Please Contact: Emma Denny
Please email: emma.denny@north-norfolk.gov.uk
Please Direct Dial on: 01263 516010
01 May 2014
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 12th May 2014 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.
Members of the public who wish to ask a question or speak on an agenda item are requested to
arrive at least 15 minutes before the start of the meeting. It will not always be possible to
accommodate requests after that time. This is to allow time for the Committee Chair to rearrange
the order of items on the agenda for the convenience of members of the public. Further information
on the procedure for public speaking can be obtained from Democratic Services, Tel: 01263
516010, Email: democraticservices@north-norfolk.gov.uk
Sheila Oxtoby
Chief Executive
To: Mr B Cabbell-Manners, Mr T FitzPatrick, Mrs A Fitch-Tillett, Mr J Lee, Mr W Northam,
Mr R Oliver, Mr G Williams, Mr R Wright
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 April
2014.
3.
PUBLIC QUESTIONS
To receive questions from the public, if any.
4.
ITEMS OF URGENT BUSINESS
To determine any other items of business which the Chairman decides should be
considered as a matter of urgency pursuant to Section 100B(4)(b) of the Local Government
Act 1972.
5.
DECLARATIONS OF INTEREST
Members are asked at this stage to declare any interests that they may have in any of the
following items on the agenda. The Code of Conduct for Members requires that
declarations include the nature of the interest and whether it is a disclosable pecuniary
interest.
6.
CONSIDERATION OF ANY MATTER REFERRED TO THE CABINET BY THE
OVERVIEW AND SCRUTINY COMMITTEE OR COUNCIL FOR RECONSIDERATION
To consider matters referred to the Cabinet (whether by the Overview and Scrutiny
Committee or by the Council) for reconsideration by the Cabinet in accordance with the
provisions within the Overview and Scrutiny Procedure Rules or the Budget and Policy
Framework Procedure Rules.
7.
CONSIDERATION OF REPORTS FROM THE OVERVIEW AND SCRUTINY COMMITTEE
To consider any reports from the Overview and Scrutiny Committee, which may be
presented by the Chairman of the Overview and Scrutiny Committee, and determination of
any appropriate course of action on the issues so raised for report back to that committee
8.
ADOPTION OF EGMERE LOCAL DEVELOPMENT ORDER
(page 7)
(Local Development Order – p.13) (Appendix A – p.27) (Appendix B – p.31)
(Appendix C – p.33) (Appendix D – p.34)
Summary:
This report:
Summarises the conclusions and recommendations of the
consultants’ Landscape Visual Impact Assessment and
Ecological Appraisal reports commissioned to strengthen the
evidence base in support of the proposed Local Development
Order;

Asks Cabinet to:
 agree the revised boundaries of the Local
Development Order and land uses / forms of
development proposed within the designated area,
and
 confirm principal points of access into areas of land
within the area covered by the Local Development
Order designation, as per the advice of the Highway
Authority;

Advises that Cabinet agrees the documentation prepared in
support of the Egmere Local Development Order – ie the
Order and Schedule of Development, Design Guide and
Landscape Plan; and

Recommends to Council that the Order be adopted
Conclusions:
The report details the further work undertaken in developing the
proposal to establish a Local Development Order at Egmere so
as to accommodate investment by businesses associated with
the development and operation of offshore wind developments
off the North Norfolk coast and recommends that the Local
Development Order be adopted by the Council as the basis of
planning policy for this small area of the District for an initial
period of five years.
Recommendations:
Cabinet is recommended to:-
COUNCIL
DECISION
1. Note the further work undertaken to develop the
proposal to establish a Local Development Order at
Egmere in response to comments received during the
public consultation on the proposal; the further
technical surveys prepared as an evidence base for the
Order and the Screening Opinion completed in respect
of the Order.
2. Agree the revised boundaries of the Local Development
Order and land uses / forms of development proposed
within the designated area and confirm the principal
points of access into areas of land within the area
covered by the Local Development Order designation.
3. Agree the documentation prepared in support of the
Egmere Local Development Order – ie the Order and
Schedule of Development, Design Guide and Landscape
Plan; and
4. Recommend to Full Council that the Egmere Local
Development Order be adopted
Cabinet Member(s)
Ward(s) affected
Contact Officer:
Telephone number
Email:
Cllr R Wright
Primarily Walsingham, with some impact on Priory
Steve Blatch
01263 516232
steve.blatch@north-norfolk.gov.uk
9.
NORTH NORFOLK ASSET MANAGEMENT PLAN
(page 35)
(Asset Management Plan –p.38) (Appendix E – p. 58) (Appendix F – p.62)
(Appendix G – p.63)
Summary:
Conclusions:
The AMP drives the capital programme and operational activities
within the Property Services Team in order that the work can be
planned and prioritised. It contains the Action Plan which will help to
ensure that the Council’s assets continue to play a key role in
reducing the forecast budget deficit for future years, while also
supporting communities and helping to deliver the Council’s corporate
objectives.
Recommendations:
It is recommended that Cabinet agree and recommend to
Council;
COUNCIL
DECISION
Cabinet Member(s)
Ward(s) affected
Contact Officer:
Telephone number
Email:
10.
The Asset Management Plan (AMP) 2014/15 to 2016/17 outlines the
strategic framework within which the Council manages its property
assets and explains how the Council assesses the condition,
sufficiency and suitability of its properties. It discusses the objectives
for the portfolio along with the costs and opportunities in relation to the
assets. It is supported by an Action Plan which includes prioritised
activities to enable delivery of Council’s property objectives.
1. The Asset Management Plan be approved as the basis for the
strategic framework for asset management at North Norfolk
District Council, including implementation of the Action Plan.
2. That a capital budget of £110,000 is approved to continue the
improvement works to the Council’s car parks.
Cllr R Oliver
All
Duncan Ellis
01263 516330
Duncan.ellis@north-norfolk.gov.uk
NORTH NORFOLK BIG SOCIETY FUND
(page 64)
Summary:
An appraisal and review of the North Norfolk Big Society Fund
during its first year of operation was considered by Cabinet in April
2013.
It was subsequently agreed that Cabinet would receive an annual
report on the Fund at the end of each financial year.
Conclusions:
The North Norfolk Big Society Fund annual report provides an
overview of the Fund during its second year of operation. It
considers the effectiveness of the management, administrative and
decision making process and the extent to which the Fund is
achieving its aim. The report identifies the Fund’s strengths and
challenges and suggests approaches to ensure the Fund continues
to meet both Council and community aspirations.
Recommendations: Cabinet are requested to note the annual report and consider if
they wish to explore further any suggested approaches to
develop and enhance both the grant and enabling fund
schemes.
CABINET
DECISION
Reasons for
Recommendations:
To ensure Cabinet are informed about the operation of the Fund
during its second year and to ensure that the Fund continues to
meet both Council and community aspirations.
LIST OF BACKGROUND PAPERS AS REQUIRED BY LAW
The Big Society Fund Prospectus
Big Society Fund Review April 2013
Cabinet Member(s)
Ward(s) affected
Contact Officer:
Telephone number
Email:
11.
Cllr J Lee
All
Sonia Shuter
01263 516173
sonia.shuter@north-norfolk.gov.uk
ENFORCEMENT BOARD UPDATE
Summary:
CABINET
DECISION
(page 75)
(Appendix 1 – p.81) (Appendix 2 – p. 84)
This report provides an update to Members on the work of
the Enforcement Board over the past six months and also
gives an assessment of progress made since the Board’s
inception, in December 2012, to provide a cohesive
enforcement approach in respect of Long Term Empty
properties and other complex enforcement cases.
In broad terms, at the time of writing, the Board has
considered 102 cases, of which all but 4 have seen have
seen positive enforcement action. In addition to the direct
action around property, significant amounts of money due
to the Council continues to be recovered in terms of council
tax and business rates and almost all of the cost associated
with the Board’s work has been or will be recovered.
Conclusions:
The Enforcement Board continues to make significant
progress in dealing with difficult and long standing
enforcement cases and bringing Long Term empty
properties back into use, with both social and economic
benefits, and financial benefits to the council.
Recommendations:
That Cabinet notes the progress made to date by the
Enforcement Board.
Reasons for
Recommendations:
To ensure appropriate governance of the Board.
Cabinet Member(s)
Ward(s) affected
Contact Officer:
Telephone number
Email:
Cllr R Oliver
All
Nick Baker
01263 516221
nick.baker@north-norfolk.gov.uk
12.
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.”
13.
PRIVATE BUSINESS
Agenda Item 2__
CABINET
Minutes of the meeting of the Cabinet held on Monday 14 April 2014 at the Council
Offices, Holt Road, Cromer at 10.00am.
Mrs A Fitch-Tillett
Mr B Cabbell Manners
Mr T FitzPatrick
Mr J Lee
Members Present:
Mr R Oliver
Mr W Northam
Mr G Williams
Mr R Wright
Also attending:
Mrs S Arnold
Mrs L Brettle
Mrs A Claussen-Reynolds
Mr P W High
Ms B Palmer
Officers in
Attendance:
Mr R Reynolds
Mr R Shepherd
Mr B Smith
Mr N Smith
The Chief Executive, the Corporate Director (NB), the Corporate
Director (SB), the Community Projects Manager, the Revenues and
Benefits Services Manager, the Democratic Services Officer.
(Please Note: minute number 123 – CABBELL PARK, CROMER, was dealt with
first on the agenda following ‘Consideration of Reports From The Overview and
Scrutiny Committee’ owing to the number of members of the public present.)
111.
APOLOGIES FOR ABSENCE
None
112.
MINUTES
The minutes of the meeting held on 03 March 2014 were confirmed as a correct
record and signed by the Chairman.
113.
PUBLIC QUESTIONS
None received
114.
ITEMS OF URGENT BUSINESS
None received
Cabinet
1
14 April 2014
1
115.
116.
DECLARATIONS OF INTEREST
Member
Minute No & Heading
Nature of Interest
Mr B Cabbell
Manners
Minute number 123
Non-Pecuniary interest- Mrs
Bond Cabbell, the original land
owner, was Mr Cabbell
Manner’s grandmother.
CONSIDERATION OF REPORTS FROM THE OVERVIEW AND SCRUTINY
COMMITTEE
None
117.
BIG SOCIETY FUND GRANTS PANEL
It was
RESOLVED
To receive the minutes of the meeting of the Big Society Fund Grants Panel held on
16th December 2013.
118.
MEMBER DEVELOPMENT GROUP
It was
RESOLVED
To receive the minutes of the meeting of the Member Development Group held on
the 19th November 2013.
119.
RATE RELIEF POLICY
Mr W Northam, portfolio holder for Finance, introduced this item. He explained that
the report detailed the new scheme of discretionary rate reliefs announced by central
government. He explained that the scheme would encourage the development of
business, potentially providing relief for up to 800 businesses in the area. Mr R
Wright commented that the policy seemed quite complicated and queried if
businesses would be able to be provided with easily understandable information. Mr
W Northam replied that staff at the authority would be on hand to help businesses
understand the policy. The Chairman also commented that there would be a launch
of the scheme, which would allow businesses to attend and encourage them to apply
for rate relief.
Mr W Northam proposed, and Mr R Wright seconded, and it was
RESOLVED
To note the report and recommend to Council that the Rate Relief Policy is
revised as indicated in Appendix A.
Cabinet
2
14 April 2014
2
Reason for the decision:
The new policy effective from April 2014 will enable the new discretionary reliefs to
be awarded from 2014-15 onwards.
120.
HOLT YOUTH PROJECT ENABLING FUND PROPOSAL
Mr J Lee, portfolio holder for Localism and the Big Society, introduced this item. He
explained that the report provided a summary of a project proposal submitted by the
Holt Youth Project to request funding from the North Norfolk Enabling Fund in
support of the Achieving Confidence Training initiative. He commented that the
funding would enable the group to continue their excellent work in supporting the
local community and disadvantaged young people. Mr J Lee proposed this item for
approval.
Mr G Williams seconded this item and commented that it provided an excellent
example of helping a specific in need group in the community. Mr R Wright reiterated
this and commented that it was an excellent scheme and would help young people
get into employment. Mr B Cabbell Manners also commented, suggesting that the
scheme would allow young people to progress from work experience to full time
work, which would be beneficial for the community.
The Chairman agreed with all the positive comments and also mentioned his
attendance at an event organised by the Chairman of the Council the previous year,
where the Holt Youth Project had been awarded the Queen’s Award by the Lord
Lieutenant, which suggested the positive work the group was doing.
Mr J Lee proposed, Mr R Wright seconded and it was
RESOLVED
To delegate responsibility to the Head of Economic and Community
Development in consultation with the Portfolio Holder for Localism and the Big
Society to allocate £20,000 funding from the North Norfolk Enabling Fund in
support of the Holt Youth Project in order to deliver the Achieving Confidence
Training Project.
Reason for the decision:
The North Norfolk Enabling Fund was allocated £225,000 funding in 2013/14 to
commit to local projects that do not fit into the Council’s Big Society Fund profile (e.g.
funds that meet small to medium sized capital funding requests such as play areas,
village halls and smaller improvement schemes for local community facilities), or
request more than the maximum Big Society Funding limit of £15,000 for funding
individual projects under the parameters of that fund. The Assets and Localism Board
have so far identified the ACT project as a potential Enabling Fund proposal that
could seek Cabinet approval. The Achieving Confidence Training Project meets the
Council’s Corporate Plan priorities regarding helping local community to help
themselves. The project seeks to provide a programme to move young people
classified as NEET (Not in Employment Education or Training) out of their current
situation, providing them with a programme to enhance and increase their confidence
and self-esteem, communication skills and qualifications with the potential to support
them seek employment, or further education, in turn supporting the local economic
need for a better trained and skilled workforce.
Cabinet
3
14 April 2014
3
121.
TELEPHONY PROCUREMENT
Mr G Williams, portfolio holder for Customer Services, introduced this item. He
explained that it was the first element of the Business Transformation Programme
which had passed through Cabinet in November 2013. He explained that a good
telephony system was integral to good customer services, particularly as telephone
communication amounted to 42% of customer interaction. He explained the current
telephony system was 15 years old and introducing new technology was a great
opportunity for the authority to progress. He explained that paragraph 3.1.1
represented what needed improving in the authority, with a VoIP (Voice over Internet
Protocol) system allowing the authority to use its IT infrastructure for the control and
routing of telephony traffic. He further explained that additional Unified Messaging
Technology would allow customer contact to be unified and collated regardless of
stream of contact. He also explained that the authority had an option to procure a
cloud or an in-house system, with both presenting their own benefits and
disadvantages. He explained table 4.1 presented a summary of costs, which would
produce £49,000 of savings by 2016-17 through the improvement process.
He concluded that the recommendation suggested procuring a VoIP telephony
system with additional unified messaging capability to be hosted in-house. He
explained that whilst this had higher initial capital costs, it included significantly lower
revenue costs via the in-house hosting. He also explained that this option would
allow risks to be well managed via training, and allow the authority to radically
improve how they dealt with customers.
It was proposed by Mr G Williams, seconded by Mr R Oliver and
RESOLVED that
Cabinet approves the procurement of a new telephony system with additional
unified messaging capability, to be hosted in-house, as part of the wider
Business Transformation programme
That Cabinet approves capital expenditure of £90,000 to be funded from capital
receipts, along with revenue funding of £10,000 to be funded from the Invest to
Save Reserve in order to fund the procurement of the telephony system.
Reasons for the decision:
To give approval for the procurement of a new telephony system and unified
messaging technology.
122.
NORTH NORFOLK ENTERPRISE AND START-UP GRANT SCHEME
Mr R Wright, portfolio holder for Business Enterprise and Economic Development,
introduced this item. He explained that the scheme would be the most practical and
effective means of making the Pathfinder funds available to micro businesses, sole
traders and business start-ups in North Norfolk that may not otherwise be eligible to
apply for a receive financial support from other funding sources. Mr B Cabbell
Manners commented on the proposal and said it seemed an excellent scheme. Mr G
Williams reiterated this, comparing the successes of the Big Society Fund, which also
allocated grant funding.
Cabinet
4
14 April 2014
4
Mr R Wright proposed, and Mr B Cabbell Manners seconded, and it was
RESOLVED that Cabinet
1. supports the establishment of the new scheme as North Norfolk Enterprise
and Start Up Grant in accordance with section 6 of this report with the budget
of £130,415 coming from the remaining funding of the Pathfinder Business
Loan and Grant Scheme plus the previously approved and scheduled loan
repayments of around £105,000 over the next three years for a total budget of
£235,415.
2. agrees to the administration of the new scheme in-house and delegates
authority to the Head of Economic and Community Development Service in
consultation with the relevant Portfolio Holder to develop the scheme’s
prospectus and to deliver the scheme including the preparation of the details
of the grant application process and documentation.
3. makes a decision to terminate the SLA with Norfolk Community Foundation.
4. delegates the approval of applications to the Cabinet Portfolio Holder for
Business Enterprise and Economic Development in consultation with the Head
of Economic and Community Development.
Reason for the decision:
a) Having the administration of the new scheme in-house will make it simpler to
communicate and promote to businesses and business start-ups since it can be run
alongside the Big Society Fund and Business Support Scheme.
b) The annual administration costs of £15,000 can be considerably reduced and any
surplus can be added to the grants funding to support more businesses.
c) This will show a consistent approach on appraisal of applications to NNDCadministered grants schemes.
123.
CABBELL PARK, CROMER
The Chairman introduced this item. He explained that the park had been donated by
Mrs Bond Cabbell following the First World War to be used for the good of the people
of Cromer. He explained that members of the Cabinet were mindful of this upcoming
anniversary of donation and wished to provide the people of Cromer with a fitting
memorial to Mrs Bond Cabbell’s generous donation.
The Chairman commented that this was a once in a lifetime opportunity to provide
Cromer with further sports facilities to carry on the legacy of Mrs Bond Cabbell’s
wishes. He went through the recommendations of the report, explaining that the
Cabinet had added a fourth recommendation regarding the monies received being
ring fenced to provide further sporting facilities.
Mr B Cabbell Manners commented that whilst he had declared an interest on this
item, he and his family fully endorsed the recommendation. Mr J Lee also supported
the item, suggesting the recommendations would allow the Cromer surgery to
expand to meet demand as well as supporting the valuable work of Cromer Town
Football Club and Cromer Youth Football Club. Mrs S Arnold queried if the final
recommendation should be amended to include the people of Cromer and
Cabinet
5
14 April 2014
5
surrounding villages so as not to restrict the placement of sports facilities. The
Chairman replied that they wished for the report to remain in line with Mrs Bond
Cabbell’s wishes, and the sporting facilities could be placed on the outskirts of the
town if necessary.
The Chairman, Mr T FitzPatrick proposed, and Mr J Lee seconded, and it was
RESOLVED
1.
That Cabinet agrees to sell the front of the Cabbell Park site to the Cromer
Group Practice on terms advised by the District Valuer to accommodate a new
primary care / medical centre facility for the town and which retains the
principal point of access into the Cabbell Park site in the ownership of the
Council.
2.
That in order to facilitate number 1 above, the Council agrees in the short-term
to relocate the existing football pitch within Cabbell Park in a westerly direction
and explores the provision of temporary changing facilities and shared use of
the Cromer Lawn Tennis and Squash Club clubhouse facilities.
3.
That the Council considers the potential to develop a multi-use sports facility
on the edge of Cromer and explores whether such a facility could be provided
in the longer-term through finances generated through the sale of the balance
of the Cabbell Park site for development.
4.
That all monies realised from the selling of the site should be ring-fenced for
investment in sports facilities for the people of Cromer and that Mrs Bond
Cabbell’s name should be associated with any such facility and grounds.
Reasons for the decision:
a) For the provision of new primary care facilities for the town, so as to provide a single
point of access to the surgery site and balance of the Cabbell Park site.
b) For the site to continue to accommodate a football pitch in the short-term for use
under licence by Cromer Town Football Club and Cromer Youth Football Club, and
c) in the longer term for the Council to consider whether the development of the
balance of the Cabbell Park site could provide the finances required to provide a
multi-sports facility on the edge of town.
The Meeting closed at 10.25 am
_______________
Chairman
Cabinet
6
14 April 2014
6
Cabinet
12th May 2014
Full Council
21st May 2014
Agenda Item No______8_______
Adoption of Egmere Local Development Order
Summary:
This report:
Summarises the conclusions and recommendations of the
consultants’ Landscape Visual Impact Assessment and
Ecological Appraisal reports commissioned to strengthen
the evidence base in support of the proposed Local
Development Order;

Asks Cabinet to:
 agree the revised boundaries of the Local
Development Order and land uses / forms of
development proposed within the designated area,
and
 confirm principal points of access into areas of
land within the area covered by the Local
Development Order designation, as per the advice
of the Highway Authority;
Conclusions:

Advises that Cabinet agrees the documentation prepared in
support of the Egmere Local Development Order – ie the
Order and Schedule of Development, Design Guide and
Landscape Plan; and

