Net Expenditure
31,036
18,828
(12,208)
Parklands
Gross Direct Costs
35,860
15,229
(20,631)
585
(58,322)
585
(47,800)
0
10,522
24,020
2,143
23,508
(8,478)
(512)
(10,621)
534,230
548,231
14,001
15,000
6,876
(8,124)
(382,863)
(380,186)
2,677
Support Service Charges
470,350
425,305
(45,045)
Net Expenditure
636,717
600,226
(36,491)
Gross Direct Income
Capital Charges
Gross Direct Income
Support Service Charges
Net Expenditure
Local Taxation
Gross Direct Costs
Capital Charges
Gross Direct Income
44
(£4,122) - Reduction in repairs and maintenance
expenditure. (£16,162) - Reduced electricity costs
offset by under recovery of electricity costs from
tenants.
£10,523 - Under recovery of electricity costs, offset
by reduced electricity expenditure.
No major variances
£9,108 Increase in the provision for bad and
doubtful debts not budgeted for at service level.
£7,385 Increased postages costs.
Reduction in interest paid on NNDR overpayments.
This is offset by a reduction in income transferred
from the collection fund.
£8,124 reduction in income transferred from
collection fund to cover interest on overpayments.
(£6,465) Grant to fund NNDR legislative changes.
The main variances relate to (£9,222) Central
Costs, (£13,506) ICT (£3,585) Postal and Scanning
and (£3,676) Customer Services. The balance is
made up of a number of smaller variances below
£2,000.
Appendix B
General Fund - Period 12 - 2011/12
Full Year
Budget
£
RESOURCES SERVICE AREA
Benefits
Gross Direct Costs
35,363,078
Full Year
Actuals
£
Variance
Explanation for Major Variances
35,458,629
95,551
Capital Charges
Gross Direct Income
23,358
(35,196,565)
23,358
(35,684,599)
0
(488,034)
Support Service Charges
653,110
590,872
(62,238)
Net Expenditure
842,981
388,260
(454,721)
Treasury Management
Support Service Charges
Net Expenditure
54,210
54,210
51,712
51,712
(2,498)
(2,498)
No Major Variances.
Discretionary Rate Relief
Gross Direct Costs
Net Expenditure
68,018
68,018
62,952
62,952
(5,066)
(5,066)
Lower level of rate relief given.
Non Distributed Costs
Gross Direct Costs
0
212,000
212,000
Net Expenditure
0
212,000
212,000
Benefits & Revenues Management
Gross Direct Costs
72,744
Support Service Charges
(72,744)
Net Expenditure
0
71,900
(71,900)
0
(844)
844
0
£
45
£61,948 movement in the provision for bad and
doubtful debts not budgeted for at service level.
£37,451 Net increase in benefits payments made
this is off set by Department of Works and
Pensions (DWP) subsidy. (£52,485) Budgeted
software costs transfered to capital, these costs
were funded by grant income which was alos
transfered to capital. £36,819 Partnership project
expenditure offset by grant funding.
(£232,855)
Balance
of
Shared
Services
Partnership funding earmarked for spend in
2012/13. £52,485 Grant income transferred to
capital to fund expenditure. (£4,732) costs
awarded. (£22,522) Overpayments collected
through sundry income and not through ongoing
benefit. (£125,852) Subsidy and Discrecionary
housing grant income.
The main variances relate to (£19,404) Central
Costs, (£15,975) ICT (£7,328) Postal and
Scanning,(£5,125) Customer Services, (£5,153)
Common training and (£6,352) Admin Buildings.
This budget reflects notional charges in relation to
IAS 19, pension costs. The variance consists of
£18,000 for Settlements and Curtailments which
represents the cost of the early payment of pension
benefits as a result of redundancies. Also included
is £194,000 for Past Service Costs which arise as a
result of awarding added years or allowing
employees to retire early on unreduced benefits on
the grounds of efficiency. The impact of these
costs are reversed out of the account to ensure
there is no impact on the bottom line.
No Major Variances
Appendix B
General Fund - Period 12 - 2011/12
Full Year
Budget
£
RESOURCES SERVICE AREA
Personnel & Payroll Support Services
Gross Direct Costs
360,203
Full Year
Actuals
£
Variance
Explanation for Major Variances
£
320,910
(39,293)
(360,203)
(320,910)
39,293
0
0
0
Administrative Buildings
Gross Direct Costs
528,267
460,910
(67,357)
Capital Charges
Gross Direct Income
81,528
(81,702)
81,528
(86,717)
0
(5,015)
(428,967)
(368,275)
60,692
99,126
87,446
(11,680)
414,841
410,750
(4,091)
(400)
(414,441)
(4,532)
(406,218)
(4,132)
8,223
0
0
0
601,812
577,424
(24,388)
(£21,680) Saving on Maternity cover and backfilling
of Procurement post. (£3,806) Savings in bank
charges. £15,000 has been carried forward to fund
ongoing project work in relation to a number of key
changes introduced by the finance bill.
2,435
16,333
13,898
Adjustment to reflect capital charges relating to the
councils financial system.
0
(604,247)
(628)
(593,129)
(628)
11,118
0
0
0
Support Service Charges
Net Expenditure
Support Service Charges
Net Expenditure
Property Services
Gross Direct Costs
Gross Direct Income
Support Service Charges
Net Expenditure
Corporate Finance
Gross Direct Costs
Capital Charges
Gross Direct Income
Support Service Charges
Net Expenditure
46
(£29,426) - Underspend on common training
budget,of which £15,000 has been transferred to
the common training reserve to fund potential staff
survey costs in 2012/13. (£4,184) - Periodicals
and external printing. The balance consists of
minor variances under £2,000.
Reduced recharges to reflect lower costs in the
year.
£2,150 - Additional overtime expenditure. £1,731 Agency cost increases. (£3,156) - Utility costs.
(£1,007) - Reduced travel expenditure. (£6,900) Reduced equipment rental hire. (£41,000) Creditor provision is no longer required for
payments due for Stalham depot under the old
NCS partnership agreement. (£12,374) - Reduced
repairs and maintenance expenditure. (1,266) NNDR refund for Fakenham Connect offices.
(£2,485) - Lower than anticipated telephone rental
and call costs.
(£1,213) - Additional rental income for Cromer
Offices. (£2,957) - Additional income from sales
and internal recharges, offset by additional material
purchases.
£66,900 - Reduction in management unit recharge
income as a result of reduced direct expenditure.
(£1,102) - Lower than anticipated Central Cost
management unit recharges.
£2,013 - Additional superannuation costs. (£5,721) IAS pension costs adjustment.
(£3,187) - Additional recoverable charges.
(£7,230) - Lower than anticipated recharges for
Central Costs and Legal services. £16,971 Reduction in management unit recharge income as
a result of reduced direct expenditure.
Reduction in direct costs redistributed to services
supported.
Appendix B
General Fund - Period 12 - 2011/12
Full Year
Budget
£
RESOURCES SERVICE AREA
Insurance & Risk Management
Gross Direct Costs
279,150
Gross Direct Income
(650)
Support Service Charges
(278,500)
Full Year
Actuals
£
Variance
Explanation for Major Variances
£
276,769
(383)
(276,386)
(2,381)
267
2,114
0
0
0
111,467
(111,467)
99,822
(99,822)
(11,645)
11,645
0
0
0
Policy & Performance Management
Gross Direct Costs
161,015
138,614
(22,401)
0
(7,433)
(7,433)
(161,015)
(131,181)
29,834
0
0
0
118,876
96,234
(22,642)
7,354
43,140
7,354
39,447
0
(3,693)
169,370
143,035
(26,335)
6,190
7,543
1,353
27
(2,000)
3,730
7,947
27
(2,732)
3,643
8,481
0
(732)
(87)
534
113,707
119,570
5,863
24,569
(204,749)
24,569
(212,620)
0
(7,871)
67,550
1,077
65,569
(2,912)
(1,981)
(3,989)
Net Expenditure
Internal Audit
Gross Direct Costs
Support Service Charges
Net Expenditure
Gross Direct Income
Support Service Charges
Net Expenditure
Foreshore
Gross Direct Costs
Capital Charges
Support Service Charges
Net Expenditure
Community Centres
Gross Direct Costs
Capital Charges
Gross Direct Income
Support Service Charges
Net Expenditure
Investment Properties
Gross Direct Costs
Capital Charges
Gross Direct Income
Support Service Charges
Net Expenditure
47
No Major Variances
No Major Variances
Reduced recharges to reflect lower costs in the
year.
Fewer than anticipated number of audit days.
Reduced recharges to reflect lower costs in the
year.
(£4,635) - Staff training & travel expenses lower
than budget. (£9,248) - Expenditure not incurred in
relation to North Norfolk Youth Voice. (£5,742) Phone calls & Computer purchases.
(£5,439) - North Norfolk Racial Equality Council
repaid grant. (£1,994) - BIG Lottery project
management costs
Reduced recharges to reflect lower costs in the
year.
(£18,061) - Reduction in repairs and maintenance
expenditure. Part of this underspend is to be used
to finance an RCCO for capital funding of
additional works for the old Red Lion Toilets
project. (£1,229) - Lower than anticipated electricity
costs. (£1,630) - Reduced consumable materials
purchases.
(£1,631) - Reduction in management unit
recharges from Coastal and Central Costs.
£1,080 - Additional expenditure on repairs and
maintenance.
No major variances.
No major variances.
£4,079 - Additional repairs and maintenance
expenditure. (£2,000) - Reduced expenditure on
professional fees. £1,300 - Additional costs
associated with beach hut storage over the winter
period.
£2,125 - Reduced rental income from lettings.
(£2,704) - Additional recoverable service and utility
charges and insurance claim reimbursement.
(£6,713) - Additional rental from chalets.
No major variances.
Appendix B
General Fund - Period 12 - 2011/12
Full Year
Budget
£
RESOURCES SERVICE AREA
Coast Protection
Gross Direct Costs
429,583
Full Year
Actuals
£
Variance
£
248,592
(180,991)
466,135
(8,525)
139,900
466,135
(8,550)
136,140
0
(25)
(3,760)
1,027,093
842,317
(184,776)
Pathfinder
Gross Direct Costs
575,153
509,275
(65,878)
Gross Direct Income
Support Service Charges
0
176,030
(338,184)
148,716
(338,184)
(27,314)
Net Expenditure
751,183
319,807
(431,376)
Coast & Community Partnership
Gross Direct Costs
300,282
300,145
(137)
(117,568)
(155,713)
(38,145)
Support Service Charges
127,010
117,630
(9,380)
Net Expenditure
309,724
262,062
(47,662)
49,955
33,978
(15,977)
(27,600)
48,960
(30,172)
46,397
(2,572)
(2,563)
Net Expenditure
71,315
50,203
(21,112)
Community Safety
Gross Direct Costs
81,936
57,818
(24,118)
(10,346)
0
10,346
7,370
78,960
7,969
65,787
599
(13,173)
Capital Charges
Gross Direct Income
Support Service Charges
Net Expenditure
Gross Direct Income
Transport
Gross Direct Costs
Gross Direct Income
Support Service Charges
Gross Direct Income
Support Service Charges
Net Expenditure
Explanation for Major Variances
48
(£174,986) Delays in undertaking programmed sea
defence works due to capacity issues as the
Assistant Coastal Engineer post remains unfilled.
(£3,727) Reduced expenditure on external
consulting engineers as a result of more
competitive pricing and reduced level of sea
defence works expenditure. These underspends
will be transferred to an earmarked reserve to be
spent in 2012/13.
Reduction in recharge from Coastal Management
reflecting reduced costs.
£338,184 REFFCUS (£404,062) Underspend of
Pathfinder grant monies. This will be transferred to
an earmarked reserve to meet continuing project
expenditure.
(£338,184) REFFCUS
Reduction in recharge from Coastal Management
reflecting reduced costs.
£4,293 - Expenditure relating to the Leadership of
place project. (£3,188) - LSP running costs lower
than expected.
(£10,000) - Grant towards Leadership of place
project. (£28,144) - Residue of Ideas into Action
Fund. This will be transferred to an earmarked
reserve.
Lower charges from Central Costs and Computer
Services.
£5,298 - Higher number of rail cards issued, partly
offset by income. (£3,885) - Unclaimed transport
grants. (£17,500) - Payments to bus operators,
creditor provision no longer required in relation to
previous years concessionary fares scheme. This
has been transferred to the general reserve.
(£2,572) - Higher number of rail cards sold.
Reduced recharge from Customer Services
Management Unit because of lower than
anticipated expenditure.
(£9,803) - Anti-social behaviour co-ordinator
contribution is lower because the post was vacant
for psrt of the year. (£12,807) - Projects not
undertaken during the year because no grant
funding awarded.
£10,346 - No grant funding awarded during the
year, offset by a reduction in spend in the year.
No Major Variance
Appendix B
General Fund - Period 12 - 2011/12
Full Year
Budget
£
RESOURCES SERVICE AREA
Full Year
Actuals
£
Variance
Explanation for Major Variances
£
CCTV
Gross Direct Costs
206,615
189,041
(17,574)
Capital Charges
Gross Direct Income
Support Service Charges
25,479
(22,696)
56,190
25,479
(20,557)
47,726
0
2,139
(8,464)
Net Expenditure
265,588
241,689
(23,899)
Central Costs
Gross Direct Costs
187,542
44,857
(142,685)
(187,542)
(44,857)
142,685
0
0
0
Corporate & Democratic Core
Gross Direct Costs
353,585
331,478
(22,107)
Gross Direct Income
Support Service Charges
0
860,440
(90)
864,220
(90)
3,780
1,214,025
1,195,608
(18,417)
748,642
845,857
97,215
0
(748,642)
(10)
(845,847)
(10)
(97,205)
0
0
0
187,455
160,188
(27,267)
0
(187,455)
(159)
(160,029)
(159)
27,426
0
0
0
4,656,328
3,452,950
(1,203,378)
Support Service Charges
Net Expenditure
Net Expenditure
Corporate Leadership Team
Gross Direct Costs
Gross Direct Income
Support Service Charges
Net Expenditure
Coastal Management
Gross Direct Costs
Gross Direct Income
Support Service Charges
Net Expenditure
49
£3,000 - Rental to place cctv cabinet on land.
(£19,128) - Cost of replacing CCTV cameras
eligible for capitalisation, funded by a revenue
contribution to capital.
£2,139 - Fewer contributions from businesses.
Lower charges from Fakenham Connect, Central
Costs and Computer Services.
(£142,000) - Costs not yet incurred in relation to the
implementation of the pay and grading review.
This has been transferred to the Organisational
development reserve to be used in 2012/13
Reduced recharges to reflect lower costs in the
year.
(£8,514) - External audit fees lower than expected.
(£8,925) - Professional fees not incurred in the
year. (£3,518) - Staff travel expenses are lower
than anticipated.
(£2,911) - Reduced recharge from Planning.
(£3,175) - Reduced recharge from Environmental
Health. (£2,712) - Reduced recharge from
Computer Services. (£9,241) - Reduced recharge
from Accountancy and Treasury Management.
£38,705 - Increased recharge from Corporate
Leadership Team. (£14,944) - Reduced recharge
from Legal Services.
Staff savings offset by one-off restructuring costs
which are funded from the restructuring reserve.
This reflects the increased costs being recharged
to the services supported.
(£5,736)
Assistant Coastal
appointed. (£19,739) Reduced
external consultancy fees. These
be transferred to an earmarked
staff costs in 2012/13.
Engineer not
requirement for
underspends will
reserve to meet
Reduced recharge to reflect lower costs in the year.
Appendix C
Reserves Statement - 2011/12 Outturn Variances
Reserve
(Note: Transfers from reserves are
shown in brackets)
2011/12
Revised
Budget
Outturn
2011/12
Variance
£
£
£
Explanation of Variance
500,928
617,952
117,024
Includes the earmarking of a number
of 'one-off' underspends for which not
appropriate to set up separate
reserve.
(61,129)
317,825
378,954
VAT shelter receipts not full utilised
on capital financing in the year.
0
(13,867)
(13,867)
Transfer to meet expenditure.
(60,338)
(44,621)
15,717
(270,384)
(270,384)
0
Carbon Management
(20,000)
(14,700)
5,300
Coast Protection
(41,426)
166,574
208,000
Common Training
(10,000)
5,000
15,000
(150,000)
(150,000)
0
General Fund - General Reserve
Earmarked Reserves:
Capital Projects
Arts and Community Projects
Asset Management
Benefits
Concessionary Fares
Economic Development and
Tourism
(69,478)
(41,722)
27,756
Election Reserve
(80,000)
(78,500)
1,500
Environmental Health
Environmental Policy
Housing
(82,500)
(10,000)
(61,572)
(82,500)
(10,000)
(66,623)
0
0
(5,051)
Investment Income : EIB Bond
Sale
Local Strategic Partnership
Organisational Development
Planning - Revenue
Revenue projects due to be delivered
in 11-12 have slipped to 12-13.
Underspend in the year.
Earmarked for staff training.
Cromer Crab Factory redundancy
assistance and the residual costs
relating to the 2012/13 Tourism
Guide.
Budget for absent vote refresh in
11/12 - statutory reqirement, but not
completed by year end.
Additional spend in 2012/13.
The council disposed of its EIB bonds
for a gain in 2011/12. This reserve is
required for accounting purposes to
transfer the part of the gain that
relates to 2012/13.
116,068
116,068
0
28,145
28,145
172,488
314,488
142,000
196,036
196,036
Revenues and Benefits project grant.
(218,294)
(13,173)
404,000
0
Underspend in the year.
Partnership Budgets
Pathfinder
Planning - Capital
Funding towards asset Management
system slipped to 2012/13.
(622,294)
(13,173)
(332,987)
(292,987)
50
40,000
Balance of LSP money not utilsed in
year.
Pay and grading costs not yet
incurred.
Budgeted spend delayed until
2012/13. This includes work on Tree
Preservation Orders and the
Community Infrastructure Levy.
Appendix C
Reserves Statement - 2011/12 Outturn Variances
Reserve
(Note: Transfers from reserves are
shown in brackets)
Regeneration Projects
2011/12
Revised
Budget
Outturn
2011/12
Variance
£
£
£
Explanation of Variance
0
37,837
37,837
Restructuring & Invest to Save
Proposals
(12,759)
(113,416)
(100,657)
Sheringham Splash
(75,770)
(75,770)
0
(7,200)
907
8,107
Sub Total Earmarked Reserves
(1,808,522)
(303,677)
1,504,845
Total Reserves
(1,307,594)
314,275
1,621,869
Sports Hall Equipment
51
Income share due to EEDA for
Carfield and Fakenham Industrial
Units no longer payable but to be
retained for similar projects.
