Please Contact: Emma Denny
Please email: emma.denny@north-norfolk.gov.uk
Please Direct Dial on: 01263 516010
04 April 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 14th April 2014 at 10am
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 and 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 03
March 2014 and to receive the minute dated 12 March 2014 relating to the freehold
transfer of North Lodge Park to Cromer Town Council
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.
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.
BIG SOCIETY FUND GRANTS PANEL
(page 8)
To receive the minutes of the meeting of the Big Society Fund Grants Panel held on
16th December 2013
9.
MEMBER DEVELOPMENT GROUP
(page 13)
To receive the minutes of the Member Development Group held on 19th November
2013.
10.
RATE RELIEF POLICY
Summary:
:
(page 17)
(Policy document– p. 21) (Appendix A – p. 35)
The report advises Members of the new schemes of
discretionary rate reliefs announced by government to
assist and encourage the development and occupation
of business premises. The Councils Discretionary Rate
Relief Policy has been revised to reflect these changes
Conclusions:
The policy has been updated to reflect the new
schemes announced and includes guidelines as to how
the schemes are to be implemented and the financial
implications on the authority.
Recommendations:
It is agreed that Cabinet note this report and
recommend to Council that the Rate Relief Policy is
revised as indicated in Appendix A.
Reasons for
Recommendations:
The new policy effective from April 2014 will enable the
new discretionary reliefs to be awarded from 2014-5
onwards.
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)
Department for Local government – Business Rates – Retail Relief –Guidance Jan 2014
Cabinet Member(s)
Ward(s) affected
Contact Officer:
Telephone number
Email:
11.
Cllr W Northam
All
Louise Wolsey
01263 516081
louise.wolsey@north-norfolk.gov.uk
HOLT YOUTH PROJECT ENABLING FUND PROPOSAL
Summary:
(page 37)
The report provides 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 (ACT) initiative. Holt Youth project have made the
request to the Council under the Enabling Fund for £20,000 as a
match to the total project cost of £67,000 (The Charity have
indicated that remaining funds have been committed and
therefore are now in place). The timescale for funding this
project is April 2014 to March 2015. The Holt Youth Project are
in the process of submitting a Big Lottery Reaching Communities
Grant for 2015 – 2020 that will provide them with a five year
funding stream similar to a previous Lottery grant (£400,000)
that provided core funding for the period 2009 – 2015.The
Enabling Fund will provide the necessary funds to both deliver
the ACT project and to generate tested and successful activities
from this project that will add value to future programmes and
projects to be supported through the longer term Lottery bid.
Options
considered:
The proposal submitted under the Enabling Fund is based on
the assessment of the alternative option not to provide funding
support from the Enabling Fund for the project. It is believed that
under this option the project would deliver a very much reduced
set of outputs/results and longer term outcomes for young
people in the North Norfolk area, that in turn may not achieve an
informed programme and platform for future youth projects. A
further key outcome related to the Charity‟s future core finances,
may mean that Holt Youth Project are not able to provide sound
supporting evidence of tried and tested additional activities that
will ultimately add value to the support being sought through the
future Big Lottery Reaching Communities bid.
Conclusions:
The North Norfolk Enabling Fund has an annual provision of
£225,000 to support local projects that have the potential
capacity to create greater opportunities for local communities.
The projects coming to the Enabling Fund sit outside the
parameters of the North Norfolk Big Society Grant Scheme
and/or do not fit within the maximum grant offer of the Big
Society Fund that currently stands at a maximum grant offer of
£15,000. The Holt Youth Project initiative Achieving Confidence
Training has requested £20,000 from the Enabling Fund as part
of the total project cost for their project of £67,000. The project
will achieve a wide range of professional support for 15-20
young people who are classified as vulnerable and in need of
confidence and self-esteem building that contributes to tackling
their current situation of being “Not in Employment Education or
Training” (NEET). Intervention through the ACT project will
provide support towards future progression for these young
people into the world of training and employment through
structured support and confidence building by qualified staff and
resources deployed by this project.
Cabinet are being asked to recommend approval for £20,000
from the Enabling Fund as a contribution towards the cost of the
project. If funding is approved the amount of remaining funds
that has been allocated to the Enabling Fund will amount to
£20,000 from a total of £225,000 for the year 2013/14.
Recommendations: Cabinet is recommended to delegate responsibility to 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.
Reasons for
Recommendations:
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 Member(s)
Ward(s) affected
Contact Officer:
Telephone number
Email:
12.
Cllr J Lee
All
John Mullen
01263 516104
john.mullen@north-norfolk.gov.uk
TELEPHONY PROCUREMENT
(page 43)
(Appendix B – p.52) (Appendix C – p.54) (Appendix D – p.55) (Appendix E – p.56)
Summary:
This report covers the first of the workstreams previously
agreed by Cabinet to come forward as part of the Business
Transformation Programme.
It explores the reasons for procuring a new telephony system
and outlines requirements, likely costs and expected benefits
of the new system.
Importantly, this workstream will provide a foundation for
much of the other work in the Programme, hence bringing it
forward first.
Options considered:
A number of options have been considered :
 To keep the current system as it is, which will limit the
improvements which can be made to customer service
provision and flexible working in the Programme and which
will have the risk of not being supported in the medium
term.
 Procurement of a new system through a VoIP (Voice over
Internet Protocol) solution and unified messaging
technology, which together, will provide a number of
benefits, including improved customer service provision and
more efficient ways of working.
 Hosting of the procured system via in-house, cloud based
or shared service options.
Conclusions:
The existing telephony system is not sustainable in the
medium term and does not have the features necessary to
drive improvements in customer service, along with future
efficiencies, as are required to be delivered by the Business
Transformation Programme.
In order to provide an up to date telephony system, which
will provide future flexibility and more efficient ways of
working, along with high levels of customer satisfaction, we
need to procure a replacement, which makes best use of up
to date technology.
Replacement of the existing telephony system with a VoIP
system offers the best solution and we should now move to
commence the procurement of such a system.
The procurement process will specify which options will be
considered, in terms of technical requirement and additional
unified messaging capability.
Recommendations:
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
Recommendations:
To give approval for the procurement of a new telephony
system and unified messaging technology.
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)
Project Proposal for New Telephony, prepared by Greenfield Consulting on behalf
of the Council
Cabinet Member(s)
Ward(s) affected
Contact Officer:
Telephone number
Email:
13.
Cllr R Oliver, Cllr G Williams
All
Nick Baker
01263 516221
nick.baker@north-norfolk.gov.uk
NORTH NORFOLK ENTERPRISE AND START-UP GRANT SCHEME
(page 57)
(Appendix F – p.66) (Appendix G – p. 72) (Appendix H – p.73)
Summary:
This report sets out how the North Norfolk Pathfinder Business
Loan and Grant Scheme has operated to-date and proposes
the use of the funds for a new „North Norfolk Enterprise and
Start Up Grant Scheme‟.
Options
considered:
Option 1 – Continue to deliver the Pathfinder Business Loan
and Grant scheme at its current set up and format.
Option 2 – Relaunch the scheme as North Norfolk Enterprise
and Start Up Grant Scheme as proposed in section 6 of this
report and NNDC to terminate the SLA with Norfolk Community
Foundation to bring administration of the scheme in-house.
Option 3 – Relaunch the scheme as North Norfolk Enterprise
and Start Up Grant Scheme as proposed in section 6 of this
report and NNDC to amend the SLA with Norfolk Community
Foundation to allow them to continue administering the
scheme.
Option 4 – Close the scheme and NNDC to terminate the SLA
with Norfolk Community Foundation.
Conclusions:
Establishment of a new scheme under Option 2 is deemed to
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 and receive financial support from other
funding sources.
Recommendations: 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 inhouse 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.
Reasons for
Recommendations:
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 NNDC-administered grants schemes.
Cabinet Member(s)
Ward(s) affected
Contact Officer:
Telephone number
Email:
14.
Cllr R Wright
All
Jose Socao
01263 516303
jose.socao@north-norfolk.gov.uk
EXCLUSION OF PRESS AND PUBLIC
To pass the following resolution:
“That under Section 100A(4) of the Local Government Act 1972 the press and public
be excluded from the meeting for the following item of business on the grounds that
they involve the likely disclosure of exempt information as defined in paragraphs _ of
Part I of Schedule 12A (as amended) to the Act.”
15.
(page 74)
(*Exempt Appendix 1 – p.88)
CABBELL PARK, CROMER
* The exempt appendix is not for publication by virtue of paragraph 3 of Part I of
Schedule 12A (as amended) of the Local Government Act 1972
Summary:
Conclusions:
Recommendations:
This report considers the issues involved for the Council
with respect to the future use / development of the Cabbell
Park site, Cromer; following the asset having passed into
the ownership of the Council in accordance with the
provisions of an historic Trust Deed.
The report considers the future use / development of the
Cabbell Park site and recommends that:
the front part of the site is sold to the Cromer Group
Practice for the provision of new primary care
facilities for the town, with the District Council
retaining ownership of a strip of land along the
northern site boundary (ie the location of the
existing Cabbell Park access on to Mill Road) so as
to provide a single point of access to the surgery
site and balance of the Cabbell Park site.

the site continues to accommodate a football pitch
in the short-term for use under licence by Cromer
Town Football Club and Cromer Youth Football
Club, and

in the longer term the Council considers 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.
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 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.
Wards:
Primarily Cromer Suffield Park and Town
wards, but also of potential relevance to
adjoining wards – Poppyland, Roughton and
the Runtons
Contact Officer,
telephone number
and e-mail:
Steve Blatch, Corporate Director
01263 516232
Steve.blatch@north-norfolk.gov.uk
Agenda Item 2__
CABINET
Minutes of the meeting of the Cabinet held on Monday 03 March 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
Mrs P Grove-Jones
Mr P W High
Mrs A Moore
Mr P W Moore
Ms B Palmer
Officers in
Attendance:
Mr J Perry-Warnes
Mr R Reynolds
Mr R Shepherd
Mr B Smith
Mr N Smith
Mr S Ward
Mr D Young
The Chief Executive, the Head of Finance, the Chief Accountant, the
Technical Accountant, the Head of Economic and Community
Development, the Growth and Communities Manager, The Team
Leader – Housing Strategy and the Democratic Services Team
Leader.
The Leader welcomed Mr G Williams to Cabinet and said that he was looking forward
to working with him. He went onto update members on changes to portfolio
responsibilities.
The Leader then congratulated the Deputy Leader, Mr R Oliver, on being named
„Young Councillor of the Year‟ at the annual Councillor Achievement Awards
ceremony, held at Westminster City Hall in London on Tuesday 25 February.
98.
APOLOGIES FOR ABSENCE
None
99.
MINUTES
The minutes of the meeting held on 03 February 2014 were confirmed as a correct
record and signed by the Chairman.
100.
PUBLIC QUESTIONS
None received
101.
Cabinet
ITEMS OF URGENT BUSINESS
1
03 March 2014
1
The Leader informed Members that there was one item of urgent business relating to
flood support schemes. He explained that the Government had recently announced a
package of funding to support homeowners and businesses that were impacted
between 1 December 2013 and 31 March 2014 by the adverse weather conditions.
The schemes covered four elements:




Repair and renew grant
Business Rates Flooding Relief
Council Tax Discounts
Business Support Scheme
In order to implement the scheme, local policies needed to be adopted, business rate
reliefs granted and council tax discounts approved in order for the support to be
provided to businesses and homeowners in line with the guidance and within the
overall funding constraints identified within the Government guidance notes.
It was proposed by Mrs A Fitch-Tillett, seconded by Mr B Cabbell Manners and
RESOLVED
That all power to make and put into effect a scheme, and to take ancillary steps and
measures for such a scheme be delegated to the Chief Financial Officer in
consultation with the Chief Executive Officer and the Leader, insofar as a delegation
from Cabinet is necessary for that purpose.
102.
DECLARATIONS OF INTEREST
None
103.
CONSIDERATION OF REPORTS FROM THE OVERVIEW AND SCRUTINY
COMMITTEE
None
104.
JOINT STAFF CONSULTATIVE COMMITTEE
The Leader informed Members that the following recommendation had been made
by the Joint Staff Consultative Committee:
“That the current Living Wage rate of £7.65 per hour is paid as a minimum to staff on
NNDC payscales to supplement their basic rate of pay (where applicable) and that
this rate is reviewed annually by the Joint Staff Consultative Committee.”
It was proposed by Mr T FitzPatrick, seconded by Mr R Oliver and
RESOLVED
Not to accept the above recommendation.
Mr P W High, a member of the Joint Staff Consultative Committee (JSCC), said that
he was disappointed with the decision not to accept the recommendation. He said
that there had been a robust debate about the matter in the JSCC meeting and that
the proposed changes would only affect two members of staff. He said that he would
prefer to take the matter to Council for debate. The Chief Executive advised that this
issue could also be considered by the Overview and Scrutiny Committee.
Cabinet
2
03 March 2014
2
105.
BIG SOCIETY FUND GRANTS PANEL
RESOLVED
To receive the minutes of the meeting of the Big Society Fund Grants Panel held on
23 September 2013
106.
BUDGET MONITORING 2013/14 – PERIOD 10
Mr W Northam, Portfolio Holder for Finance introduced this item. He explained that
the report summarised the budget monitoring position for the revenue account to the
end of January 2014. He advised members that the revenue budget showed an
estimated full year underspend for the current financial year of £169,455 and it was
anticipated that the overall budget for the year would be achieved.
It was proposed by Mr W Northam, seconded by Mrs A Fitch-Tillett and
RESOLVED
To note the contents of the report and the current budget monitoring position.
Reason for the decision:
To keep Members updated on the current budget monitoring position for the Council.
107.
SECTION 106 AGREEMENTS – AFFORDABLE HOUSING PROVISIONS
Mr R Oliver, Portfolio Holder for Housing, introduced this item. He explained that
Section 106 agreements offered an opportunity for the Council to acquire the freehold
and unsold share of shared equity dwellings provided as part of the affordable
housing requirement delivered on market housing sites through s106 agreements.
Where the leaseholder of a shared equity dwelling chose to buy out the unsold share,
this would result in a capital receipt for use in providing more affordable housing. In
addition, the fallback arrangements in Section 106 Agreements could mean in some
cases that the Council could be offered the opportunity to acquire a number of
affordable dwellings for rent which would be provided for free. This would result in
the Council becoming a landlord again. Acquiring such dwellings has implications in
terms of potentially opening a Housing Revenue Account which would need to be
explored further. In light of this, Mr Oliver proposed an additional recommendation.
It was proposed by Mr R Oliver, seconded by Mr B Cabbell Manners and
RESOLVED that
1. The Council accepts the offer to take the freehold and unsold equity of shared
equity dwellings when this is offered by developers. (option 2 as set out in
paragraph 4.2)
2. The Council accepts the offer to take free affordable dwellings which are required
to be provided as a result of the trigger of fallback arrangements in Section 106
Agreements. (Option 3 as set out in paragraph 4.3)
3. That if and when the Council reaches 40 houses, it will undertake a review and
consider whether it is in the interest of the Council to proceed towards 50 houses
and to open a Housing Revenue Account
Cabinet
3
03 March 2014
3
Reason for the decision:
The provision of affordable housing across the district is a Corporate Priority and
accepting the affordable dwellings which are offered to the Council will enable the
Council to be an active participant in the delivery of affordable housing.
108.
SECTION 157 RESTRICTIONS ON FORMER COUNCIL HOMES
Mr R Oliver, Portfolio Holder for Housing, introduced this item. He explained that
section 157 restrictions on former council homes across the district provided a pool of
properties which can only be sold to someone who has lived or had their place of
work in Norfolk for a period of 3 years. The Council regularly received requests from
purchasers wanting to buy a property subject to the restriction who did not meet the
required criteria to remove or waive the restriction.
Members were invited to speak:
Mr D Young was concerned that that the proposed policy referred to a relevant
property having been on the market for a period of 12 months. He felt that sellers
could put their property on the market in a passive way and he said that it may be
better to insist that the property was actively marketed. He went on to say that any
subsequent increase in the value of the properties concerned could be linked to the
waiving of the restriction and therefore it may not be a good idea to delegate this
decision to one person. The Chief Executive replied that lots of decisions were
undertaken by officers under delegated powers. She added that there would be no
increase in the value of the property as the Section 157 restriction wasn‟t removed, it
remained with the property.
Mr T FitzPatrick referred to Mr Young‟s point regarding the marketing of a property.
He said that section 2.2 of the report clearly identified the expectations regarding the
active marketing of a property.
It was proposed by Mr R Oliver, seconded by Mr B Cabbell Manners and
RESOLVED that
1. The Council adopts the approach set out in this report when considering whether
to waive the Section 157 restriction to allow a purchaser who does not meet the
terms of the restriction to purchase a property subject to the restriction.
2. Delegate to the Housing Team Leader – Strategy, alongside the portfolio holder,
the ability to decide when to waive the Section 157 restriction.
Reasons for the decision:
To support the Council‟s Corporate Vision that “everyone in North Norfolk should
have the opportunity to buy or rent a decent home at a price they can afford, in a
community where they want to live or work” by ensuring that the properties with the
Section 157 restriction remain available as an affordable housing product..
109.
NEW ANGLIA STRATEGIC ECONOMIC PLAN
The Portfolio Holder for Economic Development, Mr R Wright, introduced this item.
He explained that the report provided information about the formulation of the New
Anglia Local Enterprise Partnership‟s Strategic Economic Plan (SEP). It provided a
link to the draft plan that was submitted to Government on 19 Dec 2013 and identified
the process intended for its final adoption. The report also provided information on
Cabinet
4
03 March 2014
4
the emerging Norfolk Growth Prospectus and on how these strategic documents
affect our own growth agenda. Mr Wright added that the Council had asked for the
care sector to be included as a key sector. He said that it was important that the
district did not lose out to urban areas within the Local Area Partnership.
It was proposed by Mr R Wright, seconded by Mr R Oliver and
RESOLVED
To delegate authority to the Chief Executive Officer in consultation with the Leader of
the Council and the Cabinet Member for Economic Development to indicate the
District Council‟s support for the submission version of the New Anglia Strategic
Economic Plan, subject to:
a. The retention of the Fakenham–Wells corridor in the Plan as a location for
investment in the renewable energy and agri-tech sectors and recognition of the
infrastructure requirements needed to help attract such investment to this
location
b. The inclusion in the Plan of an identified zone encompassing the former
Coltishall Airbase, North Walsham, and Bacton Gas Terminal Site as an area of
significant growth potential in the context of rural North-east Norfolk;
c. The recognition of the „care sector‟ as a key growth sector
d. Recognition of the important role played by the Bittern Line as a key rural
transport infrastructure asset linking a large part of the North Norfolk District to
the national rail network via Norwich.
Reason for the decision:
to help facilitate the timely submission of the Plan to Government, whilst ensuring the
strategic growth potential of North Norfolk district is recognised in the substantive
content of the Plan.
110.
ANNUAL ACTION PLAN
The Leader, Mr T FitzPatrick introduced this item. He said that this was the third
annual action plan and it would be operational from 1 April 2014 to 31 March 2015.
.
It was proposed by Mr T FitzPatrick, seconded by Mr R Oliver and
RESOLVED
to approve the Annual Action Plan 2014-15 as set out in Appendix E and the targets
and recommendations for performance indicators as set out in Appendix F.
Reasons for the decision:
To put in place a framework for delivering the Council‟s Corporate Plan.
The Meeting closed at 10.23 am
_______________
Cabinet
5
03 March 2014
5
Chairman
Cabinet
6
03 March 2014
6
North Lodge Park – freehold decision minute 12 March 2014
I have considered the report provided by Duncan Ellis (Head of Assets and Leisure)
dated 7 March 2013 in relation to the transfer of North Lodge Park to Cromer Town
Council.
I have consulted with both the Leader of the Council (Cllr Tom FitzPatrick) and the
portfolio holder for assets (Cllr Rhodri Oliver) regarding the decision and have taken
into account their comments. I have also received confirmation from Cllr FitzPatrick
that his Cabinet colleagues are also supportive of the recommended course of
action.
The following documents have been provided to me to enable me to make this
decision;



North Lodge Park – freehold disposal decision (Duncan Ellis – Head of Assets
and Leisure), 7 March 2014
North Lodge Park – Cabinet report (John Mullen – Community Projects
Manager), 3 February 2014
North Lodge Park – Cabinet report minutes, 3 February 2014
My decision is therefore that there be a freehold transfer of North Lodge Park to
Cromer Town Council as recommended within the aforementioned report provided
by the Head of Assets and Leisure.
I have considered the other options presented and I am satisfied that this is the
correct course of action to follow.
Signed………………………………………………………………….
Sheila Oxtoby (Chief Executive Officer)
Date……………………………………………………………………..
7
Agenda Item 2__
NORTH NORFOLK BIG SOCIETY FUND GRANTS PANEL
Minutes of the meeting of the Big Society Fund Grants Panel held on Monday 16
December 2013 at the Council Offices, Holt Road, Cromer at 15.30pm.
Members Present:
Officers in
Attendance:
1.
Mr T Ivory
Mrs P Grove-Jones
Mr P High
Mr R Reynolds
Mr J Wyatt
The Growth & Communities Manager, the Health and Communities
Officer and the Democratic Services Team Leader
APOLOGIES FOR ABSENCE
Mr B Jarvis and Mr S Ward
2.
MINUTES
The minutes of the meeting of the Big Society Fund Grants Panel held on 23
September 2013 were approved as a correct record.
3.
4.
DECLARATIONS OF INTEREST
Member
Minute No & Heading
Nature of Interest
Mr T Ivory
Minute 4
North Walsham Rugby
Club
Non pecuniary interest –
member of the rugby club
concerned.
CONSIDERATION OF APPLICATIONS TO THE BIG SOCIETY FUND
Applications submitted for re-assessment
The Growth and Communities Manager began by referring the Panel to a previously
refused application that had been resubmitted for consideration. He explained that
the initial application from West Runton Scout Group had been refused as it was
unclear whether disabled users of the facilities had requested the proposed
improvements. Further evidence was also requested regarding the usage of the
facilities by the wider community and for what purpose.
The Panel were advised that the scout group was now actively engaging more with
the wider community. Both Beeston Regis Parish Council and West Runton Social
Club had expressed an interest in using the hall if the facilities were improved. There
were some additional concerns regarding outstanding funding, however, the
applicant had identified that the work could be done incrementally.
Big Society Fund Grants Panel
1
16 December 2013
8
The Panel discussed the application and agreed that £10,000 of funding would
enable work to commence.
AGREED
To award £10,000 of funding.
New applications for decision
MAP (Mancroft Advice Project)
The Health and Communities Officer outlined the application. She confirmed that no
evidence of need had been provided and it was not clear whether the project would
be sustainable long-term.
Members discussed the application. Concerns were expressed that there was no
evidence to demonstrate that there was a need for such a project.
AGREED
Not to award funding. The applicant would be advised to apply to the Norfolk Youth
Advisory Board which commissions services and sustainable activities to meet young
people’s needs
Wherry Housing Association
The Health and Communities Officer introduced the application. She explained that
there appeared to be significant duplication with existing projects in North Norfolk and
confirmed that the providers of these projects has not been approached to consider
the option of working in partnership.
Members discussed the application. It was felt that the opportunity to work with other
organisations providing similar schemes should be explored first.
AGREED
Not to award funding. There was significant duplication with exiting projects in the
district and the applicant should be advised to approach the North Norfolk Skills
Partnership and the Victory Training Fund to explore the potential of joint working.
Fakenham and District Light Operatic Society (FADLOS)
The Health and Communities Officer outlined the application. She informed members
that the applicant worked with people with additional needs and this had not been
highlighted within the documentation provided to members.
Mr R Reynolds, local member for Lancaster North, spoke in support of the
application. He said that the group was currently limited to just two venues and the
opportunity to purchase their own lighting equipment would enable them to perform
at other places. He concluded by saying that it was important that any terms and
conditions should state that any equipment purchased with Big Society Funding
should revert back to the Council if the organisation folded.
AGREED
To award £3,287.90.
Big Society Fund Grants Panel
2
16 December 2013
9
Wells Maltings Trust
The Health and Communities Officer outlined the application to the Panel. She
advised them that part of the funding requested was for the first year’s revenue cost
of the on-line booking system and that ongoing revenue was not normally funded.
Members considered the application. It was felt that the applicant was hoping to
improve access to the events and activities offered by their facility and this should be
recognised. The issue of a high level of reserves was highlighted. Taking on board
the advice of the Health and Communities Officer, it was agreed to offer the applicant
50% of the funding requested.
AGREED
To award £2,648.28
Antingham Village Hall
The Health and Communities Officer introduced the application to the Panel.
Members agreed that the proposals would be beneficial to the community as they
would reduce the costs of running the building.
AGREED
To award £2,000.
Hickling Playing Field
The Health and Communities Officer advised the Panel that due to ongoing issues
between the Charity and the Parish Council, a considerable amount of money had
been spent on legal fees and any reserves were also allocated for that purpose
which meant that the applicant was unable to fund the proposed work themselves.
However, the trustees had indicated that they would carry out the labour associated
with the project which demonstrated their commitment to improve the facilities for the
local community.
Members discussed the application. There was a consensus that deep gravel would
bed down eventually and that many village halls had gravel car parks and that there
might be a cheaper alternative. It was also felt that the hall was recently built and was
of a very high standard and that the other improvements that were proposed to the
exterior did not meet the purpose of the Fund as fully as other applications under
consideration. The Panel noted the contribution to the project being made by the
community but also raised concerns about the cost of the project.
AGREED
Not to award any funding.
Ashmanhaugh and Beeston Preston Room
The Health and Communities Officer outlined the application to the Panel. She
advised them that the partner of one of the trustees had provided a quote for the
fencing which was higher than the other quotes supplied but was the committee’s
preferred supplier as their work was known to them.
Big Society Fund Grants Panel
3
16 December 2013
10
The Panel considered the application. The issue of whether the car park surface
could be repaired rather than replaced was raised. They acknowledged that it was
important that fencing was installed as it would provide a safe environment for
children using the facilities.
AGREED
To award £1,750 towards the fence and gate only. The Panel recommended that the
applicant opt for a cheaper quote for the fencing.
Coastal Rowing Association Blakeney
The Health and Communities Officer advised the panel that some of the equipment
had already been purchased via a loan provided by a club member and work had
commenced. Guidance notes for the Big Society Fund stated that funding could not
be awarded retrospectively for goods and services that had already been bought.
The Panel discussed the application. They agreed that the project was very
innovative and that it would reach hard to reach and disadvantaged groups within the
local community. They supported it in principal but felt that it would be beneficial to
have some additional information from the applicant before they could reach a
decision.
AGREED
To defer the decision pending additional information.
North Walsham Rugby Club
Mr T Ivory declared a non-pecuniary interest in this application as a member of the
rugby club and left the room whilst it was considered.
The Panel considered the application. They acknowledged that the facilities were
used by both the local and wider community and that the proposed improvements
would reduce expenditure and improve the clubs status.
Mr R Reynolds reminded the Panel that they had recently awarded funding to
Fakenham Rugby Club for similar improvements.
AGREED
To award £12,500 of funding.
Smallburgh and Dilham Bowls Club
The Health and Communities Officer advised the Panel that the club had recently
changed its name and that if a grant was awarded it should be conditional upon
receipt of bank statements in the name of the new club and evidence that the new
constitution had been adopted.
The Panel considered the application. They felt that the proposed facilities would be
beneficial to several local clubs and would provide an opportunity to promote the
benefits of bowls. They acknowledged that the cost of the project was very
reasonable.
Big Society Fund Grants Panel
4
16 December 2013
11
AGREED
To award £12,500 of funding.
5.
MONITORING, PUBLICITY AND FEEDBACK
The Panel noted the monitoring report which provided an update on the projects that
had been awarded Big Society Fund grants during 2013-14.
6.
BIG SOCIETY AWARDS
The Growth & Communities Manager introduced this item. He explained that the
Panel needed to agree the format for the awards and suggested that the following
could be considered;
a. a separate, single event
b. a presentation as part of the Chairman’s reception
c. a presentation as part of the Greenbuild event
The proposed categories could include under 18’s, over 18’s, outstanding
contribution and, in the light of the recent storm surge, an additional category for
community effort. He added that the Overview and Scrutiny Committee had
supported the proposal to hold an awards event.
The Panel considered the options. It was agreed that the Chairman’s reception would
not be a suitable event as it was important to separate it out and focus on the
voluntary aspect. One member suggested that a single, separate event could be held
at a venue that had previously received an award from the Fund.
The issue of nominations was then discussed. It was suggested that town and parish
councils could be asked for nominations. The Chairman proposed that there could be
a category for project or individual of the year. It was agreed that the following
categories should be established:




Project of the year
Outstanding contribution by an individual of the year (person of the year)
Outstanding contribution by a business
Outstanding contribution by a young person
The Panel agreed that the winners should receive a small trophy or certificate plus a
donation to an organisation of their choice.
In response to a question from a member, the Growth & Communities Manager
confirmed the Panel (including substitutes) would decide who should receive the
awards and that the event was likely to take place in the Spring.
The Meeting closed at 2.58 pm
_______________
Chairman
Big Society Fund Grants Panel
5
16 December 2013
12
Agenda Item 2__
MEMBER DEVELOPMENT GROUP
Notes of a meeting held on Tuesday 19th November at 11.00am in Room 1, Council
Offices, Holt Road, Cromer.
Members Present:
Working
Group:
Officers in
Attendance:
Mr G Williams (Chairman)
Mr P High
Mr R Oliver
Mr B Smith
Mrs V Uprichard
The Head of Organisational Development, the Democratic Services
Team Leader, the Democratic Services Officer
1. APOLOGIES
Mr J Lee
2. NOTES OF LAST MEETING
The notes of the last meeting held on 17 September 2013 were confirmed as a correct
record.
3. BUDGET
The Democratic Services Team Leader confirmed that there was still £12,313.50 in the
Member Development Group budget. The Chairman queried if there were costs
associated with running the IT drop in sessions. The Democratic Services Team Leader
replied that no there was not. The Head of Organisational Development commented that
it may be useful for the group to consider a different method of budgetary allocation, to
run in line with the election calendar of the district. The group would then have the
resources it needed during the year previous to and following on from an election, to
ensure they could run events for prospective councillors and to run the councillor
induction programme, and would also allow the group’s budget to be lower on years
where they didn’t need such resources. This would prevent the budget from being
allocated elsewhere in the authority as it would ensure the budget was always fully
utilised. She further commented that the actual amount allocated to the group across a
four year period would not change, it would just change its management. The Chairman
commented that it seemed like a sensible move, in order to prevent the group’s budget
being utilised elsewhere. Mr P High queried if the budget would still run alongside the
financial year, and the Head of Organisational Development replied that yes it still would.
Members agreed that this seemed a pragmatic approach to organising the group’s
budget, and the Head of Organisational Development and the Democratic Services Team
Leader agreed to begin the implementation process.
Member Development Group
1
th
19 November 2013
13
4. TERMS OF REFERENCE
The Chairman introduced the new terms of reference following the item from the group’s
previous meeting. The Chairman pointed on that the terms of reference should be
referred to as the ‘Member Development Group’ terms of reference. He further
suggested that term of reference 2a): ‘the delivery of the currently agreed development
programme’ should be changed to ‘the development and the delivery of the agreed
development programme’, as an important role of the group was developing the
programme itself. Members agreed with this.
The Chairman also pointed out that the terms of reference should also involve
discussion of the members’ role in a corporate setting at the council. The Head of
Organisational Development suggested that 2d) ‘to focus on appropriate development
for members towards strengthening their role as a ward member’ should instead talk
about internal and external roles in order to incorporate this. It was decided that term of
reference 2d would be changed to: ‘to focus on appropriate development for members
towards strengthening their role internally with regards to the corporate direction of the
council, and externally in their role in the community within North Norfolk.’
Members agreed and the new terms of reference and group name change would go to
the following meeting of the Cabinet for approval.
5. MEMBERS’ DEVELOPMENT PROGRAMME
The Chairman introduced this item. He commented that it was useful for the documents
to be provided to the Member Development Group, so that the group could begin to
understand the language, approach and branding of the programme. The Democratic
Services Team Leader commented that they were still awaiting completion of the
branding of the programme, but hopefully that would be completed soon. The Head of
Organisational Development then talked about the guidance notes provided with the
member development timetable. She commented that they had been provided in order
to show a clear framework to members and officers regarding the programme, and to
provide clear guidance for individuals’ roles and responsibilities. The Chairman then
commented on some aspects of the guidance notes for amendment and clarity. He
commented that he would like to see details of the programme being a rolling process
included in the first paragraph, to reinforce the idea of it as an on-going commitment. He
further commented that under the title of ‘Roles and Responsibilities’, it was vital to
reinforce that members are responsible for developing their own needs and it might be
useful to expand on this point. Other members of the group agreed with this. The
Chairman also commented that as per the guidance notes, running members’
development alongside staff development would hopefully be effective.
The group then discussed the process for allocating external training courses to
members. The Chairman queried what the budget was for this. The Head of
Organisational Development commented that currently, the fund seemed to come out of
either the Head of Service’s budget through whom the member had organised training,
or the group’s training budget, but suggested it may be beneficial to bring the processes
in line. The Chairman agreed, suggesting the process should be clear and transparent
through being centralised, and would also allow individuals to see what training
members had gone on, to ensure a level of accountability. The Chairman queried what
the process was for deciding if members could go for training. The Head of
Organisational Development commented that currently it was quite ad-hoc. The group
agreed that the process would be centralised, and in the future, Heads of Service would
notify relevant officers when members wished to go on a training course, or if a member
requested it directly, it would be agreed only if it was in line with the development
programme. The Head of Organisational Development agreed that she would discuss
Member Development Group
2
th
19 November 2013
14
this with Heads of Service to ensure the process was put into place. The group also
agreed receiving feedback and evaluation from external member training would be an
important aspect of monitoring member development. Mr P High commented that under
the ‘Member Support and Information’ it would also be useful to have the members of
the Development Group as a resource. This was agreed by the group.
The Democratic Services Officer then gave an explanation of the Member Development
Programme Timetable. She commented that the programme had been broken up into
three sections; Bitesize Briefings and Refreshers, Workshops and Drop-Ins. She further
explained the choice for the placement of certain sessions, and hoped they would
become successful in giving members a wider understanding of issues at the authority.
Mr P High queried if the IT Drop in sessions had been successfully implemented. The
Democratic Services Officer replied that whilst the first few sessions had been well
attended, interest had dropped off. She commented that she hoped to book the IT suite
for further sessions in order to encourage attendance.
Mr P High went on to ask if the planning workshops had been agreed upon. The
Democratic Services Team Leader replied that yes a date had been set for early
January for the workshop, and had been agreed with the Chief Executive, the Head of
Planning and herself. It was also discussed that the second part of the planning
workshop could also be opened to parish councils, as it would look at the planning
process and the role of town and parish councils.
The Chairman commented that he was concerned about the styling and branding of the
timetable. He commented that members should be able to see the benefits of events for
them clearly; so they know why they should attend. The Democratic Services Team
Leader confirmed this and commented that the development programme should seem
attractive to members, potentially using a tick list style of what would be happening at
each event. The Head of Organisational Development agreed with this and commented
that this could be used for the recent IT drop ins as an item in the members’ bulletin,
outlining the successes of the programme. The Chairman reiterated that in order for the
group’s budget to be worthwhile the group had to really sell the events so that members
know that they will get real, quantifiable knowledge from the event. Mrs V Uprichard
commented that it still may be difficult to get members to attend, and the Chairman
agreed, commenting that the events needed to be run by people with a good presenting
style who members could relate with. The Democratic Services Team Leader
commented that the Chief Accountant had delivered a good finance presentation earlier
in the year so it may be beneficial to bear him in mind. The Head of Organisational
Development commented that the refreshers could also be publicised at the time of
delivery of the bitesize briefings to create interest.
Mrs V Uprichard pointed out the importance of not using acronyms to make sure people
understood the programme. The Democratic Services Team Leader agreed and stated
that there would also be a key included with the programme to help with understanding.
6. DRAFT PROGRAMME OF MEETINGS
The Democratic Services Team Leader introduced this item and queried if the member
development programme should be included in the annual programme of meetings. She
also commented that the introduction of CMIS would also increase the visibility of the
programme. Members of the group agreed that it should be incorporated into the annual
programme of meetings. Mr B Smith queried the functionality of CMIS and commented
that it seemed like it would make things simpler for members. He then queried how
many members had iPads. The Democratic Services Team Leader replied that she
Member Development Group
3
th
19 November 2013
15
believed 28 members had iPads, but they would also be getting some more for
Democratic Services to be lent out on a trial basis.
7. THE WORK PROGRAMME
The Democratic Services Team Leader introduced this item. She commented that she
brought this to the group as members might feel it was useful to have a rolling work
programme in the same way that the Cabinet and Overview and Scrutiny committees
did, in order to create a level of accountability.
8. DATE OF NEXT MEETING
The date of the next meeting was agreed as the 4th March 2014.
The meeting concluded at 11.52 am
_____________________
Chairman
Member Development Group
4
th
19 November 2013
16
Agenda Item No___10_________
Rate Relief Policy
Summary:
:
The report advises Members of the new schemes of
discretionary rate reliefs announced by government to
assist and encourage the development and occupation
of business premises. The Councils Discretionary Rate
Relief Policy has been revised to reflect these changes
Conclusions:
The policy has been updated to reflect the new
schemes announced and includes guidelines as to how
the schemes are to be implemented and the financial
implications on the authority.
Recommendations:
It is agreed that Cabinet note this report and
recommend to Council that the Rate Relief Policy is
revised as indicated in Appendix A.
Reasons for
Recommendations:
The new policy effective from April 2014 will enable the
new discretionary reliefs to be awarded from 2014-5
onwards.
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)
Department for Local government – Business Rates – Retail Relief –Guidance Jan 2014
Cabinet Member(s)
Ward(s) affected
All
All
Contact Officer, telephone number and email:
Louise Wolsey . Louise.wolsey@north-norfolk.gov.uk 01263 516081
1.
Introduction
1.1
National Non Domestic Rates (NNDR) are paid by those occupying non
domestic property and collected by the local authorities. Under the business
rate retention scheme introduced from April 2013, a proportion of business
rates paid is kept locally by the Council (50%), and the balance is paid back
to the government into a central pool, an element of which is then paid back
to local authorities through the Formula Grant System. As part is retained by
local authorities they are incentivised to increase their NNDR yield as they
now benefit directly from it.
There are currently a number of different reductions available to businesses.
1.2
17
Empty properties – Business rates will not be payable in the first three
months that that property is empty (six months for certain industrial
properties). After this period empty rate is payable at the full charge.
There are a number of exemptions such as listed buildings and land
used as storage.
Small business rate relief – the relief supports small businesses who
generally occupy only one property. Relief is available at 100% for
eligible properties up to £6,000 rateable value (RV), and is tapered for
properties with a RV up to £12,000. The 100% relief has been
extended until 31 March 2015 and if a ratepayer receiving small
business rate relief takes on an additional property they will continue to
receive their existing relief for 12 months (previously if they had taken
on a second property they would have been disqualified from the
relief)
Charity and discretionary reliefs –Charities are entitled to an 80%
reduction in their bills. The Council has discretion to grant reliefs in
other circumstances and the report covers these areas of discretion.
2.
Discretionary Rate Relief
2.1
Under Section 47 of the Local Government Finance Act 1988 billing
authorities have discretion to grant relief to certain ratepayers (certain types
of charitable and non –profit organisations) from all or part of their nondomestic rates payable. The Localism Act 2011 amended section 47 of the
Local Government Finance Act 1988 to enable local authorities to grant relief
in a wider range of circumstances.
The cost of granting discretionary relief varies according to the
circumstances. Full details of the circumstances are in the policy and
guidelines Appendix A
2.2
Type of Relief
% funded by % funded by central
the Council
government
Mandatory Relief for charities
0%
100%
and community amateur sports
clubs (CASCs) (80%)
Up to 20% discretionary relief to
50%
50%
top up mandatory
Up to 100% discretionary relief
50%
50%
for other eligible organisations
Should a local authority choose to award discretionary rate relief under the
Localism Act powers to a business or profit organisation the Council will bear
the full 100% cost.
3.
New Schemes from April 2014
3.1
In the autumn statement December 2013 the government announced new
schemes of discretionary rate reliefs to assist and encourage the
development and occupation of business premises.
3.2
Retail relief - The relief of up to £1,000 may be provided to occupied retail
properties with a rateable value of £50,000 or less for 2014/15 and 2015/16.
The description of ‘retail’ properties and guidance, is outlined in detail in the
18
Rate Relief Policy. The Council is able to use its discretionary relief powers,
introduced by the localism Act (under section 47 of the Local Government
Finance Act 1998, as amended) to grant relief. The Council will be fully
reimbursed for any relief granted (using a grant under section 31 of the Local
government Finance Act 2003.
3.3
As the grant is discretionary, authorities may chose not to grant relief if they
consider that appropriate, for example where granting relief would go against
the authority’s wider objectives for the local community. The approach
recommended is broadly the same as the government guidance. However,
the Council will also consider each award based on the individual merits of
each application and can refuse the award where it is considered that the
business/retail property is not supporting the Councils wider objectives or it is
determined that it is having a detrimental impact on neighbourhoods and
communities.
3.4
Retail Reoccupation Relief – discretionary relief of 50% for a temporary
period of up to 18 months (between 1/4/2014 – 31/3/2016) can be awarded to
businesses that move into retail premises that have been empty for a year or
more. To qualify the business must have moved into the long term empty
retail premises between 1/4/2014 and 31/3/2016.
3.5
New Build Empty Property Relief – discretionary relief of 100% can be
awarded against unoccupied property rates on property completed on or after