Recommends to Council that the Order be adopted
The report details the further work undertaken in developing the
proposal to establish a Local Development Order at Egmere so
as to accommodate investment by businesses associated with
the development and operation of offshore wind developments
off the North Norfolk coast and recommends that the Local
Development Order be adopted by the Council as the basis of
planning policy for this small area of the District for an initial
period of five years.
7
Cabinet
12th May 2014
Full Council
21st May 2014
Recommendations:
Cabinet is recommended to:1. Note the further work undertaken to develop the proposal to
establish a Local Development Order at Egmere in response
to comments received during the public consultation on the
proposal; the further technical surveys prepared as an
evidence base for the Order and the Screening Opinion
completed in respect of the Order.
2. Agree the revised boundaries of the Local Development
Order and land uses / forms of development proposed within
the designated area and confirm the principal points of
access into areas of land within the area covered by the Local
Development Order designation.
3. Agree the documentation prepared in support of the Egmere
Local Development Order – ie the Order and Schedule of
Development, Design Guide and Landscape Plan; and
4. Recommend to Full Council
Development Order be adopted
Cabinet member(s):
Cllr Russell Wright
Contact Officer, telephone
number, and e-mail:
that
the
Egmere
Local
Ward(s) affected: Primarily Walsingham, with some impact
on the Priory ward
Steve Blatch, Corporate Director
Steve.blatch@north-norfolk.gov.uk
Tel:- 01263 516232
1.0
Introduction:-
1.1
At the meeting of Cabinet held on 13th May 2013, Cabinet received and endorsed a
report proposing the designation of land at Egmere for future development in support of
offshore wind energy developments off the North Norfolk coast through the use of Local
Development Order powers, subject to further work being undertaken to address issues
raised through the public consultation exercise conducted with regards the proposal in
the Spring of 2013.
1.2
Consultants were therefore engaged to undertake an Ecological Appraisal and
Landscape Visual Impact Assessment and these studies were prepared in the late
summer / autumn period, since which time the boundaries of the proposed Local
Development Order have been the subject to some minor amendment and there have
been some revisions to the land uses / forms of development proposed within the
designated area.
1.3
This report seeks to update Cabinet with respect to the further work carried out to
develop the proposal to establish a Local Development Order at Egmere and
recommends that the Local Development Order should now be adopted as the basis of
planning policy for this small area of the District for an initial period of five years.
8
Cabinet
12th May 2014
Full Council
21st May 2014
2.0
Background:-
2.1
The original proposal to establish a Local Development Order in respect of approximately
28 hectares of land at Egmere (in the Walsingham and Wighton parishes) on the B1105 to
the south of Wells-next-the-Sea to accommodate future investment by businesses involved
in the development and operation of offshore wind schemes off the North Norfolk coast,
was made by the District Council in December 2012.
2.2
The proposal was then the subject of public consultation in the period 21st January – 15th
March 2013, with the results of the consultation being reported to Cabinet at its meeting
of 13th May 2013. The consultation process generated 43 responses - 13 supporting the
proposal (2 with conditions); 14 comments and 16 objections.
2.3
The main grounds of objection / concern regarding the proposal related to the
appropriateness of business related development in a rural location; impact on the rural
landscape character; relationship with protected natural environment designations along
the North Norfolk Coast; impact on wildlife / protected species; and relationship with
historic / heritage assets.
2.4
Comments made in support of the proposal recognised and supported the Council‟s wish
to create a simplified planning regime where development associated with offshore wind
energy developments could be directed allowing the diversification and strengthening of
the local economy and attracting / creating new jobs in the area.
2.5
In order to try and address the concerns raised through the consultation and to mitigate
the impact of any development at Egmere, the Cabinet resolved to commission a
Landscape Visual Impact Assessment and an Ecological Appraisal which would inform
the further development of the proposed Local Development Order.
2.6
These studies were commissioned in the weeks following the Cabinet meeting in May
2013 and were carried out in the summer / autumn of 2013.
3.0
Conclusions of consultants’ reports:-
3.1
Ecological Appraisal:-
3.1.1 This study was undertaken by Wild Frontier Ecology Limited and involved assessment of
the possible impact of development at Egmere upon designated species which are
connected to the Special Protection Areas (SPA), Special Areas of Conservation (SAC)
and RAMSAR designations along the North Norfolk Coast – particularly the feeding
grounds of pink-footed geese. The study concluded that the area of agricultural land
proposed for inclusion within the area designated by the Local Development Order was
not significant in the context of the wider area used by geese for feeding and other
designated bird species for feeding and nesting (eg marsh harriers, golden plover and
lapwing) and therefore concluded that there would be no significant impact upon the
protected natural environment designations along the North Norfolk Coast.
3.1.2 The study also considered the possible impact of development taken forward under the
LDO on protected species such as bats, barn owls, badger and great-created newts and
concluded that impact would be negligible and could be mitigated through attaching
conditions to the Local Development Order regarding pre-commencement surveys,
fencing off of development sites during construction etc.
9
Cabinet
12th May 2014
Full Council
21st May 2014
3.2
Landscape Visual Impact Assessment:-
3.2.1 This study was undertaken by The Landscape Partnership and involved assessing the
potential impact of development within the area proposed for designation under the
Local Development Order on the wider rural landscape and upon nearby Listed Buildings
and Scheduled Ancient Monuments – including the historic Holkham Park.
3.2.2 The study concluded that there would be very little impact on the rural landscape or
nearby Listed Buildings and Scheduled Ancient Monuments from any development
within the proposed LDO, given the strong existing landscape features within and
adjoining the area proposed for development and areas of proposed structural planting.
Some minor revisions to the northern boundary of the proposed area for development to
the east of the B1105 road were suggested so that development here would not breach
the horizon when viewed from the north-west. Comment was also made that the impact
of development could be further reduced by reducing the maximum height of buildings
within different parts of the development area and through making a clear statement that
the area of woodland to the east of the B1105, north of Edgar Road should be retained
and managed. All of these recommendations have been incorporated within the revised
Local Development Order and Schedule of Development and plans showing an
indicative site layout, areas accommodating different forms of development and areas of
structural planting are attached to this report for information.
4.0
Highways issues:-
4.1
In proposing the LDO the District Council undertook prior consultation with the County
Council in its capacity as Highway Authority. These conversations established that the
B1105 road has the capacity to serve the proposed LDO development, subject to
agreement being reached over points of access into the areas of land proposed for
development through the LDO and the stopping up of a number of existing site accesses
onto the B1105 road through Egmere / Bunkers Hill. This advice has been revisited
following the further work to confirm the boundaries of the LDO and the Highway
Authority has confirmed its previous advice with respect to the number and location of
points of access / egress to serve sites within the proposed LDO.
4.2
Consultation on the proposed LDO also identified significant public support for the
introduction of a 40 or 50 mph speed limit through Egmere. Further discussions have
been held with the Highway Authority regarding this matter, but for the time being
comment has been made that it would be difficult to enforce any speed limit introduced
through Egmere and that the issue would therefore be kept under review as
development takes place.
4.3
Subject to the District Council agreeing to adopt the Local Development Order it would
be proposed to secure agreement between the two principal landowners and the County
Council as Highway Authority, as to the locations of key points of access into
development sites proposed as part of the LDO and in the stopping up of other accesses
which the landowners control through Bunkers Hill, as part of a wider strategy of seeking
to improve highway safety in the B1105 corridor through Bunkers Hill, Egmere.
5.0
Screening Opinion
5.1
In seeking to finalise the Local Development Order, the proposal has been the subject of
a Screening Opinion as required under the Town and Country Planning (Environmental
Impact Assessment (EIA)) Regulations 2011 (the Regulations). As an ‘Industrial Estate
Development project where the area of development exceeds 0.5 hectares’ and the
relative proximity of the LDO to a number of sensitive areas – including the Norfolk
10
Cabinet
12th May 2014
Full Council
21st May 2014
Coast AONB, the historic Holkham Hall and Park and North Norfolk Coast Special
Protection Area, it is appropriate that consideration is given to whether development
taken forward under the Local Development Order constitutes „EIA development‟.
5.2
Development of the Local Development Order proposal has carefully considered the
location, scale and type of development proposed and, through undertaking an
independent Ecological Appraisal and Landscape Visual Impact Assessment, it is
considered that the Egmere LDO would not constitute „EIA development‟.
5.3
However, as part of the evidence base prepared in support of the LDO the District
Council has requested that the proposal be the subject of a formal Screening Opinion
under the EIA regulations allowing further opportunity for statutory consultees – ie the
English Heritage, Environment Agency, Natural England and the Norfolk Coast Project to
comment on the proposal. This process has confirmed that the scale and nature of
development proposed at the Egmere Business Zone would not constitute EIA
development and therefore it is not necessary for an Environmental Impact Assessment
to be prepared in respect of the proposed development.
6.0
Human Rights Implications
6.1
Having considered the likely impact on an individual‟s Human Rights, and the wider
interests of the general public, it is not believed that agreement to designate a Local
Development Order at Egmere for the purposes proposed would be without justification,
disproportionate or in contravention of planning laws. Where concerns have been raised
by local residents and residential property owners, particularly the occupants of
residential properties at Bunkers Hill, attempts have been made to amend the LDO
proposals following the public consultation exercise undertaken in early 2013, so as to
minimise the impact upon local residential amenity.
7.0
Financial Implications and Risks
7.1
The growth and development of the renewable energy sector and the potential
opportunities this offers to the district‟s economy in terms of new investment, skilled
employment opportunities at rates of pay above those currently on offer locally, and
contract / supply chain opportunities for existing businesses, are considered to be
significant. The expanding wind energy developments off the North Norfolk coast are
being developed in response to national policy and the District Council wishes to ensure
that local residents and businesses are able to derive benefit from this emerging sector
of the national economy. The actions proposed in this report therefore seek to position
the Council positively in terms of the district being able to realise the benefits of this
emerging economic sector for many years to come. In this respect it is considered that
there are few if any risks, but many potential benefits, from the actions proposed in this
report in terms of bringing quality jobs and investment to North Norfolk.
7.2
If a decision is taken to adopt the LDO proposal, agreement will need to be reached with
the two principal landowners over the investment required to open up individual sites for
development through the provision of highway access, utility provision etc. It might be
that such investment will be made only when there is confirmed interest in sites from
prospective occupiers. However, in order that sites within the LDO area can be made
“market-ready” it would be proposed, if the LDO is confirmed, that the District Council
would seek sources of grant funding to meet some of the costs of key infrastructure
provision through the New Anglia Local Enterprise Partnership and Coastal
Communities Fund programmes.
11
Cabinet
12th May 2014
Full Council
21st May 2014
8.0
Sustainability
8.1
At a national level the growth of renewable energy technologies is seen as a
fundamental component of the UK energy supply mix moving forward. In this respect
the actions proposed in this report seek to place the North Norfolk District in a strong
position to benefit from the growth of this sector both within and off the coast of North
Norfolk into the future.
9.0
Equality and Diversity
9.1
This report does not raise any equality and diversity issues, but does seek to secure new
business and employment opportunities for local people in a sector where skilled
positions will offer rates of pay above the district average.
10.0
Section 17 Crime and Disorder considerations
10.1
This report does not raise any issues relating to Crime and Disorder.
12
Egmere Local Development Order (LDO)
For development related to the offshore wind energy sector – Land at Egmere,
North Norfolk
1.0
Introduction
1.1
A number of wind energy developments off the North Norfolk Coast are in
operation or licensed for development – ie the Sheringham Shoal
development which has been fully operational since September 2012;
together with proposals for the Dudgeon and Race Bank schemes which have
received formal licensing approval and it is understood will be developed over
the next five years.
1.2
Whilst the majority of investment / development associated with these
schemes is offshore, each scheme requires onshore operational and
maintenance support facilities and the most convenient and cost effective
location from which to serve these developments is the Port of Wells on the
North Norfolk coast.
1.3
The development of the Sheringham Shoal offshore wind farm by a
partnership of Norwegian companies StatOil and Statkraft, saw survey and
support vessels, as well as a number of sub-contract businesses, operate out
of the Port of Wells, where the Harbour Commissioners invested in the
development of an outer harbour facility at the northern end of Beach Road,
providing operational access to the harbour for support vessels at more states
of the tide than the historic quay and harbour facilities 1.5 kilometres to the
south.
1.4
In developing the Sheringham Shoal scheme, Statoil and Statkraft looked at a
number of potential site locations in and around the town of Wells-next-theSea on which to establish their on-shore support facilities – ie administrative
offices, control room, staff welfare, training and warehouse facilities to support
the operation and maintenance of the offshore turbine development; before
securing consent for such facilities on a site at Egmere on the B1105, the
principal access road serving Wells-next-the Sea, approximately 5 kilometres
to the south of the town.
1.5
Egmere is considered to be a good location for such development as it lies
beyond the area designated as the Norfolk Coast Area of Outstanding Natural
Beauty; and is therefore able to accommodate new development in support of
offshore wind energy developments without creating development pressure
on the sensitive environmental designations of the North Norfolk Coast, which
supports a significant local tourism economy, as well as being an area of
significant landscape, environmental and biodiversity value.
1.6
In wishing to support the diversification of the local economy and realise the
benefits of new job-creating investment associated with the development of
offshore energy schemes off the North Norfolk Coast, North Norfolk District
Council proposes identifying an area of land at Egmere, where a Local
Development Order can be established; simplifying the planning regime for
further development associated with the licenses recently granted for the
Dudgeon and Race Bank developments. This paper therefore provides detail
of the Egmere Local Development Order.
13
2.0
What is a Local Development Order?
2.1
A Local Development Order (LDO) grants planning permission (subject to
conditions) for specific developments described within the Order; meaning
that it is not necessary for investors / occupiers of such developments to
submit planning applications for their proposals.
2.2
Development proposals which do not fall within the prescribed permissions /
definitions provided by the LDO will need to secure some other form of
planning permission – ie through a planning application made to North Norfolk
District Council for consideration against the adopted Local Plan for the area
– ie the North Norfolk Core Strategy incorporating Development Control
policies adopted in September 2008; or as may be granted consent under the
Town and Country Planning General Permitted Development Order (GDPO).
2.3
It is important to state that just because development proposals do not fall
within the definition of the LDO, it does not mean that they will not be
considered acceptable within the area covered by the LDO. Such proposals
will however need to be considered by the local planning authority in the
context of national and local planning policies – ie the National Planning
Policy Framework published on 27th March 2012; together with policies
contained within the adopted Local Plan.
2.4
It is proposed that the Egmere LDO will operate for an initial period of five
years from the date of its adoption; complementing the period of time over
which it is anticipated that the development of the Dudgeon and Race Bank
proposals will be developed. The operation of the LDO can however be
reviewed and extended for a further period of time, subject to further
consultation.
3.0
Area covered by the Egmere LDO
3.1
The Egmere LDO covers an area of approximately 30 hectares; made up of
areas of brownfield and greenfield land – see attached plan and aerial photo.
The area of land proposed for designation is in at least two principal
ownerships (the Holkham and Walsingham Estates); together with a number
of small plots understood to be in other ownerships. This is intended to
provide a choice of site / premises opportunities for potential investors
providing a degree of competition and value for money for investors.
3.2
The Egmere LDO lies to the east and west of the B1105 Fakenham to Wellsnext-the Sea road, approximately five kilometres south of Wells-next-the Sea
and four kilometres west of the village of Walsingham. The B1105 road is the
principal access road serving Wells-next-the Sea from the A148 / A1065 /
A1067 roads at Fakenham, ten kilometres to the south. In a regional context,
Egmere is situated approximately 50 kilometres north-west of the city of
Norwich with its international airport and rail connections via the A1067;
approximately 82 and 96 kilometres from the major port facilities of Great
Yarmouth and Lowestoft via the A1067 and A47/A146 roads; and 140
kilometres from Stansted Airport via the A1065, A11 and M11.
3.3
Development of support facilities associated with the operational and
maintenance requirements of the offshore wind energy schemes at Egmere
14
would therefore provide an opportunity for offshore technicians and survey
personnel, as well as HGVs serving such operations, to be located outside of
the Area of Outstanding Natural Beauty, but with easy access to the port
facilities at Wells-next-the-Sea. This would mean that large volumes of
additional traffic could be kept out of Wells, as personnel and equipment
accessing boats at the harbour could be transported by minibus / dedicated
support vehicles operating from facilities at Egmere.
3.4
The Egmere site historically accommodated miscellaneous buildings
associated with a Second World War airfield to the west of the B1105 road;
but more recently has seen development of facilities supporting the wider
agricultural economy – including grain storage and drying facilities; animal
feed manufacture and distribution facilities, some of which are currently
vacant.
The wider area is in arable production; with no significant
development or land uses / settlements closer to the site than the
communities of Wells-next-the-Sea and Walsingham as detailed at paragraph
3.2 above. The historic Holkham Hall and Park lie approximately four
kilometres to the north-west of Egmere, but would not be impacted upon by
any development permitted by the LDO.
4.0
Objectives of the Egmere LDO
4.1
North Norfolk District Council has designated a Local Development Order at
Egmere in support of the significant offshore wind energy developments off
the North Norfolk Coast. Whilst the major construction / development of the
offshore wind energy developments will be supported by vessels deploying
from Great Yarmouth and Lowestoft; the Port of Wells provides the most costeffective location from which to base survey vessels and staff during the preconstruction survey and construction phases and in the longer term operation
of the schemes, being the closest port facility from which to deploy
operational and maintenance personnel.
4.2
The District Council wishes to secure as many economic and employment
benefits from offshore wind developments for North Norfolk as possible. The
Council and local partners, particularly the Wells Harbour Commissioners,
and the Holkham and Walsingham Estates, therefore wish to create and
promote a positive environment for inward investment by wind energy
companies and their sub-contractors through identifying appropriate land and
property opportunities, simplifying the local planning regime, co-ordinating
supply chain and cluster development and promoting skills development
amongst local people so that the opportunities to diversify and develop the
local economy presented by the offshore wind and wider renewable energy
sector are realised locally. The designation of an LDO at Egmere is a key
element of the Council‟s “offer” to such investors.
4.3
The aims of the LDO are therefore:

designating an area of land where investment by wind energy
companies and their suppliers / sub-contractors can be directed and
accommodated in principle, where a simplified planning regime
exists for such developments
allowing permitted development rights for new developments
proposed in support of the offshore wind energy sector, subject to
compliance with the agreed Schedule of Development detailed at
Section 5.
15

to foster inward investment and economic growth through allowing
offshore wind energy businesses and their suppliers, subcontractors and support businesses, to invest in the district and
benefit from co-location / cluster development.
4.4
In order that development within the LDO is taken forward to a reasonable
standard and promotes a positive image for the District and development of
the wider renewable energy sector in North Norfolk, the LDO is supported by
a Design Code which seeks to establish key principles for development at
Egmere. This is considered important, not only for the positive image of
renewable offshore wind energy, but also as the B1105 road through Egmere
serves as a key gateway route to the North Norfolk Coast, used by tens of
thousands of tourist visitors to the District.
4.5
The designation of the Egmere LDO will simplify the planning process for
wind energy companies and related businesses wishing to establish a
presence in North Norfolk; providing clarity and certainty around the nature
and type of development which will be considered acceptable within the LDO.
This will allow developments to be taken forward within shorter timeframes,
allowing offshore wind energy businesses and their suppliers to respond
quickly to technical issues arising in the construction and operation of the
offshore turbines and supporting infrastructure.
4.6
Other policies relevant to the Egmere LDO are the National Planning Policy
Framework and the adopted North Norfolk Core Strategy incorporating
Development Control policies.
4.7
A schedule of conditions restricting or relating to development taken forward
within the area covered by the LDO, together with the reasons for these
conditions, is detailed at Section 6 and developers and their advisors / agents
will need to give careful consideration to such conditions in the development
of proposals.
4.8
The LDO does not remove or compromise any established development /
land uses or any development proposal previously approved within the LDO
area, subject to the usual time limits set by conditions.
4.9
The LDO does not remove the need for Building Regulations approvals to be
obtained or remove the need for developers / occupiers of premises to
comply with all other legislative requirements pertaining to their occupation of
premises or their wider business operations.
4.10
Development permitted under the LDO will be the subject of continuous
monitoring by the local authority in order to safeguard the wider public interest
and monitor the effectiveness of the LDO as a policy instrument. Developers
taking forward permitted developments within the LDO area will therefore be
required to provide details of their proposals to the local planning authority in
order that details of developments can be placed on the Council‟s public
register of planning applications.
4.11
Any development or breach of consent as allowed for by the permitted
development through the LDO, will be the subject of investigation under the
Council‟s established Planning Enforcement procedures.
16
5.0
SCHEDULE OF DEVELOPMENT PERMITTED BY THE EGMERE LOCAL
DEVELOPMENT ORDER
Description of development to be permitted under the Local Development
Order
Within the boundaries of the Egmere LDO and in accordance with the building design
parameters shown on the Map within the appendix, planning permission will be
granted for the following types of development:Developments directly supporting the operational
requirements of the offshore wind energy sector
and
maintenance
Development is permitted for the following purposes:a) Co-ordination and operation of offshore wind energy developments through
the design, development and operational phases – to include administrative
offices, operations control and monitoring facilities, staff training, briefing and
welfare facilities, warehousing and storage facilities.
b) The manufacture, assembly, storage, maintenance and servicing of plant,
machinery and components used in the generation and transmission of
electricity generated by offshore wind farm developments.
c) The decommissioning and/or disassembly of plant, machinery and
components used in the generation and transmission of electricity generated
by offshore wind farm developments.
d) The provision of technical survey and support services for the construction
and maintenance of offshore wind energy developments.
e) The provision of storage and warehousing associated with the supply of
goods and services to offshore workers through the Port of Wells.
f)
Education and training facilities in support of the offshore wind energy sector.
Subject to the following conditions / exceptions:i)
Development of a hotel, hostel or residential accommodation
ii)
Development of facilities for the take-off or landing of helicopters
iii)
Any development taken forward under the provisions of the LDO shall
comply with the requirements of the Egmere LDO Design Code
iv)
On-site parking provision shall be made in accordance with the standards
set out in „Car Parking Standards of the adopted North Norfolk Core
Strategy‟, unless otherwise agreed by the Local Planning Authority.
17
Electronic communications equipment used in support of offshore wind
energy operations
Development is permitted for the following purposes:a)
The provision and future maintenance of electronic communications
infrastructure and apparatus (ie masts, aerials, antennae and satellite
dishes) and ancillary equipment housing in support of the monitoring,
maintenance, and safe operations of offshore wind energy developments.
Subject to the following conditions / exceptions:i)
Development is not permitted for masts, aerials and antennae exceeding
25 metres in height
ii)
Any part of the development, including equipment housing, would obscure
the sight lines of any road junction or site access / egress on to the public
highway.
iii)
Any part of the equipment that would require lighting, e.g. top of masts
iv)
Any electronic communications equipment attached to buildings shall, so
far as is practical without compromising operational effectiveness, be
located so as to minimise its effect / impact on the external appearance of
the building.
v)
Prior to the use of any electronic communications equipment approved
under the LDO, the developer / operator shall provide to the Local
Planning Authority a certificate confirming that the development will meet
International Commission for Non-Ionising Radiation Protection (ICNIRP)
guidelines for exposure and that the cumulative impact of exposure from
all development within the LDO will not exceed ICNIRP guidelines.
vi)
Any infrastructure and apparatus developed / erected in accordance with
the LDO provisions and in relation to the offshore wind energy sector shall
be decommissioned and removed from the land, building or structure (eg
masts) upon which it is situated after it is no longer required for the
purpose for which it was installed.
CCTV cameras
Development is permitted for the following purposes:a)
The installation and operation of Closed Circuit Television cameras and
supporting infrastructure (poles, masts, infra-red lighting) for security
purposes where this forms an integral part of the developments directly
supporting the operational and maintenance requirement of the offshore
energy sector.
Subject to the following conditions / exceptions:i)
CCTV cameras permitted by the LDO shall be designed / operated in
such a way that they cannot survey / film any residential property or
garden.
18
ii)
Any CCTV cameras and supporting infrastructure developed / erected in
accordance with the LDO provisions shall be decommissioned and
removed from the land, building or structure upon which it is situated after
it is no longer required.
iii)
The operation of any CCTV security systems permitted under the
provisions of the LDO will be operated in accordance with relevant
legislation.
Boundary fences and gates
Development is permitted for the following purposes:a)
Operational development comprising the erection or installation of boundary
fencing and gates
Subject to the following conditions / exceptions:i)
Fences and gates shall not exceed 2 metres in height
ii)
Any fencing or gate permitted by the LDO should not obscure the sight
lines of any road junction or site access / egress on to the public highway.
iii)
Any gate providing vehicular access to the public highway should be set
back within the development by a distance of 15 metres so that it can be
unlocked / opened without obstruction of the highway.
iv)
The provision of fencing under the provisions of the LDO should seek to
minimise visual impact when viewed from the public highway or external
views, with consideration given to the planting of hedging in native
species on the outward facing aspect of the fenced development.
Photovoltaic / solar panels
Development is permitted for the following purposes:a)
The installation of photovoltaic or solar thermal energy panels on buildings
within the Egmere LDO area
Subject to the following conditions / exceptions:i)
Any photovoltaic or solar thermal energy panels installed on buildings in
accordance with the LDO provisions shall be decommissioned and removed
from the after it is no longer required.
Conditions applying to all proposals taken forward under the Local
Development Order as detailed above:a) No development shall take place which involves the removal of any trees or
hedgerows within the LDO area, unless otherwise agreed by the Local
Planning Authority.
b) Prior to the commencement of any development, the developer or their agent
will inform the Local Planning Authority, using the standard forms provided,
providing general details about the nature and form of the proposed
19
development and confirming that it is in accordance with the provisions of the
Egmere LDO and Design Code.