Use of reserve on actual
restructurings in year.
Outturn based on actual income
targets for facilities.
Appendix D
Reserves Statement - 2011/12 Outturn
Reserve
Purpose and Use of Reserve
Balance at
01/04/11
£
General Fund General Reserve
A working balance and contingency, current recommended
balance is £950,000. This also includes the rellocation of a
number of previously earmarked reserves to be used over
the next three years.
Balance at
Outturn 2011/12
1/4/2012
£
Updated
Budgeted
2012/13
Movement
Balance at
1/4/2013
£
£
£
Budgeted
Budgeted
Balance at
2013/14
2014/15
1/4/2014
Movement
Movement
£
£
£
Balance at
1/4/2015
Budgeted
2015/16
Movement
Balance at
1/4/2016
£
£
£
1,328,638
617,952 1,946,590
(301,524) 1,645,066 (200,000) 1,445,066 (100,000)
1,345,066
0
1,345,066
Capital Projects
To provide funding for capital developments and purchase of
1,501,644
major assets. This includes the VAT Shelter Receipt.
317,825 1,819,469
(503,261) 1,316,208
1,329,548
0
1,329,548
Arts & Community
Projects
To fund arts and community projects.
13,867
(13,867)
0
0
0
0
0
0
Asset Management
To support improvements to our existing assets as identified
through the Asset Management Plan.
71,290
(44,621)
26,669
(15,717)
10,952
0
10,952
0
10,952
0
10,952
Benefits
To be used to mitigate any claw back by the Department of
Works and Pensions following final subsidy determination.
910,626
(270,384)
640,242
0
640,242
0
640,242
0
640,242
0
640,242
Big Society Fund
To support projects that communities identify where they will
make a difference to the economic and social wellbeing of
the area. Funded by a proportion of NCC element of second
homes council tax.
0
0
0
381,625
381,625
674,275 1,055,900
674,275
1,730,175
674,275
2,404,450
Carbon
Management
To fund revenue invest to save initiatives and projects within
the Carbon Management Plan.
35,880
(14,700)
21,180
(5,300)
15,880
0
15,880
0
15,880
0
15,880
Coast Protection
To support the ongoing coast protection maintenance
programme.
41,426
166,574
208,000
(208,000)
0
0
0
0
0
0
0
Common Training
To deliver the corporate training programme. Training and
development programmes are sometimes not completed in
the year but are committed and therefore funding is carried
forward in an earmarked reserve.
27,000
5,000
32,000
(15,000)
17,000
0
17,000
0
17,000
0
17,000
Concessionary
Fares
To underwrite the potential increased costs resulting from
ongoing claims by the bus operators.
150,000
(150,000)
0
0
0
0
0
0
0
0
0
Earmarked Reserves:
52
13,340 1,329,548
0
0
Appendix D
Reserves Statement - 2011/12 Outturn
Reserve
Purpose and Use of Reserve
Balance at
01/04/11
£
Balance at
Outturn 2011/12
1/4/2012
£
Updated
Budgeted
2012/13
Movement
Balance at
1/4/2013
£
£
£
Budgeted
Budgeted
Balance at
2013/14
2014/15
1/4/2014
Movement
Movement
£
£
£
Balance at
1/4/2015
Budgeted
2015/16
Movement
Balance at
1/4/2016
£
£
£
Economic
Development and
Tourism
Earmarked from previous underspends on Economic
Development and Tourism Budgets along with funding
earmarked for Learning for Everyone.
96,794
(41,722)
55,072
(26,233)
28,839
0
28,839
0
28,839
0
28,839
Election Reserve
Established to meet costs associated with district council
elections, to smooth the impact between financial years.
80,000
(78,500)
1,500
28,500
30,000
30,000
60,000
30,000
90,000
0
90,000
Environmental
Health
Earmarking of underspends for future liabilities associated
with expansion of the waste service.
82,500
(82,500)
0
0
0
0
0
0
0
0
0
Environmental
Policy
Earmarking of a previous underspend to meet future costs of
environmental policy initiatives.
30,090
(10,000)
20,090
0
20,090
0
20,090
0
20,090
0
20,090
Housing
Previously earmarked for stock condition survey and housing
needs assessment.
308,623
(66,623)
242,000
0
242,000
0
242,000
0
242,000
0
242,000
0
116,068
116,068
(116,068)
0
0
0
50,356
0
50,356
0
50,356
50,356
50,356
0
50,356
46,599
0
46,599
0
46,599
0
46,599
0
46,599
0
46,599
Investment Income:
The council disposed of its EIB bonds for a gain in 2011/12.
European
This reserve is required for accounting purposes to transfer
Investment bank
the part of the gain that relates to 2012/13.
(EIB) Premium
Land Charges
To Mitigate the impact of potential income reductions.
Legal & Democratic One off funding for Compulsory Purchase Order (CPO) work
and to undertake a review of the Constitution.
Services
0
Local Strategic
Partnership
Earmarked underspends on the LSP for outstanding
commitments and liabilities.
643,813
28,145
671,958
(522,958)
149,000
0
149,000
0
149,000
0
149,000
LSVT Reserve
To meet the cost of successful warranty claims not covered
by bonds and insurance following the housing stock transfer.
435,000
0
435,000
0
435,000
0
435,000
0
435,000
0
435,000
New Homes Bonus
Established for supporting communities with future growth
and development.
0
0
0
611,678
611,678
611,678 1,223,356
611,678
1,835,034
611,678
2,446,712
53
Appendix D
Reserves Statement - 2011/12 Outturn
Reserve
Purpose and Use of Reserve
Balance at
01/04/11
£
Organisational
Development
To provide funding for organisation development to create
capacity within the organisation and address anomalies
within the pay structure.
Balance at
Outturn 2011/12
1/4/2012
£
Updated
Budgeted
2012/13
Movement
Balance at
1/4/2013
£
£
£
Budgeted
Budgeted
Balance at
2013/14
2014/15
1/4/2014
Movement
Movement
£
£
£
0
Budgeted
2015/16
Movement
Balance at
1/4/2016
£
£
£
180,000
314,488
494,488
(142,000)
352,488
0
196,036
196,036
(196,036)
0
622,294
(218,294)
404,000
(281,107)
122,893
(38,371)
84,522
(19,020)
65,502
(65,502)
0
13,173
(13,173)
0
0
0
0
0
0
0
0
0
403,822
(292,987)
110,835
(40,000)
70,835
0
70,835
0
70,835
0
70,835
0
37,837
37,837
(37,837)
0
340,032
(113,416)
226,616
96,810
323,426
0
323,426
0
323,426
0
323,426
75,770
(75,770)
0
0
0
0
0
0
0
0
0
Sports Hall
To support renewals for sports hall equipment. Amount
Equipment & Sports transferred in the year represents over or under achievement
of income target.
Facilities
22,432
907
23,339
0
23,339
0
23,339
0
23,339
0
23,339
The pier
To be used to support the costs of works to Cromer pier.
15,000
0
15,000
0
15,000
15,000
0
15,000
Whistle blowing
Commissioning investigation activity as required.
10,000
0
10,000
0
10,000
10,000
0
10,000
352,488
0
Balance at
1/4/2015
352,488
0
352,488
This reflects the balance of Funding as at 31/03/12 on the
Partnership Budgets Revenues and Benefits Partnership project. This will be
0
0
0
utilised in 2012/13
Pathfinder
To help Coastal Communities adapt to coastal changes.
Planning - Capital
Previously unspent Hpusing and Planning Delivery Grant
(HPDG) for use on related capital projects.
Planning - Revenue
Previously unspent HPDG for use on related revenue
projects.
Regeneration
Projects
Carry forward of underspends relating to
Regeneration Projects.
Restructuring &
Invest to Save
Proposals
To fund one-off redundancy and pension strain costs and
invest to save initiatives. Transfers from this reserve will be
allocated against savings proposals as business cases are
approved.
Sheringham Splash
Earmarked for repairs and renewals for the Splash facility,
from repair budget under spends in the year.
Total Reserves
7,536,669
314,275 7,850,944
0
0
15,000
0
10,000
0
(1,292,428) 6,558,516 1,090,922 7,649,438 1,196,933
54
0
8,846,371 1,220,451 10,066,822
Appendix E
GENERAL FUND CAPITAL PROGRAMME
Scheme
Updated
Budget
2011/12
Spend as at
Period 12
March
Variance
2011/12
Updated
Estimate
Comments
Active and Sustainable Communities
Employment and training
Fakenham Industrial Estate
11,161
4,424
(6,736)
0
0
0
100,000
250,654
150,654
100,273
94,989
(5,284)
North Norfolk Enterprise Innovation Centre
Fakenham Factory Extension
Balance of budget to be slipped into 12/13.
Project is currently on hold following
withdrawal of external funding.
Clawback of 12/13 budget is required to
cover the additional expenditure incurred in
11/12 ahead of original schedule.
Leisure and culture
Stalham Sports Improvements
The scheme is complete and has come in
£5,284 under budget.
This scheme comprises two elements, one of
which is Playbuilder which is overspent by
£1,385. The variance is correct compared to
the budget, but in reality there will be slippage
of £30,800 relating to the Sadlers Wood
S106 budget.
Playground Improvements - Various
32,412
2,997
(29,415)
Provision of Electricity at Holt Country Park
21,522
23,084
1,562
Works are complete, but the scheme has
come in £1,562 over budget. The additional
expenditure is to be financed from an
additional RCCO.
393,158
46,751
(346,407)
Balance of budget is requested to be slipped
to 12/13 to fund remaining costs.
42,692
16,867
(25,825)
Balance of budget to be slipped to 12/13.
Trade Waste Bins/ Waste Vehicle
138,300
6,990
(131,310)
Balance of budget to be slipped to 12/13.
TOTAL
839,517
446,757
(392,760)
5,303
5,303
(0)
100,000
10,652
(89,347)
Balance of budget to be slipped to 12/13.
40,548
6,157
(34,391)
The scheme is ongoing, and the balance of
budget plus additional external funding
received in year is to be slipped to 12/13.
76
76
0
Communities that are safe, confident and involved
Gypsy and Traveller Short Stay Stopping
Facilities
Street Signs Improvement Programme
Natural Environment and Built Heritage
Planning and coastal management
Sheringham Beach Handrails
Cromer Pier Structural Works - Phase 2
Sheringham Promenade Lighting
Cromer Pier and West Prom Refurbishment
Project
55
Minor slippage has previously been
requested and approved into 12/13, to reflect
that this project will continue into the new
financial year.
Budget is continuing into 2012/13.
Appendix E
GENERAL FUND CAPITAL PROGRAMME
Scheme
Updated
Budget
2011/12
Refurbishment Works to the Seaside
Shelters
Spend as at
Period 12
March
Variance
2011/12
Updated
Estimate
Comments
0
0
0
145,926
22,188
(123,738)
158,326
16,340
(141,986)
Personal Computer Replacement Fund
23,419
18,113
(5,307)
Scheme is ongoing, balance of budget to be
slipped to 12/13.
Waste Management & Environmental
Health IT System
23,017
6,523
(16,494)
Scheme is ongoing, balance of budget to be
slipped to 12/13.
Asset Management Computer System
68,297
45,470
(22,827)
Due to delays in implementation the scheme
is still continuing in 12/13, therefore the
balance of budget is requested to be slipped.
E Payments System - Alternative methods
of payment and replacement cashiers
system
67,400
65,607
(1,793)
The scheme is complete and has come in
£1,793 under budget.
Probass 3
17,960
8,025
(9,935)
Full implementation has been delayed and
payments are still outstanding. The balance
of budget is therefore to be slipped to 12/13.
Procurement for Upgrade of Civica System
306,156
37,679
(268,477)
The joint procurement process is ongoing,
and the balance of budget is to be slipped to
12/13.
e-Financials Financial Management System
Software Upgrade
0
0
0
The scheme is due to commence in 12/13.
Benefits Atlas Project
0
52,485
52,485
Scheme was completed in 11/12. All
expenditure is to be financed from RCCO.
Bulk Software Purchases
0
31,393
31,393
Scheme was completed in 11/12. All
expenditure is to be financed from RCCO.
IT Hardware Purchases
0
30,379
30,379
Scheme was completed in 11/12. All
expenditure is to be financed from RCCO.
Public Conveniences Improvements Phase 1and 2, and Mundesley Prom PC
Upgrade
37,928
15,414
(22,514)
Cromer Red Lion Toilet Refurbishment
81,823
74,197
(7,626)
Balance of budget to be slipped to 12/13.
119,768
116,714
(3,054)
Balance of budget to be slipped to 12/13.
Administrative Buildings
0
474
474
Clawback of 12/13 budget is required to
cover expenditure incurred in 11/12.
Fakenham Connect
0
0
0
TOTAL
The scheme is due to commence in 12/13.
First Class Resource Management
Technology as a key enabler
BPR EDM Project
Balance of budget to be slipped to 12/13.
Maximise efficiency of Council owned property
Car Park Ticket Machines
56
Various PCP schemes are still ongoing, and
remaining budgets are requested for slippage
to 12/13.
Balance of budget has already been slipped
to 12/13.
Appendix E
GENERAL FUND CAPITAL PROGRAMME
Scheme
Updated
Budget
2011/12
Spend as at
Period 12
March
Variance
2011/12
Updated
Estimate
Comments
Clawback of 12/13 budget is required to
cover additional expenditure incurred in
11/12.
Asbestos Works
1,277
1,368
91
Rocket House
1,224
1,205
(19)
Unspent budget is to be slipped, and added
to budget already shown for 12/13.
15,506
15,497
(9)
Unspent budget is to be slipped, and added
to budget already shown for 12/13.
0
0
0
Budget has already been slipped to 12/13.
69,768
63,311
(6,456)
Balance of budget to be slipped to 12/13.
0
0
0
Budget has already been slipped to 12/13.
120,820
14,808
(106,011)
Worstead Churchyard
14,407
13,537
(870)
The scheme is complete and has come in
under budget.
Fakenham Community Centre
45,000
36,280
(8,720)
Balance of budget to be slipped to 12/13.
Carbon Reduction Scheme - Evaporative
Cooling System
14,100
14,100
0
Scheme is complete and all payments have
been made.
Sheringham Little Theatre
0
0
0
The scheme is due to commence in 12/13.
Car Park Resurfacing and Refurbishment
0
0
0
The scheme is due to commence in 12/13.
CCTV Hardware
0
19,128
19,128
Scheme was completed in 11/12. All
expenditure is to be financed from RCCO.
North Lodge Park
0
0
0
The scheme is due to commence in 12/13.
1,186,196
698,047
(488,149)
North Walsham Regeneration Schemes
20,000
17,045
(2,955)
Balance of budget to be slipped to 12/13.
North Walsham Public Conveniences
68,000
41,804
(26,196)
Balance of budget to be slipped to 12/13.
30,000
North Walsham Car Park Environmental Improvements
5,890
(24,111)
Balance of budget to be slipped to 12/13.
118,000
64,739
(53,261)
2,289,639
1,231,730
(1,057,909)
Wells Sackhouse Refurbishment
Maltings Wells
Car Park Environmental Improvements
Carbon Reduction Scheme
Sheringham East Prom Public
Conveniences
TOTAL
Scheme is ongoing and balance of budget is
to be slipped to 12/13.
North Walsham - Leadership of Place
TOTAL
PROGRAMME TOTAL
57
Appendix E
GENERAL FUND CAPITAL PROGRAMME
Scheme
Updated
Budget
2011/12
Spend as at
Period 12
March
Variance
2011/12
Updated
Estimate
Comments
Capital Programme Financing
Other Grants
Contributions
Asset Management Reserve
Revenue Contribution to Capital (RCCO)
HPDG/PDG Reserve
Land Charges Earmarked Reserve
Capital Project Reserve
Capital Receipts
TOTAL
451,294
31,900
15,000
34,537
13,173
0
64,287
1,679,447
2,289,639
144,417
1,100
0
116,999
13,173
0
56,460
899,580
1,231,730
TOTAL FINANCING
2,289,639
1,231,730
50,000
63,437
0
50,000
0
63,437
1,000,000
741,527
443,000
557,000
526,957
214,570
2,856,481
844,899
2,059,765
520,614
132,735
143,367
656,844
0
132,036
56,020
20,000
0
16,000
4,000
0
0
200,000
0
200,000
0
4,126,481
1,649,864
DCLG Capital Grant - SRHP Grant
Other Grants
Disabled Facilities Grants
Affordable Housing Contributions
Capital Projects Reserve
Capital Receipts
0
132,735
443,000
143,367
524,614
2,882,765
0
132,036
526,957
56,020
0
934,851
TOTAL FINANCING
4,126,481
1,649,864
Housing Schemes
Housing Renovation Grants
Private Sector Renewal Grants
Financed by;
Capital Grant
NNDC (Capital Receipts)
Disabled Facilities Grants
Financed by;
Specified Capital Grant
NNDC (Capital Receipts)
Housing Associations
Financed by;
NNDC (Capital Receipts)
NNDC (Capital Projects Reserve)
Other Grants
Affordable Housing Contributions
Strategic Housing & Choice Based Lettings
System
Financed by; NNDC (Capital receipts)
NNDC (Capital receipts)
Capital Projects Reserve
Empty Homes
Financed by; NNDC (Capital receipts)
NNDC (Capital receipts)
TOTAL
Housing Capital Programme Financing
58
13,437
Clawback is required to cover additional
expenditure incurred in 11/12.
(258,473)
Balance of budget to be slipped to 12/13.
(2,011,582)
Balance of budget to be slipped to 12/13.
(20,000)
Balance of budget to be slipped to 12/13.
(200,000)
Balance of budget to be slipped to 12/13.
(2,476,617)
Appendix E
GENERAL FUND CAPITAL PROGRAMME
Scheme
Updated
Budget
2011/12
Spend as at
Period 12
March
Variance
2011/12
Updated
Estimate
Comments
Coast Protection
Cromer Coast Protection Scheme 982 and
SEA
25,000
5,480
(19,520)
Balance of budget to be slipped to 12/13.