1/10/2013. A number of circumstances need to apply before this relief can be
awarded. See Appendix A It is a temporary relief and generally applies to the
appropriate properties if they have been completed between 1/10/13 and
30/9/2016.
3.6
The new schemes are all fully funded by central government.
4.
Conclusion
The Rate Relief Policy and guidelines have been amended to reflect the
changes introduced by central government in its autumn statement.
5.
Implications and Risks
It is important that the Councils policy and guidelines are clear about the
criteria under which it will make an award as all potential applicants need to
be aware of the grounds for eligibility for discretionary relief, what their own
responsibilities are and why their application has either been accepted or
refused.
6.
Financial Implications and Risks
The Retail Rate Relief Scheme, Retail Reoccupation Relief and New Build
Empty Property Relief Schemes are fully funded by central government.
The other discretionary and mandatory relief schemes are funded as
indicated in paragraph 2.2 through the business rate retention scheme.
7.
Sustainability
19
The granting of reliefs assist organisations to be viable, particularly in rural
areas, and this aids the development of sustainable communities and
ensures that people have access to goods, services, leisure and other
opportunities
8.
Equality and Diversity
On considering this policy against the categories looked at within the Equality
Impact Assessment process – age, disability, gender, race, religion or belief,
sex, sexual orientation, the policy has no adverse impact.
9.
Section 17 Crime and Disorder considerations
There are no crime and disorder implications arising from the policy.
20
Rate Relief Policy
1 Introduction
If an organisation occupies a property on which it pays National Non Domestic
Rates (NNDR) it may be eligible for up to 100% Discretionary Rate Relief if it
is operated within some or all of the following guidelines appropriate to the
particular organisation.
The guidelines for determining relief are not intended to be a rigid set of rules;
neither are all the guidelines applicable to every organisation. Each case will
be judged on its merits taking into account the contribution which each
organisation/business makes to the Districts amenities and its residents
lifestyles and wellbeing.
2 Eligibility Criteria
Eligibility Criteria for Rate Relief
Rate Relief
Property wholly or mainly used for
charitable purposes which is occupied by a
registered charity, charity shop or
registered Community Amateur Sports
Club (CASC)
Mandatory
(Charity)
Discretionary
Amount of
Relief
80%
20% (maximum)
Property, all or part of which is occupied
for the purposes of a non-profit making:
a) Institution or other organisation whose
main objects are philanthropic or religious
or concerned with social welfare, science,
literature or the fine arts.
Discretionary
100%(maximum)
b) Club ,society or other organisation and
is used for the purposes of recreation
Property is a qualifying:
Food Shop
General Store
Post Office
Sole Public House
Sole Petrol Filling Station
21
Mandatory
(Rural Rate
Relief)
50%
Discretionary
(Rural Rate
Relief)
50%(maximum)
3 Scope
The policy will be adhered to by all staff and members involved with
consideration of Discretionary Rate Relief applications.
4 Applications
Applications must be supported by the organisations constitution, main
purposes and objectives e.g. written constitution, memorandum of
association, membership rules etc.
A full set of audited accounts for the latest financial year at the application
date.
Details of how organisations/ businesses meet the criteria within the
guidelines.
Applications from excepted businesses/organisations can not be considered.
These are properties which are occupied by a billing or precepting authority
e.g. District Council. County Council.
5 Factors to be taken into account
North Norfolk District Council is keen to ensure that any relief awarded
is justified and directed to those organisations making a valuable
contribution to the well-being of local residents. The following factors
will therefore be considered:
a. The organisation should provide facilities that indirectly relieve the
authority of the need to do so, or enhance or supplement those
that it does provide
b. The organisation should provide training or education for its
members, with schemes for particular groups to develop skills
c. It should have facilities provided by self-help or grant aid. Use of
self-help and / or grant aid is an indicator that the club is more
deserving of relief
d. The organisation should be able to demonstrate a major local
contribution.
e. The organisation should have a clear policies on equal opportunity,
freedom of access and membership.
f. It should be clear as to which members of the community benefit from the
work of the organisation.
g. Membership should be open to all sections of the community and the
majority of members should be NNDC residents.
22
h. If there is a licensed bar as part of the premises, this must not be the
principle activity undertaken and should be a minor function in relation to the
services provided by the organisation.
i. The organisation must be properly run and be able to produce a copy of
their constitution and fully audited accounts.
j. Those organisations applying for relief, whose work involves young children,
young people or vulnerable adults must be able to demonstrate that
appropriate checks have been carried out on staff and volunteers, and that
sound child protection policies are in place.
k. The organisation must not have any unauthorised indebtness to NNDC.
Rates are due and payable until a claim for discretionary rate relief is
agreed.
5 Period of Relief
Relief will be granted for one year at a time.
The granting of relief will be reviewed annually and those in receipt of relief
will be asked to supply or confirm relevant information for the purposes of the
review.
6 Approval
Initial recommendations are to be made by the Revenues Manager with final
approval from the Section 151 Officer, Revenues & Benefits Manager and the
Cabinet Portfolio holder.
Authorities must determine applications within six months after the end of the
financial year for which the application for relief is made. Determinations after
this time are invalid
7 No Right of Appeal
Once the application has been processed, the ratepayer will be notified in
writing of the decision. As this is a discretionary power there is no formal right
appeal process against the Councils decision. However, we will reconsider
the decision in the light of any additional points made.
If the application is successful and the organisation is awarded discretionary
rate relief it will be applied to the account and an amended bill will be sent.
8 Notification of Change of Circumstances
Rate payers are required to notify any change of circumstances which may
have an impact on the award of discretionary rate relief.
9 Withdrawal of relief
Should an applicant in receipt of discretionary rate relief be found to be guilty
of unlawful activities for whatever reason, entitlement will be forfeited from the
date of conviction.
23
10 Costs to the Council
The Local Government Finance Act 2012 introduced the Business Rate
Retention Scheme in England.The Business Rate Retention Scheme currently
provides for 50% of rate revenue to be retained by local authorities and 50%
by central government. As a result of this most discretionary reliefs are paid
for by the local authority and central government, in these proportions. The
schemes announced by government in December last year are short term and
fully funded by central government.
New Schemes April 2014 Time Limited
In the autumn statement December 2013 the government announced new
schemes of discretionary rate reliefs to assist and encourage the development
and occupation of business premises.
Retail Relief
This relief is government funded and will be available for 2014-15 and 201516 only.
Properties that will benefit from the relief will be occupied Properties with a
rateable value of £50,000 or less, that are wholly or mainly being used as
shops, restaurants, cafes and drinking establishments.
The guidance considers shops, restaurants, cafes and drinking
establishments to mean:
i. Properties that are being used for the sale of goods to visiting members of
the public:
− Shops (such as: florist, bakers, butchers, grocers, greengrocers,
jewellers, stationers, off licence, chemists, newsagents, hardware
stores, supermarkets, etc)
− Charity shops
− Opticians
− Post offices
− Furnishing shops/ display rooms (such as: carpet shops, double
glazing, garage doors)
− Car/ caravan show rooms
− Second hard car lots
− Markets
− Petrol stations
− Garden centres
− Art galleries (where art is for sale/hire)
ii. Properties that are being used for the provision of the following services to
visiting members of the public:
− Hair and beauty services (such as: hairdressers nail bars, beauty salons,
tanning shops, etc)
− Shoe repairs/ key cutting
− Travel agents
24
− Ticket offices e.g. for theatre
− Dry cleaners
− Launderettes
− PC/ TV/ domestic appliance repair
− Funeral directors
− Photo processing
− DVD/ video rentals
− Tool hire
− Car hire
iii. Properties that are being used for the sale of food and/ or drink to visiting
members of the public:
− Restaurants
− Takeaways
− Sandwich shops
− Coffee shops
− Pubs
− Bars
To qualify for the relief the Property should be wholly or mainly being used as
a shop, restaurant, cafe or drinking establishment. The test is a test on use
rather than occupation – so for example if a shop is occupied but not being
used wholly or mainly for qualifying purposes it will not qualify for the relief.
The list set out above is not intended to be exhaustive as it would be
impossible to list the many and varied retail uses that exist. There will also be
mixed uses. However, it is intended to be a guide as to the types of uses that
are considered for this purpose to be retail. Where particular properties not
listed are broadly similar in nature to those above authorities can consider
whether they should be eligible for the relief. Conversely, properties that are
not broadly similar in nature to those listed above will not be eligible for the
relief.
The list below sets out the types of uses that the government does not
consider to be retail use for the purpose of this relief. Where particular
properties are broadly similar in nature to those below they would not be not
be considered to be eligible for the relief under this local scheme.
i. Properties that are being used for the provision of the following services to
visiting members of the public:
− Financial services (e.g. banks, building societies, cash points, bureau de
change, payday lenders, betting shops, pawn brokers)
− Other services (e.g. estate agents, letting agents, employment agencies)
− Medical services (e.g. vets, dentists, doctors, osteopaths, chiropractors)
− Professional services (e.g. solicitors, accountants, insurance agents/
financial advisers, tutors)
− Post office sorting office
ii. Properties that are not reasonably accessible to visiting members of the
public
25
Relief available The total amount of relief available for each property for each
of the years under this scheme is £1,000. The amount does not vary with
rateable value and there is no taper.
Ratepayers that occupy more than one property will be entitled to relief for
each of their eligible properties, subject to State Aid de minimis limits.
Approval
Where an application is made and it is not apparent that the property use falls
within the given criteria the application will be referred by the Revenues
Manager for final approval from the Section 151 Officer, Revenues & Benefits
Manager and the Cabinet Portfolio holder.
Retail reoccupation relief
North Norfolk District Council will award a discretionary relief of 50% for a
temporary period of up to 18 months (between 1 April 2014 and 31 March
2016) for businesses that move into retail premises that have been empty for
a year or more. To qualify for any relief the business must have moved into
the long-term empty retail premises on or after 1 April 2014 and on or before
31 March 2016.
This will be awarded automatically by NNDC where the relevant information is
held.
Approval
Where an application is made and it is not apparent that the property falls
within the given criteria the application will be referred by the Revenues
Manager for final approval from the Section 151 Officer, Revenues & Benefits
Manager and the Cabinet Portfolio holder.
New Build Empty Property Relief
North Norfolk District Council will provide 100% relief from unoccupied
property rates on properties completed on or after 1 October 2013, in the
circumstances explained below.
Properties that will benefit from the relief will be all unoccupied non domestic
properties that are wholly or mainly comprised of qualifying new structures.
North Norfolk District Council intend that “structures” means:
a) foundations and/or
b) permanent walls and/ or
c) permanent roofs
North Norfolk District Council intend that “new” means:
a) completed less than 18 months previously, and
b) completed after 1 October 2013 and before 30 September 2016.
26
New structures are to be considered “completed” when the building or part of
the building of which they form part is ready for occupation for the purpose it
was constructed unless a completion notice has been served in respect of
such a building or part of a building - in which case it would be the date
specified in that notice.
In terms of considering whether a property is wholly or mainly comprised of
qualifying new structures, North Norfolk District Council intends that “mainly”
means more than half. As the test is made in regards to the composition of
the structure, it will not be relevant to consider matters such as the rateable
value or use of parts of the property. However, factors such as the area or
volume of the property will be relevant. It is not intended that this relief should
apply to properties that have been refurbished, but it is intended to capture
those that have been the subject of substantial structural construction, so for
example those properties that are built on existing foundations or built around
a retained façade are likely to benefit from the relief.
Where a property is created as a result of a split or merger of other properties,
or where the existing property is altered for example with an extension, the
same test will apply i.e. the premises must be wholly or mainly comprised of
new structures completed within the necessary timeframes to benefit from the
relief. Ratepayers will not benefit merely because a property has split or
merged but, our aim is for ratepayers to have some flexibility to adapt their
properties without losing the relief.
There will be some instances where this is not clear cut (such as where one
unit is formed from the merger of a property that comprises mainly or wholly of
new structures with a property that comprises structures that are not new) – in
such cases North Norfolk District Council will only award discretionary relief
where the new property wholly or mainly comprises qualifying new structures.
The relief will run with the property rather than the owner. So if a developer
initially owns a Property that qualifies for the relief he/she will be able to
sell/lease the property with the benefit of the remaining term of the relief,
subject to the ratepayer‟s State Aid de minimis limits.
Properties that are completed before 1 October 2013 will not benefit from
these proposals. However, rating assessments comprising such properties
will not be subject to empty property rates for the first 3 or 6 months they are
empty, in the normal way.
Approval
Where an application is made and it is not apparent that the property falls
within the given criteria the application will be referred by the Revenues
Manager for final approval from the Section 151 Officer, Revenues & Benefits
Manager and the Cabinet Portfolio holder.
No Right of Appeal
27
As this is a discretionary power there is no formal right of appeal process
against the Councils decision. However, we will reconsider the decision in the
light of any additional points made.
If the application is successful and the organisation is awarded discretionary
rate relief it will be applied to the account and an amended bill will be sent.
8 Notification of Change of Circumstances
Rate payers are required to notify any change of circumstances which may
have an impact on the award of discretionary rate relief.
9 Withdrawal of relief
Should an applicant in receipt of discretionary rate relief be found to be guilty
of unlawful activities for whatever reason, entitlement will be forfeited from the
date of conviction.
10 Costs to the Council
The above reliefs are government funded.
28
Discretionary Rate Relief - Guidelines
There are two ways in which Discretionary rate relief is granted
a) To „top-up‟ mandatory relief already awarded
b) To award up to 100% based on various criteria
Mandatory Relief is granted where:


the ratepayer of a property is a charity or the trustees of a charity and
the property is wholly/mainly used for charitable purposes (including
charity shops, where the goods sold are mainly donated and the
proceeds are used for the purposes of the charity)
the ratepayer of a property is registered with Her Majesty‟s Revenues
and Customs (HMRC) as a Community Amateur Sports Club (CASC)
or
in the case of Mandatory Rural Rate Relief, the property is a qualifying:




food shop
general store
post office
public house
petrol filling station
Registration under the Charities Act 1993 as amended is conclusive evidence
of charitable status. Bodies which, under the 1993 Act, are excepted from
registration or are exempt charities are also eligible for mandatory relief.
Providing the above criteria are met 80% mandatory relief will be granted.
Discretionary Rate Relief
When deciding whether to award discretionary rate relief consideration should
be given to the interests of the taxpayers of North Norfolk District Council. The
factors outlined in the policy should be taken into account when considering
any application for relief.
The guidelines for determining relief are not intended to be a rigid set of rules;
neither are all the guidelines applicable to every organisation. Each case will
be judged on its merits taking into account the contribution which each
organisation/business makes to the Districts amenities and its residents
lifestyles and wellbeing.
Discretionary Rate Relief Criteria ‘Top –Up’
The Council has the discretion to award up to a further 20% additional rate
relief to reduce the liability still further and the policies detailed below are to be
followed when dealing with an application.
Up to 20% Discretionary Rate Relief may be given.
29
Charity Shops
Mandatory relief will be granted where the ratepayer for a property is
 a charity or the trustees of a charity and
 donated goods relate to more than 50% of total sales and
 the proceeds of goods (after any deductions for expenses) are applied
for the purpose of the charity
Providing the above criteria are met 80% mandatory relief will be granted.
Up to 20% Discretionary Rate Relief may be given in exceptional
circumstances. Generally relief will be limited to the 80% mandatory
entitlement.
1

Meets local needs in the district
and benefits local people

2
As a guide does not have more
than 12 months spending available
as “free reserves” (not legally
restricted)

if the premises are used for
the purposes of a national
organisation or a seminational (or county-wide)
organisation the Council will
not normally grant any
discretionary relief
if the premises are used for a
local organisation the extent
to which the District and its
residents benefit from the
organisation will be taken
into account.
unless a Business Plan
exists detailing how these
reserves are to be used to
the benefit of the local
community
Non-Profit Organisations, Clubs and Societies
The Council has the discretion to award up to 100% Discretionary Rate Relief
to organisations whose main objects are charitable or philanthropic, or
concerned with education, social welfare, science, literature or fine arts or
recreation. The determination of charitable status largely relies on case law
which has established 4 main divisions of charity: relief of poverty
 advancement of religion
 advancement of education and
 other trusts beneficial to the community and not falling under the
other headings.
Criteria
Discretionary relief can only be awarded if the organisation is not excepted (a
billing authority or precepting authority) and:1


The main objects of the
organisation are concerned with
30
relief of poverty
advancement of religion







2

Meets local needs in the district
and benefits local people

3
Provides a valuable service to the
community


4
Is open to all sections of the
community

6
Is non-profit making

advancement of education
social welfare
science
literature
fine arts or
recreation or
in other ways are beneficial to
the community
if the premises are used for
the purposes of a national
organisation or a seminational (or county-wide)
organisation the Council will
not normally grant any
discretionary relief
if the premises are used for a
local organisation the extent
to which the District and its
residents benefit from the
organisation will be taken into
account.
which is complimentary to
those services provided by or
supported by the Council or
which relieves the need for
the Council to provide such
services
or access is restricted by
providing a service for a
specific sector of the
community for justifiable
reasons such as addressing
inequality
as a guide, no more than 12
months expenditure in
unrestricted reserves unless a
Business Plan exists detailing
how these reserves are to be
used to the benefit of the local
community
Sports Clubs
There are additional considerations in the case of sports clubs.
If a club effectively discriminates by only accepting members who have
already reached a certain standard, rather than seeking to promote the
31
attainment of excellence by enhancing access and the development of
sporting aptitude, then it does not have an open membership policy. So, a
club selecting members on the basis of existing attainment would not come
within the requirements.
Although clubs should be open to all without discrimination, single sex clubs
may be permitted where such restrictions are not discriminatory in intent but a
genuine result of physical restraints (such as changing room facilities) or the
requirements of the sport
(2) Organisations with Licensed Bar Facilities
Sports Clubs/Other Organisations
Any Discretionary Rate Relief award will be aimed at the sporting activity of
the club.