Site location plan with the development site outlined in red
a detailed site layout plan and elevations at a minimum scale of
1:500
itemisation of proposed materials for walls, roof, paving
detailing vegetation and structures to be removed
a plan detailing landscape proposals
access layout
This information will be placed on the Council‟s public register of planning
applications.
Future Change of Use:Following cessation of the use of the developments permitted under the provisions of
the LDO, any change of use of these buildings shall first be subject to planning
permission.
20
6.0
SCHEDULE OF CONDITIONS TO DEVELOPMENT PERMITTED BY THE
EGMERE LOCAL DEVELOPMENT ORDER
6.1
Whilst a Local Development Order allows prescribed developments to be
taken forward within the LDO area without the need for planning permission to
be obtained from the local planning authority, there are a number of
conditions which the local planning authority would expect to be complied with
by developers in taking forward development within the Egmere LDO. These
are detailed below: Developers taking forward permitted developments within the LDO area
will therefore be required to provide details of their proposals to the local
planning authority in order that these can be placed on the Council‟s
public register of planning applications.
 All development taken forward under the LDO should comply with the
principles detailed within the Egmere Local Development Order Design
Guide, which has been prepared so as to ensure that development is of a
good design and standard and assimilates well into the predominantly
rural setting and wider landscape.
 All development taken forward under the LDO should obtain agreement
from the highway authority so as to secure a safe means of access /
egress on to the B1105 Wells – Fakenham road or Edgar Road.
 Surveys for great crested newt, breeding birds (including barn owls),
badger and bats undertaken by Suitably Qualified Ecologists and in
accordance with recognised standards and procedures shall be
undertaken and approved by the LPA in writing prior to commencement
of development. All survey recommendations and mitigation as approved
to be implemented as part of the permitted development.
 All construction traffic will be restricted to no more than 10mph off road.
 No construction or demolition will take place during the hours of darkness
(7pm to 7am inclusive) – to avoid any potential impact on nocturnal
species.
 During the construction and demolition stages of development,
construction methodologies shall follow best practice, this shall include:



6.2
no trenches to be left open overnight unless an egress board is
positioned within them to allow any terrestrial animals to escape
any stored materials that may act as resting places should be
raised off the ground on pallets
any building waste or rubble must be directly placed into suitable
waste storage containers such as skips.
Where there is no current barrier between the LDO site and open
fields a dense boundary shall be established.
The Environment Agency in commenting on the Egmere Local Development
Order has proposed that developments taken forward under the Order comply
with the following conditions:-
21
6.2.1
Flood risk and surface water drainage
Future developments within the proposed LDO area would need to include an
appropriate surface water drainage scheme, designed to prevent an increase
in flood risk either to the proposed development itself or elsewhere.
No development shall take place until a surface water drainage scheme for
the site, based on sustainable drainage principles and an assessment of the
hydrological and hydro geological context of the development, has been
submitted to and approved in writing by the local planning authority. The
scheme shall subsequently be implemented in accordance with the approved
details before the development is completed.
The






drainage
strategy
should
demonstrate
that:
Infiltration drainage is used where site-specific BRE365 infiltration tests
show it to be appropriate.
If infiltration drainage is not appropriate then the rate of surface water runoff into a watercourse or surface water sewer (with Anglian Water
approval) will not exceed the run-off from the undeveloped site following
the corresponding rainfall event, up to and including the 1 in 100 years
critical storm,
Sufficient surface water storage volume is provided to contain the 100
years critical storm including climate change over the lifetime of the
development in accordance with Table 5 of NPPF Technical Guidance.
Plans drawings and calculations of each aspect of the surface water
drainage scheme.
Modelling to demonstrate that there will be no above ground flooding in
the 1 in 30 year rainfall event and no hazardous flooding or flooding of
buildings or offsite flows in the 1 in 100 year rainfall event including
climate change.
Details of the adoption and maintenance of the surface water drainage
scheme over the lifetime of the development, in accordance with the
requirements in the SUDS Manual.
Reason
To prevent the increased risk of flooding over the lifetime of the development,
both on and off site.
6.2.2
Groundwater and land contamination:
The majority of the site is located on superficial deposits of sand & gravel,
designated as Secondary “A” Aquifer, overlying the Chalk Bedrock,
designated as Principal Aquifer, and the southernmost part of the site is
situated within a Groundwater Source Protection Zone 3.
Any proposed development of this site must therefore have due consideration
of the potential impacts of the development on groundwater and surface
water quality during its construction and operation, including from the
potential mobilisation of any contaminants that may be associated with the
site and the disposal of any potentially contaminated surface water from the
development. The following conditions therefore need to be met:-
22

No individual development proposal shall be taken forward until a
scheme that includes the following components to deal with the risks
associated with contamination of the site shall each be submitted to
and approved, in writing, by the local planning authority:
1)



A preliminary risk assessment which has identified:
all previous uses
potential contaminants associated with those uses
a conceptual model of the site indicating sources, pathways and
receptors
 potentially unacceptable risks arising from contamination at the
site.
2) A site investigation scheme, based on (1) to provide information
for a detailed assessment of the risk to all receptors that may be
affected, including those off site.
3) The results of the site investigation and detailed risk assessment
referred to in (2) and, based on these, an options appraisal and
remediation strategy giving full details of the remediation
measures required and how they are to be undertaken.
4) A verification plan providing details of the data that will be
collected in order to demonstrate that the works set out in the
remediation strategy in (3) are complete and identifying any
requirements for longer-term monitoring of pollutant linkages,
maintenance and arrangements for contingency action.
Any changes to these components require the express written consent
of the local planning authority. The scheme shall be implemented as
approved.

No occupation of any part of the permitted development / of each
phase of development shall take place until a verification report
demonstrating completion of works set out in the approved
remediation strategy and the effectiveness of the remediation shall be
submitted to and approved, in writing, by the local planning authority.
The report shall include results of sampling and monitoring carried out
in accordance with the approved verification plan to demonstrate that
the site remediation criteria have been met. It shall also include any
plan (a “long-term monitoring and maintenance plan”) for longer-term
monitoring of pollutant linkages, maintenance and arrangements for
contingency action, as identified in the verification plan. The long-term
monitoring and maintenance plan shall be implemented as approved.

No development should take place until a long-term monitoring and
maintenance plan in respect of contamination including a timetable of
monitoring and submission of reports to the Local Planning Authority,
shall be submitted to and approved in writing by the Local Planning
Authority. Reports as specified in the approved plan, including details
of any necessary contingency action arising from the monitoring, shall
be submitted to and approved in writing by the Local Planning
Authority. Any necessary contingency measures shall be carried out in
accordance with the details in the approved reports. On completion of
the monitoring specified in the plan a final report demonstrating that all
long-term remediation works have been carried out and confirming
23
that remedial targets have been achieved shall be submitted to and
approved in writing by the Local Planning Authority.