SMP Preparation of Common Version for
Approval and Other Additional Studies
7,946
5,177
(2,769)
Balance of budget to be slipped to 12/13.
Pathfinder Project
1,621,621
1,163,445
(458,176)
Balance of budget to be slipped to 12/13.
TOTAL
1,654,567
1,174,102
(480,465)
Environment Agency Grant
DEFRA Grant
32,946
1,621,621
10,657
1,163,445
TOTAL FINANCING
1,654,567
1,174,102
Financing
59
Appendix F
GENERAL FUND CAPITAL PROGRAMME
Scheme
Scheme Total
Current Estimate
Pre 31/3/12
Actual Exp
Updated
Budget 12/13
Amendments Amended
Updated
to 12/13
Budget 12/13 Budget 13/14
Slippage to
12/13
£
Active and Sustainable Communities
Employment and training
Fakenham Industrial Estate
Financed by;
NNDC (Capital Receipts)
North Norfolk Enterprise Innovation Centre
Financed by;
NNDC (Capital Receipts)
Fakenham Factory Extension
Financed by;
NNDC (Capital Receipts)
140,000
133,264
0
6,736
0
6,736
0
10,295
39,705
0
0
39,705
0
277,068
298,586
(150,654)
0
147,932
0
124,716
0
0
0
0
0
245,258
0
30,800
0
30,800
0
23,084
0
0
0
0
0
140,000
50,000
50,000
425,000
425,000
Leisure and culture
Stalham Sports Improvements
Financed by;
NNDC (Capital Receipts)
Playground Improvements - Various
Financed by:
Contributions
Grant
NNDC (Capital Receipts)
Provision of Electricity at Holt Country Park
Financed by:
NNDC (Capital Receipts)
RCCO
130,000
130,000
276,057
51,679
222,561
1,817
21,522
13,000
8,522
60
Appendix F
GENERAL FUND CAPITAL PROGRAMME
Scheme
Scheme Total
Current Estimate
Pre 31/3/12
Actual Exp
Updated
Budget 12/13
Amendments Amended
Updated
to 12/13
Budget 12/13 Budget 13/14
Slippage to
12/13
£
Communities that are safe, confident and involved
Gypsy and Traveller Short Stay Stopping
Facilities
Financed by:
Grant
Street Signs Improvement Programme
Financed by;
NNDC (Capital Receipts)
Grant
Trade Waste Bins/ Waste Vehicle
Financed by:
NNDC (Capital Receipts)
LPSA Grant
TOTAL
1,062,593
0
346,407
0
346,407
0
73,775
0
25,825
0
25,825
0
79,690
61,700
131,310
0
193,010
0
2,672,356
1,881,942
399,991
390,424
0
790,415
0
40,023
36,897
3,126
0
0
3,126
0
81,395
1,247,889
89,347
0
1,337,236
0
10,609
0
34,391
33,000
67,391
0
1,409,000
1,409,000
99,600
95,500
4,100
272,700
194,784
77,916
Natural Environment and Built Heritage
Planning and coastal management
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
5,023
35,000
1,418,631
1,418,631
78,000
45,000
33,000
61
Appendix F
GENERAL FUND CAPITAL PROGRAMME
Scheme
Scheme Total
Current Estimate
Pre 31/3/12
Actual Exp
Updated
Budget 12/13
Amendments Amended
Updated
to 12/13
Budget 12/13 Budget 13/14
Slippage to
12/13
£
Cromer Pier and West Prom Refurbishment
Project
Financed by:
NNDC (Capital Receipts)
Refurbishment Works to the Seaside
Shelters
Financed by:
NNDC (Capital Receipts)
TOTAL
76
99,924
0
0
99,924
100,000
0
155,000
0
0
155,000
0
1,891,654
128,977
1,505,939
123,738
33,000
1,662,677
100,000
422,789
280,802
0
141,986
0
141,986
0
97,995
20,000
5,307
0
25,307
0
215,933
0
16,494
0
16,494
0
52,173
0
22,827
0
22,827
0
200,000
200,000
155,000
155,000
First Class Resource Management
Technology as a key enabler
BPR EDM Project
Financed by;
Planning Delivery Grant/Housing and Planning
Delivery Grant
Capital Projects Reserve
NNDC (Capital Receipts)
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
Asset Management Computer System
Financed by;
NNDC (Capital Projects Reserve)
NNDC (Asset Management Reserve)
16,682
5,967
400,140
123,301
100,032
23,269
232,427
131,514
83,486
17,427
75,000
60,000
15,000
62
Appendix F
GENERAL FUND CAPITAL PROGRAMME
Scheme
Scheme Total
Current Estimate
Pre 31/3/12
Actual Exp
Updated
Budget 12/13
Amendments Amended
Updated
to 12/13
Budget 12/13 Budget 13/14
Slippage to
12/13
£
Probass 3
Financed by:
Planning Delivery Grant/Housing and Planning
Delivery Grant
NNDC (Capital Receipts)
34,010
Procurement for Upgrade of Civica System
Financed by:
NNDC (Capital Receipts)
Other Grants (RIEP)
DWP Performance Standards Fund
306,156
e-Financials Financial Management System
Software Upgrade
Financed by:
NNDC (Capital Receipts)
24,075
0
9,935
0
9,935
0
37,679
0
268,477
0
268,477
0
0
33,000
0
0
33,000
389,246
0
22,514
0
22,514
0
87,288
0
7,626
0
7,626
0
234,946
0
3,054
0
3,054
0
474
275,000
(474)
0
274,526
0
18,850
15,160
210,947
53,800
41,409
33,000
33,000
Maximise efficiency of Council owned property
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)
Administrative Buildings
Financed by;
NNDC (Capital Receipts)
411,760
411,760
94,915
83,000
11,915
238,000
238,000
275,000
275,000
63
Appendix F
GENERAL FUND CAPITAL PROGRAMME
Scheme
Scheme Total
Current Estimate
Pre 31/3/12
Actual Exp
Updated
Budget 12/13
Amendments Amended
Updated
to 12/13
Budget 12/13 Budget 13/14
Slippage to
12/13
£
Fakenham Connect
Financed by;
NNDC (Capital Receipts)
25,000
Asbestos Works
51,000
Financed by;
NNDC (Capital Receipts)
51,000
Rocket House
Financed by;
NNDC (Capital Receipts)
Wells Sackhouse Refurbishment
Financed by;
Other Contributions
NNDC (Capital Receipts)
Maltings Wells
Financed by;
NNDC (Capital Receipts)
Car Park Environmental Improvements
Financed by;
NNDC (Capital Receipts)
Carbon Reduction Scheme
Financed by;
NNDC (Cap Receipts - Carbon Reduction
Fund)
Sheringham East Prom Public
Conveniences
Financed by:
NNDC (Capital Receipts)
25,000
40,000
18,782
6,218
0
0
6,218
0
39,671
11,419
(91)
0
11,328
0
1,469
38,512
19
0
38,531
0
45,029
26,714
9
0
26,723
0
0
100,000
0
0
100,000
0
111,395
0
6,456
0
6,456
0
58,917
49,401
0
0
49,401
0
20,989
0
106,011
0
106,011
0
40,000
71,752
27,752
44,000
100,000
100,000
117,851
117,851
108,318
108,318
127,000
127,000
64
Appendix F
GENERAL FUND CAPITAL PROGRAMME
Scheme
Scheme Total
Current Estimate
Pre 31/3/12
Actual Exp
Updated
Budget 12/13
Amendments Amended
Updated
to 12/13
Budget 12/13 Budget 13/14
Slippage to
12/13
£
Fakenham Community Centre
Financed by:
NNDC (Capital Receipts)
Sheringham Little Theatre
Financed by:
NNDC (Capital Receipts)
Car Park Resurfacing and Refurbishment
Financed by;
NNCD (Capital Receipts)
North Lodge Park
Financed by;
NNCD (Capital Receipts)
TOTAL
36,280
0
8,720
0
8,720
0
0
45,000
0
0
45,000
0
0
186,000
0
0
186,000
0
0
0
0
197,000
197,000
0
3,360,278
1,753,143
791,264
618,870
197,000
1,607,134
0
70,000
17,045
50,000
2,955
0
52,955
0
41,804
0
26,196
0
26,196
0
5,890
0
24,111
0
24,111
0
168,000
64,739
50,000
53,262
0
103,262
0
8,092,288
3,828,801
2,747,194
1,186,294
230,000
4,163,488
100,000
45,000
45,000
45,000
45,000
186,000
186,000
197,000
197,000
North Walsham - Leadership of Place
North Walsham Regeneration Schemes
Financed by:
NNDC (Capital Receipts)
North Walsham Public Conveniences
Financed by:
NNDC (Capital Receipts)
North Walsham Car Park Environmental Improvements
Financed by:
NNDC (Capital Receipts)
TOTAL
PROGRAMME TOTAL
70,000
68,000
68,000
30,000
30,000
65
Appendix F
GENERAL FUND CAPITAL PROGRAMME
Scheme
Scheme Total
Current Estimate
Pre 31/3/12
Actual Exp
Updated
Budget 12/13
Amendments Amended
Updated
to 12/13
Budget 12/13 Budget 13/14
Slippage to
12/13
£
Capital Programme Financing
Other Grants
Contributions
Asset Management Reserve
Revenue Contribution to Capital (RCCO)
HPDG/PDG Reserve
Land Charges Earmarked Reserve
Capital Project Reserve
Capital Receipts
TOTAL
61,700
0
0
0
0
0
0
2,685,494
2,747,194
474,863
63,800
15,000
0
0
0
7,827
3,603,791
4,165,281
0
0
0
0
0
0
0
100,000
100,000
TOTAL FINANCING
2,747,194
4,165,281
100,000
860,809
555,000
0
860,809
0
555,000
1,222,578
700,000
443,000
779,578
443,000
257,000
3,100,178
400,000
2,128,568
920,614
50,996
0
400,000
0
Housing Schemes
Housing Renovation Grants
Private Sector Renewal Grants
874,246
Annual programme
Financed by;
Capital Grant
NNDC (Capital Receipts)
0
58,000
816,246
964,105
Disabled Facilities Grants
Financed by;
Specified Capital Grant
NNDC (Capital Receipts)
Housing Associations
Financed by;
NNDC (Capital Receipts)
NNDC (Capital Projects Reserve)
Affordable Housing Contributions
(13,437)
258,473
0
443,000
521,105
3,100,178
Annual programme
2,700,178
400,000
0
66
0
0
Appendix F
GENERAL FUND CAPITAL PROGRAMME
Scheme
Scheme Total
Current Estimate
Pre 31/3/12
Actual Exp
Updated
Budget 12/13
Slippage to
12/13
Amendments Amended
Updated
to 12/13
Budget 12/13 Budget 13/14
£
Strategic Housing & Choice Based Lettings
System
Financed by; NNDC (Capital receipts)
NNDC (Capital receipts)
Capital Projects Reserve
120,650
100,650
0
113,950
6,700
Empty Homes
Financed by; NNDC (Capital receipts)
NNDC (Capital receipts)
200,000
200,000
TOTAL
320,650
20,000
0
0
0
0
0
200,000
0
0
100,650
4,938,529
465,036
0
20,000
0
16,000
4,000
0
0
200,000
0
200,000
0
5,403,565
1,655,000
Housing Capital Programme Financing
DCLG Capital Grant - SRHP Grant
Other Grants
Disabled Facilities Grants
Affordable Housing Contributions
Capital Projects Reserve
Capital Receipts
58,000
0
443,000
0
400,000
4,037,529
0
0
443,000
50,996
924,614
3,984,955
0
0
443,000
0
400,000
812,000
TOTAL FINANCING
4,938,529
5,403,565
1,655,000
67
Appendix F
GENERAL FUND CAPITAL PROGRAMME
Scheme
Scheme Total
Current Estimate
Pre 31/3/12
Actual Exp
Updated
Budget 12/13
Slippage to
12/13
Amendments Amended
Updated
to 12/13
Budget 12/13 Budget 13/14
£
Coast Protection
Cromer Coast Protection Scheme 982 and
SEA
SMP Preparation of Common Version for
Approval and Other Additional Studies
Pathfinder Project
TOTAL
10,400,000
188,717
4,748,763
19,520
0
4,768,283
5,000,000
131,000
128,231
0
2,770
0
2,770
0
1,967,024
1,508,839
0
458,176
0
458,176
0
12,498,024
1,825,787
4,748,763
480,466
0
5,229,229
5,000,000
Financing
Environment Agency Grant
DEFRA Grant
4,748,763
0
4,771,053
458,176
5,000,000
0
TOTAL FINANCING
4,748,763
5,229,229
5,000,000
Capital Projects Reserve
Balance at 1 April
Revenue contribution to / (from) Reserve
Utilised in year - GF Capital Schemes
Utilised in year - Housing Capital Schemes
Utilised in year - Revenue
Estimated balance at 31 March
1,440,515
429,180
0
(400,000)
0
1,469,695
1,819,469
429,180
(7,827)
(924,614)
0
1,316,208
1,316,208
413,340
0
(400,000)
0
1,329,548
Usable Capital Receipts
Balance at 1 April
Capital Receipts In Year
Utilised in year - GF Capital Schemes
Utilised in year - Housing Capital Schemes
Estimated balance at 31 March
6,258,489
390,000
(2,685,494)
(4,037,529)
(74,534)
9,019,270
390,000
(3,603,791)
(3,984,955)
1,820,525
1,820,525
390,000
(100,000)
(812,000)
1,298,525
NNDC RESOURCES
68
Agenda Item No______9______
ANNUAL TREASURY MANAGEMENT REPORT FOR 2011/12 AND STRATEGY
UPDATE FOR 2012/13
Summary:
This report sets out the Treasury Management activities
actually undertaken during 2011/12 compared with the
Treasury Management Strategy for the year. An update
is included on alternative investment options for
2012/13.
Conclusions:
Treasury activities for the year have been carried out in
accordance with the CIPFA Code and the Council’s
Treasury Strategy. For the future, the Council will invest
in collective investment schemes focusing on property
investment.
Recommendations:
That the Council be asked to RESOLVE that
(1) Treasury Management Annual Report for
2011/12 is approved.
(2) A proportion of the investment portfolio is
invested in the LAMIT and Lime Property Funds.
Cabinet Member(s)
Cllr Wyndham Northam
Ward(s) affected
All
Contact Officer, telephone number and email:
Tony Brown
01263 516126
tony.brown@north-norfolk.gov.uk
1.
Introduction
1.1
The Chartered Institute of Public Finance and Accountancy (CIPFA) defines
treasury management as “the management of the Council’s investments and
cash flows, its banking and its capital market transactions; the effective
control of the risks associated with those activities and the pursuit of optimum
performance consistent with those risks”.
1.2
The Council’s treasury management activities are undertaken in accordance
with the CIPFA Code of Practice on Treasury Management. The Code
requires public sector authorities to determine an annual Treasury
Management Strategy and, as a minimum, formally report on their treasury
activities and arrangements to full Council mid-year and after the year-end.
These reports enable those tasked with implementing policies and
undertaking transactions to demonstrate they have properly fulfilled their
responsibilities, and to enable those with ultimate responsibility for
governance of the treasury management function to scrutinise and assess its
effectiveness and for compliance with policies and objectives.
69
1.3
This report is prepared in accordance with the requirements of the CIPFA
Treasury Management and Prudential Codes, and sets out details of
investment transactions; reports on the risk implications of treasury decisions
and transactions; gives details of the actual results for the year and confirms
compliance with treasury limits and Prudential Indicators.
2.
Economic Forecast and Outturn for 2011/12
2.1
At the time the Treasury Strategy Statement for 2011/12 was prepared, there
were signs that the UK was emerging from recession with the worst of the
financial crisis behind it. Recovery in growth was expected to be slow and
uneven as the austerity measures announced in the 2010 Comprehensive
Spending Review were implemented with the intention of bringing down the
budget deficit and government borrowing, and rebalancing the economy and
public sector finances. Inflation as measured by the Consumer Price Index
(CPI) had remained above 3% and unemployment was at a 16-year high at
2.5 million. It was expected to rise further as the public and private sectors
contracted. There was also a high degree of uncertainty surrounding the
level of sovereign debt of some the Eurozone countries.
2.2
During the year inflation remained high with CPI and the Retail Prices Index
(RPI) rising in September 2011 to 5.2% and 5.6% respectively. The rise was
due primarily to increases in utility prices and VAT to 20% in January 2011.
Inflation eased slowly as reductions in transport costs, food prices,
intensifying competition amongst retailers and supermarkets, and the VAT
increase falling out of the calculation in 2012. By February 2012 these factors
reduced CPI to 3.4% and RPI to 3.7%. This, however, was not enough to
offset low wage growth and, as a result, UK households suffered the biggest
drop in disposable income in more than 30 years.
2.3
Growth in UK Gross Domestic Product (GDP) was weak and was positive in
only the first and third calendar quarters of 2011. Annual GDP to December
2011 registered just 0.5%, and the Bank of England downgraded its forecast
for growth in 2012 to 1%. The unresolved problems in the Eurozone had a
negative impact on global economic prospects. Unemployment increased to
2.68 million and youth unemployment rose above 1 million and with no
sustained growth in house prices, consumer confidence remained fragile.
2.4
The Bank of England’s Monetary Policy Committee maintained the Bank Rate
at 0.5% where it has been since March 2009. It increased Quantitative
Easing by £75bn in October 2011 and another £50bn in February 2012 taking
the total to £325bn. Quantitative Easing is the process whereby the Bank
hopes to inject money into the economy by electronically creating money to
buy bonds from financial institutions when it can no longer raise the amount of
lending and activity in the economy by cutting interest rates.
2.5
In Europe the sovereign debt problems for some peripheral countries became
critical. Several policy initiatives were tried to alleviate the problem, but were
largely ineffectual; two bailout packages were required for Greece and one for
Portugal, and the value of Spanish and Italian sovereign bonds fell in
November 2012. The credit rating agency Standard & Poor’s downgraded
nine European sovereign states along with the European Financial Stability
Facility (EFSF). This is a body set up to safeguard financial stability in the
Eurozone by raising funds in the capital markets to provide loans to Euro
70
Area Member States. The successful Greek sovereign bond swap in March
2012 shortly after its second bailout package allowed it to avoid bankruptcy
later that month, but it was not a long-term solution (a bond swap is where
banks and other financial institutions agreed to exchange their existing Greek
government debt for new bonds, which are worth much less and pay a lower
rate of interest). The European Central Bank’s €1.3 trillion Long-Term
refinancing Operations (LTROs) flooded the financial markets with ultracheap 3-year loans and relieved much of the immediate funding pressure
facing European banks in 2012. The financial markets ultimately took the
view the LTROs simply served to delay a resolution of, rather than address,
the fundamental issues of the Eurozone.