If the bar income aids the overall operation and development of the
organisation this would be allowable as long as the sporting activity
remains the overall objective of the organisation. This will be
particularly relevant where the organisation is the only such one in the
Parish.
(3) Membership and Entry Fees
If the organisation requires a membership or entry fee the Council will give
regard as to whether: The subscription or fees are set at a high level which excludes the
general community
 Fee reductions are offered for certain groups such as under 18s or
over 60s
 Membership is encouraged from particular groups such as young
people, older age groups, persons with disabilities or ethnic minorities
 Facilities are available to people other than members, eg schools,
public sessions
Where the Council gives relief practice has been to award up to 80% to Clubs
and organisations and up to 50% where organisations operate bar facilities.
Community Amateur Sports Clubs (CASC)
If a sport‟s club is registered with HM Revenues and Customs (HMRC) as a
CASC it will be entitled to 80% mandatory relief. The club may also be
awarded 20% discretionary rate relief.
Normally sports clubs that can register with HM Revenues & Customs as a
CASC and have not done so will not be awarded discretionary rate relief.
Details can be found on the HMRC website www.hmrc.gov.uk/casc/index.htm
32
Discretionary Rural Rate Relief
Rural Rate Relief applies to certain properties which are situated in a rural
settlement. A rural settlement is one which appears to have a population of
not more than 3,000 on the 31st December preceding the financial year in
question, which is wholly or partly within a designated area. The Rural
Settlement list is published each year. If a business meets the criteria for
mandatory relief (50%) under the Rural Rate Relief legislation then an
application for discretionary rate relief can be considered.
Up to 50% Discretionary Rate Relief may be given
See Appendix A for details of mandatory relief –rural rate relief
Sole - General Store/Post Office/Food Shops with a Rateable Value of
£8,500 or less.
If the above business meets the criteria for mandatory relief (50%) under the
Rural Rate Relief legislation then an application for discretionary rate relief
can be considered.
Up to 50% Discretionary Rate Relief may be given
Criteria
 as a guide, no more than 12 months expenditure in unrestricted
reserves unless a Business Plan exists detailing how these reserves
are to be used to the benefit of the local community
 The business must be considered to be of benefit to the local
community in accordance with the criteria in the policy.
Sole - Public Houses/ Petrol Filling Stations Rateable Value of £12,500
or less
If the above business meets the criteria for mandatory relief (50%) under the
Rural Rate Relief legislation then an application for discretionary rate relief
can be considered.
Up to 50% Discretionary Rate Relief may be given
Criteria
 as a guide, no more than 12 months expenditure in unrestricted
reserves unless a Business Plan exists detailing how these reserves
are to be used to the benefit of the local community
 The business must be considered to be of benefit to the local
community in accordance with the criteria in the policy.
Any Other Business within a Rural Settlement
Up to 100% Discretionary Rural Rate Relief may be given
Criteria
 Rateable Value above £8,500 and less than £14,000
 as a guide, no more than 12 months expenditure in unrestricted
reserves unless a Business Plan exists detailing how these reserves
are to be used to the benefit of the local community
 The business must be considered to be of benefit to the local
community in accordance with the criteria in the policy.
33
Any Other Business within a Rural Settlement
Up to 100% Discretionary Rural Rate Relief may be given
Criteria
 Rateable Value above £8,500 and less than £14,000
 as a guide, no more than 12 months expenditure in unrestricted
reserves unless a Business Plan exists detailing how these reserves
are to be used to the benefit of the local community
 The business must be considered to be of benefit to the local
community in accordance with the criteria in the policy.
Revised March 2014
34
Appendix A
Mandatory Rural Rate Relief
Rural Rate Relief
Rural Rate Relief applies to certain properties which are situated in a rural
settlement. A rural settlement is one which appears to have a population of
not more than 3,000 on the 31st December preceding the financial year in
question, which is wholly or partly within a designated area. The Rural
Settlement list is published each year.
Food Shops
Criteria for Mandatory Relief of 50%
 Rateable Value of £8,500 or less
 Selling food which is wholly/mainly for human consumption
 Excluding confectionery and the supply of food in the course of
catering (this excludes businesses such as restaurants, cafes and
take-aways)
General Stores
Criteria for Mandatory Relief of 50%
 Rateable Value of £8,500 or less
 Selling food which is wholly/mainly for human consumption (excluding
confectionery) and general household goods
 It is the only such business within the rural settlement area
Post Offices
Criteria for Mandatory Relief of 50%
 Rateable Value of £8,500 or less
 Used for the purpose of a Post Office
 Holding a licence under the Post Office Act 1953
 It is the only such business within the rural settlement area
Public Houses
Criteria for Mandatory Relief of 50%
 Rateable Value of £12,500 or less
 With a premises licence granted in accordance with the Licensing Act
2003
 Which authorises the retail sale of alcohol
 for consumption on the premises and
 the sales are not made on the condition that buyers reside at or
consume food on the premises
 It is the only such business within the rural settlement area
35
Petrol Filling Stations
Criteria for Mandatory Relief of 50%
 Rateable Value of £12,500 or less
 Sells petrol and/or other automotive fuel
 to the public
 for use in motor vehicles intended or adapted for use on roads
 It is the only such business within the rural settlement area
Revised March 2014
36
Agenda Item No____11_______
Holt Youth Project Enabling Fund proposal
Summary:
The report provides 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 (ACT) initiative. Holt
Youth project have made the request to the Council
under the Enabling Fund for £20,000 as a match to the
total project cost of £67,000 (The Charity have indicated
that remaining funds have been committed and
therefore are now in place). The timescale for funding
this project is April 2014 to March 2015. The Holt Youth
Project are in the process of submitting a Big Lottery
Reaching Communities Grant for 2015 – 2020 that will
provide them with a five year funding stream similar to a
previous Lottery grant (£400,000) that provided core
funding for the period 2009 – 2015.The Enabling Fund
will provide the necessary funds to both deliver the ACT
project and to generate tested and successful activities
from this project that will add value to future
programmes and projects to be supported through the
longer term Lottery bid.
Options considered:
The proposal submitted under the Enabling Fund is
based on the assessment of the alternative option not to
provide funding support from the Enabling Fund for the
project. It is believed that under this option the project
would deliver a very much reduced set of outputs/results
and longer term outcomes for young people in the North
Norfolk area, that in turn may not achieve an informed
programme and platform for future youth projects. A
further key outcome related to the Charity’s future core
finances, may mean that Holt Youth Project are not able
to provide sound supporting evidence of tried and tested
additional activities that will ultimately add value to the
support being sought through the future Big Lottery
Reaching Communities bid.
Conclusions:
The North Norfolk Enabling Fund has an annual
provision of £225,000 to support local projects that have
the potential capacity to create greater opportunities for
local communities. The projects coming to the Enabling
Fund sit outside the parameters of the North Norfolk Big
Society Grant Scheme and/or do not fit within the
maximum grant offer of the Big Society Fund that
currently stands at a maximum grant offer of £15,000.
The Holt Youth Project initiative Achieving Confidence
Training has requested £20,000 from the Enabling Fund
as part of the total project cost for their project of
37
£67,000. The project will achieve a wide range of
professional support for 15-20 young people who are
classified as vulnerable and in need of confidence and
self-esteem building that contributes to tackling their
current situation of being “Not in Employment Education
or Training” (NEET). Intervention through the ACT
project will provide support towards future progression
for these young people into the world of training and
employment through structured support and confidence
building by qualified staff and resources deployed by
this project.
Cabinet are being asked to recommend approval for
£20,000 from the Enabling Fund as a contribution
towards the cost of the project. If funding is approved
the amount of remaining funds that has been allocated
to the Enabling Fund will amount to £20,000 from a total
of £225,000 for the year 2013/14.
Recommendations:
Reasons for
Recommendations:
Cabinet is recommended to delegate responsibility
to 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.
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 .
38
.
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
John Lee
Ward(s) affected Holt and all areas of North Norfolk
Contact Officer, telephone number and email: John Mullen, 01263 516104,
john.mullen@north-norfolk.gov.uk
1.
Background - Enabling Fund Proposal
1.1
Holt Youth Project.
The Holt Youth Project are a charitable company formed in 2004 to provide a
local base in the Holt area as well as developing their outreach programme
for young people in the surrounding areas tackling personal, social and
economic issues preventing young people engage with the wider community,
education and employment. The Charity has been supported over the last
four to five years with their core staffing costs through funding from the Big
Lottery Reaching Communities Programme (Healthy Lifestyles Programme)
and has successfully delivered on the aims and objectives of this programme
supporting the future prospects of young people from the local area.
1.2
Achieving Confidence Training (ACT) initiative.
ACT is a current programme of work and not, at this time, funded within the
parameters of the Lottery funded Healthy Lifestyles Programme that has been
awarded to the Charity. ACT seeks to extend the reach of the Holt Youth
Project into a structured engagement and support project that provides one to
one support for young people in order to build confidence and self-esteem of
those young people moving them towards more formal learning and
development courses that will eventually provide them with the skills and
capacities to enter formal accredited training and employment. Courses such
as Certificate of Personal Effectiveness (COPE), level 1 & 2 (equivalent to 2
A-C GCSE’s) to develop communication, social interaction and positive life
skills form the centre of the ACT initiative and support low achievers,
vulnerable and hard to reach young people with qualified and highly
motivated trainers and personal advisors to develop a range of pathway
modules aimed at creating the right level of support for each young person to
develop their capacity and skills.
1.3
Current issues
The issues facing the Achieving Confidence Training initiative are twofold.
Firstly, the Charity are facing increased demand within the current year for
ACT services in the North Norfolk area and the capacity to meet this demand
39
with the level of local resources required is currently not available. Secondly,
there is a longer term requirement for the Holt Youth Project seeking to
develop a major bid to the Reaching Communities Lottery Fund for a five year
grant award. This bid needs to be supported by strong evidence of newly
tested pilot projects that the Charity are delivering and therefore have the
potential to add greater value to future core services and staffing of the
Charity extending the current provision of youth programmes for the North
Norfolk area over a five year period.
2.
Timescales/costs/outputs
2.1
Timescales
The period for delivery of the ACT initiative is from April 2014 – March 2015.
The requirement to seek funding for this period is based on the growing
demand that the Charity has recorded recently linked to increasing referrals
from key public agencies within the network supporting young people and
therefore there is are growing gaps in local resources and services for this
period. The Enabling Fund will provide the capacity to meet this demand now
and before a future period of Lottery Funding could provide for the wider
Project and the new initiatives that are being taken forward by the Charity.
2.2
Costs
Costs
Income
To include:
**Salaries,
(funded by
existing
support)
Total
£43,000
Transport,
equipment,
cooking
resources
(work books,
outings)
overheads
£24,000
Various
sources/Partners
(Victory
£34,580
Housing,
schools/colleges) £12,420
Private
donations
Shortfall
£20,000
£67,000
Enabling Fund
£20,000
Total (inc
Enabling Fund)
£67,000
(**)Costs over 12 month period (including x 3 staff wages, met by existing funds)
All funds based on 15-20 young people & their families being supported over the
North Norfolk area
2.3
Outputs
Holt Youth Project have provided indicative outputs that they expect the ACT
initiative to deliver on and have stated that these outputs will extend the
40
opportunity for young people to gain accredited qualifications. These are as
follows:
-
3
2 x young people completing an ASDAN and moving onto a
Certificate of Personal Effectiveness (CoPE) qualification,
3 young people living in residential care learning life
skills/positive choices and independence,
25 x families on a one-to-one mentoring/practical/signposting
basis when required.
9 x young people predicted to obtain a CoPE Level 2.
2 x young people predicted to obtain CoPE level 1.
2 x young people to produce projects leading to an in-house
certificate.
Conclusion
The Holt Youth Project has submitted an Enabling Fund proposal requesting
£20,000 funds as part of the total project cost for the ACT initiative of
£67,000. The project will be time limited to the financial year 2014/15 and
estimated by the Charity to provide a set number of outputs that will benefit
15-20 young people gain support in providing confidence, skills and capacity
building through structured personal support to give young people aged 13 19 opportunities to advance into more formal learning opportunities and
employment.
Under the Enabling Fund the allocation for 2013/14 of £225,000 will mean
that if this project is funded there will be a remaining balance of £20,000
unallocated funds. The Enabling Fund budget has previously included funding
approved for projects such as Homes for Wells (Wells Field Study Centre
project), Melton Constable Community Hub and Atrium North Norfolk Ltd
Business Planning initiative.
4
Implications and Risks
The implications to the Council are associated with the provision of part grant
funding to external projects that are in turn required to deliver to the terms
and conditions that are presented to them if the funding bid is successful and
approved. Therefore, the Council can reduce the risk to reputation and project
management failings by the applicant by imposing appropriate terms and
conditions under which the grant funding may be spent and ensuring that this
is related to the achievement of agreed actions, timescales, costs and
outputs.
5
Financial Implications and Risks
The financial implications are associated with the need to ensure that Council
funding provided for external projects ensure that organisations funded
adhere to the terms and conditions applied to the approval of funds. The
further financial implications for the Council may be found in the need to
eliminate the risks regarding unspent funding or reducing the chances of the
applicant not fulfilling the terms by which that funding was granted and
therefore ensure that the Council apply appropriate conditions for the return
of funding and/or possible future claw back of funds in order to reduce the
impact of any negative outcomes arising from the project and/or mismanagement of the approved funding.
6
Sustainability
41
6.1
There are no sustainability issues raised by this report.
7
Equality and Diversity
The project seeks to support young people who may exhibit real needs across
a broad spectrum of personal issues and are therefore in need of support of
this project. Those who are vulnerable and find themselves currently Not in
Education Employment or Training (NEET) are therefore the focus of the
project supporting the young person’s capacity to engage in society and
enhance their capacity to seek further training and/or employment to fulfil their
lives.
8
Section 17 Crime and Disorder considerations
8.1
There are no anticipated impacts on Crime and Disorder arising from this
report.
42
Agenda Item No____12________
TELEPHONY PROCUREMENT
Summary:
This report covers the first of the workstreams
previously agreed by Cabinet to come forward as part of
the Business Transformation Programme.
It explores the reasons for procuring a new telephony
system and outlines requirements, likely costs and
expected benefits of the new system.
Importantly, this workstream will provide a foundation for
much of the other work in the Programme, hence
bringing it forward first.
Options considered:
A number of options have been considered :
 To keep the current system as it is, which will limit the
improvements which can be made to customer service
provision and flexible working in the Programme and
which will have the risk of not being supported in the
medium term.
 Procurement of a new system through a VoIP (Voice
over Internet Protocol) solution and unified messaging
technology, which together, will provide a number of
benefits, including improved customer service
provision and more efficient ways of working.
 Hosting of the procured system via in-house, cloud
based or shared service options.
Conclusions:
The existing telephony system is not sustainable in the
medium term and does not have the features necessary
to drive improvements in customer service, along with
future efficiencies, as are required to be delivered by the
Business Transformation Programme.
In order to provide an up to date telephony system,
which will provide future flexibility and more efficient
ways of working, along with high levels of customer
satisfaction, we need to procure a replacement, which
makes best use of up to date technology.
Replacement of the existing telephony system with a
VoIP system offers the best solution and we should now
move to commence the procurement of such a system.
The procurement process will specify which options will
be considered, in terms of technical requirement and
additional unified messaging capability.
Recommendations:
That Cabinet approves the procurement of a new
43
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
Recommendations:
To give approval for the procurement of a new
telephony system and unified messaging technology.
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)
Project Proposal for New Telephony, prepared by Greenfield Consulting on behalf of
the Council
Cabinet Member(s)
Ward(s) affected
Cllr R Oliver
Cllr G Williams
All
Contact Officer, telephone number and email:
Nick Baker, 01263 516221, nick.baker@north-norfolk.gov.uk
1.
Introduction
1.1
This is the first project to come forward in the Business Transformation
programme which was agreed by Cabinet in November 2013.
The Council is committed to improving services to deliver both value for
money and high levels of customer satisfaction. For all local authorities, the
way in which telephone services are provided shapes the customer’s
perception of the authority. However, for rural authorities especially, excellent
telephone services are vital to connect customers to the services they want,
as it is less convenient for customers to travel to the Council offices.
1.2
1.3
The existing telephony system is coming towards the end of its useful life and
is unlikely to be supported in terms of maintenance in the short to medium
term. It is therefore essential that we procure a new telephony system.
1.4
Changes in technology have given the opportunity to replace the existing
telephony system with a new system which will enable the Council to deliver
better customer service more efficiently. We have identified that our current
system lacks the functionality we require to provide effective reporting and
call handling and lacks the features to support flexible working. We should
therefore now consider the replacement of this system.
44
2.
Background and Current Position
2.1
Most importantly, the current corporate phone system is over 15 years old
and has now reached the point where it is out of date and unlikely to be
supported in the short to medium term. Whilst it may be possible to purchase
a similar system, this would not take us forward or enable us to move forward
with the Business Transformation Programme.
2.2
In addition, the system does not allow us to easily examine where call
demand is and usage is highest and therefore does not support good
performance management.
2.3
Currently, approximately 42% of all customer contact with the Council is
made via the telephone. Where possible, we will aim in the future to migrate
customers to more efficient service channels such as the website, so they
can access services at times that are most convenient to them, whilst freeing
up resources to deal with complex and or face to face enquiries more
effectively.
2.4
As part of the wider Business Transformation Programme, we will move
simple enquiries into an improved, centralised customer service centre. This
will also free up more officer time within the services to deal with more
complex issues. In addition, this will give us the opportunity to develop selfservice options for some calls, thus avoiding lengthy person to person calls.
2.5
The development of such a customer service centre that seamlessly operates
with both the back office systems and telephone self-service requires
significant investment in telephony.
3.
Procurement
3.1
Required Business Improvements (Procurement Objectives)
3.1.1 Given the overriding need to replace the telephony system, the main business
improvements that will be addressed by the procurement of a new system are
as follows:





Improved customer service by more calls being resolved at the first point
of contact, shorter call length and less waiting time.
Flexible working patterns, such as homeworking, hot desking and more
mobile working, will be enabled, thus freeing up officer time and office
space and again, improving customer service.
Improved performance management, through being able to analyse key
areas of telephony demand.
The ability to use telephony flexibly, in order to suit business needs,
including disaster recovery and, potentially, shared offices with other
organisations
Providing a foundation for other elements of the Business Transformation
Programme, which will follow the telephony procurement. This will
necessitate the specification of the new system including the levels of
integration we require with our other IT systems.
The advantages and business benefits of a modern telephony system, as is
proposed, are shown in much greater detail in Appendix B and it is expected
45
that these required benefits will form the basis of the specification for
procurement.
3.1.2
Given the need to provide a foundation for many of the other parts of the
Business Transformation Programme, it is proposed that the procurement
project will commence as soon as possible once the business case has been
agreed. It is anticipated that the procurement project will take between 9 and
12 months to complete from commencement.
3.2
Procurement Options
The following options have been considered in terms of the telephony system:
3.2.1
Option 1 - To keep the current system.
As discussed above, this will not allow the improvements we require and has
therefore been discounted as a viable option.
3.2.2
Option 2 - Replace with a Voice over Internet Protocol (VoIP) system.
Essentially, VoIP allows us to use our IT infrastructure for the control and
routing of telephony traffic.
VoIP is now accepted as the industry standard and will meet all of the
procurement objectives set out above. In addition to meeting these objectives,
a VoIP system will provide all of the additional tangible benefits detailed in
Appendix B.
It is proposed that the system would be owned by the Council and maintained
and managed in-house as this is the significantly cheaper option, not least
because there would be an outright purchase of the telephony system with no
future licensing fees. This would also give the Council most control of the
system’s development in the future, especially as the Business
Transformation Programme moves forward.
There are however, a number of sub-options to also consider, which are
shown below.
3.2.3
Additional Unified Messaging Technology
In addition to the main VoIP system, it is proposed that we procure at the
same time, technology that will bring together, all customer contacts by
whatever channel they come to the council. This is known as Unified
Messaging Technology, the detailed benefits for which are discussed at
Appendix B.
For a relatively small investment, this will enable all customer requests for
service to be dealt with on a prioritised basis, regardless of their route into the
Council. As such, the technology will provide part of the integration required
between this, and the customer management workstream in the overall
programme.
Appendix C shows the likely costs of implementing a VoIP based telephony
service, with associated unified communications technology, hosted in-house.
3.2.4
Option 3 - Procurement of a “Cloud” based VoIP solution
This is an alternative to hosting the system in-house and involves a centrally
hosted solution, commonly known as a Cloud based service. In this case, the
46
telephony service is accessed over a network to a central facility provided by
a commercial supplier.
The benefit of Cloud based solutions is that all capital investment, support
and maintenance is carried out by the commercial partner, with the particular
service being provided on an “on demand” basis. In this case, the Council
would not have to carry the costs of technology redundancy, whereby at
regular intervals we would be required to write off our technology investment
and replace it with updated technology over time.
Cloud based solutions for software and hardware are well developed, with the
market for hosted telephony solutions becoming more established. However,
their disadvantage is that whilst initial, capital costs are low, future revenue
costs are likely to increase, as shown in Appendix D. It is for this reason that
a Cloud based solution is not the recommended proposal.
3.2.5
Option 4 - Procurement via Shared Service Working
Again, as an alternative to in-house provision, there are potential options
around shared telephone systems with another Council, which already has a
Voice over Internet Protocol (VoIP) phone system. This option would require
the partner to have the capacity and capability to host our requirements and
could assist in future data sharing within the wider public sector.
Whilst all three of the VoIP options described here will deliver the same level
of savings in terms of efficiency, any cost savings in the shared service model
would then be reduced because of the higher cost which arises from annual
licence fees for every handset we use.
In addition, there would be reduced ability for us to manage an externally
hosted system. As we are at the beginning of a significant programme of
business transformation, we do not yet know all of the detail of the future
options we may wish to take forward. The choice of a fixed telephony offering
from an externally hosted supplier may actually increase costs overall when
we wish to make any later changes required to the system. The third party
may not always be able to, or wish to, configure the system to our
requirements, which, in turn, would slow down the development of the system
and the execution of our own business strategy.
Again, for these reasons and because shared service appears to be more
expensive, this is not the preferred option.
3.3
Procurement Process
Procurement would be via the development of a full technical specification,
which would then be placed for commercial tender and subsequent
evaluation.
The proposed option would be well below the current EU tender thresholds
for supplies and services (c£172k) so the procurement process would not
need to be run under EU procurement rules.
We will also be able consider existing framework contracts which might be
available to cover our requirements (these will have been let through the EU
and therefore be compliant in any case).
47
We will also need to consider officer capacity to undertake the procurement,
and we may need to allow for external support eg Improvement East.
4.
Financial Implications and Risks
4.1
Financials
The table below summarises the costs of each option considered:
Option 1 – no
change
Option 2 – VoIP
with Unified
Communications
Hosted in-house
Option 3 - VoIP
with Unified
Communications
Cloud based
Option 4 - VoIP
with Unified
Communications
Shared service
4.1.1
Improved
telephony
Contributes to
Business
Transformation
Programme
Assumed
Revenue
Savings
(Full
year)
£
Investment
No
No
0
0
-
Yes
Yes
49,600
90,000
7,469
Yes
Yes
49,600
26,000
30,244
Yes
Yes
49,600
148,368
17,394
Capital
£
Revenue
(ongoing
additional)
£
The business case for each option assumes that the solutions considered will
all be able to deliver the same level of cashable savings. These savings will
be delivered through a review of handling of telephony contacts across the
whole organisation. There will be time saving on individual call length and
reduced failure demand by getting the required response right first time. This
will give rise to a much more efficient handling of calls, with subsequent staff
savings. The project assumes savings will start to be delivered from 2015/16,
with a full year saving of £49,600 from 2016/17 onwards.
4.1.2 From initial discussions with potential suppliers, the financial investment
required for an internally hosted VoIP system, with unified messaging
technology, is approximately £90,000 with an ongoing additional revenue
requirement of approximately £7,500 per annum. The business case for this
option is shown in Appendix C.
4.1.2 This compares with a Cloud based solution initial cost of approximately
£26,000 but with an ongoing additional revenue cost of approximately £30,000
per annum. The detail of these costs is contained in Appendix D.
4.1.3 Following discussions with one potential partner, a shared service option has
also been costed at £148,368 capital and £17,349 ongoing revenue
expenditure from year 1 (2015/16). The detail of these costs is contained in
Appendix E.
48
It should be noted however, that the exact costs for any of the options, will
only be known, once tenders have been received during any procurement
process.
4.1.4 There is no doubt that further savings will also accrue as a result of the wider
Programme’s implementation, enabled partly by telephony improvements.
Although these cannot be accurately costed at this point, they include the
benefits from flexible working and hot desking and from the integration of calls
with any future customer management system.
4.1.5
In order for this to happen, business process reviews will be carried out in
most, if not all, service areas to identify key areas of improvement and
efficiency. These reviews will allow investment in telephony and IT to be
targeted as the programme moves forward. A key risk therefore, is that we do
not follow through with these reviews and again, these will be overseen by the
Business Transformation Board.
4.2
Risks
4.2.1
Procurement
The need for investment in telephony is very high. This is not only from the
perspective of the current system being out of date, but also the need to build
a good foundation for future improvement arising from projects contained
within the Business Transformation Programme.
Clearly therefore, the risk of not procuring a new system will be that we are
left behind in terms of technology, with resulting reputational issues as our
current levels of service decline and fall below customer expectation,
especially as other organisations improve. In addition, this would prevent the
remainder of the Business Transformation Programme being taken forward.
4.2.2
Good project management will ensure the procurement project is delivered
and close monitoring of the project and associated savings will be carried out
as part of the overall programme monitoring process. The Business
Transformation Board will also receive regular updates on the progress of
implementing those changes identified as needing to take place to bring
about the savings.
4.2.3
The VOIP solution is a well-established and tried solution. The cloud based
option is more innovative. Although proven and adopted by some major
companies there is considered to be marginally more technology risk
associated with the cloud based solution
Delivery
4.2.4
There is likely to be some disruption to customer services during installation
of any new system. This will be mitigated by good communication to users
and customers alike, along with good project management to minimise such
disruption.
4.2.5
There is also a risk of the project not delivering savings as planned. These
savings are reliant on us subsequently changing the way we handle calls,
49
mainly by streamlining the customer service function, which takes place
between front and back office.
4.2.6
Lack of staff buy-in and engagement in new ways of working would impact
the business case for the project. This risk will be managed through the
overarching Business Transformation Programme, including a high level of
internal communications.
4.2.7
Unfamiliar technology may present problems for support staff in maintaining
service levels. The provision of adequate training as part of the procurement
will address this risk.
4.2.8
Lack of customer buy-in to our new ways of working would also impact the
business case. There is little doubt that some customers may not accept the
changes at first However, the efficiencies that will be driven into the system
should make it much more customer friendly, which in itself will encourage a
change in behaviour.
A more efficient system will also ensure more time is freed up for those
customers who need a mediated service. In addition, a promotional campaign
will be run throughout the Programme to ensure public buy-in to the changes
in service.
5
Equality and Diversity
Requirements will be included in the specification of the system to ensure as
far as possible they can be used by customers and staff with disabilities.
In addition, it is accepted that some customers may not wish to use some of
the services, which may become automated as part of the business
transformation programme. The Council will continue to provide mediated
telephony for all services where this is required by customers.
6
Section 17 Crime and Disorder considerations
There are no section 17 implications.
7
Conclusion
The existing telephony system is not sustainable in the medium term and
does not have the features necessary to drive improvements in customer
service, along with future efficiencies, as are required to deliver the Business
Transformation Programme.
In order to provide an up to date telephony system, which will provide future
flexibility and more efficient ways of working, along with high levels of
customer satisfaction, we need to procure a replacement, which makes best
use of up to date technology.
Replacement of the existing telephony system with a VoIP system offers the
best solution and we should now move to commence the procurement of
such a system.
The procurement process will specify which options will be considered, in
terms of technical requirement and additional unified messaging capability.
The existing telephony system does not have the features necessary to drive
improvements in customer service along with future efficiencies.
In order to provide an up to date telephone system, which will provide future
flexibility and more efficient ways of working, along with high levels of
50
customer satisfaction, we need to procure a replacement which makes best
use of the more modern technology.
Replacement of the existing telephony system with a VOIP system offers the
best solution in terms of facilities for the proposed cost and we should now
move to commence procurement of such a system.
The procurement process will specify which options will be considered, in
terms of technical requirement, additional unified messaging capability, and
internally hosted versus Cloud based solutions and shared service options.
51
Appendix B
Summary of business improvements generated by a new VoIP telephony
system and unified messaging
Telephony

Comprehensive management reporting on telephony traffic across the whole
organisation. (Single view of all traffic to NNDC offices)

For in-house and cloud based solutions, an easy to use management console,
giving the Council the ability to maintain and configure the system without
recourse to external, bought-in skills

MS Outlook “Presence” information capability. We will know when and if
people are logged on to their phones reducing the likelihood of calls being
queued or passed around the organisation. This gives the potential for big
efficiency savings as well as improving the customer experience.

Enhanced phone directory facilities with the ability for staff to amend their own
directory entries

Ability to extend NNDC presence to other sites with incremental investment
and effort. This is particularly relevant for any future shared services where
NNDC is hosting other organisations.

Greater front and back office integration to enable centralised Customer
Services to answer and complete more calls at the first point of contact

Integration of back office systems and Outlook with the new system to reduce
duplication of data entry and reduce the average length of calls

Improved Business Continuity, through having a more flexible Disaster
Recovery solution with the ability to switch telephones and lines very quickly
should a need arise

The system being able to provide connectivity for home and mobile workers
on mobile devices into telephone groups, thus better enabling the flexibility
and therefore efficiency, of mobile working

Much more flexibility in office telephone use, with only one data cable required
per desk, covering both data and voice communication.

New modern handsets, throughout the organisation, with hands free sets for
staff that require them. Optional, wireless handsets will be supported
Customer Service
As part of this proposal, a customer contact call handling system will implemented. It
will provide enhanced reporting facilities to enable Customer Services to understand
and respond better to customer demands. It will be configurable by customer
services to meet the needs of NNDC and provide all the facilities expected from a
modern call centre. These will include:-
52

Real time and historic reporting on performance in all service areas,
including dropped calls, queue size, waiting times, etc.

Customer insight and information will bring both efficiency and greater
customer satisfaction

Customer Service Teams can be set up anywhere around the
organisation meaning that staff do not all require to reside within the
one physical area, again giving more flexibility

Skills based routing of calls. Customers will be routed through to the
correct point of contact who will have the ability to deal with their
request or requirement at the first instance

The ability to transform digital text into spoken word for customers.
Automated responses would be taken from our web pages and
changed into phone messages to provide an out of hours service

Ability to host multiple customer service operations on one system

Ability to link the telephony solution directly into any proposed
Customer Information System later in the Business Transformation
programme
Unified Messaging – additional benefits
Unified Messaging draws upon telephony and messaging technology and is therefore
logical to implement it as part of the telephony replacement.
Procurement of the licenses for unified messaging will give a sound basis for adding
additional functionality such as video conferencing in the future.