If, during development, contamination not previously identified is found
to be present at the site then no further development (unless
otherwise agreed in writing with the local planning authority) shall be
carried out until the developer has submitted a remediation strategy to
the local planning authority detailing how this unsuspected
contamination shall be dealt with and obtained written approval from
the local planning authority. The remediation strategy shall be
implemented as approved.
These conditions are to protect and prevent the pollution of controlled waters
(particularly groundwater associated with the Secondary and Principal
Aquifers underlying the site from potential pollutants associated with current
and previous land uses) in line with National Planning Policy Framework
(NPPF; paragraphs 109 and 121), EU Water Framework Directive, Anglian
River Basin Management Plan and Environment Agency Groundwater
protection: Principles and practice (GP3) 2012 position statements.
6.2.3
Surface Water Infiltration Systems:
Informative/advice to applicants:
Where soakaways or other infiltration systems are proposed for the disposal
of surface water, our general requirements are as follows:
1) Soakaways or other infiltration systems shall only be used in areas on site
where they will not present a risk to groundwater, with the depth of
soakaway kept to a minimum to ensure that the maximum possible depth
of unsaturated material remains between the base of the soakaway and
the top of the water table, ensuring that a direct discharge of surface
water into groundwater is prevented.
2) Soakaways shall not be constructed in land affected by contamination,
where they may promote the mobilisation of contaminants and give rise to
contamination of groundwater.
3) Only clean water from roofs shall be directly discharged to soakaways.
4) Systems for the discharge of surface water from associated hard-standing,
roads and impermeable vehicle parking areas shall incorporate
appropriate pollution prevention measures. Drainage to soakaways from
car parking areas for >50 spaces should be passed through an oil
interceptor before discharging to ground, as should drainage from parking
areas that will discharge to a surface watercourse. Further information on
the discharge of surface water is available at: http://www.environmentagency.gov.uk/business/topics/water/111878.aspx
5) Subject to the approval of the Local Authority, percolation tests should be
undertaken to ensure that soakaways will work adequately in adverse
conditions. If, after tests, it is found that soakaways do not work
satisfactorily, alternative proposals should be submitted.
24
6.2.4
Pollution prevention:
Informative/advice to applicants:
In addition to the above, included below are a range of informatives that we
would offer in response to proposals for general industrial type development.
Some or all of these may apply to development at Egmere:
The Environmental Permitting Regulations 2010 make it an offence to cause
or knowingly permit a groundwater activity unless authorised by an
Environmental Permit which we will issue. A groundwater activity includes any
discharge that will result in the input of pollutants to groundwater.
All industrial sites have the potential to cause pollution of the water
environment, therefore due consideration should be given to the prevention of
pollution as early as possible in the design process.
Where it is not possible to connect foul drainage to the main sewer and it is
proposed to discharge treated effluent to ground or to a surface watercourse,
the applicant may require an Environmental Permit from us under the
Environmental Permitting Regulations 2010. A permit will only be granted
where the risk to the environment is acceptable. Additional „Environmental
Permitting Guidance‟, including when a permit is required, can be accessed
via the Environment Agency‟s main website http://www.environment-agency.gov.uk/business/topics/water/32038.aspx
Proposals involving non-mains drainage should be considered with regard to
the advice in DETR Circular 3/99.
Regarding oil storage, in England, the storage of oil (except waste oils) is
regulated under the Control of Pollution (Oil Storage) (England) Regulations
2001. The regulations apply to industrial, commercial and institutional sites
storing more than 200 litres of oil and private dwellings storing more than
3,500 litres.
The regulations require that any facilities for the storage of oils, fuels or
chemicals shall be provided with secondary containment that is impermeable
to both the oil, fuel or chemical and water, for example a bund, details of
which shall be submitted to the local planning authority for approval. The
minimum volume of the secondary containment should be at least equivalent
to the capacity of the tank plus 10%. If there is more than one tank in the
secondary containment the capacity of the containment should be at least the
capacity of the largest tank plus 10% or 25% of the total tank capacity,
whichever is greatest. All fill points, vents, gauges and sight gauge must be
located within the secondary containment. The secondary containment shall
have no opening used to drain the system. Associated above ground pipe
work should be protected from accidental damage. Below ground pipe work
should have no mechanical joints, except at inspection hatches and either
leak detection equipment installed or regular leak checks. All fill points and
tank vent pipe outlets should be detailed to discharge downwards into the
bund.
More information on the minimum legal requirements is available in „Above
ground oil storage: PPG 2‟.
25
Additional general information, including advice contained our all Pollution
Prevention Guidance notes (PPGs), is available at: http://www.environmentagency.gov.uk/business/topics/pollution/39083.aspx
We would also recommend that developers follow the advice within our
publication “Pollution Prevention Pays: Getting Your Site Right” which is
available for free from our website at: http://www.environmentagency.gov.uk/business/topics/pollution/36641.aspx
6.3
The LDO does not remove the need for Building Regulations approvals to be
obtained or remove the need for developers / occupiers of premises to
comply with all other legislative requirements pertaining to their occupation of
premises or their wider business operations.
26
Appendix A
Egmere Local Development Order
DESIGN CODE
The Design Code should be read in conjunction with the ‘Schedule of Development’
permitted by the Egmere Local Development Order.
1. Key Design Concepts
The area covered by this proposal contains an amount of existing mixed use
development within a mature woodland setting. This forms the ethos of the design
concept for Egmere LDO. New development should complement and enhance this
character.
The key design parameters within the Design Code relate to the scale and height of
new development. The existing landscape setting and existing buildings provide the
context for any new buildings and structures. The LDO site is located in a sensitive
landscape close to the southern boundary of the Norfolk Coast AONB and the size
and height of any buildings or structures constructed are key design factors.
2. Scale & Height
2.1. The Area Plan shows the indicative maximum building heights by zone across
the site of the LDO. The majority of the LDO area is covered by a maximum building
height, to ridge, of 10 metres. This would permit the construction of low-level 1-2
storey structures. In the areas of the LDO already developed, re-development will be
permitted to a height of 12 metres in order to fit into the existing built context.
3. Built Form
3.1. The form of any new development must be designed and planned to ensure that
it responds to the existing landscape setting.
3.2 Within any given site area the ratio of built structure to open space and green
space should be proportional, so that buildings are seen within a landscape context
3.3. Given the likely temporary nature of the development it is not expected that the
buildings will necessarily be constructed in traditional cavity brickwork or block work
form. However, buildings should be designed to maximise sustainability principles
such as air quality, energy efficiency, water conservation, orientation and the
maximum use of daylight and sunlight.
3.4. Innovative use of modern materials and technologies will be positively
encouraged.
4. Materials & Colours
4.1. The visual impact of buildings in the landscape will be a major factor. The
colours and finishes of walls and roofing, including any cladding should be carefully
considered in the context of external and internal views of the site and impact upon
the skyline or specific appearance of the building concerned.
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27
4.2. Generally, more subdued and non-reflective finishes will reduce the impact of
any buildings or structures. Recessive colours for all external facing materials will be
required.
4.3 A mixed use of materials is encouraged to give variety to elevations. Timber
cladding, composite metal cladding and a buff facing brick to reflect the
traditional Holkham gault brick used in the area would all be appropriate.
4.4 Given the elevated position of the site area within its wider context, roof materials
should be carefully selected so that they are not dominant in the wider landscape.
Recessive matt finishes and green roofs are appropriate solutions.
5. Ancillary Structures
5.1. Structures such as recycling facilities or refuse areas should be integrated into
the design of buildings and operative spaces. Siting and appropriate landscaping
should ensure that these elements do not dominate the finished scheme
.
6. Hard Landscape Proposals
6.1 Surface treatments should incorporate permeable solutions where practicable
and avoid extensive use of asphalt.
6.2 Boundary treatments should be suitable for the landscape setting. Close board
fencing would not be appropriate in this context. Wire mesh solutions with native
hedge& tree planting would be acceptable.
6.3. Details of all boundary fencing and enclosures will be submitted to the LPA for
approval prior to installation.
7. Soft Landscape Proposals
7.1. Within the areas of land to be developed a high quality of soft landscape
proposals will be required. The layout should include sufficient space between
buildings to allow for planted areas that are proportionate to the whole scheme .
Parking areas should be broken up with blocks of tree and shrub planting.
7.2 Planting areas should be integral to the SUDS solutions for the site and
designed to absorb surface-water run-off.
7.3. The use of native species is appropriate within this rural setting and the planting
palette in Appendix 1 reflects this. Further advice on appropriate plant species,
grouping and densities should be sought from the Council’s Landscape Officer.
7.4 Mixed native hedge planting should be used to soften boundary features such as
security fencing. This should be planted in a double staggered row at a ratio of 5
plants per metre.
8. Landscape Maintenance
8.1 Appropriate establishment measures for all planted areas and a programme of
regular management during the period of the LDO will be an essential component of
any proposal.
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28
9. Biodiversity
9.1. Development taking place within the LDO must have regard to the potential
presence of protected species and make provision accordingly.
This includes a requirement for appropriate survey information, mitigation and
compensation.
10. Drainage
10.1 Sustainable drainage solutions should be integral to the site design and comply
with current SUDS requirements. Components should address the treatment of onsite attenuation and include multi-functional features such as swales, permeable
paving and appropriate planting.
11. Car Parking & Access
11.1. On-site car parking provision within the LDO will comply with the standards
contained in Appendix C of the North Norfolk LDF Core Strategy. All access roads
and visibility splays should be agreed with the Highways Authority. For office and
industrial use one parking space per 30 sq. metres of floor space is required.
12. Lighting
12.1 Details of all required external lighting should be submitted to the LPA for
approval prior to installation. Directed lighting, use of PIR, low level lighting,
avoidance of lighting reflective surfaces are all appropriate features and should be
designed to minimise light pollution and avoid natural linear features used by
commuting nocturnal wildlife .
13. Noise
13.1 Developers should seek to minimise the potential for noise pollution from the
intended activities and to incorporate appropriate noise attenuation measures into the
building design.
13.2 Particular attention should be given to the attenuation of noise where 24 hour
operations are expected.
13.3 Consideration should be given to the potential impact of audible hazard
warnings on reversing vehicles, alarms and other mechanical equipment.
14. Signs & Advertisements
14.1. Entrance signs and notices should be suitably designed to respect the rural
nature of the location and should not exceed the parameters contained with the
appropriate regulations.
14.2. Signs that do not require consent should be designed to have limited local
impact.
14.3 Permission will be required for any luminated signage.
15. Archaeology & Heritage Assets
15.1. The LDO is located on the site or in the vicinity of the former RAF North Creake
Airfield and there are a substantial number of World War II buildings and structures
still present. In addition there is evidence of Anglo-Saxon settlement nearby.
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29
15.2. Within the existing developed areas, either side of the B1105 any removal of
buildings or structures should normally be avoided. However, if re-development in
these areas is being considered it is a requirement that all structures be recorded
and their archaeological significance identified by a recognised Archaeological
Service such as the Norfolk Historic Environmental Service.
16. Renewable Energy & Other Miscellaneous Design Criteria
16.1. The LDO Schedule specifies the maximum height for masts, aerials and
antennae (25m). The use of roof-mounted photovoltaic panels is encouraged so long
as issues of glare and reflection that may affect long range views are minimised.
Review of LDO
The LDO and the Design Code will be reviewed and amended at regular intervals
and at periods of no longer than 5 years apart.
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Appendix B
LDO Egmere
Proposed Planting Palette
1.0 STRUCTURAL PLANTING
Main Woodland Mix
Name
Species
Height
%mix
Austrian Pine
Scots Pine
English Oak
Holm Oak
Silver Birch
Field maple
Pinus nigra
Pinus sylvestris
Quercus robur
Quercus ilex
Betula pendula
Acer campestre
90-120
90-120
90-120
90-120
90-120
90-120
10
10
30
30
10
10
2
Plant whips of between 60-120cm height at 1.5/m for woodland, including 20% 2.0-2.5m feathered trees.
Woodland to be planted with an understorey mix comprising holly, hazel, wild cherry, blackthorn, guelder
rose
.
Native, indigenous plants of local provenance should be used where available
Woodland Edge Mix
Name
Species
Height
%mix
Field Maple
Crab Apple
Guelder rose
Hazel
Holly
Hawthorn
Gorse
Acer campestre
Malus sylvestris
Viburnum opulus
Corylus avellana
Ilex aquifolium
Crataegus monogyna
Ulex europaeus
40-60
40-60
40-60
40-60
40-60
40-60
40-60
20
15
10
5
15
30
5
Plant species in groups of 5 or 7 @ 1m centres
Depth of edge mix to vary between 4 – 6m
New Hedge planting should be in a double staggered row with 45cm between rows @ 30-45cm spacings.
Field Margin
A 6m ungrazed field margin should be maintained adjacent to the woodland edge to provide a foraging and
commuting habitat and to promote biodiversity in line with Natural England’s Entry Level Stewardship
Guidelines.
This zone should be cut once every 3-5 years to prevent the establishment of scrub.
LDO Egmere 02/02/2014
31
2.0 SITE SPECIFIC PLANTING
Trees
As well as reflecting the species choice for the structural planting, additional species could include
Whitebeam
Wild service tree
Crab apple
Hornbeam
Grey alder
Silver Birch
Bird Cherry
Sorbus intermedia
Sorbus torminalis
Malus sylvestris
Carpinus betulus
Alnus incana
Betula pendula
Prunus padus
Shrubs
Species choice could include the following native plants:
Barberry
Berberis sp.
Butterfly bush
Buddleia davidii
Hazel
Corylus avellana
Dogwood
Cornus sanguinea
Dogwood
Cornus alba Aurea
Currant
Ribes alpinum
Oregon grape
Mahonia aquifolium
Guelder rose
Viburnum opulus
Buckthorn
Hippophae rhamnoides
Snowy mespilus
Amelanchier lamarkii
Pheasant berry
Leycesteria formosa
Yew
Taxus baccata
Privet
Ligustrum vulgare
Alder buckthorn
Frangula alnus
Spindle
Euonymus europaeus
Hedges
Hedgerow mixes could include the following native and evergreen species:
Hawthorn
Crataegus monogyna
Blackthorn
Prunus spinosa
Holly
Ilex aquifolium
Hazel
Corylus avellana
Dog rose
Rosa canina
Privet
Ligustrum vulgare
Field maple
Acer campestre
Yew
Taxus baccata
LDO Egmere 02/02/2014
32
Appendix C
Proposed Business
Zone Boundary
Brownfield Site (4.8ha)
12m max. Building Height
Greenfield Site (9.8ha)
10m max. Building Height
Key
Re-use of Existing
Buildings within Mature
Woodland Structure
Historic Buildings to be
retained/improved
Sheringham Shoal HQ Facilities
Existing Residential Area
Existing Woodland
Proposed New Access
Proposed Structure Planting
Scale = 1:5000
Plan A
Proposed Egmere Business Zone
North Norfolk District Council
Council Offices, Holt Road, Cromer, Norfolk, NR27 9EN
Tel: 01263 513811 Fax: 01263 515042
33
RJD
8th Rev 28 Jan 2014
© Crown Copyright
and database right
2014
Ordnance Survey
100018623
Aerial Photos
©Getmapping plc
Appendix D
Agricultural
Storage
Hangar
Statkraft Wind Farm
Place Operational and
Maintenance Facilities
d
d
an
se ing
ar
u
g
d
o il
Ed
eh bu
ar
W ffice
O
Walsingham Estate
a
Ro
Warehouse and
Office building
WWII
Huts/ Sheds
B1105
Store (WWII T2 Hangar)
ABN Bunkers Hill Mill
Vacant Office Block
rs
ke
n
Bu
l
Hil
Grain Store
Storage
Unit
Grain Store
Anaerobic digestion plant
Egmere Local Development Order
Illustrative layout
B13023.01
1:2500@A3
February 2014
Existing buildings
Proposed buildings
Existing woodland
Proposed woodland
Existing trees
Proposed trees
Existing hedge
Proposed hedge
GF
MW
Bedford
Woodbridge
London
Norwich
01234 261315
01394 380509
0207 252 0002
01603 230777
© The Landscape Partnership Ltd
"Reproduced from the Ordnance Survey map with the permission of the controller of
Her Majesty's Stationery Office. Licence number: AL 100002205. © CROWN
34
Cabinet
12 May 2014
Agenda Item No___9__________
NORTH NORFOLK ASSET MANAGEMENT PLAN
Summary:
The Asset Management Plan (AMP) 2014/15 to 2016/17
outlines the strategic framework within which the Council
manages its property assets and explains how the Council
assesses the condition, sufficiency and suitability of its
properties. It discusses the objectives for the portfolio along
with the costs and opportunities in relation to the assets. It is
supported by an Action Plan which includes prioritised
activities to enable delivery of Council’s property objectives.
Conclusions:
The AMP drives the capital programme and operational
activities within the Property Services Team in order that the
work can be planned and prioritised. It contains the Action Plan
which will help to ensure that the Council’s assets continue to
play a key role in reducing the forecast budget deficit for future
years, while also supporting communities and helping to
deliver the Council’s corporate objectives.
Recommendations:
It is recommended that Cabinet agree and recommend to Full
Council;
1. The Asset Management Plan be approved as the basis for
the strategic framework for asset management at North
Norfolk District Council, including implementation of the
Action Plan.
2. That a capital budget of £110,000 is approved to continue
the improvement works to the Council’s car parks.
LIST OF BACKGROUND PAPERS AS REQUIRED BY LAW
(papers relied on to write the report, which do not contain exempt information and which
are not published elsewhere)
Cabinet Member(s)
Cllr Rhodri Oliver
Ward(s) affected
All
Contact officer, telephone number and email: Duncan Ellis (Head of Assets and
Leisure), 01263516330, duncan.ellis@north-norfolk.gov.uk
35
Cabinet
12 May 2014
1.
Introduction
1.1.
The Asset Management Plan (AMP) sets out the strategic management of the
Council’s assets. It provides the framework within which the Council manages its
property assets and explains how the Property team assesses the condition,
sufficiency and suitability of properties. It provides information in relation to the
various asset classes held by the Council, the costs and income associated with
those assets along with the potential future opportunities.
1.2.
The Plan links to the Council’s corporate priorities and objectives and its effective
implementation will support the achievement of these whilst also assisting service
delivery and the provision of well maintained facilities to the local community.
1.3.
The Plan provides a framework within which to assess the suitability of the asset
portfolio, assets only being retained when they can clearly demonstrate they
meet one or more of the objectives identified. Where assets do not satisfy these
criteria consideration will be given to disposal, improvement, investment or
transfer of the asset.
1.3
The Plan identifies the key elements to effective asset management, the role
assets play in supporting service delivery, why property is retained together with
the policies, procedures and working arrangements relating to property assets.
2.
Asset Management
2.1.
The Council does not have an extensive property portfolio but it does have a
varied stock which can be resource intensive to manage and maintain. The net
book value of the Council’s assets at 31st March 2013 was £44 million.
2.2.
It is vital that the Council manages its property resources effectively and
efficiently to ensure that maximum benefit is achieved. This will in turn support
the Corporate Objectives and Annual Action Plan as the property portfolio will
play a key role in addressing the budget deficit identified in future years and also
help to ensure that the property portfolio meets corporate business needs as well
as community requirements.
3.
The North Norfolk Asset Management Plan
3.1.
The AMP for 2014/15 to 2016/17 is provided within Appendix E and reflects
continued investment in our assets. It provides detail in relation to the current
condition of assets along with the priority for any repair works and the estimated
costs of these.
3.2.
The Plan details the revenue repair and maintenance budgets that are available
to address the issues highlighted within the 5 year rolling maintenance
programme as well as highlighting the available capital resources.
3.3.
The Council’s car parks are a vital asset and maintaining these is a key priority to
ensure that they remain fit for purpose. To enable the Property section to
continue with the car park improvement works it is recommended that a capital
budget of £110,000 is allocated as detailed within the AMP.
36
Cabinet
12 May 2014
3.4.
The governance and performance management systems relating to asset
management are also covered, including the use of the Council’s asset
management system Concerto.
3.5.
The final part of the Plan discusses the strategic opportunities which the asset
portfolio provides. It establishes 3 key objectives as follows;
Objective 1 – Plan and manage the property assets as a corporate resource
Objective 2 – To provide income to support budget planning and service delivery
Objective 3 – To provide fit for purpose property in the right place, achieve value
for money and be flexible to meet service requirements, both
corporately and for communities, now and in the future
3.6.
From these key objectives a number of priorities have been identified that will
enable the Property team to deliver required outcomes and these are contained
within an Action Plan which provides anticipated timescales and responsibilities.
This will support the provision of services to the local community, while also
facilitating the achievement of the corporate objectives and helping to address
the budget deficit.
4.
Financial Implications
4.1.
The financial implications of the AMP relate to on-going revenue spending and in
relation to capital expenditure as part of the capital programme. There is also a
recommendation within the report for approval of a £110,000 capital budget to
allow for the continuation of the car park improvement programme.
5.
Risk
5.1.
Property and premises related risks as identified in the Corporate Risk Register
have been addressed or are being completed in accordance with the timescales
of the Risk Register. Items remain under constant review to ensure risk is
recognised and minimised, that best value is being achieved and that full
compliance is achieved in respect of all applicable legislation. This is with the
cooperation and close-working with both Corporate Risk officer and the
Corporate Health and Safety team.
6.
Conclusions
6.1
The Council’s property portfolio has a key role to play in addressing the budget
deficit forecast for future years. It is also fundamental in supporting service
delivery, providing facilities for both staff and local communities alike.
6.2
Effective management of this vital resource will ensure that the Council is able to
meet its corporate priorities and objectives, positioning the Council positively for
the challenges ahead.
6.3
The Asset Management Plan drives the capital programme and operational
activities within the Property Services Team in order that work can be planned
and prioritised. It contains the Action Plan which will help to ensure that the
Council’s assets objectives and the desired outcomes are realised.
37
North Norfolk District Council
Asset Management Plan
2014/15 – 2016/17
1
38
Contents
Page no.
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.0
11.0
Executive summary
Introduction
Context
Vision
The asset portfolio
Asset Condition and Performance
Resources
Governance and performance management
Strategic opportunities
Action plan and priorities
Conclusions
Tables
Table 1 – Overall asset condition
Table 2 – Asset summary for categories C and D
Table 3 – 5 year R&M priority schedule summary (revenue)
Table 4 – 5 year R&M priority schedule cost summary (revenue)
Table 5 – Revenue R&M budgets
Table 6 – Property and Leisure summary income budgets
Table 7 – Return on investment 2014/15
Table 8 – Asset survey requirements
Table 9 – AMP action plan
Appendices
Appendix 1 – Asset schedule
Appendix 2 – 2014/15 Capital programme (property schemes only)
Appendix 3 – Current Property Services staffing structure
2
39
3
4
4-5
5
5-10
10-13
13-16
16-17
17-18
18-20
20
1.0
Executive summary
1.1
The Asset Management Plan (AMP) is prepared in order to provide a forward looking strategic
framework within which to manage the Council’s property assets. It includes an assessment of
the current stock condition and estimated costs of maintaining the assets over the coming years.
It identifies a number of projects and actions required to address the issues highlighted within the
Plan which will ensure that the Council maximises the value of the capital investment in the
property portfolio whilst also supporting the achievement of the Council’s corporate objectives.
1.2
Section 5 provides details of the Council’s main asset portfolio which is valued within the 2012/13
financial accounts at £44m. It covers the reasons for holding the assets, the operating costs and
the future opportunities that should be explored. It highlights the significant cost of operating
public conveniences (£464k pa direct costs) and identifies a number of the facilities which require
improvement. It also emphasises the importance of the car parks which play a key role in
providing facilities to locals and tourists alike. These assets generate income of nearly £2.2m so
it is essential that these facilities are well maintained, the plan therefore recommends a
continuation of the car park improvement works and requests a capital budget of £110k to
undertake further works during 2014/15.
1.3
Section 6 details asset condition and performance and shows that 88% of the asset portfolio is
categorised as good or satisfactory. This represents an improvement from 2011, with 13% of the
assets moving up from poor to satisfactory. This leave 12% categorised as poor or bad which
require further attention and an options appraisal will be undertaken on these assets to establish
the best course of action, with capital improvement bids coming forward where appropriate.
1.4
The five year rolling repairs and maintenance forecast is also contained within section 6 and
while it does highlight that 66% of the works for 14/15 are categorised as urgent (with an
estimated cost of £294k), the direction of travel in future years is extremely positive, decreasing
to 19% (and an estimated costs of £65k) by 16/17.
1.5
The general repairs and maintenance budget for the Property and Leisure area totals £379k for
14/15 and is covered in more detail within Section 7. However this includes £61k for service
contracts and £103k for reactive works which leaves a balance of £215k to address planned
maintenance issues. This leaves a shortfall of £79k to address urgent works in 14/15 (£294k),
although as planned repairs increase reactive requirements will decrease and more of the
reactive budget will become available for planned works. The asset reviews, planned
improvements and potential rationalisation will also help to ensure that the urgent works are
addressed as required. Procurement process will also help to drive down work costs.
1.6
Appendix 1 provides the 5 year repairs and maintenance forecasts from the rolling programme of
asset surveys and identifies both revenue and capital requirements. This highlights a revenue
shortfall of £605K over the next 5 years and nearly £2.4m for capital over the same period and
highlights the need to address the property issues covered within the plan and the requirement to
maximise and develop income streams wherever possible.
1.7
To address the issues highlighted above and to ensure the Council maximises the value from its
property portfolio an Action Plan has been produced and can be found within Section 10. This
provides a prioritised work plan for the coming years linked to the corporate objectives and
focuses on better use of assets as a corporate resource, income maximisation and obtaining
value for money. This covers reviews of various asset categories, establishing external contracts
to help support with maintenance and professional services and ensuring that the staffing
structure meets the requirements of the service.
1.8
Successful implementation of the Plan will enable the Property team to deliver maximum benefit
from the Council’s asset portfolio and help to address the future budget deficit. Taking a more
entrepreneurial approach to asset management, including having the correct staffing structure
and maintenance budgets in place, will be key to delivery of these outcomes.
3
40
2.0
Introduction
2.1
After the Council’s staff its next biggest resource is its property and land portfolio. It is vital that
the Council manages these resources effectively and efficiently to ensure that maximum benefit
is derived from its assets. This will in turn support the corporate objectives identified within the
Corporate Plan 2012 – 2015 and the Annual Action Plan.
2.2
The Plan explains how Property Services, as the Council’s corporate landlord, assesses the
condition, sufficiency and suitability of its properties and how this links in with corporate
objectives, service delivery, achieving value for money, cost effectiveness and efficiency across
all service areas. The procedures in place relating to the AMP are based on accepted good
practice from the Royal Institute of Surveyors (RICS).
2.3
Within the financial accounts the main asset categories are held within Property, Plant and
Equipment. This covers Other Land and Buildings, Vehicles, Plant and Equipment, Infrastructure,
Community Assets, Surplus Assets and Assets Under Construction. There are also categories for
Assets Held for Sale and Investment Properties. There are different valuation methods applied
depending on which category an asset is held in, for example Held for Sale will be valued based
on estimated market value, whereas Infrastructure assets (such as coastal defences) are valued
based on their historic cost. These categories replace the operational/non-operational
classifications used previously.
2.4
It is critical that the assets the Council retains are fit for purpose, provide value for money and
meet/support both business and community needs. Decisions to invest and improve the asset
base are made on this basis. Assets will only be retained where it can clearly be demonstrated
that they meet one or more the following objectives;




2.5
contribute to the effective delivery of business and service provision
support the social, economic and environmental well-being objectives of the community
assist in the delivery of the District’s strategic, economic and regeneration objectives
provide value for money (in respect of their current or future investment, capital value,
income generation and/or ability to influence regeneration)
Where assets do not satisfy the criteria detailed above consideration will be given to;




disposing of the asset which provides a capital receipt and revenue operating savings
improving current utilisation by using the asset differently
investing in assets to improve their viability
transferring the asset to a third party who may be better placed to manage the asset and
have access to additional funding grants
2.6
It is likely that positive investment decisions will be made in future regarding the acquisition of
property assets which must meet one or more of the objectives identified above.
2.7
This AMP identifies the key elements to effective asset management, the role assets play in
supporting service delivery, why property is retained together with the policies, procedures and
working arrangements relating to property assets.
3.0
Context
3.1
The Local Government financial settlement will continue to result in year on year reductions in
available revenue and traditional forms of grant funding. This will place increased pressure on
how the Council uses and manages its property assets in support of service delivery. Over the
next two years the Council has achieved a balanced budget position. However there is still a
need to identify further savings of just over £1million to deliver a balanced budget for 2016/17 and
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41
the efficient management of the Council’s property assets will need to play a key role in helping to
bridge this funding gap through increasing income and improving efficiency.
3.2
The Council’s current financial strategy is to combine growth with improved efficiency, maximising
income streams whilst investing in new technology and challenging business processes. In
relation to Property Services this means ensuring the correct structure is in place, improving
income streams, minimising running costs, looking at invest to save options and challenging
internal working practices.
3.3
In addition to direct financial and property related issues the Localism Act provides opportunities
for Council property under Community Rights and these will be explored where appropriate.
During 2011, in response to the Localism Bill, the Community Asset Transfer Policy was
developed to identify where asset transfer or disposal may be appropriate.
4.0
Vision
4.1
The Council’s overriding vision for its property asset portfolio is as follows;
To maximise the value of the capital investment in the property portfolio, supporting
efficient service delivery via assets that are adequately maintained and fit for purpose and
which are flexible and sustainable both now and in the future, whilst ensuring income
streams are maximised.
4.2
Asset investment decisions should reflect the Council’s wider economic growth ambitions as well
as seeking to improve the overall financial position.
5.0
The asset portfolio
5.1
The Council holds a diverse portfolio of assets ranging from leisure centres, car parks and public
conveniences to industrial sites and large operational buildings such as the main administrative
office at Cromer. Together these have a combined Net Book Value within the 2012/13 accounts
of £44m. It should be noted that the valuation bases used within the accounts do not necessarily
reflect the sale value of an asset.
5.2
The following provides a high level summary of the main asset groups, identifying why they are
held, operating costs/income and potential opportunities.
Administrative Buildings and Storage Facilities


Why do we hold it – corporate office facilities
Opportunities – in relation to the Cromer office the main focus should be on increasing
income from external bodies where there is capacity and continuing to reduce the running
costs for the building. Development opportunities could be explored in relation to the
North Walsham and Fakenham sites
Insured value
£14.7m
Direct Costs
£482k
Direct Income
(£146k)
Net
£336k
Please note figures exclude capital charges and departmental recharges
5.3
The Council’s main administration offices were constructed in 1990 and the majority of the
Council’s activities are operated from this location. The Council has been successful in attracting
Norfolk County Council’s Children’s Service Team to locate their services at the main
administrative offices in Cromer which will provide a significant contribution to the overheads and
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42
operating costs of the building. In addition to the direct financial benefits, the arrival of NCC
Children’s Services Team will facilitate much closer working in a number of areas.
5.4
The Council partially occupies as a local district office, the Fakenham Connect Single Point of
Access premises shared with Fakenham Town Council and County Registrars. This building is
leased by the District Council from Norfolk County Council on a full repairing and maintaining
lease basis. The former local district office at North Walsham is no longer occupied by the
Council, the building currently tenanted predominantly by North Walsham Town Council.
Public Conveniences


Why do we hold it – to provide facilities for the public and to support the local tourism
industry
Opportunities – relevant sites could be disposed of to generate capital receipts to either
provide alternative provision (as per Sheringham East Prom) and to reduce running costs
while providing receipts to improve other facilities. Consider options for reducing running
costs and transferring to 3rd parties
Insured value
£4.2m
Direct Costs
£466k
Direct Income
(£2k)
Net
£464k
Please note figures exclude capital charges and departmental recharges
5.5
The Council runs 40 public toilet blocks across the District (38 of which are owned by the Council
with 2 being leased), with higher numbers in the seaside resorts, reflecting the tourism needs of
these areas. The current list of public toilets operated by the Council is shown in Appendix 1. This
is a discretionary function which supports market towns and tourism. There are issues with a
number of these assets due to their age and construction which are addressed within this Plan.
5.6
The objective of the public convenience provision is to provide good quality, clean, accessible,
well-maintained toilets that people want to use, within the Council’s budgetary constraints. The
Council will provide more energy and water efficient facilities along with DDA compliance where
possible. This will support the tourist economy as well as providing an important facility for local
people.
5.7
Given current and likely future budget constraints, there is a need to minimise on-going
expenditure on public conveniences while at the same time finding creative ways of providing
these facilities. The overall approach for minimum provision will be;



Seaside Resorts – central toilets, facility at main car park and provision on Prom/seafront
areas during summer season
Market towns – central facilities, at main car park where appropriate
Village resorts – adjacent to beach/village centre as appropriate
5.8
Total net costs are £464k, approximately half of this relates to the cleansing with the balance
relating to R&M, rates etc. To gain maximum savings from reducing any facilities approximately
10 sites would need to be removed from the Kier contract as this would equate to a person and a
vehicle. These facilities wouldn’t necessarily need to be closed or disposed of and could be
operated by local business or town/parish councils.
5.9
There are a number of facilities that still require significant improvement including;





Cromer, Melbourne Slope
Cromer, West Prom
Cromer Pier
Fakenham, Highfields
Sheringham, High Street (currently subject to discussions with the North Norfolk Railway)
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43


5.10
Sheringham, Lushers Passage
Stalham, High Street
Provision of the three facilities in Cromer that service the seafront (Melbourne Slope, Pier and the
West Promenade) are currently being considered alongside the works required following the
storm surge as these assets have been damaged and this does provide an opportunity to
consider alternative facilities. There was also significant damage to the facilities on Mundesley
promenade and again works are underway to address this.
Car parks


Why do we hold it – traffic management, to improve the economic viability of towns,
provision of facilities for local people and tourists, income generation
Opportunities – as these assets are land various alternatives are viable and would need
to be considered on a case by case basis to consider the potential impact. Alternative
charging regimes could be considered to increase income, continued capital
improvements will minimise reactive maintenance costs
Insured value
N/A
Direct Costs
£689k
Direct Income
(£2,189)
Net
(£1,500k)
Please note figures exclude capital charges and departmental recharges
5.11
The Council runs 27 pay and display car parks across the District, with a further 3 operated under
different arrangements. Midland Road North Walsham and Highfields in Fakenham are currently
leased to the respective Town Councils and Staithe Street in Fakenham is permit holder only,
which gives a total of 30 car parks. The Council operates Sea Palling Clink Road under a lease
agreement on a profit share basis with Waxham and Sea Palling Community Trust. There is a
similar arrangement in place with Mundesley Parish Council in relation to Beach Road/Gold Park.
5.12
The majority of the Council’s car parking income comes from our seaside resorts and Holt and is
budgeted at £2.2m for 2014/15. As regards settlements Cromer produces the highest overall
income (29%), followed by Sheringham (24%) and then Holt (12%).
5.13
It is therefore important to ensure that car parks are maintained and improved as they provide a
significant income for the Council. There is also a need to ensure a quality environment for
visitors as car parks are often gateways to our resorts and market towns. Over the past 5 years
the Council has invested £743k on capital car park improvement works.
5.14
The Council also currently operates 3 markets at Sheringham, Cromer and Stalham. These are
operated from Council owned car parks.
Retail and Investment properties