3.
Long Term Borrowing
3.1
The Council has no long-term debt. The strategy has been to remain debtfree and not to borrow long-term monies to finance its capital spending,
relying instead on usable capital receipts, government grants and revenue
contributions. Any decision to borrow in the future will need to have regard to
the treasury implications, including taking account of the additional credit risk
of holding both investments and borrowing.
4.
Investment Activity
4.1
The Department for Communities and Local Government’s (DCLG) Guidance
on Local Government Investments requires the Council to focus on security
and liquidity, rather than yield when undertaking its treasury activities
4.2
The table below gives Members an appreciation of the investment activity
undertaken in 2011/12, showing the position at the start and end of the year,
together with the transactions during the year. The percentages show the
average investment return achieved for each investment category for
2011/12, and the average life of the investments to maturity, weighted to
investment value.
Internally
managed
(short-term)
Bonds
issued by
multilateral
development banks
(Nominal
Value)
All
investments
Balance
01/4/2011
Invested
Matured
£000s
£000s
£000s
15,090
105,410
(101,390)
19,110
1.13
65
6,500
0
(5,500)
1,000
6.22
717
21,590
105,410
(106,890)
20,110
2.09
97
71
Balance
31/3/2012
Return
£000s
%
Weighted
Average
Life
(days)
4.3
Security of the capital sum invested remained the Council’s main investment
objective. This was maintained by following the Council’s counterparty policy
as set out in its Treasury Management Strategy Statement for 2011/12. New
investments were placed with the Debt Management Office, AAA-rated Stable
Net Asset Value Money Market Funds and appropriate UK banks and building
societies which are systemically important to the banking system.
4.4
Credit Risk
Counterparty credit quality was assessed and monitored with reference to the
following;
1. Credit ratings (The minimum long-term counterparty credit rating
determined for the 2011/12 treasury strategy was A+ (or equivalent)
across the rating agencies Fitch, S&P and Moody’s).
2. The price of credit default swaps (this is similar to an insurance policy
which pays out the value of an investment should a counterparty fail to
repay an investment), where quoted.
3. Gross Domestic Product (GDP) of the country in which the institution
operates.
4. The country’s net debt as a percentage of GDP
5. Any potential support mechanisms and share price (where quoted).
4.5
The credit rating criterion was amended by Full Council on 14 December
2011 to A- (or equivalent) in response to downgrades to below A+ by the
rating agencies of many institutions considered to be systemically important
to the financial system. The downgrades were driven principally by the
agencies’ view of the extent of future government support (flowing from the
recommendations to the government from the Independent Commission on
Banking) rather than deterioration in the institutions’ creditworthiness.
4.6
All investment counterparties are given a credit score based on this
information in 4.4. Weighted average scores are then calculated for both
value and time. The value weighted average reflects the credit quality of
investments compared to the size of the deposit. The time weighted average
reflects the credit quality of investments compared to the number of days to
maturity of the deposit.
4.7
Appendix G shows the different credit scores which apply to the long-term
credit ratings of an institution (The final score will also take the other factors
listed above into account). The Council aims to achieve a score of 7 or lower
(A- or better), to reflect the Council’s overriding priority of security of monies
invested and a minimum credit rating threshold of A- for investment
counterparties, as set out in the Council’s Treasury Management Strategy
Statement.
4.8
The table below shows how the scores and ratings have changed over the
financial year. The more investments the Council has with counterparties
with higher credit ratings, the lower the score will be. Over the year the value
weighted scores have risen (although it is well below the minimum level of 7
which represents the lowest credit rating the Council will accept). The rise in
scores results from £5.5m of highly secure Eurosterling bonds either reaching
their maturity date or being sold (see 4.15 below). The bonds were replaced
by deposits with UK banks at a lower rating.
72
4.9
An ideal scenario would show a lower time weighted average credit score
than the value weighted credit score. This would indicate that where a long
term investment decision was taken, a higher credit quality counterparty had
been selected.
Date
Value
Weighted
Average
Credit Risk
Score
Value
Weighted
Average
Credit
Rating
Time
Weighted
Average
Credit Risk
Score
Time
Weighted
Average
Credit
Rating
Average
Life (days)
31/03/2011
3.19
AA
1.88
AA+
235
30/06/2011
3.24
AA
2.69
AA
241
30/09/2011
2.74
AA
2.96
AA
162
31/12/2011
3.23
AA
3.47
AA
81
31/03/2012
4.59
A+
3.39
AA
97
4.10
The graphs at Appendix H show the Council’s position at 31 March 2012 and
compares how the Council has performed in relation to other clients of the
Council’s treasury advisors, Arlingclose Limited.
4.11
The first graph shows that at the 31 March 2012 the rate of interest on the
Council’s investments was 1.13% with a value weighted credit score of 4.59.
The average credit score for Arlingclose clients (non-metropolitan district
councils) was 3.59 with an average interest rate of 1.15%, indicating that the
investment return on the portfolio is just below the average for the client
group, but is achieved with an above average credit score.
4.12
The second graph shows that the Council is achieving a better than average
credit score of 3.39 on a time weighted basis compared to the client group
average of 3.77.
4.13
Liquidity
In accordance with the DCLG’s Guidance on Investments, the Council
maintained sufficient level of liquidity through the use of Money Market Funds,
overnight deposits and call accounts with banks.
4.14
Yield
The Council sought to optimise returns commensurate with its objectives of
security and liquidity. The UK Bank Rate was maintained at 0.5% through the
year and short term money market rates remained at very low levels which
had a significant impact on investment income. In response to uncertain and
deteriorating credit conditions in Europe, the Council considered an
appropriate risk management response was to shorten maturities for new
investments.
4.15
On 13 December 2011 a decision was taken, in consultation with the
Council’s treasury advisors, to reduce the Council’s exposure to the European
Investment Bank (EIB) by selling £4m of its bond holding. This was done in
response to the worsening economic and financial situation across the
Eurozone (member states provide guarantees to the EIB) and the possibility
of a ratings downgrade of the EIB by the credit rating agencies. The bonds
73
were due to mature on 13 December 2012 and earned the Council a yield of
3.98%. They were sold for £116,068 more than the value in the Council’s
accounts, and this gain has been placed into an earmarked reserve and is
available to be released to the General Fund. A £1.5m EIB bond yielding
6.1% matured on 7 December 2011. At the year end the Council’s holding in
EIB bonds was a £1m Floating Rate Note yielding 0.85%.
4.16
The Council’s investment income for the year was £536,435 (including the
additional amount received for the sale of the bond) which compares to the
revised budget of £464,000. The anticipated rate of return on investments in
the revised budget was 1.77% and a rate of 2.09% was actually achieved.
The average balance available for investment in the year was £25.7m
compared to a revised budget of £26.2m
4.17
All investments made during the year complied with the Council’s agreed
Treasury Management Strategy, Prudential Indicators, Treasury Management
Practices and prescribed limits. Maturing investments were repaid in full on
the due date.
5.
Compliance with Treasury Management Prudential Indicators
5.1
The Council confirmed its adoption of the CIPFA Code of Treasury
Management at its meeting on 14 February 2011.
5.2
Affordable Borrowing Limit, Authorised Limit and Operational Boundary
for External Debt
5.3
Section 3(1) of The Local Government Act 2003 requires the Council to set an
Affordable Borrowing Limit, irrespective of their indebted status. This is a
statutory limit and should not be breached.
5.4
The Council’s Affordable Borrowing Limit (referred to as the Authorised Limit
within the Prudential Code) was originally set at £9.325m for 2011/12 (£9.1m
2010/11) and has remained at this level throughout the financial year.
5.5
The Limit has been set on the estimate of the most likely, prudent but not
worst case scenario for its total external debt gross of investments with, in
addition, sufficient headroom over and above this to allow for unusual cash
movements. The limit is consistent with the Council’s existing commitments,
proposals for capital expenditure and financing and with its approved treasury
management policy statement and practices.
5.6
The Operational Boundary is based on the same estimates as the Authorised
Limit but reflects the most likely, prudent but not worst case scenario without
the additional headroom included within the Authorised Limit.
5.7
The Operational Boundary was set at £5.328m for 2011/12 (£5.1m 2010/11)
and again this indicator has remained at this level throughout the financial
year.
5.8
The Section 151 Officer confirms that there were no breaches to the
Authorised Limit and the Operational Boundary during the financial year. As
the Council did not undertake temporary or long-term borrowing, actual
borrowing was nil through the year.
74
5.9
Upper Limits for Fixed Interest Rate Exposure and Variable Interest Rate
Exposure
5.10
These indicators allow the Council to manage the extent to which it is
exposed to changes in interest rates. The exposures are calculated on a net
basis, i.e. fixed rate debt net of fixed rate investments. The upper limit for
variable rate exposure allows for the use of variable rate debt to offset
exposure to changes in short-term rates on our portfolio of investments.
Prudential Indicator
2010/11
Outturn
Upper Limit for Fixed Rate
Exposure
Upper Limit for Variable Rate
Exposure
2011/12
Estimated
2011/12
Outturn
100%
100%
100%
100%
100%
100%
The Council did not operate at these limits. At the year end the Council had
no fixed or variable rate debt (this was the same as the position in 2010/11),
and of the total investment portfolio of £20.11m (£21.59m 2010/11), £4.11m
(£10.09m 2010/11) was at variable rates, which is equal to 20.4% (46.7%
2010/11) of total investments. These variable rate investments include money
market funds, call accounts and a variable rate bond.
5.11
Maturity Structure of Fixed Rate borrowing
5.12
This indicator is to limit large concentrations of fixed rate debt needing to be
replaced at times of uncertainty over interest rates and is designed to protect
against excessive exposures to interest rate changes in any one period, in
particular in the course of the next ten years.
5.13
It is calculated as the amount of projected borrowing that is fixed rate
maturing in each period as a percentage of total projected borrowing that is
fixed rate.
Maturity structure of fixed
rate borrowing
under 12 months
12 months and within 24
months
24 months and within 5 years
5 years and within 10 years
10 years and above
5.14
Upper
limit
%
100%
Lower
limit
%
0%
100%
0%
100%
100%
100%
0%
0%
0%
As the Council is debt-free the upper limit has been set at 100% to allow
flexibility to undertake borrowing in any of the maturity bands, as appropriate.
There were no breaches of these limits during the financial year, but again it
should be noted that as the Authority is currently debt free and is not
intending to enter into any long-term borrowing in the near future the above
indicators are not currently relevant.
75
5.15
Total principal sums invested for periods longer than 364 days
5.16
This indicator allows the Council to manage the risk inherent in investments
longer than 364 days. The Council is required to set an upper limit for each
forward financial year period for the maturity of such investments.
Prudential Indicator
Limit on Amounts invested
in excess of 364 days
Compliance with limit set by
the Council?
2010/11
£
2011/12
£
£15m
£15m
Yes
Yes
At the year end the total amount invested for more than 1 year was £5.0m
(£5.0m 2010/11) and the Council complied with the limit throughout the year.
5.17
Compliance with Capital Related Prudential Indicators 2011/12
Please note that the Prudential Indicators no longer include any reference to
the Housing Revenue Account (HRA) following the transfer of the housing
stock under Large Scale Voluntary Transfer (LSVT) back in February 2006.
The indicators shown below therefore relate solely to the General Fund.
5.18
Estimated and Actual Capital Expenditure
5.19
This indicator is set to ensure that the level of proposed investment in capital
assets remains within sustainable limits and, in particular, to consider the
impact on the Council Tax.
Prudential Indicator
2010/11
2011/12
Outturn
£m
Estimated
£m
2011/12
Revised
indicator
£m
2011/12
Outturn
£m
Capital Expenditure
General Fund Total
2,765
8,672
6,907
4,056
5.20
Estimated and Actual Ratio of Financing Costs to Net Revenue Stream
5.21
This is an indicator of affordability and demonstrates the revenue implications
of capital investment decisions by highlighting the proportion of the revenue
budget required to meet the borrowing costs associated with capital spending.
Prudential Indicator
2010/11
2011/12
Outturn
%
Estimated
%
2011/12
Revised
indicator
%
2011/12
Outturn
%
Ratio of Financing
Costs to Net Revenue
Stream
General Fund Total
(3.38)
76
(3.83)
(3.21)
(3.13)
5.22
The negative ratio reflects the fact that interest receivable exceeds interest
payable, which represents a very healthy position for the Council.
5.23
Capital Financing Requirement
5.24
The Capital Financing Requirement (CFR) measures the Council’s underlying
need to borrow for a capital purpose. In order to ensure that over the medium
term net borrowing will only be for a capital purpose, the Council ensures that
net external borrowing does not, except in the short term, exceed the Capital
Financing Requirement in the preceding year plus the estimates of any
additional CFR for the current and next two financial years.
5.25
The Council met this requirement in 2011/12. It should be noted that,
following the repayment of the Council’s borrowing, the CFR has been
reduced to zero.
Prudential Indicator
31/3/11
31/3/12
Outturn £
Estimated
£
0
0
31/3/12
Revised
indicator
£
31/3/12
Outturn
£
Capital Financing
Requirement
General Fund Total
0
0
5.26
Incremental Impact of Capital Investment Decisions
5.27
This is an indicator of affordability that shows the impact of capital investment
decisions on Council Tax.
2011/12
to
2013/14
Prudential Indicator
Estimated
£
2011/12
to
2013/14
Revised
Indicator
£
2011/12
to
2013/14
Outturn
£
Incremental Impact of
Capital Investment
Decisions
Total increase in Band D
Council tax
5.28
£2.28
£2.28
£2.65
The code requires the impact of alternative capital investment decisions on
Council Tax to be calculated, and reflects the incremental impact of new
capital decisions proposed over and above the capital investment decisions
that have already been taken in the past by the Council, and therefore relates
only to the new resources to be committed. These indicators take into
consideration the effects of self-financing and the effects of government
support, along with any associated impact on interest receivable/due as a
consequence of the financing methods used. They also reflect the revenue
implications of capital schemes other than financing costs, such as additional
support contracts for new computer systems. This is a purely notional
77
calculation designed to show the effect of changes in capital investment
decisions. The true estimated level of council tax in future years is shown
within the future years budget forecasts, and the actual decision on Council
Tax for the forward years 2013/14 will only be determined at the time that the
actual budget is set for that year.
5.29
The outturn for this indicator is for the period 2011/12 to 2013/14 is £2.65.
This shows a slight increase on the revised indicator as the newly approved
schemes that were approved as part of the 2012/13 budget process have now
been included.
6.
2012/13 Strategy
6.1
A Presentation was made to Cabinet members on 24 April 2012 by the
Council’s treasury advisors. Currently the Council invests in fixed term
deposits, Money Market Funds, Business Reserve (Call) Accounts and
bonds. The return on these types of instruments is at historically low levels
and unlikely to increase for some time to come. Inflation is eroding the value
of the principal sum invested. Alternative investment options were considered
which might provide a better return for the Council with an acceptable
increase in risk.
6.2
The different variations of Money Market Funds were discussed. The Council
currently uses these funds for liquidity purposes as cash can be invested and
repaid from the funds on a daily basis. The fund manager is anticipating
these daily cash movements by placing investor’s cash in short dated
instruments which can readily be turned back into cash to meet their
withdrawal requirements. Other types of fund can enhance the return on the
fund by making investments of longer duration, but the expectation is that
funds will be deposited for longer time periods than is the case for the liquidity
funds.
6.3
Of the different Money Market Funds and Collective Investment Schemes
available, members were particularly attracted to those funds which invested
in property. Historically these funds have provided returns which exceed
those which the Council could expect from placing term deposits, but this can
only be achieved over a considerably longer time scale. The returns on these
funds can be volatile and the investment must be viewed as a much longer
term commitment.
6.4
Three funds were discussed in detail:
The Payden Sterling Reserve Fund.
This is a AAA-rated fund which is managed with the objective of capital
preservation. Since its inception in July 2010 it has achieved an annualised
return of 1.56%. Investment in the fund would offer an attractive alternative to
currently used investment options, but with the possibility of more volatile
returns.
The Local Authority Mutual Investment Trust – Property Fund (LAMIT).
The aim of the fund is to provide over the long term principal and income
return. The fund invests in commercial and industrial property in the UK
exclusively for local authorities, and the investment in the fund would not be
capital expenditure (following recent changes in legislation). The fund is
78
higher risk, with the possibility of volatile and higher returns, and the potential
loss of the principal sum invested.
Lime Property Fund
This fund is managed by Aviva and invests in lower-risk property assets with
secure long term income streams. The fund has a strong bias towards the
public sector with around 62% of income produced from the public sector
tenants. Investment in the fund would be capital expenditure. If the Council
decided to redeem its investment this could only be done annually at 31
December after giving six months’ notice.
6.5
The current Treasury Management and Investment Strategy for 2012/13
include investment in Money Market Funds and Collective Investment
Schemes. It was concluded at the Presentation that the Payden Fund did not
offer sufficient potential for enhanced investment returns compared to fixed
term deposits. The property funds were considered a more attractive
alternative with the prospect of higher returns for a longer term investment
commitment.
7.
Conclusion
7.1
The treasury activities for 2011/12 have been carried out in accordance with
the CIPFA Code and the Council’s Treasury Management Strategy.
7.2
The Council will in future invest a proportion of its investment portfolio in
collective investment schemes focusing on property investment. The relative
merits of the LAMIT and Lime funds will be considered in detail together with
the amount which can be made available, financed from both revenue and
capital resources as necessary.
8.
Implications and Risks
These are financial in nature and are covered in section 8 below.
9.
Financial Implications and Risks
9.1
The financial impact of implementing the Council’s treasury strategy for
2011/12 has been set out in this report.
9.2
Investment in collective investment schemes carry the risk that the principal
sum invested may go down in value, and the investment may need to be
maintained for some time for that value to be recovered. Investment returns
can be volatile, but there is the potential for the returns to exceed the levels
historically achieved from term deposits. The sums invested cannot be repaid
instantly from these funds should the Council require the funds quickly and
care must be taken before taking a decision to invest that the withdrawal
restrictions of the fund manager can be met.