Why do we hold it – to support the tourism industry and generate income for the Council
Opportunities – sites could be considered for alternative income generating activities,
developing new income streams and maximising current returns. New acquisitions should
also be investigated to improve income
Insured value
£13.9m
Direct Costs
£352k
Direct Income
(£215k)
Net
£137k
Please note figures exclude capital charges and departmental recharges
5.15
It should be noted that the direct costs contain a one off cost relating to storm surge repairs of
£247k, if this figure is removed the net position would be (£110k).
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5.16
The chalet blocks and beach huts received a significant amount of damage during the storms in
December 2014. Repairs are being undertaken and prioritised to try and ensure wherever
possible that these facilities are open for the new tourist season. Where sites have been
completely destroyed consideration is being given to how these facilities are re-provided.
Budgeted income for 2013./14 was £128k, however this forecast has been reduced for 2014/15
due to the repairs that need to be undertaken and the current estimate is £120k.
5.21.
The Council also owns a depot at Grove Lane in Holt which was previously occupied by Norfolk
County Council. This unit is currently vacant and efforts will be focussed on re-letting this asset or
considering alternative options for the site.
5.22.
Opportunities will be explored to increase income generation and maximise returns, this will
include acquisitions where there is positive return for the Council.
Industrial Units


Why do we hold it – to support the local economy and to generate income for the
Council
Opportunities – some of these sites represent potential redevelopment opportunities and
are recommended for review elsewhere in the document. Focus on maximising income
and minimising running costs
Insured value
£3.5m
Direct Costs
£14k
Direct Income
(£116k)
Net
(£102k)
Please note figures exclude capital charges and departmental recharges
5.23.
The Council owns industrial units in Catfield, North Walsham (Cornish Way) and Fakenham and
at present all units are occupied. The unit at Fakenham is occupied by J W Automarine, a major
local employer and following the extension to this factory a significantly enhanced rental is now
being received.
Parklands


Why do we hold it – to provide low cost rental pitches to local residents
Opportunities – site could be redeveloped on a more commercial basis but Members are
not considering this option at the present time. Consider options to improve facilities
Insured value
£84k
Direct Costs
£26k
Direct Income
(£57k)
Net
(£31k)
Please note figures exclude capital charges and departmental recharges
5.24.
The Council operates a caravan site at Pudding Norton, Fakenham known as Parklands Caravan
Site and contains 38 pitches. The site has been subject to a capital bid which has been approved
by Cabinet which seeks to make improvements to the site during the 2014/15 financial year but
this will be subject to a business case being produced before works commence.
Retained former housing sites



5.25.
Why do we hold it – former housing land not transferred as part of the stock transfer to
Victory Housing Trust
Cost – N/A
Opportunities – these sites could be disposed of to facilitate new housing development
The Council has an aspiration to dispose of former housing sites to help facilitate new affordable
housing schemes, both through the loan scheme and for Exception Housing Schemes.
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45
Leisure Centres


Why do we hold it – to support the Council’s community leisure and wellbeing objectives
Opportunities – sites could potentially be redeveloped for various alternative uses,
Leisure contract to be retendered by April 2019
Insured value
£15.5m
Direct Costs
£320k
Direct Income
£0
Net
£320k
Please note figures exclude capital charges and departmental recharges
5.26.
The Council owns 3 leisure centres; Fakenham Sports and Leisure, Sheringham Splash and
Victory Pool. The management of these facilities is contracted to DC Leisure Management Ltd
(DCLM) who are responsible for the day-to-day operational matters and who are also responsible
for all machinery, plant and equipment plus internal decoration maintenance and repairs. The
management contract with DCLM was due to expire on 31 March 2014, there was however an
option within the current contract to extend the contract for a further 5 years and this has now
been agreed and has resulted in an annual saving over the next 5 years of £100k.
5.27.
In the medium term a decision is needed regarding the future of Splash which is now 25 years
old and will require significant capital investment to either refurbish or rebuild the facility. It has
been estimated that a new build facility with provision for a pool would cost in the region of £5.0m
while a full refurbishment would cost in the region of £2.75m.
Sports Facilities, Parks and Woodlands


Why do we hold it – to support the Council’s community leisure and wellbeing objectives
Opportunities – Dual use sites are not owned by the Council but focus should be on
income generation and cost reduction, clubs parks and woodlands could potentially be
transferred ie to town/parish councils, explore new ideas for income generation etc
Insured value
£2.4m
Direct Costs
£823k
Direct Income
(£191k)
Net
£632k
Please note figures exclude capital charges and departmental recharges
5.28.
The Council owns a number of sports facilities which are leased to local clubs at peppercorn or
non-commercial rent. There are also arrangements in place for 3 dual use sports centre facilities
at Cromer, Stalham and North Walsham which are run by our own staff. The Council is also
responsible for the management and maintenance of a number of parks and woodland areas
such as Holt Country Park and Pretty Corner in Sheringham.
5.29.
The District Council is currently in discussions with Cromer Town Council regarding the transfer
of North Lodge park and contract documentation is in the process of being completed which
would see these facilities transfer under a freehold agreement.
Cromer Pier and Pavilion


Why do we hold it – to support tourism and the local economy
Opportunities – due to the nature of the structure the alternative uses for this asset are
extremely limited
Insured value
£13.6m
Direct Costs
£129k
Direct Income
(£16k)
Net
£113k
Please note figures exclude capital charges and departmental recharges
5.30.
Cromer pier is an iconic structure and was built between 1897-1900 and is a real tourist attraction
for Cromer and the surrounding North Norfolk coastal area. The pier is operated under a
management agreement with Openwide and is under contract until 2017. During 2013/14 a major
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46
refurbishment project of the pier legs and decking was undertaken with a budgeted capital
investment of £1.4m.
5.31.
Following the storm surge works repairs were required to parts of the decking that hadn’t
previously been replaced and this has now been completed. Repair works are still currently being
progressed in relation to the Tides restaurant and the booking office and shop.
Foreshore


Why do we hold it – sea defences and a location for various Council owned facilities
Opportunities – could be further developed to generate additional/new income from
concessions etc
Insured value
N/A
Direct Costs
£543k
Direct Income
£0k
Net
£543k
Please note figures exclude capital charges and departmental recharges
5.32.
The Property Services team also has responsibility for the maintenance and repair of foreshore
assets. This includes items such as foreshore shelters, decoration of the pier, decoration of
handrails, amenity lighting and other promenade fixtures and fittings. The Coastal team retains
responsibility for the actual pier structure and the coast protection assets.
6.0
Asset Condition and Performance
6.1
This section considers the condition of the asset portfolio and also the performance of two key
areas. Rolling condition surveys provide information regarding future maintenance/investment
requirements, which feeds into the 5 year planned maintenance programme and capital bidding
process. Further detail in relation to the condition and maintenance requirements can be found
within Appendix 1. It should be noted that this schedule represents maintenance
requirements and does not reflect approved budgets.
Table 1 – Overall asset condition
Indicator
Dec 2011
March 2014
Adj storm damage
Mov’t vs 2011
Definition A – Good
Definition B - Satisfactory
Definition C – Poor
Definition D - Bad
6%
71%
22%
1%
4%
78%
11%
7%
4%
84%
11%
1%
(2%)
13%
(11%)
0%
Total
100%
100%
100%
6.2
On initial assessment it would appear that the overall condition of the portfolio has worsened
slightly since 2011, with the percentage of assets in category D increasing from 1% to 7%.
However, if the condition figures are adjusted to take account of those assets that suffered major
storm damage then it can be seen that there has been an overall improvement, with 13% of the
assets moving up from category C to category B. This does still however leave 12% of the assets
in categories C and D, a summary of which can be found in the table below.
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47
Table 2 – Asset summary for categories C and D
Category C
North Walsham Barn & Yard
Grove Lane, Holt
Splash Pool
West Runton Shelter, West Runton
Upper Lees Shelter, Sheringham
Cromer, Melbourne Slope
Cromer, Pier
Sheringham, Lushers Passage
The Oaks, North Walsham
Parklands, Pudding Norton
Category D
Holt Country Park - observation tower
Revenue
Forecast
Capital
Forecast
Capital
Budgets
£34,750
£2,250
£22,800
£1,000
£3,200
£0
£250
£400
£0
£5,100
£0
£75,500
£75,000
£4,000
£0
£75,000
£35,000
£50,000
£17,500
£225,000
£0
£0
£60,000
£0
£0
£0
£0
£100,000
£0
£12,500
£0
£69,750
£569,500
£250,000
£90,000
6.3
The 1% in category D represents the observation tower at Holt Country Park and a decision will
need to be taken regarding replacement or removal of this structure. There are a number of
capital budgets already approved to address some of the issues in relation to those assets in
category C, for example the £90,000 approved for shelters (this covers all shelters, not just those
detailed above). The Council is also still in discussions with the former Grove Lane tenant
regarding outstanding repairs following the cessation of the lease so the identified costs will not
all need to be funded by the Council.
6.4
Where budgets have not yet been identified these assets will be reviewed further and an option
appraisal will be undertaken to establish the best course of action for each asset and this forms
part of the Action Plan at the end of this document.
6.5
A recent (2013) CIPFA NaPPMI (National Property Performance Management Initiative) report
highlighted an average of 85% of property in condition categories A and B within local
government. The adjusted figures above show that 88% of the Council’s assets currently fall
within these two categories, which is just above the reported national average. The tables below
highlight the requirements from the planned maintenance schedule contained within Appendix 1
in terms of both works priority and cost (please note the figures represent estimated costs
and not approved budgets).
Table 3 – 5 year R&M priority schedule summary (revenue)
Priority Assessments %
1 - urgent (<1 year)
14/15
66%
15/16
29%
16/17
19%
17/18
22%
18/19
28%
2 - essential (1 to 2 years)
16%
37%
24%
23%
18%
3 - desirable (3 to 5 years)
6%
20%
38%
34%
30%
0 - desirable (but outside scope of COPROP categories)
12%
14%
19%
21%
24%
Total
100% 100% 100% 100% 100%
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Table 4 – 5 year R&M priority schedule cost summary (revenue)
Priority Assessments %
14/15 15/16 16/17 17/18 18/19
£000 £000 £000 £000 £000
294
104
65
62
74
1 - urgent (<1 year)
Total
£000
599
2 - essential (1 to 2 years)
72
131
80
64
47
394
3 - desirable (3 to 5 years)
28
72
126
95
78
399
0 - desirable (but outside scope of COPROP
categories)
51
51
66
59
61
288
Total
445
358
337
280
260
1,680
6.6
Table 3 highlights that 66% of the works for the 2014/15 financial year are required to be
undertaken urgently, so these works will be prioritised. Table 4 shows the estimated costs of the
works, with Priority 1 items estimated at £294k. The total R&M budget for 14/15 is £469k for
Property and Leisure (discussed in more detail below), of which approximately £366k is allocated
for planned works. Where works cannot be completed within the given timescales or due to
budget constraints these will carry forward in the plan to the following year.
6.7
While the 66% does represent 2/3rds of work as being urgent the direction of travel in future
years is positive as the requirement for urgent works reduces to 19% by 2016/17 which
represents a significant reduction of 47%.
6.8
Appendix 1 also includes capital forecasts for the next 5 years and these will be subject to capital
bids (where budgets are not already approved) as required. There are already capital budgets
approved for 14/15 in relation to refurbishment of seaside shelters (£90k), Parklands (£100k),
Splash roof (£60k), steelworks at Victory and Fakenham leisure centres (£30k) and administrative
buildings (£168k) totalling £448k. Outstanding storm surge works estimates total c£650k, the
majority of which will be covered by insurance with excess levels estimated at c£130k.
6.9
If the Council is to invest in its asset base in the future it will need to consider alternative and
innovative solutions to supplement more traditional funding sources as part of the districts
resourcing strategy. This will include consideration of the use of capital receipts, invest to save
schemes, asset transfers, sale and leaseback, charitable trusts, shared accommodation/joint
developments with partners, strategic acquisition and investment programmes and new
government funding initiatives.
Administrative buildings - Cromer
6.10
The Central Government report ‘The State of the Estate 2012’ discusses the cost of office space
per full-time equivalent employee (FTE), expressed as £/FTE, and is calculated by dividing the
cost of space in a building by the number of FTEs based there. The report highlights an increase
from £4,608 in 2010/11 to £5,324 in 2011/12. Costs per FTE have reduced at the Cromer office
from £1,283 in 2010/11 to £1,138 as per the 2014/15 budget (excluding capital charges) which
represents a reduction of 11.4%. This is due to a reduction in building operating costs over the
period of c£73k (representing a 20% budget reduction compared to the 2010/11 outturn) and also
through additional rental income from the health trainers and more latterly from Norfolk County
Council Children’s services.
6.11
The average space allocation per employee per the NaPPMI report is 11.6m2. The area
allocation per FTE at the Cromer office is at its lowest for 5 years at 11.7m2 due to staff
reductions and the letting of surplus space to tenants and is very close to the national average
reported.
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6.12
There have also been improvements with the building’s energy efficiency ratings over recent
years. The first DEC (Display Energy Certificates) assessment for the Cromer building was
carried out in 2010 and showed an energy performance operational rating for this building of E
with a rating of 118. As a result of measures taken, such as the voltage optimisation scheme and
improvements to the heating system, our energy performance operational rating has reduced to
D and a rating of 82. This represents a significant improvement in the energy performance and
efficiency of the building (a rating of 100 would be typical for a building such as this).
Car Parks
6.13
Car parks represent a significant income stream to the Council, with budgeted levels of £2.2m for
the 2014/15 financial year and as such it is important to ensure that car parks are well maintained
and improved wherever possible. As detailed below the annual repairs and maintenance budget
is around £71k (14/15) for these assets, but there are other operating costs involved, such as the
car park management arrangements with Kings Lynn and West Norfolk Borough Council. The car
parks have also undergone significant capital improvements over recent years, with
approximately £775k being invested since 2008/09. Total budgeted expenditure for 2013/14 for
both revenue and capital totalled c£1m compared to a projected income figure of £2.2m giving a
Return on Investment (ROI) for the year of 120%.
6.14
The recent surveys have identified a number of issues with some of the Councils car parks and it
is therefore recommended that a capital budget of £110k is agreed for the 2014/15 financial year
to undertake improvement works on the following;




7.0
Fakenham – Bridge Street
North Walsham – Bank Loke
Overstrand – Pauls Lane
Cromer – Runton Road
Resources
Revenue budgets – R&M expenditure
7.1
The general repairs and maintenance budgets for the Property and Leisure area total £379k for
14/15. However, this includes approximately £61k for service contracts (for lift maintenance, car
park machines etc) and £103k for reactive works, which only leaves a balance of £215k (57%)
available for planned maintenance works. In addition to this the 5 year capital investment
programme looks at the need to invest and undertake improvement works and supplements the
revenue funding.
Table 5 – Revenue R&M budgets
7.2
The planned maintenance element above totals £215k, whilst reactive maintenance accounts for
around £103k, which is a split of 68% to 32% respectively. This leaves a shortfall of £79k to
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address urgent works in 14/15 (£294k), although as planned repairs increase reactive
requirements will decrease and more of the reactive budget will become available for planned
works. Asset reviews, planned improvements and potential rationalisation will also help to ensure
that the urgent works are addressed as required. Procurement process will also help to drive
down work costs coupled with the use of our internal maintenance team. Appendix 1 highlights
the forecast planned maintenance requirement for revenue over the next 5 years of £1.68m.
Assuming the planned maintenance budget remains at £215k pa over this period there is a
forecast shortfall of £605k which will need to be addressed and the successful implementation of
the Action Plan contained at the back of this document will be key to achieving this.
Revenue budgets – income
7.3
A number of the Council’s property assets generate income for the Council, the table below
summarises the main sources.
Table 6 – Property and Leisure Summary income budgets (2014/15)
(73)
(126)
(84)
(57)
(87)
(24)
(27) (140)
(63)
(16)
Car parks
Beach huts & chalets
Industrial units & depots
Markets
(120)
Retail outlets and cafes
Parklands
Admin buildings
(2,163)
Windmill Restaurant
Parks/open spaces
Woodlands
Sports centres
Cromer pier
7.4
The income generated from the assets detailed above is approximately £3m, the planned repairs
and maintenance budgets of £215k therefore represent 7% of this total. The table below
highlights the return on investment in relation to some of these asset groups.
Table 7 – Return on investment 2014/15
2014/15 budget
Inc
Net
Exp
Markets
Industrial estates
Parklands
Investment
properties
7.5
ROI
Adjusted
ROI
143,131
(73,000)
70,131
49%
97,547 (116,426) (18,879) (19%)
55,635
(56,717)
(1,082)
(2%)
17%
(723%)
(114%)
520,046 (215,480)
304,566
59%
(105%)
816,359 (461,623)
354,736
43%
(98%)
The first overall ROI figure 43% represents the full budgeted revenue position including capital
charges and departmental recharges. The adjusted ROI figure (98%) has been calculated just
using direct costs and direct income (excluding capital charges and departmental recharges), an
adjustment of £247k has also been made to investment properties as this represents a one-off
cost for storm damage repair works. Even with these internal charges removed the calculations
14
51
do highlight the need to review the markets, although a number of initiatives are already in place
for the coming season to try and improve the position including reduced pitch prices to try and
increase trader numbers, increased promotional and advertising campaign, gazebos for rent for
new starters/charities etc. The objective in relation to these assets will be to maximise the ROI in
future years and this will be monitored to provide a benchmark for comparative purposes.
Capital budgets
7.6
A significant proportion of the works included within the Council’s current and future capital
programme are focussed on the improvement of the Council’s asset base. A summary of the
property related capital schemes programmed for the new 2014/15 financial year can be found
within Appendix 2 (please note that this excludes coast protection works). The 2014/15 budget
includes new capital budgets for Parklands improvements (£100k) and also steel protection at
Victory swimming pool and Fakenham leisure centre (£30k). Appendix 2 highlights a forecast
planned maintenance requirement for capital over the next 5 years of nearly £3m. With capital
budgets of £598k already approved this leaves a current funding shortfall of nearly £2.4m. There
is however a one-off revenue budget approved for chalet works following the storm surge of
£247k which can be transferred to capital which reduces the shortfall to £2.15m. As with the
revenue shortfall detailed above this deficit will need to be addressed and this Plan provides the
framework to support this.
7.7
The availability of capital resources is key to the future development of the Council’s property
portfolio. Capital funding can enable asset improvements to generate additional income but can
also help to improve efficiency and reduce costs. The Council’s ability to generate capital receipts
is limited by the availability of surplus capital assets and therefore the allocation and prioritisation
of available capital resources is fundamental to the successful improvement of the Council’s
asset portfolio.
Staffing
7.8
One of the main resources within the section is that of staff. Under the recent restructuring
undertaken during 2012 Property Services and Leisure Services were combined under one Head
of Service. These teams are now located within the same area of the Cromer office and this has
led to closer working between the sections.
7.9
While there are a number of staff who have some responsibility for repair and maintenance of
assets the main duty falls on the Property Manager. This post has direct line responsibility for the
in-house maintenance team which comprises of two Multi Skilled Building Operatives, the
Handyman and the Caretaker, and this team is supported by the Property Maintenance Admin
post. The Handyman post covers any issues relating to the Council’s public conveniences while
the Multi Skilled Building Operatives tend to focus on more general repairs and maintenance.
Jobs are allocated to the internal team by the Property Manager as required, and where
appropriate, work is also tendered externally where there is insufficient capacity or capability
internally.
7.10
The Property Services team are key to delivering the objectives and Action Plan contained within
the AMP. The impact of the storm surge has placed additional unexpected demands on the team
as work is prioritised to try and repair and reinstate assets were possible prior to the new tourist
season. The current staff structure can be found within Appendix 3.
7.11
There have been a number of occasions this year where either deadlines or capacity have meant
that external support has been required. This has been in areas such as minor works when the
internal team have been engaged on other projects (storm surge, office moves etc), valuation
support (the Council only has one qualified valuer and it is not always feasible to undertake all
works in-house) and other professional services, such as design works, that we do not have the
expertise to provide internally. It is therefore recommended that a Measured Term Contract for
small works is established to provide flexibility and a quick response at peak times. Similarly it is
15
52
recommended that a contract is established for key professional support, such as valuation and
design services etc.
7.12
To enable the section to deliver the Service Plan, Corporate Objectives and the Action Plan
contained within the back of this document it will be essential to have the correct structure in
place. This will therefore be reviewed and, along with contracts for small works and additional
professional support, forms part of the Action Plan contained at the back of this document.
8.0
Governance and performance management
8.1
The Council’s Asset and Localism Board is responsible for the strategic direction of the Council’s
assets via implementation of the AMP. The terms of reference for the Asset and Localism Board
were revised in October 2013 and can be accessed via the following link: Asset and Localism
Board Terms of Reference. However, all decisions on property assets are taken either by
Cabinet or under delegation as set out in the Council’s standing orders and the Disposal,
Investment and Acquisition Policy.
8.2
Asset management issues are reported to Councillors on a regular basis and the Board makes
recommendations to Cabinet on current issues. The AMP is presented to Cabinet annually with
updates during the year as required.
8.3
The Community Asset Transfer Policy also provides a framework for responding to requests
from community groups wishing to take over Council assets, and this is further supplemented by
the Council’s Disposal, Investment and Acquisition Policy. There are a number of other
property related policies which also impact on the management and operation of the Council’s
assets and these include the Gas policy, Fire policy, Legionella policy, Electricity policy and
Asbestos policy.
Concerto
8.4
Concerto is the Council’s Asset Management System which has now been in place two years.
The database holds a considerable amount of information regarding the Council’s property
related assets and is proving to be a useful tool across the Council. It is regularly used by the
Property Services, Leisure and Coastal teams but has potential to be used more widely.
8.5
The estates section covers all leasing arrangements and holds copies of deeds and lease
agreements. The system provides the administrative ‘helpdesk’ tool for recording and
administering daily property faults and the management and issue of work tickets or orders to
maintenance operatives and contractors. In addition the system is used daily to raise orders and
pay invoices (linked to e-financials), logging site visits, incidents and surveys. The system is also
proving a useful tool when investigating insurance claims as it is able to provide a full audit trail in
relation to any site visits, issues raised, repairs undertaken etc.
8.6
The system is able to store large quantities of data and documents (such as condition or
asbestos surveys, photographs of faults or locations of meters etc) which can be accessed by a
variety of both external and internal users. Pre-planned maintenance schedules and annual
contracts details are also held giving reminders for renewals to the officers concerned. Concerto
will help to ensure that we are able to better manage our assets as the amount of data and
information recorded increases and data quality improves, however more training and joint
working /sharing of information and a dedicated system administration resource would help to
ensure this system is more widely used and the full potential of the system is realised.
8.7
Performance management information is also collated via the Council’s TEN performance
management system. This holds detail relating to the Assets and Leisure Service Plan and also
the performance indicators for the Service area. These are reported to Members via Cabinet on a
quarterly basis and those connected with the AMP are as follows;
16
53
8.8
Indicator
Value
Status
Annual stock condition surveys completed
Occupancy rate of rental properties
Vacancy rate for industrial and retail units
Percentage rent arrears of debts 90 days and
over
Jan 13/14 = 4
Jan 13/14 = 85%
Jan 13/14 = 15%
Jan 13/14 = 5%
Target not met
Target met
Target met
Target met
Target
2013/14
18
85%
15%
5%
Target
2014/15
33
90%
10%
3%
The Property team have experienced difficulties completing the required numbers of condition
surveys this year due to various corporate projects such as the reception works, office moves and
storm surge works. The table below details the rolling programme of asset surveys and highlights
the backlog for 14/15. There will be a requirement to undertake 33 surveys during 14/15 to keep
the rolling survey programme on track.
Table 8 – Asset survey requirements
Asset type
Administrative Offices
Storage Facilities
Enterprise & Industrial
Leisure & Community
Amenity & Promenade
Beach Huts & Chalets
Car Parks
Community Centres
Public Conveniences
Estates (other lettings)
Retail Units
Residential
Tourist Information Centres
Other Assets
Total
Surveys
required
4
2
3
8
26
2
30
1
40
3
5
2
4
3
133
Completed since
10/11
4
2
3
6
2
1
30
0
37
1
5
2
4
3
100
Required
14/15
0
0
0
2
24
1
0
1
3
2
0
0
0
0
33
Planned
14/15
18
18
Backlog
14/15
15
15
9.0
Strategic opportunities
9.1
The Council will need to adopt a more commercial and business like approach to asset
management over the coming years to take account of and accommodate a wide variety of
factors and challenges which will impact on the future of the Council. The key strategic
opportunities are as follows;
Driving more income from property assets
The Council needs to actively market its non-operational estate to maintain and improve current
income levels. There is a requirement to consider new income streams and utilising assets in
more profitable ways to help meet the forecast budget deficit.
Acquisitions and disposals
The Council needs to take a more entrepreneurial approach to property investment decisions and
take managed risks to drive income levels and to help reduce the financial deficit and consider
opportunities that have not previously been considered. This will also need to cover consideration
of strategic acquisitions that can either drive investment income or reduce other operation costs
or both.
17
54
Capital improvements to current portfolio
The capital programme remains dependant on the generation of capital receipts from the sale of
surplus assets. This is however a finite resource and the amount of future disposals identified at
present are limited. The asset review discussed elsewhere within this document may result in
further disposals that will then potential make capital resources available for either improving
current assets (improving income generating potential and/or reducing the cost base) or for
making strategic property investments. New capital bids will need to be considered on a case by
case basis and prioritised if and when funding becomes available.
Staff restructure
The deliver the Corporate objectives the Property Service team need a robust structure that is fit
for purpose to deliver the identified priorities and to match Members expectations. The structure
will be reviewed and is included as a task within the Action Plan.
10.0
Action Plan and Priorities
10.1
As part of this updated Plan, it is recommended that the Council adopts a planned approach to
the review and challenge of the use and retention of its assets. This will help to provide a
transparent framework for investment and disinvestment decisions in the asset base. It is
recommended that this review initially covers those operational assets that cost the most to
operate and maintain and those which have the potential for generating the most income and
should include the following asset categories;



10.2
The Council’s three main leisure centres (Splash Leisure and Fitness Centre, Sheringham,
Victory Swim and Fitness Centre, north Walsham and Fakenham Sports and Fitness Centre) will
be considered as part of a new leisure contract. Following the operational review detailed above it
is recommended that a further separate review of the non-operational estate (ie assets let to third
parties) is also undertaken with the objective of reducing management costs and overheads
whilst maintaining or enhancing current income levels. This review should cover the following
asset categories;





10.3
Industrial estates
Beach huts and chalets
Markets
Concessions
Parklands
To support the generation of capital receipts, increased income and/or reduced operating costs it
is recommended that the following three areas are incorporated within the Action Plan;



10.4
Public conveniences - to better manage the maintenance issues with the stock,
improvements or alternative provision to ensure DDA compliance and to ensure facilities
are available where required
Car parks - better utilisation of current assets, opportunities for new development and
income generation etc
Office accommodation - opportunities for efficiency savings in relation to running costs,
opportunities to increase income from letting surplus office space, opportunities for colocation and shared facilities etc
Disposals – to generate capital receipts and reduce operating costs
Acquisitions – to improve income generation and/or replace inefficient assets
Redevelopments – to improve revenue generating potential, reduce operating costs or
increase service provision (or a combination of all three)
As a result of the work on this Plan a number of objectives have been identified as follows;
18
55
Objective 1 – Plan and manage the property assets as a corporate resource
Objective 2 – To provide income to support budget planning and service delivery
Objective 3 – To provide fit for purpose property in the right place, achieve value for money and
be flexible to meet service requirements, both corporately and for communities,
now and in the future
10.5
From these key objectives a number of priorities have been identified that will enable the Property
team to deliver the required outcomes. The table below shows how these priorities support the
wider delivery of the Corporate Plan, the officers responsible for progressing the objective along
with the anticipated timescales.
Table 9 – AMP Action Plan (Key: 1 Delivery the vision, 2 Jobs and the local economy, 3
Housing and infrastructure, 4 Coast, countryside and built heritage, 5 Localism)
1 2 3 4 5 Timescales
Objective 1 – Corporate resource
Development of the Concerto asset system to
improve efficiency and management information
Establish a measured term contract for small works
to increase response times and flexibility
Establish contracts for professional services to
provide cover and expertise as required
To ensure that the team structure is robust and
contains the necessary skills to enable the
objectives and Action Plan contained within the
AMP to be delivered
To procure a strategic partner to develop a Property
Investment Strategy to support a more commercial
approach to property management and
development
To complete 33 asset condition surveys
Objective 2 - Income
To investigate acquisition and disposal opportunities
to generate income, minimise repairs and
maintenance costs and generate capital receipts
To consider future options for the depot at Grove
Lane Holt if a new tenant is not found
Investigate potential relocation and redevelopment
opportunities where appropriate
Objective 3 – Value for money
To complete the business case to support the
Parklands caravan site developments
To complete property storm surge repairs
To review and complete an options appraisal of
those assets in condition category C and D not
included elsewhere;
 North Walsham barn & yard
 West Runton shelter
 Upper Lees shelter
 PC Cromer Melbourne slope
 PC Cromer pier
PC Sheringham Lushers Passage
 Consider future options for the Splash leisure
facility
Asset review - Cromer office;
 Investigate invest to save options
 Review energy utility contracts to ensure VFM
 Investigate options for income generation
19
56
December
2014
October
2014
December
2014



Action
Property Business
Manager
Property Project &
Programme Manager
Head of Assets & Leisure
    
Sept 2014
Head of Assets & Leisure
    
October
2014
Head of Assets & Leisure

March 2015
Property Manager

December
2014
Head of Assets & Leisure

December
2014
Head of Assets & Leisure

March 2015
Head of Assets & Leisure
   
September
2014
Dec 2014
Property Project &
Programme Manager
Head of Assets & Leisure
    
December
2014
Head of Assets &
Leisure/Property
Manager/Estates &
Valuations Manager
 
Dec 2015
Head of Assets & Leisure
Sept 2014
March 2015
Dec 2014
Property Manager
Head of Assets & Leisure
Estates & Valuations
Manager/ Property
Business Manager
 
 
Asset review – Public conveniences not included
elsewhere;
 Review of current provision
 Identification of revenue saving opportunities
 Consideration of disposal and
re-provision/acquisition
re-provision / transfer options to include;
PC Cromer West prom
PC Fakenham Highfields
PC Stalham High Street
Asset review – Car parks;
 To explore additional income generating
opportunities including concessions and
rd
undertaking 3 party operations
 Review of potential revenue savings from the
current enforcement contract




Nov 2014
Dec 2014
March 2014
Nov 2014
Nov 2014
Head of Assets & Leisure
Property Manager
Estates & Valuations
Manager/Head of Assets &
Leisure
Estates & Valuations
Manager/ Property
Business Manager
Property Business
Manager
11.0
Conclusions
11.1
The Property portfolio and the Property team itself have a key role to play in helping to reduce the
forecast budget deficit as follows;



Disposals – to generate capital receipts and reduce operating costs
Acquisitions – to improve income generation and/or replace inefficient assets
Redevelopments – to improve revenue generating potential, reduce operating costs or
increase service provision (or a combination of all three)
11.2
The key to achieving the desired outcomes will be through the delivery of the Action Plan and
allocation of sufficient resources and the correct team structure to enable this to be achieved.
Establishing contracts for small/minor works and professional services will also help with
resilience and responsiveness and help to enable the priorities detailed above to be delivered.
11.3
The asset portfolio is also fundamental in supporting service delivery, providing facilities for both
staff and local communities alike. Effective management of this vital resource will ensure that the
Council is able to meet its corporate priorities and objectives, positioning the Council positively for
the challenges ahead.
11.4
The forecasts for the improvement of the condition of the portfolio are extremely positive and the
maintenance programme needs to be actively managed to ensure that this improvement is
delivered in a timely fashion and continues to be delivered over the coming years. Continuing
with the planned maintenance regime will also help to minimise reactive repairs resulting in an
increase in planned repairs and better value for money being achieved.
11.5
The provision of a capital budget for car park improvements during 2014/15 will ensure that this
key asset category continues to perform well, supporting corporate objectives and making a
substantial contribution to the overall budget position.
11.6
Recovery form the storm surge damage remains a key priority and efforts will be prioritised to
ensure that these assets are back open and operating effectively in time for the summer tourist
season wherever possible.
11.7
It is recommended that this Plan is reviewed and updated towards the end of 2015.
20
57
PLEASE NOTE: THIS APPENDIX REPRESENTS THE CURRENT 5 YEAR FORECAST OF ESTIMATED REVENUE AND CAPITAL REQUIREMENTS AND DOES NOT REPRESENT CURRENT APPROVED
BUDGETS WHICH ARE DISCUSSED WITHIN THE MAIN DOCUMENT
Current
Insured
Date of Condition
5 Year Forward Maintenance Plan Estimates
Building
value
Property
Storm Damaged
Survey
Score
2014/15
Yr 1 - 2014/2015
Yrs 2 to 5
Revenue
Capital
Revenue
Capital
Revenue
Capital
£11,958,831
£1,522,319
£1,061,055
£183,855
£89,500
£12,850
£7,700
£2,250
£133,500
£20,000
£0
£0
£240,350
£73,450
£77,500
£32,500
B
B
N/A
£90,000
£2,000
£350
£0
£0
May 2013
Feb 2012
N/A
B
B
N/A
£810,000
£760,002
£1,963,400
£1,250
£3,500
£0
June 2013
Nov 2006
Jan 2014
Jan 2014
Jan 2014
£110,545
Oct 2011
Mar 2010
Oct 2011
Oct 2011
D
B
D
D
D
B
B
B
B
C
B
B
B
B
B
B
N/A
June 2012
Mar 2010
Mar 2010
Mar 2010
Mar 2010
Mar 2010
Mar 2010
Mar 2010
Mar 2010
N/A
Mar 2010
Mar 2010
Mar 2010
Jan 2010
Jan 2010
Jan 2013
Jan 2010
Jan 2010
Jan 2010
N/A
B
B
B
B
B
B
B
B
B
N/A
B
B
B
B
C
B
C
A
B
Administration Offices
Council Main Offices, Holt Road
Fakenham Connect (leased)
North Walsham Office
North Walsham Barn & Yard
Apr 2011
May 2011
Dec 2010
Dec 2010
B
B
B
C
Storage Facilities
Stonehill Way (leased)
17 Cornish Way
Nov 2012
Aug 2012
Enterprise & Industrial
Cornish Way
Catfield
Fakenham factory unit (JW Automarine - full repairing lease)
Leisure & Community
Holt Country Park
Cromer Pier Theatre
Cromer Pier Box Office - works cost TBC
Cromer Pier Gift Shop - works cost TBC
Cromer Pier Tides Restaurant - works cost TBC
Cromer Museum, East Cottages (full repairing lease)
Victory Sports & Leisure Centre
North Walsham Football Club (full repairing lease)
Fakenham Gym
Splash Pool
Cromer Lawn Tennis and Squash Club (full repairing lease)
Cromer Suffield Park bowls club (full repairing lease)
Cromer Marrams Bowling Pavillion (full repairing lease)
Cromer Marrams Putting Green Kiosk (full repairing lease)
Cromer Cabbell Park
Wells Tennis courts and clubhouse (full repairing lease)
Yes - minor
Yes - major
Yes - major
Yes - major
Amenity and Promanade
Lighting including amenity lights
Shelter at Marrams, Runton Road
Zig zag slope shelters, Cromer
Anglian Water Shelter, West-End Prom
Prom Shelter, Melbourne Slope
Thatched Shelter, North Lodge Park (under transfer to Cromer TC)
Shelter, North Lodge Park (under transfer to Cromer TC)
Pagoda Shelter, North Lodge Park (under transfer to Cromer TC)
Old Bandstand, North Lodge Park (under transfer to Cromer TC)
Bowls Green Shelter, North Lodge Park (under transfer to Cromer TC)
Cromer prom compass design
Shelter East of the Green, Mundesley
Small Shelter West the Green, Mundesley
Large Shelter West the Green Mundesley
East Runton Shelter, East Runton
West Runton Shelter, West Runton
Bandstand Shelter, Sheringham
Upper Lees Shelter, Sheringham
Lees Shelters, Sheringham
Lifeguard hut & store, Sheringham
Totals
Totals
£785,000
£10,000
£100,000
£0
£329,850
£86,300
£85,200
£34,750
£918,500
£30,000
£100,000
£0
£28,100
£5,700
£15,000
£0
£30,100
£6,050
£15,000
£0
£0
£0
£0
£28,500
£45,500
£0
£150,000
£150,000
£0
£29,750
£49,000
£0
£150,000
£150,000
£0
£0
£12,500
£0
£0
£0
£12,500
£13,641,920
£5,250
£100,000
£46,400
£20,000
£0
£6,324,000
£262,650
£3,060,000
£6,120,000
£785,400
£400,000
£301,920
£10,000
£495,000
£0
£0
£8,000
£0
£3,000
£2,750
£0
£0
£0
£0
£0
£0
£0
£15,000
£0
£15,000
£0
£0
£0
£0
£0
£0
£0
£0
£11,200
£0
£12,000
£20,050
£0
£0
£0
£0
£0
£0
£0
£12,500
£0
£47,500
£75,000
£0
£0
£0
£0
£0
£0
£0
£19,200
£0
£15,000
£22,800
£0
£0
£0
£0
£0
£0
£0
£27,500
£0
£62,500
£75,000
£0
£0
£0
£0
£0
£0
N/A
£30,000
£35,000
£40,091
£750
£0
£0
£2,500
£0
£0
£0
£0
£0
£0
£250
£250
£250
£500
£0
£500
£0
£0
£0
£0
£4,000
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£4,000
£20,000
£0
£0
£0
£160,364
£6,600
£0
£4,000
£2,400
£0
£0
£0
£0
£0
£250
£6,000
£6,000
£6,000
£8,500
£1,000
£750
£3,200
£1,500
£0
£0
£0
£0
£15,000
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£200,455
£7,350
£0
£4,000
£4,900
£0
£0
£0
£0
£0
£250
£6,250
£6,250
£6,250
£9,000
£1,000
£1,250
£3,200
£1,500
£0
£0
£4,000
£0
£15,000
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£4,000
£20,000
£0
£0
£0
£100,000
£76,500
£70,000
£40,000
£21,010
£10,000
N/A
N/A
£5,000
£5,000
£60,000
£20,000
£100,000
£40,000
£30,000
£50,000
58
£51,650
£120,000
Property
Storm Damaged
Current
Date of Condition
Building
Survey
Score
Insured
value
2014/15
5 Year Forward Maintenance Plan Estimates
Yr 1 - 2014/2015
Fearns Park field shelter, Cromer
Cadogan Road car park shelter, Cromer
Cromer pier shelters
East prom, Sheringham
Warren Woods, Cromer
Doctors steps shelter, Cromer
Beeston Hill shelter, Sheringham
Miscellaneous Sites
Yrs 2 to 5
Revenue
Capital
Revenue
Capital
Revenue
Capital
Totals
Totals
Jan 2010
Jan 2010
Jan 2010
Jan 2010
Jan 2010
Jan 2010
Jan 2010
Jan 2010
B
B
B
B
B
B
B
B
£5,000
£7,000
£60,000
£60,000
£20,400
N/A
£5,000
N/A
£0
£0
£0
£0
£0
£0
£0
£500
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£1,600
£0
£0
£0
£0
£0
£0
£0
£10,000
£0
£0
£0
£0
£0
£0
£0
£2,100
£0
£0
£0
£0
£0
£0
£0
£10,000
Feb 2014
Mar 2009
C
A
£745,000
N/A
£2,500
£800
£395,000
£0
£10,000
£11,250
£0
£0
£12,500
£12,050
£395,000
£0
Car Parks
Cromer Cadogan Road
Cromer Promenade
Cromer Runton Road
Cromer Meadows
East Runton, Beach Road
Fakenham Bridge Street
Fakenham Hall Staithe
Fakeham Highfield Road
Fakenham The Limes
Fakenham Queens Road
Happisburgh Cart Gap
Holt Albert Street
Holt Station Yard
Holt Country Park
Mundesley Beach Road (leased)
North Walsham Bank Loke
North Walsham Midland Road
North Walsham Mundesley Road
North Walsham New Road
North Walsham Vicarage Street
Overstrand Pauls Lane
Sea Palling Clink Road (leased)
Sheringham Chequers
Sheringham East Cliff
Sheringham Morris Street
Sheringham Station Approach
Stalham Off High Street
Wells Stearmans Yard
Wells Staithe Street
Weybourne Beach Lane
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
£30,000
£110,000
£129,273
£0
Community Centres
Community Centre Oak Street
Jan 2007
B
£1,754,400
£500
£0
£2,000
£0
£2,500
£0
Public Conveniences
Bacton, Coast Road
Blakeney, The Quay
Cromer, Cadogan Road
Cromer, Melbourne Slope
Cromer, North Lodge Park (under transfer to Cromer TC)
Cromer, NNIC Public Toilets
Cromer, Pier
Aug 2010
Aug 2010
Mar 2010
May 2010
May 2010
Sept 2010
Jul 2010
A
A
B
C
B
B
C
£60,000
£122,145
£147,085
£152,335
£20,000
N/A
£63,035
£100
£600
£800
£0
£0
£100
£50
£0
£0
£0
£75,000
£0
£0
£0
£3,150
£4,500
£4,550
£0
£0
£3,400
£200
£0
£0
£0
£0
£0
£0
£35,000
£3,250
£5,100
£5,350
£0
£0
£3,500
£250
£0
£0
£0
£75,000
£0
£0
£35,000
Beach Huts and Chalets
Beach Chalets
Beach Hut Sites
Yes - major
Yes - minor
Yes - minor
59
£159,273
£110,000
Property
Storm Damaged
Current
Date of Condition
Building
Survey
Score
Insured
value
2014/15
5 Year Forward Maintenance Plan Estimates
Yr 1 - 2014/2015
Cromer, Rocket House
Cromer, Runton Road
Cromer, West End Promanade
Fakenham, Bridge Street
Fakenham, Highfields
Fakenham, Queens Road
Happisburgh, Cart Gap
Hickling, The Staithe (leased)
Holt, Albert Street
Holt, Country Park
Horning, Swan Car Park
Hoveton, Station Road
Ludham, The Bridge
Ludham, Womack Staithe
Mundesley, Marina Road
Mundesley, The Promenade
North Walsham, Vicarage Street
North Walsham, New Road
Overstarnd, Pauls Lane
Potter Heigham, The Bridge
Runton - East Runton
Runton - West Runton
Sea Palling, Beach Road
Sheringham, Lushers Passage
Sheringham, East Promanade
Sheringham, The Lees
Sheringham, Station Approach
Stalham, High Street
Walcott, Coast Road
Walsingham, High Street (leased)
Wells, Newgate Lane
Wells, The Quay, Beach Road
Wells, Stearmans Yard
Estates (Other Lettings)
The Oaks, North Walsham
Seaview Playgroup (under transfer to Cromer TC)
Rocket House
Maltings (99 year lease to Wells Maltings Trust)
Sackhouse (99 year lease to Wells Maltings Trust)
Oddfellows Hall Sheringham (negotiating full repairing lease)
Sheringham Little Theatre (full repairing lease)
Grove Lane, Holt
Retail Units
Cromer West Prom café
Blue Sky Café, Runton Road
Julio's Café Cromer
Mundesley Café
North Lodge Tea Room (under transfer to Cromer TC)
Red Lion Steps retail units
West Prom Café Sheringham
Residential
Parklands, Pudding Norton
Cromer Travellers short stay site (leased)
Yes - major
Yes - major
Yes - minor
Yes - minor
Yes - major
Capital
Revenue
Capital
Totals
Totals
B
B
D
B
B
B
B
B
B
B
B
B
B
B
B
D
B
B
B
B
B
B
B
C
A
B
B
B
B
B
B
B
B
N/A
£157,590
£30,000
£114,495
£82,110
£82,110
£82,110
£150,960
£150,000
£115,565
£66,710
£204,865
£150,000
£77,725
£126,070
£100,000
£74,590
£60,000
£152,335
£70,915
£152,335
£49,905
£180,000
£180,000
£81,600
£200,000
£193,800
£63,035
£60,000
£125,000
£73,540
£127,500
£84,300
£750
£200
£0
£100
£100
£100
£100
£100
£100
£100
£100
£100
£100
£100
£100
£0
£50
£100
£300
£1,650
£250
£300
£350
£100
£50
£100
£150,000
£500
£100
£100
£100
£100
£100
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£1,500
£0
£0
£0
£1,500
£50,000
£0
£0
£0
£1,500
£0
£0
£0
£0
£0
£0
£0
£0
£1,500
£1,500
£0
£0
£2,500
£5,700
£1,900
£100
£3,150
£3,150
£3,150
£3,150
£3,150
£3,150
£2,150
£3,150
£3,150
£3,150
£3,150
£3,150
£0
£200
£3,150
£850
£0
£1,000
£1,500
£1,850
£300
£200
£3,150
£0
£0
£3,150
£3,150
£3,150
£3,150
£3,150
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£50,000
£0
£0
£0
£0
£0
£0
£0
£0
£0
£6,450
£2,100
£100
£3,250
£3,250
£3,250
£3,250
£3,250
£3,250
£2,250
£3,250
£3,250
£3,250
£3,250
£3,250
£0
£250
£3,250
£1,150
£1,650
£1,250
£1,800
£2,200
£400
£250
£3,250
£150,000
£500
£3,250
£3,250
£3,250
£3,250
£3,250
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£1,500
£0
£0
£0
£1,500
£50,000
£0
£0
£0
£1,500
£0
£0
£0
£50,000
£0
£0
£0
£0
£1,500
£1,500
£0
£0
£2,500
Nov 2006
Feb 2007
March 2014
C
B
B
N/A
N/A
B
B
C
£52,530
£50,000
£3,500,000
£2,142,000
£2,244,000
£591,600
£2,652,000
£1,047,540
£0
£0
£48,500
£0
£0
£0
£0
£2,250
£17,500
£0
£60,000
£0
£0
£0
£0
£75,500
£0
£0
£61,950
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£110,450
£0
£0
£0
£0
£2,250
£17,500
£0
£60,000
£0
£0
£0
£0
£75,500
Feb 2014
Tenant building
Full repairing lease
Feb 2014
May 2010
Feb 2014
Feb 2014
D
B
B
C
B
B
D
£50,000
N/A
£61,010
£250,000
£180,000
£211,650
£95,300
£0
£0
£0
£0
£0
£0
£0
£40,000
£0
£0
£70,522
£0
£0
£45,000
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£40,000
£0
£0
£70,522
£0
£0
£45,000
April 2014
C
B
£84,150
£127,500
£250
£0
£225,000
£0
£4,850
£0
£0
£0
£5,100
£0
£225,000
£0
N/A
N/A
Oct 2013
Yes - major
Revenue
Capital
Sept 2010
Mar 2010
May 2010
Aug 2010
May 2010
Aug 2010
Apr 2010
Apr 2010
Sept 2010
Sept 2010
Apr 2010
Apr 2010
Apr 2010
Apr 2010
Aug 2010
Aug 2010
May 2010
Aug 2010
Mar 2010
May 2010
Apr 2010
Apr 2010
Aug 2010
May 2010
April 2012
Sept 2010
Sept 2010
Apr 2010
Apr 2010
Sept 2010
Apr 2010
Apr 2010
Apr 2010
Yes - minor
Yes - major
Yrs 2 to 5
Revenue
60
Property
Storm Damaged
Current
Date of Condition
Building
Survey
Score
Insured
value
2014/15
5 Year Forward Maintenance Plan Estimates
Yr 1 - 2014/2015
Yrs 2 to 5
Revenue
Capital
Revenue
Capital
Revenue
Capital
Totals
Totals
Fakenham Travellers short stay site (leased)
April 2014
B
£127,500
£0
£0
£0
£0
£0
£0
Tourist Information Centres (Customer Services)
North Norfolk Information Centre
Sheringham TIC
Holt TIC (leased)
Wells TIC (full repairing lease)
Jan 2013
Jan 2013
Jan 2013
Jan 2013
B
B
B
B
£1,056,161
£20,085
N/A
£99,632
£9,500
£5,600
£750
£0
£0
£0
£0
£0
£60,500
£8,350
£14,900
£11,200
£0
£0
£0
£0
£70,000
£13,950
£15,650
£11,200
£0
£0
£0
£0
Other Assets
Worstead Churchyard
Cromer Churchyard
Blowlands Lane (demolished Feb 2014)
Various playground sites
Nov 2013
Oct 2013
June 2012
June 2013
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
£250
£2,500
£0
£0
£0
£0
£0
£0
£1,500
£1,000
£0
£0
£0
£0
£0
£0
£1,750
£3,500
£0
£0
£0
£0
£0
£0
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£0
£1,679,878
£2,972,522
£1,075,000
(£604,878)
£598,000
(£2,374,522)
Retained Housing Sites
Binham - land at Priory Close (0.89ha)
Calthorpe - Site off Erpingham Road (0.04ha)
Edgefield - Allotment Land (2.32ha)
Erpingham - Field at Eagle Road
Fakenham - Remainder of Land lying to the North of Greenfield Close
Felmingham - The Green at Highfields
Great Ryburgh - Land off Highfield Lane (0.61ha)
Hindringham - Grass Verge at The Elms
Holt - Grass Verge at Kerridge Way
Holt - Narrow Strip of Grass Verge
Holt - Grass Verge at Kerridge Way, adj Phone Exchange & CP
Ingworth - Land adjacent to No 1 Banningham Road (0.15ha)
Itteringham - Land South of 4 Wolterton Road (0.19ha)
Knapton - Land off Hall Lane/School Close (0.74ha)
Little Snoring - Land off The Croft,
Ludham - Land r/o Nos 1-7 The Crescent
Matlaske - Land on the North side of the green
Mundesley - Site of Former Greenhouse Northfield House
Paston - Land off Bears Road
North Walsham - Land at North Walsham - Cornish Avenue (0.72ha)
North Walsham - Informal Parking/Allotment Area
North Walsham - Land at Brick Kiln Lane
Roughton - Site off Brownsfield
Sheringham - Land at Weston Terrace (0.33ha)
Skeyton - Land at Coronation Corner
Stiffkey - Site off Camping Hill (0.08ha)
Sutton - Land at Elmhurst Avenue,
Swanton Novers - Land at The Croft
Wells-next-the-Sea - Remainder of land South Side of Northfield Crescent
Edingthorpe - Informal Parking / Allotment Area Land, Rectory Road
£72,036,630 £445,441
Current Approved Budgets
Forecast Shortfall
61
£1,497,522
£1,234,437 £1,475,000
Appendix 2
PROPERTY RELATED SCHEMES - GENERAL FUND CAPITAL PROGRAMME
Scheme
Scheme Total
Current
Estimate
Pre 31/3/12
Actual
Expenditure
Updated Budget
2013/14 at Period
10
Actual
Expenditure at
Period 10
Updated
Budget
14/15
Updated
Budget 15/16
£
Jobs and the Local Economy
Rocket House
Wells Sackhouse Refurbishment
Maltings Wells
Car Park Resurfacing and Refurbishment
Public Conveniences (Plumbing and Drainage)
Coast, Countryside and Built Heritage
Sheringham Promenade Lighting
Cromer Pier and West Prom Refurbishment
Project
Refurbishment Works to the Seaside Shelters
Chalet Repairs
Doctors Steps
Parklands Improvements
Localism
Victory Swim and Fitness Centre
Play Areas
Splash roof improvements
Steelwork protection - Victory & Fakenham
Delivering the Vision
Reception Project
Asset Management Computer System
Administrative Buildings
Handyman Vehicle
77,084
71,752
100,000
361,681
15,000
26,928
45,029
0
207,758
0
50,156
26,723
100,000
153,923
15,000
5,240
0
100,000
90,835
369
0
0
0
0
0
0
0
0
0
0
625,517
279,715
345,802
196,444
0
0
79,500
67,498
12,002
0
0
0
200,000
110
49,890
956
150,000
0
153,500
36,000
22,000
100,000
33,449
262
262
0
30,051
35,738
21,738
0
3,887
36,134
6,867
0
90,000
0
0
100,000
0
0
0
0
591,000
101,581
149,419
47,843
340,000
0
54,370
100,000
60,000
30,000
0
0
0
0
54,370
100,000
0
0
0
9,191
0
0
0
0
60,000
30,000
0
0
0
0
244,370
0
154,370
9,191
90,000
0
143,026
75,000
275,000
13,200
2,486
62,593
6,754
0
140,540
12,407
100,246
13,200
148,445
0
84,754
13,696
0
0
168,000
0
0
0
0
0
506,226
71,833
266,393
246,895
168,000
0
1,967,113
453,129
915,984
500,373
598,000
0
62
Duncan Ellis
Assets Coastal Defence & Leisure
Tony Turner
Property Manager
Tina McManus
Property
Maintenance
Admin
Billy Payne, Dick Rudham
and Terry Harvey
Property Maintenance Team
Robin Swift
Caretaker
Property Team Structure
Martin Green
Estate & Valuation
Manager
Maxine Collis
Property Business
Penny Sands
Property Admin
Gail O’regan (Estates)
Estates related
Technical Admin
(Beach Huts/Chalets)
Ricky Wright
Contract & Facilities
Manager
Russell Tanner
Market Supervisor
Michael Clarke
David Rigby
Foreshore Officers
Alex Casson (Supervisor)
Carol Hartington
& Gill Ashby
Canteen
63
Russell Tanner
Property Project
Manager
Agenda Item No____10________
North Norfolk Big Society Fund
Summary:
An appraisal and review of the North Norfolk Big Society
Fund during its first year of operation was considered by
Cabinet in April 2013.
It was subsequently agreed that Cabinet would receive
an annual report on the Fund at the end of each
financial year.
Conclusions:
The North Norfolk Big Society Fund annual report
provides an overview of the Fund during its second year
of operation. It considers the effectiveness of the
management, administrative and decision making
process and the extent to which the Fund is achieving
its aim. The report identifies the Fund’s strengths and
challenges and suggests approaches to ensure the
Fund continues to meet both Council and community
aspirations.
Recommendations:
Cabinet are requested to note the annual report and
consider if they wish to explore further any suggested
approaches to develop and enhance both the grant and
enabling fund schemes.
Reasons for
Recommendations:
To ensure Cabinet are informed about the operation of
the Fund during its second year and to ensure that the
Fund continues to meet both Council and community
aspirations.
LIST OF BACKGROUND PAPERS AS REQUIRED BY LAW
(Papers relied on to write the report, which do not contain exempt information and which are not
published elsewhere)
The Big Society Fund Prospectus
Big Society Fund Review April 2013
Cabinet Member(s)
Ward(s) affected
Cllr. John Lee
All
Contact Officer, telephone number and email:
Sonia Shuter, 01263 516173 sonia.shuter@north-norfolk.gov.uk
64
1.
Introduction
1.1 Localism is identified as a key priority in NNDC’s Corporate Plan 2012 –
2015. A specific action is to encourage the growth of The Big Society within
communities.
1.2 The North Norfolk Big Society Fund was established in 2012 to help build
strong communities in North Norfolk. Its aim as identified in the Prospectus is
to help communities to develop new and innovative projects which will
improve their social and economic wellbeing.
1.3 A comprehensive and informative review of the first year of operation of
the North Norfolk Big Society Fund was presented to Cabinet in April 2013.
1.4 It concluded that overall the Fund was achieving its purpose and
recommended that the Fund should continue for a second year subject to the
following agreed changes:

The Fund to be managed and administered internally by NNDC rather
than externally by Norfolk Community Foundation. This enabled funding
available to increase to £450,000 as the NCF administration fee £27,000
was added to the BSF.

The Fund to be divided equally between a grant fund totalling £225,000
offering a maximum grant of £15,000. Applications to be considered by a
cross party grant Panel in accordance with agreed Terms and Conditions.

The remaining £225,000 to be allocated to an Enabling Fund for projects
developed in partnership with local communities that met Council priorities
in terms of Localism or were above the £15,000 grant threshold

A Localism Board would be established to help develop initiatives being
considered for support by the enabling fund. Decisions on projects to be
awarded a grant from the enabling fund would be made at Cabinet.
1.5 These changes were made and the scheme has operated on this basis
for the full financial year.
1.6 The purpose of this annual report is; to provide an overview of the grant
and enabling elements of the Fund during its second year of operation; to
consider the effectiveness of the management, administrative and decision
making process; to reflect on the extent to which the Fund is achieving its
aim; identify particular strengths and challenges and consider options to
ensure the Fund continues to meet both Council and community aspirations.
2. North Norfolk Big Society Fund Grant Scheme
2.1 During its second year of operation the Fund has been managed and
administered internally within the Growth and Communities Team. Officers
have taken on responsibility for the whole grant process which includes:

Publicity and promotion of the Big Society Fund
65

Establishment of internal systems and databases to manage and monitor
the Fund

Advising and supporting organisations throughout the application process.

Effective communication with Members at all stages of the grant process

Ensuring reports are prepared and presented to the decision making
Panel and Localism Board within agreed timescales

Effective communication with successful and unsuccessful applicant
organisations.

Regular communication and monitoring of applications awarded funding
to ensure projects are completed in accordance with Fund Terms and
Conditions.

On-going promotion of the Big Society Fund, supporting projects re
publicity and promotion, media articles, organising Member representation
at opening events.
2.2. As well as saving the external fee charged by Norfolk Community
Foundation, the internal management and administration of the fund has been
of significant benefit to NNDC by:

Proactively promoting the Big Society Fund as an NNDC initiative.
Previously organisations contact both orally and written was with Norfolk
Community Foundation. This often led to confusion as to who had
awarded the grant.

Significantly increasing NNDCs engagement with Town and Parish
Councils as well voluntary and community groups throughout the whole of
the grant process from pre-application to project implementation and
completion.

Enabling officers to have a greater understanding of the need for projects,
the challenges communities are facing and offer appropriate advice and
support.

Increasing Members’ awareness of the grant process particularly in
relation to applications from their local area.

Maintaining effective and regular contact with organisations awarded a
grant to ensure their projects progress in accordance with grant Terms
and Conditions.

Increasing publicity and media promotion and engagement of NNDC at
the opening of completed projects. This helps raise the profile of the
organisation and the project awarded a grant. It benefits NNDC in terms
of its reputation as a Council that is proactively committed to the principles
66
of localism and supporting communities. It is also a highly effective way of
promoting the grant scheme to attract appropriate future applicants.
Overview of proposals submitted / approved 2013/14
2.3 The Panel that considers the eligible applications is appointed annually by
Full Council. It is politically balanced and comprises the Cabinet Member for
Localism and the Big Society and six other Members of the Council (three
from the ruling group and three from the opposition group). Four Panel
meetings have been held, in July 2013, September 2013, December 2013
and March 2014.
2.4 In its second year, applications to the grant fund were made by fifty seven
organisations. Two organisations whose first application was unsuccessful re
applied for funding for a different purpose so in total fifty – nine applications
totalling £692, 738 (nearly three times the grant funding of £225,000
available) were received. Seven applications totalling £111,349 did not meet
the criteria and purpose of the fund and were not presented to the Panel for
consideration.
2.5 Of the fifty two eligible applications, thirty three organisations that applied
for funding (totalling £335,401.40) were approved (63%) and received grants
totalling £219,441. Eighteen organisations with applications totalling £237,630
were unsuccessful (34%) and one application totalling £8,357.60 was
deferred within this period.
67
68
2.6 The majority of successful grant applications continue to relate to projects
for village hall or other community building improvements, play, sport and
recreational facilities. These usually match the purpose of the fund as they
provide new or improved facilities that benefit the wider community and are
often developed by local groups of volunteers. In addition capital projects
such as these are more likely to match the areas of responsibility of the
organisations eligible to apply for funding.
The application process
2.7 Increased and earlier engagement with organisations that are considering
applying for a grant has reduced the number of ineligible applications
received and has enabled staff to advise them of appropriate alternative
means of addressing their needs. However some organisations still do not
contact the Council prior to submitting an application.
2.8. Any application that meets the Fund criteria is presented to the Panel for
a decision. The main reasons that applications are unsuccessful are:



Project doesn’t match the criteria or purpose of the fund as closely as
other applications under consideration.
Lack of evidence of community need, consultation and / or engagement.
Insufficient evidence of project’s financial sustainability.
2.9 Unsuccessful or ineligible applications have been given information about
other possible funding sources or given advice as to elements of the
application that could be strengthened. A number of unsuccessful or deferred
applications have engaged and responded positively to advice and
subsequently re-submitted applications that were successful. Others have
been able to get funding from alternative sources.
2.10 Organisations that have the greatest engagement with the Council
throughout the whole grant process tend to be Parish Councils, small local
charities and voluntary and community groups. These also tend to be very
appreciative of not only the grant but also the support offered throughout the
process, even when their projects are relatively small.
2.11 Larger organisations, or those submitting projects for which even the
maximum £15,000 grant from the Big Society Fund is a relatively small
proportion of the overall funding required, tend to engage less throughout the
whole grant application process even once a grant is awarded.
2.12 When a grant has been awarded, organisations are contacted regularly
throughout the grant implementation and monitoring period to ensure that the
project is proceeding in accordance with the agreed Terms and Conditions,
particularly in relation to publicity and promotion. NNDC proactively offers
support to projects regarding media releases and helps organise project
opening events, ensuring that NNDC is appropriately involved or represented
and has the opportunity to speak about the project and raise the profile of the
Fund and the Council.
2.13 During the first year of the Fund the monitoring information received
from Norfolk Community Foundation tended to focus more on the project’s
69
output i.e. new play equipment rather than the difference the project made to
the organisation and the community.
2.14 The monitoring process has been revised slightly. Projects now have to
submit an end of grant report along with supporting financial information a
year after the completion of their project. The internal management of the
Fund this year will therefore enable greater information to be gathered in
relation to:

What the project has achieved

The difference the project has made to the organisation that has received
funding

The difference the project has made to the direct project beneficiaries

The difference the project has made within the wider community
2.15 The first grants of 2013 /14 were not awarded until July 2013 so the end
of project reports are currently outstanding. However organisations that have
received grant funding as part of their regular verbal monitoring updates are
confirming that the funding is making a significant difference and has been
greatly valued by the organisation and the wider community.
2.16 Of particular benefit have been projects that have helped increase the
financial sustainability of a community facility, e.g. through improvements that
have enabled increased income to be generated thus reducing dependency
on grant funding.
Challenges & issues
2.17 There has been a significant number of enquiries about, and grant
applications for, funding of predominantly revenue projects that aim to support
a specific group of people e.g. young people, carers, people with learning
disabilities. This appears to be due to the reduction in grant funding by other
public sector organisations or as a result of changes to the way in which
services are commissioned.
2.18 The majority of these projects are likely to be ineligible for consideration
by the BSF. This is either because they are seeking new or ongoing revenue
funding for staff costs to run projects which support a relatively small number
of individuals, or they do not provide clear evidence of how they will be
sustained when the funding ends, so are considered to be outside the scope
of the Fund.
2.19 Whilst for such projects the number of beneficiaries may be relatively
small, the impact the projects may have in improving beneficiaries’ social and
economic wellbeing could be greater than some of the capital projects
currently funded by the BSF.
2.20 The Fund clearly should not provide grants for projects that are a
statutory responsibility of another organisation; however it is important to
ensure that the Fund is able to respond to community need and in the current
70
economic climate that this valued source of funding is used to the maximum
possible benefit.
Conclusion
2.21 Within the last year there appears generally to have been less grant
funding available both locally and nationally. The BSF which offers grants of
up to £15,000 is probably the most significant generic fund available within
North Norfolk. The Fund is valued by communities across North Norfolk and
particularly since it has been managed and administered internally has
proactively demonstrated the Council’s commitment to the Big Society.
2.22 The internal management and administration of the grant fund has been
a success. The grant Fund is achieving its aim of helping build strong
communities predominantly through the provision of new and improved
facilities and services. Changes in the definition of community as suggested
above could within local communities broaden the scope of projects being
eligible for grant funding from predominantly small-scale capital
improvements.
Grant Award Tour
2.23 A tour is being arranged in June, predominantly for Panel Members to
enable them to visit some of the projects that have been awarded funding and
get a feel for the benefits their decisions have brought. Local members are of
course welcome to accompany the visit to projects in their wards.
North Norfolk Big Society Fund Awards
2.24 To celebrate the contribution that Big Society Fund projects, local
businesses, adults and young people make within their community the North
Norfolk Big Society Fund Awards will be established this year.
2.25 An event will be held in July to which projects, businesses and people
nominated and short listed will be invited
2.26 The Arrangements for the award ceremony are currently being
developed. The scope of the Awards will also enable communities to
acknowledge and recognise businesses and individuals that provided
outstanding community support during the tidal surge in December 2013.
2.27 Nominations will be encouraged from Town and Parish Councils as well
as voluntary organisations and community groups within the following four
categories with each having an overall winner:




Community project of the Year
Outstanding contribution by a business to the local community
Outstanding contribution to a community project (Adult)
Outstanding contribution to a community project (Young Person)
71
3. NORTH NORFOLK BIG SOCIETY ENABLING FUND 2013-14
3.1 The Enabling Fund was created after approval was given by Cabinet in
April 2013 to set up an additional funding scheme that would provide support
for initiatives developed in partnership with local communities (to help realise
opportunities arising from the provisions of the Localism Act and to respond to
local needs), or for community projects above £15,000 in value which
otherwise meet the provisions set out in the Big Society Fund Prospectus.
3.2 The main reason for the creation of the Enabling Fund was that although it
was anticipated that the Council’s current ‘external’ grant fund (The Big Society
Fund) would continue to achieve the same benefits as in the past year there
would continue to be demand for support to larger projects. Such projects
would benefit from bespoke advice and support in the very early stages of their
development, ensuring that proposals are suitably aligned to the Council’s own
priorities and are fit-for-purpose; have ample and benefit from other external
funding. It was agreed by Cabinet that together, both the Big Society Fund and
the Enabling Fund will, if supported by resources for implementation, increase
the value of the investment and more effectively deliver the desired outcomes
for the Council under the Big Society Funding ethos.
3.3 Enabling Fund Proposals submitted / approved 2013/14
Project
Lead
Organisat
ion
Stage
Timescale
for spend
Total
project
value
Approved
to-date
£15,000
Enabling
Fund
contributi
on
£15,000
Development
of business
plan
Conversion of
Field Study to
11 dwellings
North
Norfolk
Atrium ltd
Homes
For
Wells
underway
2014/15
underway
2014/15
£1,100,000
£150,000
£150,000
Feasibility
Study
Business
Community
Hub
Achieving
Confidence
Training (ACT)
North
Walsham
Town Team
Actions
Totals
Melton
Constable
PC
underway
2014/15
£24,000
£20,000
£20,000
Holt Youth
Project
Cabinet
April 14
2014/15
£67,000
£20,000
£20,000
North
Walsham
Town
Team
proposal
2014/15
£20,000
£20,000
Tbc
£1,226,000
£225,000
£205,000
£15,000
Current processes for appraisal/approval of proposals?
3.4 During the 2013/14 period there have been a total of 5 bids (8
expressions of interest overall were discussed) that have come forward for
the Enabling Fund with 4 bids currently funded. The total funding committed
to the projects that have sought Enabling Fund grants stands currently at
£205,000. The period for spend will be during the 2014/15 financial year,
72
given that the projects themselves are extensive either in relative size and/or
timescales.
3.5 The process for proposals that have been submitted to the Fund provides
the opportunity for the proposal to be viewed and commented on by the
Assets and Localism Board prior to submission to Cabinet. This offers
Members and senior officers the opportunity to provide advice on the capacity
of the proposal to meet with the requirements of the Fund and the wider Big
Society Fund objectives.
Positive aspects of Enabling Fund process 2013/14
3.6 This process offers:




Opportunities for community organisations to develop ideas that sit
outside the parameters of more formal funding timescales and processes.
Opportunities for tailored support for developing ideas that are then put
forward as proposals for funding under this scheme.
Opportunities for larger projects to seek match funding that levers more
external funding into the North Norfolk area.
Opportunities to work in partnership with organisations and to tailor their
investment to match NNDC’s corporate objectives.
Proposed improvements for Enabling Fund 2014/15
3.7 The Enabling Fund is currently open to organisations that seek funding to
improve community services, buildings and plan for future improvements to
these. Currently there is no geographical emphasis placed on the current
funding availability and therefore proposals may come from a limited number
of areas representing a smaller number of communities than the wider district
as a whole and this may be an issue going forward.
Suggested improvement: Geographic spread of support could be
encouraged by more engagement and dialogue with representative
organisations in larger market towns and key settlements. There may be an
opportunity to provide a model for the fund that showcases current successes
and seeks to encourage a more diverse and wider spread of interests
especially in key settlements.
3.8 The purpose of the Enabling Fund as stated in the Prospectus may lead
potential applicants to perceive it as a fund for large-scale projects offering
major funding support rather than a fund that seeks to support projects that
increase opportunities to lever more and larger funding amounts from external
funders.
Suggested improvement: Proposals that can show Enabling Funds will
provide leverage for more external funds coming into the District Council area
should be encouraged to apply especially those projects that respond to the
key corporate priorities of the District Council
73
Conclusion
3.9 The Enabling Fund in 2013-14 has demonstrated that there is a need for
funding that can support the wider ambitions of community organisations,
voluntary groups and parish councils to deliver much needed support for their
respective communities. Since its inception the Enabling Fund has provided
support in total to 4 key projects (one further proposal has been submitted
recently) that have received approval for £205,000 out of a total £225,000
available at the start of the financial year. The total level of interest received
for bidding into the fund came from a total of 8 organisations. A range of
proposals have sought support ranging from capital projects, enhanced
community services to feasibility and business planning studies.
4. Financial Implications and Risks
4.1 This report reviews the effectiveness of a fund which has a high public
profile and has involved the distribution of significant amounts of money.
The internal management and administration of the Fund has been of
significant benefit to the Councils reputation as it has demonstrated its
commitment to embrace localism as well as use second homes funding for
community benefit.
5. Sustainability
5.1 Whilst the continuation of the discretionary element of the second homes
council tax may change in the future there are no sustainability implications
resulting from this report.
6. Equality and Diversity
6.1 The consideration of suggested approaches will provide an opportunity to
reduce inequality issues identified within the current eligibility criteria.
7. Section 17 Crime and Disorder considerations
7.1 There are no crime and disorder implications
74
Agenda Item No____11________
ENFORCEMENT BOARD UPDATE
Summary:
This report provides an update to Members on the work
of the Enforcement Board over the past six months and
also gives an assessment of progress made since the
Board’s inception, in December 2012, to provide a
cohesive enforcement approach in respect of Long
Term Empty properties and other complex enforcement
cases.
In broad terms, at the time of writing, the Board has
considered 102 cases, of which all but 4 have seen
have seen positive enforcement action. In addition to
the direct action around property, significant amounts of
money due to the Council continues to be recovered in
terms of council tax and business rates and almost all of
the cost associated with the Board’s work has been or
will be recovered.
Conclusions:
The Enforcement Board continues to make significant
progress in dealing with difficult and long standing
enforcement cases and bringing Long Term empty
properties back into use, with both social and economic
benefits, and financial benefits to the council.
Recommendations:
1.
That Cabinet notes the progress made to
date by the Enforcement Board.
Reasons for
Recommendations:
1.
To ensure appropriate governance of the Board.
Cabinet Member(s)
Ward(s) affected
Cllr Rhodri Oliver
All Wards
Contact Officer, telephone number and email:
Nick Baker, Corporate Director
01263 516221
nick.baker@north-norfolk.gov.uk
75
1.
Introduction
This is the third, six monthly progress update on the work of the Enforcement
Board, which members will recall was set up to tackle Long Term Empty
homes and difficult, often long standing, enforcement issues. The cases dealt
with have involved a wide range of the Council’s service areas and the Board
was tasked with bringing a focus to each case, by ensuring all the Council’s
regulatory and enforcement powers were considered, in order to bring about
the most effective resolution to the issue at hand.
In terms of empty homes there were, and still are, a number of issues arising
which provided good reason to act. As well as the obvious social advantage,
of utilising as much of the District’s housing stock as possible, thereby
maximising housing provision, many long term empty properties attract New
Homes Bonus to the Council when brought back into use. The learning from
dealing with such properties over the past year or so is being carried forward
in other work around empty homes into a proposal in a separate report on this
Cabinet Agenda.
However, in addition to New Homes Bonus, by bringing these properties back
into use, the Council is then able to maximise its Council Tax collection from
the properties in question, on an on-going basis, from them being occupied
and having Council Tax paid. In addition, it is clear that some owners have
historically sought to take properties out of Council Tax banding with the
Valuation Office, thus avoiding any claim the Council may otherwise have for
Council Tax or Non-Domestic Rates.
Furthermore, empty properties; not only houses but commercial premises and
land; often cause blight to the local neighbourhood, both by looking an
eyesore, and also by attracting anti social behaviour, pest control issues and
causing potential danger by way of structural instability or being open to
access by children, etc.
Within the District are also a number of companies and individuals whose
business activities, especially around property ownership, but also in the
areas of environmental pollution, planning and conservation, landlord and
tenant relations and council tax evasion; have a very negative effect on the
local economy and cause risk to others.
The setting up of the Enforcement Board has enabled a different and more
effective approach to be taken in respect of these problems. As well as
allowing in some cases, a range of enforcement powers to be used in a
combined manner to solve a problem, the Board has been able to focus on
the most appropriate solution rather than, as has happened historically, a
more haphazard approach to difficult cases.
Dealing with difficult cases in this way has also driven more innovative
approaches to the use of the Council’s legislative powers. We have been
successful for example, in persuading the Residential Property Tribunal that
Housing Act powers primarily designed to protect tenants from poor
conditions, can also be used for the purposes of improving our housing stock
more generally, even where the property may be currently empty.
Whilst Members do not routinely sit at meetings of the Enforcement Board,
because of legal sensitivities around enforcement decisions; where decisions
76
have a wider implication and/or risk, CLT and or relevant members are
involved in the decision making process. Other decisions are taken under
officer delegated powers.
In addition to the six monthly update to Cabinet, local members and Group
Leaders are kept informed of progress on the individual cases being dealt
with by the Board.
2
Progress update
2.1
General
Since its inception in December 2012 the Board has continued to meet
fortnightly to ensure that good progress continues to be made across the full
range of cases under consideration.
The Board has considered the following numbers of properties, shown in the
table below, with a significant degree of success. Over half the properties
considered have been or are being brought back into use following
intervention by the Board.
2.2
Properties that were Long Term
Empty (over 6 months) but now
occupied , being
renovated/developed for
occupation or sold/up for sale
62
Works/sale scheduled to be
undertaken in the near future:
Intended EDMO (dependent on
Registered Provider)
Other Enforcement Action:
On hold or No Further Action:
5
3
28
4
Total: 102
Long Term Empty Homes
The Council’s Housing Strategy, approved in November 2012, provided an
approach towards owners of Long Term Empty homes, to encourage them to
deal with the property, after which the Enforcement Board would take the
case on for action.
Originally, it was envisaged that this strategy would be delivered by the
Council’s Housing team, but this work was subsequently taken on jointly, by
the Revenues and Benefits and Environmental Health teams.
As a result, officers have now gained a much better understanding of how to
secure earlier interventions than was previously the case, especially by the
targeted use of data held by other bodies outside local government. This will
be used as the basis for further work to deal with such properties before they
need to be considered by the Enforcement Board.
It should be noted that the data sharing issues reported previously, around
the Land and Property Gazeteer, will be taken forward as part of the Business
77
Transformation Programme, to ensure that such data is able to be more
effectively shared across all of the Council’s services.
Many of the more complex Long Term Empty Homes cases are shown in
Appendix 1 attached.
2.3
Difficult Enforcement Cases
As mentioned above, as well as the empty homes issues, the Enforcement
Board has also been charged with dealing with a number of cases which are
more complex in nature and range from properties causing long term or
significant blight, as opposed to merely being empty, through to people with
large and potentially deliberate debts to the Council and illegal business
activities, that cause high risk of pollution or are putting jobs at risk.
Often, a cross-service approach is the only way forward and it is clear that
many of these cases require high levels of formal intervention, sometimes
with outside agencies, such as the Environment Agency and utility providers,
and often using works in default powers available in some of the legislation
enforced by the Council.
Our focus has been on those cases where the Council’s intervention will give
us the best chance of securing an improved position in terms of local
environment, safety, revenue collection and or reputation
Most of the case examples are summarised in the appendix attached,
although some are not in the public domain because of associated legal
issues.
3.
Future Working
3.1
It is intended to target further work towards Long Term Empty homes which
will ensure that the Enforcement Board is left to deal with the most complex
or difficult cases. Importantly this will use the scoring and risk rating system
for Long Term Empty properties, which has been developed over the past few
months.
3.2
The potential for Compulsory Purchase still exists where all legal powers
have been exhausted and it is likely that some cases, which require this level
of action will now start to come forward.
3.3
Discussions are ongoing to arrange for a Registered Provider to administer
Empty Dwelling Management Orders and should government funding be
available for works to enable empty homes to be returned to use, having such
a relationship established will no doubt help in applying for such funds.
3.4
A high profile for the work of the Board is being maintained with the media.
This ensures that property owners are made aware of the Council’s intention
to take action wherever appropriate and that local communities are aware
that issues they are raising are being addressed.
3.5
As was previously proposed to Cabinet, officers have now developed and
implemented a charging scheme for Notices under the Housing Act, in order
to enable maximum cost recovery.
78
4.
Performance Management
4.1
Local members have continued to be kept informed of cases being taken
forward in their wards and Group Leaders are also being kept informed of all
cases. This continues to be well received.
4.2
Where appropriate Town and Parish Councils have also been kept informed
and where there is an obvious legal risk or implication, the relevant Portfolio
holder has also been informed, as well as the local member.
5.
Financial Implications and Risks
5.1
The work of the Enforcement Board is partly driven by the need to maximise
revenue from both Council Tax and, for Long Term Empty Properties, the
New Homes Bonus scheme. Significant contributions have already been
made by bringing empty homes back into use and or, getting 46 properties
back into Council Tax banding
5.2
As has been stated above, a number of these properties give rise to local
blight and therefore expectation on the Council to resolve the issues. It is
important that we are seen to act in such cases, in order to resolve matters of
concern for local communities.
5.3
It is however, also important that we act sensitively in some cases (as has
been done), and that we adhere to our own Enforcement Policies in terms of
proportionality.
5.4
There is also a reputational risk involved, if we lose legal action. Whilst this
can be mitigated by good process, evidence gathering etc, we are seeking to
be innovative in our use of legal powers and we may not always win the case
concerned.
The use of the Council’s powers in different ways will almost certainly cause
some complaint from those who have not previously seen direct action from
the Council in respect of the issues concerned.
It is therefore essential that we ensure both the technical and legal processes
used are sound and that, in terms of our reputation, our rationale for action is
clearly understood.
5.5
There is, in some cases, a risk of not being able to recover costs; both for
officer and legal costs, and works in default. However, these risks are being
mitigated, through good intelligence and evidence gathering and ensuring
that the correct processes are followed during any action taken.
6.
Sustainability
The only sustainability implications directly resulting from this report are
around better use of existing housing stock, as opposed to new build and
therefore the use of green field sites.
7. Equality and Diversity
There are no equality and diversity implications directly resulting from the
recommendations or options considered in this report.
79
8. Section 17 Crime and Disorder considerations
Some of the work being undertaken by the Board has a direct link to criminal
activity, around deliberate Council Tax avoidance. In addition, a number of
empty properties have been associated with anti-social behaviour, which of
course will be removed when properties are brought back into use.
9. Conclusions
The Enforcement Board has made significant progress towards its objectives
of dealing with difficult and long-standing enforcement cases and bringing
long term empty properties back into use, with both social and economic
benefits, and financial benefits to the council.
80
Appendix 1
Key Activity on Long Term Empty Properties (as at 20 April 2014)
Note: this is not an exhaustive list of cases, as some issues legally sensitive
and therefore not for publication.
Property
Issues
Action
56 Beeston
Common,
Sheringham
Dilapidated,
overgrown garden
Empty for over 10
years
Current correspondence with owners’
solicitors shows progress being made
to redevelop this property and site.
55 Beeston
Common,
Sheringham
Dilapidated,
overgrown garden
As above.
35-36 Beeston
Common,
Sheringham
Extremely dilapidated
Empty for over 10
years
Sold further to pressure by the Legal
Team with new owners to commence
works in the near future.
1 and 2 Church
Cottages, West
Runton
Dilapidated and in
poor repair.
Overgrown and untidy
garden, attracting
anti-social behaviour,
local blight.
s215 Notice served and garden
cleared to discourage anti-social
behaviour.
Housing Act Improvement Notices
served, requiring works to commence
October 2013.
Notice of Entry to commence works
under default served as work not
started by due date.
Works are being undertaken and are
progressing well.
121 Mundesley Rd,
North Walsham
Empty since 2007
Dilapidated,
overgrown garden
Squatters and antisocial behaviour
Legal pressure and Housing Act
Notice on owners by NNDC led to
sale.
New owners renovating with
estimated completion date for
occupancy June 2014.
13 Britons Lane,
Beeston Regis
Empty since 2003
Unkempt garden
detracting from
neighbourhood
amenity
Unpaid Council Tax
Liability Order obtained and property
placed for auction.
Owner subsequently paid all Council
Tax owed and Legal costs and the
property has been sold.
15 Calthorpe Close,
Stalham
Overgrown garden
detracting from
neighbourhood
amenity.
Unoccupied for
minimum of 6 years
Reviewed again
in May
81
11 St Austin’s
Grove, Sheringham
Extremely dilapidated
internally and
externally
Structurally
dangerous
Legal pressure applied to owners,
threatening action.
Property sold, renovations underway,
with anticipated completion date of
May 2014
37 St Giles Road,
Swanton Novers
Empty since 2001
Dilapidated and in
poor condition
detracting from
neighbourhood
amenity
Empty Property –
deteriorating and
attractting anti social
behaviour
Planning permission obtained and
expecting to be implemented
24 Corbett Road,
North Walsham
Works carried out by the owner with
the property to be occupied on the 1st
May 2014
Clarence House,
The Buttlands,
Wells next the Sea
Listed building in
prime site, in poor
condition detracting
from neighbourhood
amenity.
On English Heritage
Properties At Risk
Register.
Empty since 1974
36 Beck Close,
Weybourne
Empty since October
2010
Housing defects
Untidy and overgrown
garden detracting
from neighbourhood
amenity
Owner has complied with Notice and
has potential tenants.
22 All Saints Close,
Weybourne
Empty since
approximately 2001
Untidy forecourt and
garden detracting
from neighbourhood
amenity
Housing defects
Owner has complied with the Housing
Act Notice
2 Seastone
Cottages,
Weybourne
Empty for 16 years
Dilapidated property
with significant
defects
No works undertaken by owner and
Council doing works in default.
43B Seaview Road,
Mundesley
Empty since
September 2008
Owner has paid all Council Tax
arrears and property is now occupied
82
No works being undertaken, works in
default are likely during 2014
1 Angel Court,
Cromer Road, North
Walsham
Empty since 2009
33 Oak Street,
Fakenham
Empty since
approximately April
2008
Property dilapidated
externally
Dilapidated Listed
Buildings
1-4 The Cottages,
Tattersett
Orchid Lee, Sandy
Lane, West Runton
16 Norwich Road,
Fakenham
Holme House,
Aylmerton
Trafalgar Court,
Mundesley
Leighton House, 1113 St Mary’s Road,
Cromer
Legal has recovered all monies due
to the Council and the property has
been sold.
Empty for
approximately 15
years due to probate
issues
Dilapidated condition
detracting from
neighbourhood
amenity
Empty property –
poor state of repair
s215 Notice to be served in relation to
this property in order to encourage
action by interested persons
Housing Act Notice served requiring
works to renovate properties. Owner
is working closely with Council to
comply with the Notice.
Legal pressure applied to owner’s
solicitor, probate obtained.
Property to be placed on market in
May 2014
Notice served under the Building Act
which has prompted the sale and
potential re-development of the site.
Overgrown and
Probate granted and Legal now in
dilapidated property
touch with owner about their
attracting complaints
intentions
Prominent former
On-going liaison and pressure from
hotel converted into
Council on Management Company
flats
appointed by the land tribunal, and
A number of flats
owners.
unoccupied since
Housing Act Prohibition Order on
2010
East Wing and Improvement Notice
Eyesore property in
served remains to enforce works.
prime location
Council Tax bills issued to all
properties.
Significant residential Survey and costing information
property in extremely completed for complex and lengthy
dilapidated/dangerous works.
condition detracting
s79 Building Act Notice served June
from neighbourhood
2013 giving 9 months to complete
amenity
work and no appeal received.
Unfit for habitation
Tenders drawn up to do works in
Previous pest
default if Notice not complied with.
infestations
Work commenced February 2014 will
be monitored for progress.
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Appendix 2
Key Activity in Non-Residential Cases Considered (as at 20 April 2014)
Note: this is not an exhaustive list of cases, as some issues legally sensitive
and therefore not for publication.
Property
Issue
Action
Star Yard,
Fakenham
(Previously
reported to
Cabinet in
February
2013, with 57
Oak Street
below)
Dilapidated garage in
dangerous condition
detracting from
neighbourhood amenity
Survey
and
costing
information
completed.
s79 Building Act Notice (Dangerous
Structures,
Dilapidated
Sites
and
Unsecure Premises) served June 2013.
Works not completed.
Tenders progressed for required works.
Environmental Protection progressing
works in default.
Property sold December 2013 and new
owner has agreed to commence works
(anticipated June 2014) once 57 Oak
Street largely completed.
57 Oak Street,
Fakenham
Dilapidated
commercial/residential
property detracting
from neighbourhood
amenity
As above, but works nearing completion
Broads Hotel,
Station Road,
Hoveton
Empty since
approximately 2004
Derelict and dilapidated
with significant impact
on local amenity
Survey
and
costings
information
completed for renovation or demolition.
Notice served to renovate or demolish; no
appeal and works not completed.
Works in default commenced October
2013.
Site secured and hoarded, condition
survey, Asbestos survey undertaken.
Tenders for demolition received and
planning application for demolition
applied for.
Demolition delayed due to required utility
disconnections.
Demolition now complete and invoice
being completed for owner.
Broadland
Cottage,
Station Road,
Hoveton
(linked to
Broads Hotel)
Externally dilapidated
detracting from
neighbourhood amenity
Owner has been confirmed and s79
Notice
(Dangerous
Structures,
Dilapidated
Sites
and
Unsecure
Premises) served on 4 November
Owner has not carried out works
required.
Demolition contractors in process of
being appointed.
Currently awaiting Planning Approval to
hoard site and demolish from Broads
84
Authority (expected early May)
4A Market
Street, North
Walsham, and
adjacent toilet
block.
Long term (over 10
years) derelict property
in prime position,
detracting from local
amenity.
Toilets previously
transferred to current
owner to assist
development.
Survey
and
costing
information
completed.
s79 Building Act Notice (Dangerous
Structures,
Dilapidated
Sites
and
Unsecure Premises) served January
2014.
Owner has confirmed he will demolish
property.
48-50 Bacton
Road, North
Walsham
Derelict building plot
detracting from
neighbourhood
amenity, squatters on
site
Legal team pressurising owner to act.
Squatters have left and the site is now
secured by fencing.
Building Act Notice served requiring the
removal of demolition waste
Black Swan
Loke, North
Walsham
Untidy premises
detracting from local
amenity.
s215 notice served.
Owners due to complete works by end of
April
Sutton Mill
Potentially Dangerous
structure that is
dilapidated and also of
important historic status
as a Listed Building
Initial involvement from Environmental
Protection is now being moved forward by
Conservation who are requiring the owner
to carry out works.
85