79
10.
Sustainability
This report does not raise any issues relating to Sustainability.
11.
Equality and Diversity
This report does not raise any issues relating to Equality and Diversity.
12.
Section 17 Crime and Disorder considerations
This report does not raise any issues relating to Crime and Disorder.
80
Appendix G
Credit Score Analysis
Long-Term
Credit Rating
Score
AAA
1
AA+
2
AA
3
AA-
4
A+
5
A
6
A-
7
BBB+
8
BBB
9
BBB-
10
Not rated
11
BB
12
CCC
13
C
14
D
15
81
Appendix H
82
Agenda Item No__10___________
Debt Recovery 2011-12
Summary:
This is an annual report detailing the council’s collection
performance and debt management arrangements for 2011/12
The report includes a:
ƒ
ƒ
ƒ
ƒ
Recommendations:
Members are asked to:
ƒ
Cabinet member(s):
All
Contact
Officer,
number, and e-mail:
A summary of debts written off in each debt area showing
the reasons for write-off and values.
Collection performance for Council Tax and NonDomestic Rates.
Level of arrears outstanding
Level of provision for bad and doubtful debts
Approve the annual report giving details of the Council’s
write-offs in accordance with the Council’s Debt Write-Off
Policy and performance in relation to revenues collection.
All
All
telephone Louise Wolsey 01263 516081
louise.wolsey@north-norfolk.gov.uk
1.
Introduction
1.1.
The Corporate Debt Management and Recovery Policy at Appendix 1 was last
approved by Members in May 2011. One of the components of this policy is a
Debt Write-Off Policy attached at Appendix 2. This annual report is one of the
performance management measures to provide members with outturn figures for
2011/12 for the following:
• A summary of debts written off in each debt area showing the reasons for
write off and values.
• Collection performance for Council Tax and Non - Domestic Rates
(NNDR).
• Level of arrears outstanding
• Level of provision for bad and doubtful debts
83
2.
Background
2.1.
Writing off bad debts is a necessary function of any organisation collecting
money. The Council is committed to ensuring that debt write offs are kept to a
minimum by taking all reasonable steps to collect monies due. There will be
situations where the debt recovery process fails to recover some or all of the debt
and will need to be considered for write off. The Council views such cases very
much as exceptions and this report identifies those debts.
3.
Performance
3.1.
Below is a summary of the Council’s three main income streams and the level of
debt associated with each, for the last four financial years.
Table 1
Income
Area
Council
Tax
NNDR
Year/Date Total
Arrears at
31st March
All Years
(after
write
offs)*
Current
Years
Arrears
Included
(after
write –
offs)
% of
Current
Arrears
v Net
Debit
Provision for
Bad/Doubtful
Debt for all
years
2008/9
£1,365,630 £731,840
1.41%
£482,539
2009/10
£1,596,611 £829,249
1.56%
£579,895
2010/11
£1,596,946 £756,064
1.39%
£570,910
2011/12
£1,630,971 £762,241** 1.39%
£588,250
2008/9
£194,830
£131,029
0.67%
£117,882
2009/10
£203,102
£139,290
0.64%
£107,503
2010/11
£216,850
£151,995
0.73%
£130,880
2011/12
£221,280
£179,044
0.64%
£141,591
*This is the cumulative arrears for all years including 2011/12.
** This is the arrears figure as at 31/3/2012. Collection of the 2011/12 debt is
ongoing and £320,064 (over 19.6%) has been collected since that date against
previous years arrears.
84
Table 2
Table 2 shows the level of sundry debt outstanding at the year end and the
element of that debt which is attributable to Housing Benefit Overpayments being
collected by invoicing customers.
Income Area
Sundry Income
(includes
HB
Overpayments
Sundry Income
(includes
HB
Overpayments)
Sundry Income
(includes
HB
Overpayments)
Sundry Income
(includes
HB
Overpayments)
*
**
***
*****
3.2.
Year
Total Arrears
at 31st March
All Years
(after write
offs)
%
Net Debit
Provision for
outstanding
Raised
Bad/Debt for
against debit
End of Year
all years
at year end
2008/9
**£1,053,125
£4,496,712
23.42%
£385,612
2009/10
***£1,016,713
£5,213,910
19.50%
£353,654
2010/11
*****£816,705
£4,804,262
17.0%
£393,829(a)
2011/12
*****827,655
£5,283,458
15.67%
£451,857
2008/09 Housing Benefit Overpayments = £ 440,561
2009/10 Housing Benefit Overpayments = £ 427,827
2010/11 Housing Benefit Overpayments = £ 487,627
2011/12 Housing Benefit Overpayments = £ 509,403
The arrears figures reflect that 27 debtors with invoice values over £5,000
account for £379,094 (46% of the outstanding debt).
•
•
•
•
19 of these invoices are HB overpayments totalling £ 217,532.
2 HBOP are currently in dispute and are at Tribunal stage, totalling
£17,902
10 HBOP are paying by instalments, totalling £138,614 - By the nature of
the debt repayment of these will be over a considerable period of time
(arrangements varying from £10- £100 month dependant on individual
circumstances).
7 HBOP, totalling £61,015 are at varying stages of recovery
It is not anticipated that the remaining non HBOP accounts will result in arrears.
The bad debt provision now includes debts with balances greater than £2,000
which are not over a year old (i.e. raised in 2011/12)
85
Table 3
Income
Area
Council
Tax
NNDR
Sundry
Debtors
Year/Date
Net
Collectable
Debit
2008/9
2009/10
2010/11
2011/12
£51,880,516
£53,309,139
£54,588,328
£54,801,832
Average
Number of Amount per
Accounts Account (after
adjustments)
52,061
£997
52,281
£1020
52,540
£1038
52,708
£1040
2008/9
2009/10
2010/11
2011/12
£19,809,677
£20,128,852
£20,901,384
£21,7055,544
5,650
5,779
5,868
6,023
£3,506
£3,483
£3,562
£3,603
£194,830
£203,102 *
£216,850*
£221,280
2008/9
2009/10
£4,496,712
£5,213,910
22,770
21,451
£197
£243
£1,053,125
£1,016,713
2010/11
£4,804,262
24,157
£199
£816,705
2011/12
£5,283,458
6,801**
£777
£827,655
Total of all
Years Arrears
£1,365,630
£1,596,611
£1,596,946
£1,630,971
**Domestic Waste Service – Tendered out to Kier Services – No Garden Bin
invoices raised via e-financials
Table 4
Performance Indicators for in year collection.
Income
Area
2008/9
2009/10
Council
Tax
98.53%
99.1%
2010/11
2011/12
98.4%
98.6%
98.6%
98.6%
98.3%
99.2%
99.1%
98.8%
99.2%
98.9%
Target
2011/12
Target
2012/13
NNDR
3.3.
The collection of Council Tax and Non-Domestic rates has been particularly
challenging this financial year. Given the backdrop of the economic recession,
and the introduction of 100% rates on empty Non-Domestic properties.
Unfortunately a number of businesses have closed and unemployment has
increased greatly causing more of our Non-Domestic and Council Tax customers’
difficulties in paying.
The collection targets have been adjusted to reflect the potential impact of the
86
introduction of the replacement revenues system and ongoing economic
difficulties.
3.4
There are no longer national indicators for the collection of Council Tax and Non
Domestic Rates. The performance indicator (PI) is retained as a local PI, and
continues to be monitored monthly. An important part of debt management is to
ensure that bills are sent out accurately and timely and that council tax payers
are aware of any appropriate discounts, exemptions and benefit entitlement they
may be entitled to. The Council Tax booklet, web site, service information and
benefit take up by personal contact provides information on discounts etc.
Ongoing promotion of DD also forms an important part of debt management
76.4% of council tax payers are paying by direct debit and 55% of NNDR
customers pay by direct debit.
3.5
The empty property relief threshold for business properties was reduced for
2011/12 from £18,000 down to £2,599. Any property with a Rateable Value
above £2,599 is liable to pay the full ‘empty rate charge’. Currently there are 283
empty properties of which 170 have a RV over £2,599. 49.
3.6
The Government introduced the Small Business Rate Relief (SBRR) scheme in
April 2005 to give more support to small businesses. Businesses with a Rateable
Value below £6,001 receive a 50% reduction to their charge. Changes to Rating
Legislation on the 1st October 2010 increased the amount of relief granted to
100%, this will continue until 1 April 2013 when the relief will then reduce back to
50%. We grant SBRR to 2,769 accounts out of 6,023 business rated properties
we hold.
Accounts receiving SBRR with a Rateable Value up to £6,000 = 2,320
Accounts receiving SBRR with a Rateable Value £6,001 to £12000 = 449
4.
Write-Offs
4.1.
The table below details the actual amounts of debts that have been written off
over the last five years.
Table 5
Income Area
2007/8(£)
2008/9(£)
2009/10(£)
2010/11(£)
2011/12(£)
Council Tax
NNDR
Sundry Debtors
includes
Housing Benefit
write-offs
Housing Benefit
86,369
75,355
30,391
118,310
78,100
63,468
65,557
76,111
62,783
159,759*
71,320
47,423
144,803
120,994
33,241
12,060
29,682
32,440
30,654
16,841
87
Table 6
The table below details the category of debts that have been written off over the
year 2011/12.
Category
Unable to collect
Uneconomic/
bailiff unable to
collect
Debtor deceased
Debtor
absconded
Debtor in
bankruptcy
Or liquidation or
other
Insolvency
proceedings
Detained/Prison
Debt cannot be
proved (conflict
of evidence)
Ill health & no
means
Undue hardship
Debt remitted by
the Court
Irrecoverable
VAT
Debts Reinstated
Other
Costs
Totals
Council Tax(£)
NNDR(£)
Sundry Debtors(£)
0
23,654
12,879
532
0
1,987
92,324
5,290
10,211
25,412
96,354
10,855
0
0
57
(53)
0
288
1,337
0
0
0
0
0
0
0
180
7,882
0
0
0
17,369
144,803
0
0
(5,647)
0
1,343
120,994
0
0
(4,034)
0
0
32,423
4.2
Council Tax write offs have decreased in value from last year. Only £7,882 of our
write offs arose due to the debt being impossible to collect, £25,412 was due to
insolvency - something which we cannot control and £92,324 due to
absconders.
4.3
National Non-Domestic Rates (NNDR) write offs have increased in value from
last year. £23,654 arose due to the debt being impossible to collect. The Bailiff
firms return debts when they are unable to distrain on goods and effects or when
they are unable to gain access to premises.
4.4
£96,534 (£46,743 increase from last year) was due to insolvency, this is
something we cannot control. Under Rating Law we are required to write debts
off where the debtor has been made personally bankrupt or a company has gone
into liquidation. Due to the current economic climate, more people have been
made personally bankrupt during 2011-12 and during 2011 some of the larger
88
“chains” have gone into liquidation. Usually the latter occupy larger premises, so
the amounts being written off are greater.
4.5
There was additional write offs of £20,605 (£12,723 increase from last year)
which was irrecoverable. This is where the debtor has moved out of jurisdiction.
5.
Financial Implications
5.1.
The Council is already required to make provision for bad and doubtful debts.
The additional information gained from this report will help improve monitoring
and our ability to consider the appropriateness of the provisions in a more
accurate way.
6.
Equality & Diversity
6.1.
The Debt Management & Recovery Policy takes account of the impact that
getting into debt can have on people and their families, so it also encourages
people to pay, and aims to provide reasonable facilities and assistance for them
to do so.
6.2.
Before writing off debt, the Council will satisfy itself that all reasonable steps have
been taken to collect it and that no further recovery action is possible or
practicable. It will take into account the age, size and types of debt, together with
any other factors that it feels are relevant to the individual case. All write-offs are
dealt with in the same fair and consistent way in line with equality and diversity
issues.
89
Agenda Item No____11________
North Norfolk Housing Strategy 2012 – 2015 (Housing and Infrastructure)
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 stock and supporting independence. The first
of these 3 documents sets out the vision for the strategy
and contains a detailed action plan for the period
2012/2015 of actions which will support the delivery of
new homes across the district.
The North Norfolk Housing Strategy 2012-2015 will be a
suite of 3 documents which address the following
specific areas:
•
Supporting the delivery of new homes and
infrastructure
• Making the most effective use of the existing
stock
• Supporting independence.
Each document will set the context for the area it relates
to and will include a dedicated action plan. The first
document to be completed is the North Norfolk Housing
Strategy 2012-2015 Housing and Infrastructure
document for adoption by the Council.
Recommendations:
Cabinet recommend the adoption of the North
Norfolk Housing Strategy (Housing and
Infrastructure) document to Full Council.
Cabinet Member(s)
Keith Johnson
Ward(s) affected: 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.
90
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 the most effective use of the existing stock
• Supporting independence.
Each document will set the context for the area it relates to and will include a
dedicated action plan.
2.2
The first document in the suite of 3 documents, the North Norfolk Housing
Strategy 2012-2015 Housing and Infrastructure has now been prepared. The
remaining 2 documents will be completed over the summer. This approach
allows each document to be separately considered and adopted by the
Council as the documents are prepared.
3.
North Norfolk Housing Strategy 2012-2015 Housing and Infrastructure
3.1
This document considers the context within which new housing will be
delivered across the district and identifies that the Localism Act 2011 and the
new National Planning Policy Framework are enablers which will support a
new more flexible and progressive approach to ensure the delivery of more
market and affordable housing. The document contains a detailed action
plan which sets out specific actions to be taken to ensure the delivery of more
homes.
4.
Conclusion
The North Norfolk Housing Strategy 2012-2015 will be a suite of 3 documents
which address the following specific areas:
• Supporting the delivery of new homes and infrastructure
• Making the most effective use of the existing stock
• Supporting independence.
Each document will set the context for the area it relates to and will include a
dedicated action plan. The first document to be completed is the North
91
Norfolk Housing Strategy 2012-2015 Housing and Infrastructure document for
adoption by the Council.
5.
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.
6.
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.
7.
Sustainability
The Housing Strategy is supported by the Core Strategy which has been
developed to ensure that housing growth in the area is sustainable.
8.
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.
9.
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 and resulting from individual planning applications.
92
Appendix I
North Norfolk Housing Strategy 2012-2015
(Housing and Infrastructure)
Forward
The Council has set itself a challenge to ensure that “everyone in North
Norfolk should have the opportunity to buy or rent a decent home at a price
they can afford, in a community where they want to live or work”.
This will be difficult in the current economic climate when both nationally and
locally we have seen the number of new homes built reduce to their lowest
levels for many years whilst the need for new homes continues to increase.
We need to ensure that we are taking every opportunity to increase the supply
of homes in the District and in particular to address the need for more
affordable dwellings.
Despite the difficulties there are some exciting opportunities. The publication
of the Localism Act and the revised National Planning Policy Framework will
allow us to work more closely with communities and develop new and flexible
approaches to housing development and to ensure that more of these
address local needs and are matched by the provision of facilities, jobs and
services. For the first time in many years the Council has identified large scale
development sites which will deliver homes, jobs, open spaces and other
facilities and we will work closely with communities to ensure that these are
attractive places to live.
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 supporting housing growth. Our role as an enabler is even more
critical at a time when land allocations, planning policies and obligations,
public and private finance, infrastructure and community expectations all play
a part in determining the viability of future development.
We will undertake a review of our processes, develop new partnerships, and
seek to be flexible and innovative in our approach to housing developments.
Where communities wish to support additional development we will enable
this.
Introduction
Purpose of document
This document is the first in a suite of three that will be developed and which together
will outline the Council’s strategic approach to housing to meet our vision that:
93
‘everyone in North Norfolk should have the opportunity to buy or rent a decent
home at a price they can afford, in a community where they want to live or
work’
This document focuses on delivery against the Council’s Housing and Infrastructure
priorities as outlined in the Corporate Plan and is supported by an adopted Core
Strategy, a Site Allocations Plan and a Local Investment Plan.
‘
The second outlines the Council’s strategic approach to making best use of the
existing housing stock including reducing the number of empty homes in the District
and is supported by a Housing Enforcement Policy, Housing Renewal Policy,
Housing Register Policy and allocations policies.
The third document outlines the Council’s strategic approach to supporting residents
to live independently and is supported by a Housing Enforcement Policy, Housing
Renewal Policy, Housing Register Policy and allocations policies as well as the
Homelessness Strategy.
Housing Supply
Where we are now and what are the issues to be addressed?
There were 52,598 dwellings on the district’s valuation list as of 1 October 2011
(CTB1 return). Of these the vast majority are privately owned (75%), 6041 (12%) are
social housing, an equivalent number are privately rented (12%) and approximately
1% are in public ownership. The number of homes in the District is expected to
increase by around 10% in the next decade.
A Strategic Housing Market Assessment and Housing Need Survey prepared jointly
with adjacent authorities in 2007 identified that the District had high levels of both
demand, and need, for new homes, that much of the demand for housing was the
result of inward migration (those seeking to retire to North Norfolk), and that the
existing housing stock in terms of size and affordability was not aligned with demand.
The Council’s Core Strategy was adopted in September 2008 and provides the
overarching approach for development in North Norfolk, setting out a long term
spatial vision, objectives and policies to guide public and private investment up to
2021. It provides a clear vision for how new development can address the challenges
faced in North Norfolk identifying where, when, how much and how new development
will take place in the area. It also provides a detailed framework for the control of
development and land use that guides planning decisions in North Norfolk with
policies covering specific topics such as affordable housing, housing density,
provision of infrastructure, flood risk, coastal erosion, redundant defence
establishments and protecting the natural and built environment. The Core Strategy
was updated in February 2011 to reflect the adoption of a new policy on the
Conversion and Re-use of Rural Buildings as Dwellings.
The Core Strategy directs the majority of new residential development (approximately
50%) to the Principal Settlements of Cromer, Fakenham, Holt and North Walsham
with more limited development opportunities (20% of new homes) in the Secondary
Settlements of Hoveton, Sheringham, Stalham and Wells-next-the-Sea. A small
amount of new development is focussed on a number of designated Service Villages
in order to support rural sustainability. In the rest of the District known as the
Countryside Area development is limited to particular types of development including
affordable housing. This settlement hierarchy is designed to ensure that the type and
94
quantity of development planned reflects the role and character of each settlement
with particular consideration being given to the role each can play in providing
additional housing and in supporting the wider economy of the District. The allocation
of larger sites for new residential development in the towns and larger villages seeks
to maximise the provision of affordable housing and improvements to infrastructure in
addition to boosting local employment opportunities.
The Site Allocations Development Plan adopted in February 2011 identifies which
sites should be developed in order to achieve the broad aims of the Core Strategy. It
includes allocations for new housing, employment, retail and other development
together with other uses of land such as parks and open space. The Core Strategy
acknowledges that the level of development proposed on some allocated sites will
not be possible without improvements in infrastructure, particularly utility provision
which may result in development of the sites being delayed and the need to phase
residential development.
The Core Strategy acknowledges that there is an imbalance between the existing
housing in the area and the needs of those requiring housing. There is a
preponderance of larger detached dwellings and a shortage of smaller cheaper
properties which has exacerbated the difficulties faced by households on low
average incomes in being able to afford to meet their housing needs in the housing
market. The Core Strategy seeks to address this imbalance by requiring that the new
housing built meets the needs of a wide range of households and that the needs of
specific groups are met including older people and those with disabilities. In addition
it requires developers to provide a proportion of affordable housing dependent on site
size / the number of dwellings to be built and location and for this to be provided
without public subsidy subject to market conditions and economic viability.
Wherever possible affordable housing should be provided on the site triggering the
provision and integrated within the market housing however it may be reasonable in
some circumstances for a financial contribution in lieu of on-site provision to be
made, particularly for smaller sites, sites being developed for a specific purpose
which could not easily accommodate the type of housing to meet identified needs for
affordable housing e.g. retirement housing complexes and sites being developed
under the Conversion and Re-use of Rural Buildings as Dwellings policy.
The provision of more housing supported by appropriate infrastructure is a key
priority for the Council and this is reflected in the Council’s Corporate Plan 2012-2015
which includes the following strategic objectives:
•
•
•
To increase the number of new homes built within the District
To increase the number of affordable homes with a range of tenure
types
To secure investment in new infrastructure
This strategy has been produced at a time when housing delivery in three of the last
five years has fallen below required targets. The legal and planning framework within
which the Council operates has changed through the passing of the Localism Act
2011 and the publication of the new National Planning Policy Framework which
together provide an opportunity for the Council to review it’s approach to housing
provision. The Council will take a progressive and flexible approach which supports
the achievement of the Council’s vision and which will ensure that the Corporate Plan
strategic objectives are met.
95
The Action Plan for this strategy sets out the actions that the Council will take to
deliver the vision over the next 3 years. For example, we will consider the
opportunities to provide more housing through our policy on the re-use of rural
buildings, support and encourage communities to prepare Neighbourhood Plans and
ensure that we target our own resources to maximise housing provision.
Housing and Infrastructure Action Plan
Increasing the supply of new homes
Each year the Council is required to publish a document1 which identifies the quantity
of land in the District which is likely to be available for housing development over the
next five years. The amount of land available is then compared with the housing land
requirements for the District in the adopted Core Strategy. The Council aims to retain
a rolling five year supply of land, plus a contingency of between 5% and 20%, which
is available and suitable for development so that housing targets can be met.
In North Norfolk the East of England Plan and the adopted Core Strategy require that
a minimum of 8,000 dwellings are built over the 20 year period from 2001 to 2021.
The Authority therefore plans, on average, to ensure that at least 400 dwellings can
be built in each year. In the first ten years of the plan period the rate of new dwelling
completions has fallen behind this annual average mainly as a result of there being
few larger development sites available over this period and as a consequence of the
recent slowdown in the local housing market. In the remaining years of the plan
period the Council will plan to make up the deficit.
As of April 2011 the annual average requirement had risen from 400 to 477 dwellings
(inclusive of a 5% buffer) resulting in a five year land supply requirement of sites
suitable for 2,385 dwellings (477 dwellings x 5 years = 2,385 dwellings).
The Council is not a direct provider of housing and is therefore dependant on the
actions of others to deliver the required homes. Nevertheless by taking such
measures as exercising regulatory powers positively (planning controls),developing
effective partnerships, seeking funding opportunities, and deploying resources
effectively the Council can encourage the delivery of more homes in the District.
The Council will take the following actions to help increase the quantity, and speed
up the delivery, of new homes in the District.
Actions
Outcome
We will ensure that
sufficient land is
available in the
District at all times
to accommodate
the next 5 years of
A five year supply of
available and
suitable land for
housing
development
1
Timescale
Annual review
Housing Land Supply Statement. Published annually. NNDC
96
Lead Officer
Planning Policy
Manager
planned growth
We will establish
better engagement
with developers,
land owners and
infrastructure
providers and seek
to positively bring
forward
development
proposals
Earlier development
of sites
Commenced/
Planning Policy
continuous and on- Manager
going
We will prioritise the
completion of
Development Briefs
on large allocated
sites
The production and
approval of
Development Briefs
on the four large
mixed use
development
allocations at
Fakenham,North
Walsham, Holt and
Stalham
Complete by
Spring of 2013
Planning Policy
Manager
We will undertake a
review of sites with
planning permission
to establish why
development is not
progressing
Establish
mechanisms for
bringing forward
development that
already has
planning permission
Complete by
December 2012
Planning Policy
Manager
We will undertake a
review of the
Council’s approach
to the re-use of
rural buildings as
dwellings
Completion of
review and actions
agreed
Complete by
Spring 2013
Planning Policy
Manager
We will positively
support local
communities that
have an aspiration
to deliver additional
homes through
Neighbourhood
Plans
Production of
Neighbourhood
Plans for those
communities that
wish to prepare one
Commenced (Holt)
and on-going
Planning Policy
Manager
We will seek to
maximise funding to
Applications to
funding bodies (eg
On-going
Planning Policy
manager/ Housing
97
deliver more homes
LEP, HCA,
Government)
Services Manager
We will give pre
application advice
and prepare Site
Development
Guides to inform
the preparation of
planning
applications
Speed up the
process of dealing
with planning
applications
On-going
Planning Policy
Manager
We will undertake a
review of the
impacts of planning
policies and
obligations on the
viability of
development
Complete review
and agree further
actions as required
Complete
December 2012
Planning Policy
Manager
We will undertake a
review of our Local
Lettings Agreement
Complete Review
Complete by
September 2012
TBA
Extend opportunities
for Local Lettings.
Increasing the number of affordable homes with a range of tenure types
In recent years most of the affordable housing delivered has been delivered with
public subsidy either from central government through the Homes and Communities
Agency or with funding from the Council. The funding available to the Homes and
Communities Agency for its 2011-15 investment programme has been significantly
reduced and Registered Providers now have to generate investment income and
capital receipts to contribute to the funding of the development of new homes under a
much more stringent contractual arrangement. In addition some Registered Providers
are struggling to find lenders who will provide development finance at attractive rates.
There is a risk that Registered Providers will lack the necessary financial capacity to
deliver against the aspirations of the Council. At the same time the Council cannot
continue to provide funding in the form of grant and is looking to provide more
sustainable means of supporting Registered Providers in the delivery of affordable
housing through the provision of loans.
The Council is concerned that the requirement to deliver high levels of affordable
housing might affect the delivery of housing in the District and is prepared to be
flexible in its negotiation of affordable housing to support the delivery of viable
schemes. The Council will consider accepting a wider range of affordable and
intermediate products to support viability and assist residents into home ownership.
The Council is considering how such an approach can also be supported through the
provision of mortgages or through mortgage indemnity schemes.
A significant proportion of the affordable housing delivered in recent years has been
on exception housing schemes. The Council will continue to support the development
98
of such schemes and in the absence of public funding will consider whether such
schemes can be funded in part by the inclusion of an element of market housing.
Action
Outcome
Timescale
Lead Officer
We will produce
guidance on our
approach to
assessing viability
on residential
developments
Guidance produced
Autumn 2012
tba
We will take a
flexible approach
when determining
the size and type of
affordable housing
products to be
delivered on sites to
maximise delivery
and support viability
Delivery of a range
of affordable
housing products
On-going
tba
We will actively
work with town and
parish councils and
Registered
Providers to identify
suitable sites for the
delivery of
affordable housing
Forward
programme and
pipeline of
affordable housing
schemes
On-going
tba
We will seek to
maximise
investment in the
delivery of
affordable housing
in the District by
Registered
Providers and the
Homes and
Communities
Agency by
informing and
supporting contract
negotiation and
supporting delivery
against agreed
contracts
Delivery of
affordable housing
as part of contracts
between Registered
Providers and the
Homes and
Communities
Agency
2011-2015
tba
99
We will seek to
maximise reinvestment in the
delivery of
affordable housing
in the District by
Registered
Providers using
investment income
and capital receipts
e.g. from the use of
Affordable Rent
tenancies,
disposals, Right to
Buy receipts
Use of investment
income and capital
receipts by
Registered
Providers to deliver
affordable housing
On-going
tba
We will explore
opportunities to
invest in the
delivery of
affordable housing
in the District e.g.
through the
provision of loan
finance to
Registered
Providers
Consideration of
legal and financial
implications and
risks of investing in
the provision of
affordable housing
March 2013
tba
Complete Dec
2012
Planning Policy
Manager
We will establish a
framework for the
inclusion of
elements of market
housing within rural
exception schemes.
Agreed approach
for the inclusion of
market housing
within rural
exceptions
development.
We will support
communities,
Registered
Providers and
developers to bid
for funding to
support the delivery
of new homes e.g.
First Buy, Get
Britain Building
Funding
opportunities
identified and
support given to
bids
On-going
tba
We will uphold
Section 157
restrictions on
Refusal of requests
to lift Section 157
restrictions
On-going
tba
100
former Right to Buy
properties ensuring
that such properties
remain available for
local people and
contribute to the
range of affordable
housing tenures
We will explore the
relative merits of
schemes to support
residents in buying
their own home e.g.
mortgage loan
schemes, mortgage
indemnity schemes
Report to Cabinet to
consider the legal
and financial
implications and
risks of providing
schemes to support
residents in buying
their own home
March 2013
tba
Securing investment in new infrastructure
A key factor in the successful implementation of Core Strategy policies is the
infrastructure required to bring forward development. There is widespread
acknowledgement that past public under-investment has led to pressure on a range
of public utilities across the country. In North Norfolk key infrastructure constraints
include poor public transport, limited sewage treatment works capacity, energy
supply, education and health provision. These issues were taken into account in the
development of the Core Strategy, however there remain outstanding issues that
may lead to a requirement to delay or phase new development in order to ensure that
it is not built / occupied until the infrastructure is available to support it.
Actions
Outcome
Timescale
We will review our
processes for the
preparation of
Section 106
Agreements
Published
negotiation protocol
We will review our
processes for
ensuring Section
106 obligations are
complied with.
We will consult and
then obtain
agreement on a
charging schedule
Lead Officer
Complete April
2013
Planning Policy
Manager
Timely provision of
supporting
infrastructure
Complete 2013
Planning Policy
Manager
Introduction of the
Community
Infrastructure Levy
Complete by
September 2013
Planning Policy
Manager
Development of
standardised
clauses,
101
to achieve
investment in new
infrastructure
Monitoring and review
The delivery of the strategy (Housing and Infrastructure) 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 Plan Action Plan 2012/13 will be reported to Cabinet through the
Performance and Risk Management Board. Any issues affecting the delivery of the
strategy which could result in the need to review the Core Strategy will be considered
by the Planning Policy and Built Heritage Working Party.
The Council will publish annual performance monitoring reports to include a
statement of the supply of land available for housing development, a housing
trajectory to provide information on the quantities and types of homes built
and expected to be built in coming years.
102
Agenda Item No_____12________
The Big Society Fund
Summary:
The first round of applications for the Big Society Fund have been
received and the smaller grants (up to £10,000) have been awarded
by the big Society Board. The larger applications (those above
£10,000) are reported to Cabinet for determination.
Conclusions:
The first round of applications for the Big Society Fund has provided
an exciting range of projects that contribute significantly towards
achieving the purpose of the Fund, which is to help build strong
communities in North Norfolk and improve their social and economic
wellbeing.
Recommendations:
It is recommended that Cabinet determines the Big Society Fund grant
applications in accordance with the recommendations set out in the
schedule in Appendix L of this report, in accordance with the Big
Society Fund Prospectus and having regard to the decisions made by
the Big Society Board at its meeting on 21 May 2012
Cabinet member(s):
Ward(s) affected:
All
All
Rob Young 01263 516162, robert.young@northnorfolk.gov.uk
Contact Officer, telephone number,
and e-mail:
1
Introduction
The North Norfolk Big Society Fund opened to applications on 2 April 2012. In order for
support for projects to be provided at the earliest possible opportunity it was agreed for the
first round of grant determinations to be made at the earliest suitable time. The first meeting
of the Big Society Board (which determines applications for grants of up to £10,000) was
therefore held on 21 May and all applications received up until 4 May were reported to that.
Applications for funding over £10,000 are to be determined by Cabinet and to keep these
moving along in the same timeframe as the smaller grants, those received by 4th May are
being reported to this meeting.
The Norfolk Community Foundation (NCF) administers the grant scheme on behalf of NNDC
under a Service Level Agreement. Prior to the determination of the applications all contact
with the applicants is therefore via NCF, which also provides the reports and
recommendations to both the Board and Cabinet. The prospectus for the grant scheme sets
out the purpose of the Fund and sets out the eligibility criteria and the guidelines for
applicants; this should also be the reference point for the Board and Cabinet in determining
grant applications. The Prospectus is included as Appendix J for convenience.
103
Those grant applications approved by the Big Society Board on 21st May are shown in
Appendix K. Eighteen grant applications in total were approved for a wide variety of
different projects and activities totaling £81,776.00.
Five applications for over £10,000 have been received, these amount to a sum total of
£124,072.00; these are summarized in the schedule in Appendix L of this report. The
reports and recommendations on these applications are included in Appendix M. In
considering these applications it is important for Members to refer to the Fund Prospectus
but also for decisions to be consistent with those taken by the Board. Members are therefore
asked to look in particular at the applications for Skate Park proposals in Cromer and
Sheringham, which are similar to that proposed for Wells-next-the-Sea (approved by the
Board for funding amounting to £10,000). Members are also asked to consider whether
there might be other more appropriate means by which certain of these larger projects (for
example the Application by the wells Maltings Trust) are funded by this Council.
2
Risks
Cabinet is being asked to determine applications for significant amounts of funding. The
operational framework within which this will operate was adopted by Council (on 22
February) and the budget has been identified to cover the funding recommended.
Additionally the applications have been assessed by Norfolk Community Foundation (under
the terms on the SLA set up for this purpose) and a full report on each has been provided,
which identifies the risk associated with each as appropriate.
3
Sustainability
There are no sustainability issues raised by this report.
4
Financial Implications
The Big Society Fund was set up for the purpose of delivering grants to appropriate
organisations for initiatives that meet the specified criteria. The level of funding sought
through the applications being reported to Cabinet at this meeting (together with those
approved for funding by the Big Society Board) are well within the approved budget (which
currently comprises £250,000 revenue and £200,000 capital).
5
Equality and Diversity
There are no equality and diversity issues raised by this report.
6
Crime and Disorder
There are no anticipated impacts on Crime and Disorder arising from this report.
7
Recommendation
It is recommended that Cabinet determines the Big Society Fund grant applications in
accordance with the recommendations set out in the schedule in Appendix L of this report,
in accordance with the Big Society Fund Prospectus and having regard to the decisions
made by the Big Society Board at its meeting on 21 May 2012.
8
Conclusion
The first round of applications for the Big Society Fund has provided an exciting range of
projects that will contribute significantly towards achieving the purpose of the fund which is
to help build strong communities in North Norfolk and improve their social and economic
wellbeing.
104
The North Norfolk
Big Society Fund
Prospectus
w w w . n o r t h 105
n o r f o l k . o r g
THE BIG SOCIETY PROSPECTUS 2012
What type of projects would the fund support?
The fund will be available for projects that will improve
or support the wellbeing of our communities and/or
deliver improvements to the local economy. It is
expected that projects would be complementary to the
priorities of the Council as detailed within the Corporate
Plan and Annual Action Plans.
www.northnorfolk.org/council/9047.asp
Trevor Ivory
North Norfolk District Council
Cabinet Member for Localism and
the Big Society
As Cabinet Member for Localism I
am delighted that North Norfolk
District Council has launched this exciting new
initiative – The Big Society Fund. It will provide
support to communities in the district by making
grants available through the fund itself, by
providing support and advice to voluntary and
community organisations and by providing
assistance (through town and parish councils) to
help with regeneration and planning to meet the
needs of neighbourhoods.
Outcomes (i.e. benefits or impacts that can be recorded
now and/or in the future) that we would expect to
evidence as a result of investment from this fund are:
z People working together to achieve benefits that can
be both appreciated by and have real positive
impacts for the whole community, or sections of it
that have particular needs related to the outcomes
that will be delivered.
z People who feel part of their community and have a
sense of belonging and responsibility for the good
and long-term benefit of the wider community.
z Communities and/or local groups who feel
empowered to make a difference and make
improvements to the lives of those who they support
in the locality.
z An increased number of people volunteering and
getting involved in their local community to achieve
greater levels of activity aimed at improving and
sustaining opportunities for the wider community.
z Local economic benefits that can create
employment and training opportunities for those
most in need.
Our local communities are best placed to decide
what their needs are and how they should be met
and this initiative provides a real opportunity to
make investment in the things that matter to
them. The Council will provide support and will
make funding available, but it is for communities
to come up with the ideas.
The Council wants all neighbourhoods in North
Norfolk to be able to thrive and I hope the Big
Society Fund will be the springboard from which
new and exciting ideas will be launched. I am
eager to see innovative projects coming forward.
The kind of activities or initiatives that could be
supported, for example, might include:
1. The provision of new or improved community
facilities.
2. The establishment of new organisations or specific
activities (for existing organisations) that will meet
identified local needs and can evidence sustainable
long-term outcomes.
3. Events which promote community involvement or
innovative approaches that bring people together,
that can be sustained (where appropriate) by the
community in the longer term.
4. Projects that encourage specific (hard-to-reach)
people or groups to become more active in the
community (e.g. delivering new training or work
related activities to generate economic benefits for
the area).
5. Projects that generate and/or increase social
enterprise activity, creating more opportunities for
local employment and/or training that can create or
sustain local jobs.
Summary
The Big Society Fund will assist communities in meeting
their needs. The Fund is provided by North Norfolk
District Council and is available to support community
projects throughout the District. The Fund will amount
to approximately £450,000 in the first year of operation
and will be reviewed annually. It is intended for grants to
be easy to access for a wide range of community and
charitable organisations and applications will be
considered throughout the year.
Applications are invited from 2 April 2012 and those
submitted before 4 May 2012 will be considered at the
first meeting of the Board on 21 May.
The Fund will be administered on behalf of North
Norfolk District Council by the Norfolk Community
Foundation.
Purpose
The purpose of this fund is to help build strong
communities in North Norfolk. It aims to help
communities to develop new and innovative projects
which will improve their social and economic wellbeing.
106
THE BIG SOCIETY PROSPECTUS 2012
The following will not normally be supported by this
Fund:
1. Ongoing revenue costs for administering groups or
organisations, unless these lead directly to clear
short-term project outputs or deliverables with a
long-term exit strategy with a viable funding
programme in place.
2. Ongoing revenue to meet costs such as building
maintenance, cleaning, staffing and infrastructure.
3. Statutory responsibilities and regulatory functions of
public bodies.
z
Who would be eligible to apply?
The Fund will be available for projects that support
people and activities within the North Norfolk District
geographical area. The following categories of
organisation are likely to be eligible:
z Local voluntary organisations, charities (whether
registered or not) and community groups.
z Parish and Town Councils within North Norfolk
District.
z Larger regional or national charities/organisations if
the funding is to deliver a specific project in North
Norfolk.
z Community businesses, social enterprises and other
not-for profit organisations.
z
z
z
z
The governance and management arrangements of
the group responsible for administering or
implementing the project.
The total project budget, including ‘whole-life’
costings and the proposed and alternative sources
of funding.
A programme for implementing the project (including
key dates and timescales).
A realistic cash flow forecast for any revenue
implications relating to the project (detailed as
appropriate to the scale and scope of the activity
being funded).
A commitment to provide evidence of the project
outcomes once it is complete.
Funding commitment
North Norfolk District Council will honour funding
commitments and will expect applicants to act
reasonably with respect to the submission of funding
applications and to be realistic in respect of their ability
to spend any approved Big Society Fund monies;
therefore:
z There will be no limit on the number of times that an
organisation can apply but the expectation is that
normally only one application will be funded in any
one year.
z Grants will normally be expected to be spent within
one year of the date of the letter confirming the
award. A two-year funding commitment could be
made to a project if more than fifty percent of the
funding is committed from other sources for the
equivalent period and there is a clear demonstration
of project deliverables over that period, together with
a sustainable funding programme.
z Any unspent grant at the end of the grant period
shall be expected to be returned, unless agreement
otherwise has been confirmed in writing by North
Norfolk District Council.
z While there is no limit on the size of grant requested
from the Big Society Fund there is an expectation
that applications for grants in excess of £10,000
would need to provide substantial evidence (e.g.
offers of support, grant approval letters) of the total
funding package and a substantiated and viable
business case, clearly demonstrating the benefits of
the project.
Note: schools will be eligible if the project/ activity
proposed relates to community oriented or supported
activities that are outside the school’s normal core
curriculum and/or main term-time educational role
(usually outside school hours).
Organisations that are routinely supported by grant
funding from North Norfolk District Council will not
normally be eligible unless the application can prove
that the funding request is for a specific additional
project and that the outcomes are over and above any
existing funding agreement with the District Council.
Individuals will not be eligible to apply.
What evidence is expected to support grant
applications?
Applications should include information, supported by
evidence where appropriate, showing the following.
z The project outputs and outcomes and how these
match the purpose of the Big Society Fund.
z The needs or characteristics of the community
which the project is intended to support.
z Demonstrable support from within the community
that the proposed project is expected to benefit.
z Who the expected beneficiaries are, identifying their
location and other relevant characteristics.
107
THE BIG SOCIETY PROSPECTUS 2012
Award of Grants
The Fund will be administered through a rolling process,
with applications received at any time. Decisions on
grant awards will made in the following manner.
z Grants of £10,000 or less will be determined by a
grants panel (called the Big Society Board). This
Board will meet quarterly.
z Grants of more than £10,000 will be determined by
North Norfolk District Council’s Cabinet, normally at
meetings held quarterly to coincide with meetings of
the Big Society Board.
z Urgent applications, that can demonstrate the need
for immediate decision on the application, will be
considered by North Norfolk District Council’s
Cabinet at its normal monthly meeting.
z District Council Ward Members will be notified of
grants being submitted which affect their locality.
Further information and making an
application
To find out more about the North Norfolk Big
Society Fund please go to www.northnorfolk.org
where you will also find a link showing you how to
apply.
If you would like to receive this document in
large print, Braille, alternative format or in a
different language, please telephone 01263
516162 and we will do our best to help.
Audit / Evaluation of Grant
A grant agreement, setting out any standard or special
terms and conditions, will be signed confirming the
award of each grant.
Branding
Grant funded projects will be expected to provide a
suitable acknowledgement of the Fund such that it can
be viewed by the greatest number of people in the
community (commensurate with the scale and scope of
the project as determined by the funder on approval of
the grant).
Any building or infrastructure (including play area and
green space) projects must display acknowledgement
of the Fund in an open public area.
It will be made clear in all publicity, correspondence
etc. that the Grant is provided by NNDC
Big Society Board
The Big Society Board has been set up to consider
grant applications for bids of £10,000 or less. The
terms of reference of The Board will be available on
NNDC’s website. Administration for the grant Fund will
be provided by the Norfolk Community Foundation and
The Board will be supported by an NCF director and an
officer from the Foundation’s grants team.
The current members of the Board are:
Cllr Helen Eales – Leader of the Council
Cllr Trevor Ivory – Cabinet Member for Localism
and the Big Society
Cllr John Wyatt – Member of the Council
Cllr Philip High – Member of the Council
Cllr Ben Jarvis – Member of the Council
NORTH NORFOLK DISTRICT COUNCIL
HOLT ROAD CROMER NORFOLK NR27 9EN
Telephone 01263 513811
w w w . n o108
r t h n o r f o l k . o r g
NORTH NORFOLK BIG SOCIETY FUND
Small Grant Applications, May 2012 - Grants Awarded
Applicant
District & sub
district
Organisation purpose
Application summary
Cromer and Sheringham
Arts & Literary Festival North Norfolk:
(CASALF)
N/A
The aim of the group is to organise an annual festival
which will take place over the period of a week every
October half term.
To contribute towards the costs of
piloting the COAST Art of Food & Drink
Trail.
Higginbottom
Recreational Charity
To supply, maintain and improve the facilities at the
playing field, Briston, Norfolk.
Provides facilities for a variety of user groups including a
luncheon club, bowling, educational groups and leisure
and social gatherings.
A sub-committee of the Parish Council overseeing the
management of and fundraising for the recreation ground
and pavilion.
North Norfolk:
Briston
North Norfolk:
High Kelling Village Hall High Kelling
Hindolveston
Recreation Ground
North Norfolk:
Committee
Hindolveston
£2,050.00
£7,645.00
£10,000.00
To provide a range of play equipment
for all ages.
£5,712.00
To purchase and install an electric six
plate oven range and a "bain marie" for
holding hot food before serving as part
of general improvement to the kitchen
facilities.
£4,000.00
North Norfolk:
Holt
Usual duties and responsibilities of a town council, for and To pilot a weekly market in Holt Town
on behalf of the local community, including projects and Centre to benefit the local economy
events to foster community cohesion.
and increase footfall in the town centre.
£1,629.00
North Norfolk:
Kettlestone Village Hall Kettlestone
To re-locate the village hall bar as the
final stage in a project to extend and reorder the kitchen facilities.
£6,800.00
To replace two oil tanks which provide
fuel for residential accommodation and
the motor cruisers.
£5,000.00
North Norfolk:
Holt Community Centre Holt
Holt Town Council
Nancy Oldfield Trust
Panel 1
To purchase new windows and doors in
the Briston Pavilion to improve heat
retention and security.
To rebuild the lobby area to improve
energy efficiency and visitor
experience.
Amount
awarded
North Norfolk:
Neatishead
To provide facilities for community hire.
The Village Hall committee manages the village hall for
the benefit of all residents of the village.
To provide a Centre where anyone who is disadvantaged
or has a disability be it physical, mental or emotional,
temporary or permanent, regardless of age can
throughout the year and without charge enjoy sailing,
canoeing, fishing, bird-watching and environmental
studies.
1
109
May 2012
NORTH NORFOLK BIG SOCIETY FUND
Small Grant Applications, May 2012 - Grants Awarded
North Walsham In
Bloom
North Norfolk:
North Walsham
North Walsham Town
Football Club
North Norfolk:
North Walsham
Southrepps Parish
Council
North Norfolk:
Southrepps
Stalham Brass Band
North Norfolk:
Stalham
The Mo Museum
North Norfolk:
Sheringham
North Norfolk:
Wells Skate Park Group Wells
Panel 1
To promote the development of floral displays in North
Walsham using beds, bubs or hanging baskets either by
their own endeavours or by encouraging traders to
enhance their premises.
To provide facilities for and to promote community
participation in the amateur sport of association football
in North Walsham and surrounding areas.
To replace 24 half barrel tubs with new
plastic models.
To increase dressing room
accommodation and provide disabled
toilets.
To purchase two nest swings as part of
a project to renew all equipment on the
play area.
Providing services to the local community in Southrepps
through democratic decision making.
The band aims to help the community of Stalham by
training and encouraging people of all ages to play in the
brass band and by doing so, not only widening their own Funding towards the costs of a project
horizons but also bringing music, cohesion and enjoyment to get young people playing brass
to the community.
instruments.
Provide and maintain the museum exhibition facilities in
the area of benefit, i.e. Sheringham and its environs.
Secure, preserve, develop and improve features or items
of historic, cultural or social and economic interest that
the public may develop its knowledge and understanding
of Sheringham and its surrounding area. Preserve and
exhibit historic lifeboats and fishing boats and their
equipment, thereby contributing to the public's
knowledge and understanding of a lifeboat service and of
the local fishing industry.
A voluntary group of local adults and young people
formed to respond to local young peoples' request for a
safe area for skating, bmx-ing and scooting.
2
110
To create a 'History Hub' at The Mo for
the benefit of the townspeople and the
wider community.
To contribute to the capital needed to
establish a well-designed and managed
skate park area.
£4,824.00
£7,525.00
£5,176.00
£5,000.00
£6,415.00
£10,000.00
£81,776.00
May 2012
NORTH NORFOLK BIG SOCIETY FUND
Large Grant Applications, May 2012 - Discussion Schedule
Applicant
District & sub
district
North Norfolk:
Cromer Skatepark Cromer
Fit Together
North Norfolk
North Norfolk:
N/A
Sheringham Skate North Norfolk:
Club
Sheringham
Visit North
Norfolk Coast and North Norfolk:
Countryside Ltd N/A
Organisation purpose
Application summary
A local group campaigning for a permanent, public
skatepark in Cromer since 2007.
To install a skate park
facility.
The Fit Together North Norfolk Community Interest
Company aims to develop, manage and deliver the North To set up and support
Norfolk Walking for Health scheme and associated activity the new CIC in its first
programme.
year of operation.
Provides sport and leisure activities to young people in
Sheringham, to promote health and wellbeing and reduce
anti-social behaviour throughout the town.
To contribute to the
costs of building the
skate park.
The company aims to bring together the whole of the
North Norfolk coastal and countryside destination and
promote it to the market place as a cohesive product. As a
private sector led organisation with not for profit objects it
To support set up and
will aim to increase the involvement and participation of
first year operational
tourism businesses in the growth of the north coast and
costs.
countryside destination.
Panel 1
Amount
requested
Amount
recommended
£15,000.00
Notes
Project at a very early
stage therefore a deferral
or conditional grant is
£0.00 recommended
£26,072.00
A large grant requires the
applicant to produce
'substantial evidence' of
the project benefits and
this application has no
business plan and evidence
£0.00 of long term sustainablility.
£30,000.00
The sum requested will
provide match funding for
a Sport England grant - if
both these grants can be
secured the project will be
£30,000.00 in a position to proceed.
£15,000.00
The Big Society Fund is
primarily established to
support charities and
community projects and
the primary beneficiaries
of this application are
commercial businesses. An
opportuntiy exists to refer
this applicant to the
Pathfinder Grant and Loan
£0.00 Schemes are after 1st July.
May 2012
111
NORTH NORFOLK BIG SOCIETY FUND
Large Grant Applications, May 2012 - Discussion Schedule
Wells Maltings
Trust
North Norfolk:
Wells
The Wells Maltings Trust aims to create a sustainable
community looking at the social, economic and
environmental needs of the area. The project aims to
transform a historic former Maltings and Sackhouse
building in the heart of the town into a viable and self
sustaining hub at the centre of the community providing a
permanent home for a range of new and improved
facilities including workspaces for smalls businesses and
start up enterprises, a new heritage celebrating the
maritime history of the local area, and improved
auditorium space, meeting rooms, a community café, and a To restore and repair
the Sackhouse building.
dedicated youth space.
Panel 1
£38,000.00
£124,072.00
This is a large capital
project, and while a case
has been made for the full
amount requested, a
contribution at any level
would progress this
£38,000.00 project.
£68,000.00
May 2012
112
ASSESSMENT REPORT
Name of Group: Cromer Skatepark
Status: Voluntary Group with constitution
Established Date: 01/04/2012
Contact: Mrs Penny Gee
Panel:
NORTH NORFOLK BIG SOCIETY
FUND MAY 2012 LARGE
Assessed By: Jenny Bevan
£ Requested: £15,000.00
Number of beneficiaries:
500
Primary issues:
Sport and Recreation
Contact No: 01263 514805
Organisation Size:
F/T Staff: 0
P/T Staff: 0
Volunteers: 25
Total Project Cost: £150,000.00
District: North Norfolk
Sub district: Cromer
Primary beneficiaries:
Children and Young People
Primary age groups:
Young People (13 – 18)
Organisation purpose:
A local group campaigning for a permanent, public skatepark in Cromer since 2007.
Application summary:
To install a skate park facility.
Financial information:
Annual operating budget - £0 - as a new organisation there is no annual accounting information to report
Free reserves - £0
Income generation - £0
Referee comment:
Tony Shipp MBE, Chair of Cromer Voluntary Entertainment Organisation. "There has been an obvious need
for permanent skate boarding facilities in Cromer for the past 15 years. The number of young people taking
up skateboarding, inline skating, scooters and cycling has increased considerably. The proposed project will
enable young skateboarders to develop their skills in a safe, purpose built environment."
Monitoring objectives:
- to create a safe purpose built facility for skateboarding and other sports
- to encourage healthy outdoor activities
- to improve local provision for young people
Recommendation:
This application is presented for the panel's consideration. There seems to be a great deal of local support
for this project, but it is in the earliest stages, with planning permission and a lease on the site yet to be
secured. It is suggested that this application should be deferred to a future panel, when some progress may
have been made in both these areas.
Local residents have been campaigning for a permanent, public skatepark in the town since 2007, with some
suggesting that the idea was first raised some 30 years ago. Following a failed attempt in 2008, when a
prospective site and £50,0000 of pledged funding fell through, this group of local residents has formed to
progress this project. The committee comprises an active group of 22 young people plus local parents and
other residents, who have been involved in a range of community fundraising activities. A site for the new
skatepark has now been allocated at the Meadow in Cromer. The site is owned by North Norfolk District
Council, and it is expected that a lease will be put in place that passes control of the land to the skatepark
group in the long term. A planning permission application was submitted on 4 May, and a decision is
expected within 8 weeks.
A temporary skate park has visited Cromer 3 times in the last 3 years, and there is an 'unofficial' skate park in
North Lodge Park which has proved popular with children of all ages. This has been created in an unused
corner of the play area, with a concrete surface and various wooden ramps etc constructed from materials
donated by local businesses. This site however is not practical for a long term solution, as there are plans to
develop the area. The continued interest in provision of a skatepark, plus local word-of-mouth polls, suggests
there is strong local interest in the project. It is noted however that the 2008 proposal failed in part due to
complaints from residents about noise - this has been fully taken into account, with the new site positioned at
a distance from residential property, and constructed from appropriate noise absorbing materials.
As yet the design of the park has not been decided - a range of costed examples has been provided showing
options ranging from £32,000 up to £200,000. The final
113design chosen by the group will be decided by the
ASSESSMENT REPORT
funds raised - they report that they are hoping to raise £150,000, but would settle for a less costly design if
necessary, and aim to develop it over time. It is noted that this group expects to remain in control of this
project throughout the life of the facility, and it is expected that the District Council will sign the site over to
their management. They expect to continue to fundraise to maintain and repair the site, and undertake eg.
insurance, litter picking etc costs. Until the details of any lease are known, this remains unconfirmed.
Fundraising to date remains limited to local donors and community events - Cromer Carnival Committee has
covered the cost of the planning application, and various other small pledges have been received in principle.
It is hoped that the Town Council will contribute also. This group was only formalised in April, therefore
financial information is limited, and a bank account is still in the process of being opened. It is clear from
talking to the applicant that sums raised to date amount to hundreds, not thousands, towards the target. Until
planning permission is secured and suitable lease is drawn up for the Meadow site, the progression of this
project - and the timescale attached - are uncertain.
NORTH NORFOLK BIG SOCIETY FUND MAY 2012 LARGE
114
ASSESSMENT REPORT
Name of Group: Fit Together North Norfolk
Status: Community Interest Company
Established Date: 01/05/2012
Contact: Mr Laurence Hull
Panel:
NORTH NORFOLK BIG SOCIETY
FUND MAY 2012 LARGE
Assessed By: Jenny Bevan
£ Requested: £26,072.00
Number of beneficiaries:
3000
Primary issues:
Health and Wellbeing
Contact No: 01603 732331
Organisation Size:
F/T Staff: 0
P/T Staff: 0
Volunteers: 40
Total Project Cost: £31,072.00
District: North Norfolk
Sub district: N/A
Primary beneficiaries:
Older People
Primary age groups:
Seniors (65+)
Organisation purpose:
The Fit Together North Norfolk Community Interest Company aims to develop, manage and deliver the North
Norfolk Walking for Health scheme and associated activity programme.
Application summary:
To set up and support the new CIC in its first year of operation.
Financial information:
Annual operating budget - £0 - as the new CIC has yet to complete registration, there are no finances to
report.
Free reserves - £0
Income generation - £0
Referee comment:
Karl Read, Leisure & Cultural Services Manager - North Norfolk District Council. "The projects plays a vital
role in promoting exercise to people aged 50 years or above. Whilst the physical health benefits are quite
obvious, the mental wellbeing benefits are quite significant. Many older people that might be left alone and
suffer from isolation, now have an activity in which they can meet other like-minded people and gain a
significant health benefit from. I am convinced that this project not only improves the quality of life of those
participants but also extends the length of the lives of those people also."
Monitoring objectives:
- to sustain and develop the Fit Together in North Norfolk scheme
- to access a range of other funding and income streams to support the programme
- to encourage more people, particularly over 55s, to join the programme
Recommendation:
This application is recommended for a full grant, in recognition that this project aims to sustain and develop a
proven programme.
This application has been led by Active Norfolk, the county sports partnership, to secure start up costs for the
new Fit Together CIC that they are planning to launch shortly to develop and deliver the North Norfolk
Walking for Health scheme and associated activates. The new CIC is currently going through the registration
process, and should be fully registered by the end of the month. A board is being put together including
representatives from Active Norfolk, Norfolk NHS and North Norfolk District Council. It is likely that the CIC's
registered address will initially be at Active Norfolk's HQ in Easton College, with a view to transferring to a
suitable office in Cromer - possibly within the NNDC offices.
The Fit Together programme in North Norfolk was established in October 2007 with funding from Lloyd's
Pharmacies, North Norfolk PCT and the district council. This scheme was expanded to cover the whole
county, taking on existing walking for health programmes and starting new ones with the additional funding
obtained from the Department of Health and Sport England. The programme was led by Active Norfolk, with
4 walks co-ordinators. With this funding now much reduced, Active Norfolk is exploring a new approach to
sustain and develop this work by enabling it to operate independently. As Active Norfolk is part of statutory
provision, this will open up more funding streams to support this activity, and also enable the local community
to take ownership of the project.
Fit Together covers a range of community programmes designed to promote physical and mental health and
wellbeing. The North Norfolk Walking for Health scheme
115 is open to all, but has a particular focus on over 55s.
ASSESSMENT REPORT
North Norfolk is recognised as having an ageing population, with 83% of residents in the district already
reported to be over 60. The programme runs about 40 walks per month of various lengths and levels of
difficulty to suit all abilities and fitness levels. In addition, activities such as tea dances, line dancing, exercise
classes and badminton sessions are offered, plus seasonal options such as tennis. The programme currently
has over 2,000 members, and new members join at a rate of between 20-50 per month. Participants provide
consistently positive feedback, and the scheme has proved particularly popular with women (71% of
members) as a safe and friendly opportunity for exercise.
The funds requested will secure the programme for 12 months while it establishes itself as a sustainable
community enterprise. While opportunities such as regional and national funding will continue to be explored,
activities to provide an income will be developed including some paid for activities (walks are free of charge),
a membership scheme, local sponsorship and a range of events. Walking for Health data is captured
nationally, so there continues to be a strong case to put to public health bodies for their continued support.
While key programmes will continue to be run by trained staff, volunteers will be encouraged where possible
and given walk leader training as well as basics such as first aid. Further developments, which have been
tested elsewhere, would aim to build links with local surgeries and encourage referral schemes.
The total cost of the set up and pilot year is £31,072, and £26,072 is requested towards this cost. This
comprises Co-ordinator salary (£19,572), plus training and travel expenses for walk leaders, publicity plus a
contribution to office costs (phone, IT) and management. Initially the staff who are operating the scheme will
have their time 'bought in' from Active Norfolk, though this may change if the board wishes to employ the staff
directly.
Active Norfolk has been instrumental in setting up some excellent community schemes throughout the county,
with particular success in North Norfolk. In many ways creating a new independent organisation to sustain
and grow these programmes is a natural development which will open up the possibilities for development
outside of the constraints of the local authority. It is of course noted that investment at this point represents a
risk as success is by no means guaranteed, but Active Norfolk is well placed to provide the necessary
oversight and support.
NORTH NORFOLK BIG SOCIETY FUND MAY 2012 LARGE
116
ASSESSMENT REPORT
Name of Group: Sheringham Skate Club
Status: Voluntary Group with constitution
Established Date: 01/06/2000
Contact: Mr Rob Sayles
Panel:
NORTH NORFOLK BIG SOCIETY
FUND MAY 2012 LARGE
Assessed By: Jenny Bevan
£ Requested: £30,000.00
Contact No: 07950 650538
Organisation Size:
F/T Staff: 0
P/T Staff: 0
Volunteers: 20
Number of beneficiaries:
9500
Primary issues:
Environment / Recycling / Renewable energies
Total Project Cost: £153,000.00
District: North Norfolk
Sub district: Sheringham
Primary beneficiaries:
Children and Young People
Primary age groups:
Young People (13 – 18)
Organisation purpose:
Provides sport and leisure activities to young people in Sheringham, to promote health and wellbeing and
reduce anti-social behaviour throughout the town.
Application summary:
To contribute to the costs of building the skate park.
Financial information:
Annual operating budget - £4,848
Free reserves - £0
Income generation - Total income in the year to December 2011 was £4,920
Referee comment:
Janet Farrow, Upcher Community Partnership. "The project plans to actively encourage greater use of the
facility by people from deprived communities, women and girls and younger children aged 7-11. The wards
immediately surrounding the park are amongst the most deprived in the country and it is particularly important
to provide a sports facility close to such areas when travelling is not an option due to lack of income. The park
will be free to use and open all of the time. In North Norfolk the age structure is older than the national
average, this has meant that investment has often been targeted at older age groups and young people have
been less of a priority. The community will also see a positive effect on Sheringham [through a reduction in
anti-social behaviour]."
Monitoring objectives:
- provide a significantly improved local environment with communities better able to access & enjoy
sustainable, safe, fit-for-purpose and affordable local recreation & play facilities.
- a healthier and more active community with 9,500 young people (aged 7-25 yrs) participating in rigorous
physical exercise and skate/bike sports (5% aged 7-11 & 5% women/girls) per year.
- a stronger community, with 50 young people becoming active volunteers or management/support group
members working in partnership to tackle common issues & concerns.
Recommendation:
This application is recommended for a grant of £30,000, which amounts to 20% of total project costs. There
is a considerable amount of momentum around this project, and the panel has the opportunity to make a
significant contribution which would get this project to create a new community facility underway.
Sheringham Skate Club has been in operation since 2000 and provides a skate and bike park. The current
wooden structure was built in 1999 and after 13 years of use is suffering from wear and tear and its
design/construction is no longer suitable to meet the current and future demand. In 2009-10 the club asked
members of the community what activities and facilities they would like nearby - almost two-thirds of
respondents said they would like an active leisure park for skating, inline skating and BMX biking. In addition,
a large percentage of the wider community expressed an interest in a safe environment for young people to
meet and relax.
The club has been working on plans for a new high quality concrete skate and bike park. "The Strip" will
contain a variety of features for skateboards, rollerblades/ inline skates as well as BMX, mountain and trials
bikes for all abilities. The plan will also include a shelter and storage units and safety/ security lighting.
Average annual usage at Sheringham Skate Park has been calculated at 7,000, which demonstrates the
need for a robust structure. Usage of the new facility is projected at 9,500. The club has been very successful
in fundraising having already secured £65k for phase 117
1 of the project from two charitable trusts, Sheringham
ASSESSMENT REPORT
Town Council, and the Groundworks Community Spaces programme. Phase 2 will cost £85,000 and a
funding application is with Sport England for £50k. Various NCF funds have also contributed £10,000 to the
project. Phase 1 is expected to start around July 2012 with phase 2 following on if funds can be secured. The
applicant is confident of a positive decision from Sport England if it can secure the full £35,000 of match
funding for phase 2. Sport England is expected to make its decision in the last week of June.
The project meets the desired outcomes of the Big Society Fund in that the project is the result of a group of
people, the committee includes young people between the ages of 11 and 25 years, working together to
improve community facilities. Through raising significant sums, potentially up to £150,000, the project has
potential to give young people a real sense of ownership of the facility. The need for increased youth facilities
in market towns is well documented and this project will deliver a robust, safe and free facility for a significant
number of young people providing opportunities for physical outdoor activity.
Panel members can view the planned facility at http://www.sheringhamskate.co.uk
NORTH NORFOLK BIG SOCIETY FUND MAY 2012 LARGE
118
ASSESSMENT REPORT
Name of Group: Visit North Norfolk Coast and Countryside Ltd
Status: Not for profit company
Contact: Mr Robert Simmons
Panel:
NORTH NORFOLK BIG SOCIETY
FUND MAY 2012 LARGE
Assessed By: Jenny Bevan
Established Date: 01/03/2012
Contact No: 01263 860441
Organisation Size:
F/T Staff: 0
P/T Staff: 0
Volunteers:
Number of beneficiaries:
2500
Primary issues:
Employment and Labour
£ Requested: £15,000.00
Total Project Cost: £80,100.00
District: North Norfolk
Sub district: Melton Constable
Primary beneficiaries:
Local residents
Primary age groups:
Adults (26 – 65)
Organisation purpose:
The company aims to bring together the whole of the North Norfolk coastal and countryside destination and
promote it to the market place as a cohesive product. As a private sector led organisation with not for profit
objects it will aim to increase the involvement and participation of tourism businesses in the growth of the
north coast and countryside destination.
Application summary:
To support set up and first year operational costs.
Financial information:
Annual operating budget - £0
Free reserves - £0
Income generation - £12,000 is reported to have been secured towards start up costs.
Referee comment:
Michael Timewell, Director of Blue Sky Leisure. "The newly formed company aims to take over from the
District Council much of the important job of bringing all aspects of the tourism product to the market place,
promoting the whole of the destination - its soft attractions eg walking, cycling, coast and countryside, as well
as the tourism businesses in the area."
Monitoring objectives:
- to promote North Norfolk as a tourist destination
- to reduce dependence on the public sector
Recommendation:
This application is on balance recommended for a grant. It is clear that North Norfolk District Council has
been involved in the process of setting up this company and defining its purpose - the panel's willingness to
invest in this company is therefore likely to be informed by prior knowledge of and involvement with the
project to date, and strategy going forward.
The applicant is a newly formed not-for-profit company (formed March 2012) aiming to promote North Norfolk
as a destination to promote tourism in the coastal and inland areas between Heacham and Horsey. Initial
consultation and scoping has been carried out prior to the formation of the company, and this work was jointly
funded by North Norfolk District Council, Borough Council of King's Lynn & West Norfolk and the district/
borough tourism and business forums. The final report was discussed by a small working party of West and
North Norfolk representatives, followed by wider consultation with business leaders, resulting in a general
consensus that a new destination management organisation was the preferred solution.
Tourism is an important industry for North Norfolk, reported to generate £397 million income and support 22%
of all employment in the district. Work to capitalise on and develop tourism opportunities has traditionally
been the role of local authorities, but in the light of budget constraints this company is keen to fill this gap and
in the long term reduce dependence on the public sector for tourism support. It is notable that the regional
tourist board, East of England Tourism, has been disbanded, and a private sector organisation led by tourism
businesses has been created to fulfil this role. Norfolk Tourism likely to outsource tourism service delivery
later this year. This reflects a general trend led by central government's aim to move much of the cost
associated with tourism to the private sector.
The main activity of this company will be to develop a cohesive brand and a bespoke website promoting the
area, including a holiday destination/ 'what's on' guide119
to encourage regional and national visitors, plus a PR
ASSESSMENT REPORT
campaign including social media and e-marketing. Links and incentives will be put in place with other similar
sites covering Norfolk and/ or East Anglia. Any local tourism business that believes it will benefit will be able
to join - it is expected that small and micro enterprises will particularly benefit from the joined-up marketing
support. There will be no inspections for member organisations, but best practice will be encouraged and
occasional training sessions will be offered. Annual networking meetings are also planned. Membership fees
will be based on business rateable value.
The venture will cost just over £80,000 in its first year, which comprises staffing for part time management,
admin and membership support, marketing/ PR, insurance and other office/ admin costs. Also included are
one-off major costs covering the development of the brand and website, which will not remain at this level
going forward, although marketing, search engine optimisation and an annual event for members will be ongoing. £12,000 has been raised to date. Further contributions will be sought from private stakeholders and
memberships, and both West and North Norfolk authorities will be approached directly to invest.
Financial stability is expected within 3 years - a business plan has been produced based on the outcome of
the initial scoping work with figures based on consultant's estimates and forecasts. With tourism critical to the
North Norfolk economy, and the current rise in the popularity of the ‘staycation’, this venture has the potential
to benefit both individual member businesses and the area as a whole.
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ASSESSMENT REPORT
Name of Group: Wells Maltings Trust
Status: Registered Charity
Contact: Miss Becky Jefcoate
Panel:
NORTH NORFOLK BIG SOCIETY
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Assessed By: Clive Rayner
Established Date: 01/06/2010
Contact No: 01328 839000
Organisation Size:
F/T Staff: 2
P/T Staff: 2
Volunteers: 50
Number of beneficiaries:
4500
Primary issues:
Community Support and Development
£ Requested: £38,000.00
Total Project Cost: £275,000.00
District: North Norfolk
Sub district: Wells
Primary beneficiaries:
People in Rural Areas
Primary age groups:
Adults (26 – 65)
Organisation purpose:
The Wells Maltings Trust aims to create a sustainable community looking at the social, economic and
environmental needs of the area. The project aims to transform a historic former Maltings and Sackhouse
building in the heart of the town into a viable and self sustaining hub at the centre of the community providing
a permanent home for a range of new and improved facilities including workspaces for smalls businesses and
start up enterprises, a new heritage celebrating the maritime history of the local area, and improved
auditorium space, meeting rooms, a community café, and a dedicated youth space.
Application summary:
To restore and repair the Sackhouse building.
Financial information:
Annual operating budget - £25,384
Free reserves - £40,000
Income generation - Total income in the year to June 2011 was £56,161 including £30,000 from NNDC and
£10,000 from the Sheringham Shoal Community Fund.
Referee comment:
Becky Taylor, Police Community Support Officer - "the Wells Maltings Trust has been successful to date in
reaching out and involving a wide range of individuals and community partners in their work. The Trust is
about much more than a set of buildings and building improvements. It is about the need to bring a
community together to improve the cultural and social offer in the town and to break down barriers between
groups. There has been considerable social cohesion gains since the Trust was set up - a wider range of
people are represented on committees and working groups, the business community has a regular
meaningful dialogue with local community decision makers and the intergenerational gap is beginning to
narrow. Public meetings have been well attended (e.g. over 80 people attended a public meeting on a Friday
evening) and the committee has also recognised that social events and celebrations are an important method
of bringing people together in a common cause. The project will have huge benefits providing well equipped,
versatile facilities for the business community, especially start-ups and new enterprises, and a dedicated
youth space".
Monitoring objectives:
- help to attract visitors all year round, providing positive economic benefits and assisting the regeneration of
the town whilst providing facilities for the community and ultimately employment opportunities for local people.
- Increase enterprise through the provision of affordable small scale business unit/hotdesk facilities for local
start up, small and micro enterprises
- Improve community cohesion by bringing together the business and youth strands of the community and
provide opportunities for mentoring, work experience and volunteering.
Recommendation:
This application is recommended for a full grant of £38,000 although clearly any contribution would get the
project nearer to its fundraising goal. The Wells Maltings Trust is a registered charity. As outlined above, the
grant will contribute to the costs of repairing the Sackhouse building and converting the first and second floors
to provide business units and facilities for local small businesses and micro enterprises, with a combination of
discrete offices, 'hot desking' areas and meeting room space. This would provide a flexible resource for local
businesses to hire office space at reasonable rates, or hot desk for shorter amounts of time. Small businesses
using the space would benefit from affordable, quality facilities in a high profile town centre location, which in
turn would raise their profile. Businesses would also benefit from the opportunity to network and share
resources. The ground floor will also be developed to 121
provide a dedicated youth space with a separate
ASSESSMENT REPORT
entrance, activity/games room, IT/learning area. It would be a well-equipped and flexible space with
opportunities for mentoring, work experience, volunteering and jobs via sharing the building with the local
businesses upstairs.
Community consultation has shown strong evidence of support for the project. A consultation comprising 40%
of the town’s residents showed that 92% were in favour of the development. The project has developed in
close consultation with both residents and visitors to the town, with volunteer Board Members and Working
Group members who represent the views of the current and potential users of the space. Regular open days
have been held to ascertain public support and feed their views back into the project. In addition to this a
survey with North Norfolk businesses indicated very high levels of support for flexible, affordable business
facilities in a central high profile location. The community consultation also highlighted that 92% of the
respondents were in favour of 'more activities for young people in a central location’. A series of working
groups have been operating covering topics such as fundraising, youth, art and heritage.
The application points to a lack of affordable small scale business units/ facilities for local, start up and small
businesses in the town and surrounding area, with many said to report the frustration and challenges of
working in isolation. There is also poor provision for young people particularly teenagers in the town and the
surrounding local area. Young people don't have easy access to support and recreational facilities and the
retention of younger people in the town is vital to grow the local workforce and ensure sustainability.
Development of the Sackhouse is the first phase of the overall Maltings project. This phase is estimated to
cost £275,000 and to date £107,000 of this has been raised. A £38,000 contribution is requested as this
would close the gap between funds already raised and a grant application to the Rural Development
Programme for England (RDPE) fund operated by DEFRA for £130,000. The RDPE application is through to
the final business case stage of the process and indications are that the application is viewed positively and
has a strong change of success due to the strong evidence of community consultation and involvement.
Securing all of the required match funding would also strengthen the case for funding. A decision is expected
from RDPE at the end of July 2012. If all funds are secured by July the intention would be to go out to
competitive tender immediately and to have tenders in within six weeks. The timeline envisages a start on
site, subject to contractor availability, in October and completion around the end of the year. Works are
required to all of the main structural elements of the building, particularly the roof, floors and action to
overcome dampness, as well as mechanical, electrical and plumbing works and internal finishes. Planning
permission for the works was granted in April 2012 with no conditions.
The project has 22 people on its waiting list for space in the business units/hot desking space and this
appears to be a very positive position.
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