Provide the Council with a method of handling voice mail messages from the
PC desktop, enabling voice mails to be listened to, stored and forwarded in a
manner very similar to e-mails.
Provide Customer Services with the capability to store and handle customer
service requests from multiple channels (web forms, e-mail, voice, scanned
documents etc.) in a single place and dealt with as required.
Provide centralised customer service management information in a form
which is currently difficult to obtain.
The licensing of Unified Messaging also provides access to several other
pieces of Microsoft technology and products which build on the Council’s
existing IT investment and has the possibility of providing further business
benefits for the Council in the future.
53
Appendix C - Business Case – VOIP with Unified Messaging, Hosted in-house
OPTION 2 - BUSINESS CASE - VOIP with Unified Messaging - Hosted in-house
Year 0
2014/15
£
Year 1
2015/16
£
Year 2
2016/17
£
Year 3
2017/18
£
Year 4
2018/19
£
Year 5
2019/20
£
Total
Notes
COSTS:
Revenue:
Current System Maintenance (Switch)
VOIP Software/Hardware Maintenance
Replacement handsets
Unified Messaging Capability
0
0
6,269
-4,000
4,000
1,200
6,269
-4,000
4,000
1,200
6,269
-4,000
4,000
1,200
6,269
-4,000
4,000
1,200
6,269
-4,000
4,000
1,200
6,269
6,269
7,469
7,469
7,469
7,469
7,469
Capital:
VOIP Equipment
90,000
0
0
0
0
0
Total capital costs
90,000
0
0
0
0
0
90,000
Total Costs
96,269
7,469
7,469
7,469
7,469
7,469
133,614
0
0
0
11,625
7,750
5,425
23,250
15,500
10,850
23,250
15,500
10,850
23,250
15,500
10,850
23,250
15,500
10,850
0
24,800
49,600
49,600
49,600
49,600
96,269
-17,331
-42,131
-42,131
-42,131
-42,131
1.00
0.97
0.94
0.91
0.88
0.85
Net Present Value
96,269
-16,811
-39,603
-38,339
-37,075
-35,811
Cumulative NPV
96,269
79,458
39,855
1,516
-35,560
-71,371
0
0
0
0
0
0
96,269
-17,331
-42,131
-42,131
-42,131
-42,131
1.00
0.97
0.94
0.91
0.88
0.85
Net Present Value
96,269
-16,811
-39,603
-38,339
-37,075
-35,811
Cumulative NPV
96,269
79,458
39,855
1,516
-35,560
-71,371
Net Total Revenue Costs
Cashable Benefits:
Automated Agent
Reception Calls saving
Integration with systems
Net Cashable Benefits (Costs less Benefits)
[Benefits shown as -ve/in brackets]
Discount factor
Non-Cashable Benefits
Net Benefits (Benefits less Costs)
Discount factor
n/a
a)
b)
43,614
c)
104,625
d), e)
69,750
48,825
0
223,200
-89,586
-71,371
0
-71,371
Notes:
a) Based on the average of two informal quotes. Net impact of zero as utilises existing budget.
b) Assumes 20 replacement handsets required per year @ £60 = £1,200.
c) Based on informal quotes and includes consultancy.
d) Achieved through business transformation activities for example use of automated agent and transactions over the phone and
automated call connections.
e) Profile of expenditure and savings assumes that the project is implemented and the capital costs incurred in 2014/15 and savings
commence from 2015/16. Year 1 (2015/16) only assuming 50% of the total benefits increasing to 100% in subsequent years.
54
Appendix D - Business Case – VoIP via a Cloud based Solution
OPTION 3 - BUSINESS CASE - Voip with unified Messaging - Cloud Model
Year 0
2014/15
£
COSTS:
Revenue:
Current System Maintenance (Switch)
Reduction on number of incoming lines
Cloud subscription cost (x350 extension numbers)
Cloud subscriptions - options
Unified Messaging Capability
Replacement handsets
Year 1
2015/16
£
n/a
0
12,600
2,500
6,269
Year 2
2016/17
£
Year 3
2017/18
£
Year 4
2018/19
£
Year 5
2019/20
£
Total
-4,000
-3,425
25,200
5,000
6,269
1,200
-4,000
-3,425
25,200
5,000
6,269
1,200
-4,000
-3,425
25,200
5,000
6,269
1,200
-4,000
-3,425
25,200
5,000
6,269
1,200
-4,000
-3,425
25,200
5,000
6,269
1,200
Notes
a)
b)
c)
Net Total Revenue Costs
21,369
30,244
30,244
30,244
30,244
30,244
Capital:
Equipment (Handsets x 350)
26,000
0
0
0
0
0
Total capital costs
26,000
0
0
0
0
0
26,000
Total Costs
47,369
30,244
30,244
30,244
30,244
30,244
198,589
0
0
0
11,625
7,750
5,425
23,250
15,500
10,850
23,250
15,500
10,850
23,250
15,500
10,850
23,250
15,500
10,850
104,625
69,750
48,825
0
24,800
49,600
49,600
49,600
49,600
223,200
47,369
5,444
-19,356
-19,356
-19,356
-19,356
-24,611
1.00
0.97
0.94
0.91
0.88
0.85
Net Present Value
47,369
5,281
-18,195
-17,614
-17,033
-16,453
Cumulative NPV
47,369
52,650
34,455
16,841
-192
-16,645
0
0
0
0
0
0
47,369
5,444
-19,356
-19,356
-19,356
-19,356
1.00
0.97
0.94
0.91
0.88
0.85
Net Present Value
47,369
5,281
-18,195
-17,614
-17,033
-16,453
Cumulative NPV
47,369
52,650
34,455
16,841
-192
-16,645
Cashable Benefits:
Automated Agent
Reception Calls saving
Integration with systems
Net Cashable Benefits (Costs less Benefits)
[Benefits shown as -ve/in brackets]
Discount factor
Non-Cashable Benefits
Net Benefits (Benefits less Costs)
Discount factor
172,589
d)
-16,645
0
-16,645
Notes:
a) All calls travel via data network so external lines are redundant. 15 incoming lines (out of 30) retained for resilience purposes.
b) Based on undiscounted, industry figures and includes consultancy. Cloud Revenue costs for subscriptions and additional network
costs, reduced by 50% (2014/15) to allow for implementation. Cloud subscription costs depend heavily upon configurations and options
c) Assumes 20 replacement handsets required per year @ £60 = £1,200.
d) Based on informal quotes.
e) Achieved through business transformation activities for example use of automated agent and transactions over the phone and
automated call connections.
f) Profile of expenditure and savings assumes that the project is implemented and the capital costs incurred in 2014/15 and savings
commence from 2015/16. Year 1 (2015/16) only assuming 50% of the total benefits increasing to 100% in subsequent years.
55
e) & f)
Appendix E – Business Case – Shared Service Proposal
OPTION 4 - BUSINESS CASE - New Telephony Business Case - Shared Service
Year 0
2014/15
£
COSTS:
Revenue:
Current System Maintenance (Switch)
Service Management (24 days a year)
Voice services
Handset maintenance
Contact centre user licence
Replacement handsets
Unified Messaging Capability not included in quote
Year 1
2015/16
£
Year 3
2017/18
£
Year 4
2018/19
£
Year 5
2019/20
£
Total
Notes
0
0
0
0
0
0
-4,000
8,640
2,004
7,000
3,750
0
0
-4,000
8,640
2,004
7,000
3,750
0
0
-4,000
8,640
2,004
7,000
3,750
0
0
-4,000
8,640
2,004
7,000
3,750
0
0
-4,000
8,640
2,004
7,000
3,750
0
0
0
17,394
17,394
17,394
17,394
17,394
Capital:
Connection to 100mb circuit and router
SMG supply and configuration & DDI configuration
Contact centre licences, config and training
Voicemail
Call recording license and installation
Handset purchase and installation
Total capital costs
7,300
10,037
34,721
27,006
1,653
67,651
148,368
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
148,368
Total Costs
148,368
17,394
17,394
17,394
17,394
17,394
235,338
0
0
0
11,625
7,750
5,425
23,250
15,500
10,850
23,250
15,500
10,850
23,250
15,500
10,850
23,250
15,500
10,850
104,625
69,750 e) & f)
48,825
0
24,800
49,600
49,600
49,600
49,600
223,200
148,368
-7,406
-32,206
-32,206
-32,206
-32,206
12,138
1.00
0.97
0.94
0.91
0.88
0.85
Net Present Value
148,368
-7,184
-30,274
-29,307
-28,341
-27,375
Cumulative NPV
148,368
141,184
110,911
81,603
53,262
25,887
0
0
0
0
0
0
148,368
-7,406
-32,206
-32,206
-32,206
-32,206
1.00
0.97
0.94
0.91
0.88
0.85
Net Present Value
148,368
-7,184
-30,274
-29,307
-28,341
-27,375
Cumulative NPV
148,368
141,184
110,911
81,603
53,262
25,887
Net Total Revenue Costs
Cashable Benefits:
Automated Agent
Reception Calls saving
Integration with systems
Net Cashable Benefits (Costs less Benefits)
[Benefits shown as -ve/in brackets]
Discount factor
Non-Cashable Benefits
Net Benefits (Benefits less Costs)
Discount factor
n/a
Year 2
2016/17
£
a)
b)
c)
d)
86,970
c)
b)
b)
25,887
0
25,887
Notes:
a) Based on proposal from another authority
b) Based on 350 handsets
c) Based on 50 Contact centre license (estimate)
d) 20 replacement handsets per year not required under this options as included within maintenance.
e) Achieved through business transformation activities for example use of automated agent and transactions over the phone and automated
call connections.
f) Profile of expenditure and savings assumes that the project is implemented and the capital costs incurred in 2014/15 and savings
commence from 2015/16. Year 1 (2015/16) only assuming 50% of the total benefits increasing to 100% in subsequent years.
56
Agenda Item No____13________
NORTH NORFOLK ENTERPRISE AND START-UP GRANT SCHEME
Summary:
This report sets out how the North Norfolk Pathfinder
Business Loan and Grant Scheme has operated to-date
and proposes the use of the funds for a new ‘North
Norfolk Enterprise and Start Up Grant Scheme’.
Options considered:
Option 1 – Continue to deliver the Pathfinder Business
Loan and Grant scheme at its current set up and format.
Option 2 – Relaunch the scheme as North Norfolk
Enterprise and Start Up Grant Scheme as proposed in
section 6 of this report and NNDC to terminate the SLA
with Norfolk Community Foundation to bring
administration of the scheme in-house.
Option 3 – Relaunch the scheme as North Norfolk
Enterprise and Start Up Grant Scheme as proposed in
section 6 of this report and NNDC to amend the SLA
with Norfolk Community Foundation to allow them to
continue administering the scheme.
Option 4 – Close the scheme and NNDC to terminate
the SLA with Norfolk Community Foundation.
Conclusions:
Establishment of a new scheme under Option 2 is
deemed to 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 and receive financial support from other funding
sources.
Recommendations:
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
1
57
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.
Reasons for
Recommendations:
a)
Having the administration of the new scheme inhouse 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 NNDC-administered grants
schemes.
Cabinet Member(s)
Ward(s) affected
Cllr Russell Wright
All
Contact Officer, telephone number and email:
Jose Socao, 01263 516303, jose.socao@north-norfolk.gov.uk
1.
Introduction
1.1
The Pathfinder Business Loan and Grant Scheme, is part of the further
support available to businesses in the Pathfinder area following the delivery of
the Pathfinder Business Advice project and East Norfolk Tourism Marketing
project in 2011. Its funding of £380,000 (including for the administration
costs) came from the Pathfinder programme funding that NNDC received
from Defra, as part of the £3M package of projects designed to trial innovative
initiatives which would assist local communities adapt to coastal change.
1.2
The decision was made by Cabinet at its 4 July 2011 meeting to approve the
development and delivery of the scheme through Norfolk Community
Foundation.
1.3
Accordingly, the Council entered into a Service Level and Funding Agreement
(SLA) with the Foundation on 1 December 2011 for the administration and
management of the scheme for five years on the basis of set up
administration costs of £15,000 for the first year and further annual payments
to be agreed in subsequent years. The agreement allows for 6 months’ notice
for termination on either side.
2
58
1.4
The Initial Funding and Fees transferred to the Foundation were provided in
Schedule 12 of the SLA as follows:
Grants
Loans
Total
Admin
Grand Total
Capital
£000
40
200
240
0
240
Revenue
£000
65
65
15
80
Total
£000
105
200
305
15
320
1.5
The SLA sets out that during the scheme’s first six months of delivery
(January to June 2012), it initially sought to restrict assistance to the 90
businesses involved in the Pathfinder Business Advice Project which were
mostly located in the coastal erosion epochs and areas at risk of coastal
flooding. This was to enable support to them in respect of relocation,
adaptation, growth, improved marketing and enhanced facilities infrastructure,
thus supporting continued investment and sustainability in vulnerable coastal
locations.
1.6
In the next six months of the scheme (July to December 2012), other
businesses within the areas where the Pathfinder Business Advice project
was delivered have become eligible to access the funds. From 1 January
2013, the scheme has been open for application to any business in North
Norfolk to maximise take up of the funds.
2.
Current delivery of the scheme
2.1
The Pathfinder scheme is administered by Norfolk Community Foundation on
behalf of NNDC under a five-year Service Level and Funding Agreement
entered into by both parties on 1 December 2011. A Grants and Loans
Assessment Panel composed of members and officers of NNDC and
representatives of North Norfolk Business Forum considers and evaluates the
applications for loans and grants following initial checks and confirmation of
applicants’ eligibility by Norfolk Community Foundation.
2.2
The available grant and loan amounts are flexible and subject to discretion of
NNDC if there is a justifiable reason to support a higher funding application by
a business on a case to case basis.
2.3
The Grant is awarded on the basis of a 25% contribution by the applicant
business. The minimum grant available is £1,000 while the maximum grant
available is £5,000. The loan that can be applied is between £5,000 and
£35,000, with a rate of 5% APR interest. The period over which the loan
would be repaid would typically be three years.
2.4
To date, 12 businesses have received grants for a total amount of £70,444 or
67.1% of the grant fund and 3 businesses have received loans for a total
amount of £115,000 or 57.5% of the loan fund. One of those businesses
received both grant and loan. Thus, a total of 14 businesses have so far
received grants and loans from the scheme.
2.5
Out of those businesses, 8 businesses were beneficiaries of the Pathfinder
Business Advice Project and within the erosion epochs whilst 6 businesses
were outside that zone.
3
59
2.6
All grant and loan awards are subject to four-month monitoring after receipt of
award and then a twelve-month monitoring report which is shared with all
Panel members.
2.7
The remaining grant fund is £34,556 whilst the remaining loan fund is £85,000
plus loan repayment to date of £10,859 for a total fund of £130,415. The
remaining budget for administration and managements costs is £45,000.
3.
Other available funding support
3.1
During the delivery period of the scheme, other business support funds have
become available to existing businesses and business start-ups. A list of
these funds can be found in Appendix f.
3.2
Meanwhile, the North Norfolk FLAG application to the European Fisheries
Fund (EFF) and Marine Management Organisation (MMO) funding for a loan
scheme for the fishery sector was turned down in January 2014. It was
initially proposed that the Pathfinder scheme monies could be used as match
funding but this can no longer take place.
4.
Assessment of need
4.1
As can be seen from Appendix f, the currently available grants from NALEP
and BIS support SMEs which can create new jobs or undertake research &
development or invest in low carbon technology in their processes and in the
amounts of between £10,000 and £500,000. On the other hand, it can be
noted that the government-funded start up loans are not available to people
above 30 years old. Along with the private-funded schemes, the loan amounts
are only up to a maximum of £10,000. The number of businesses in North
Norfolk which applied with the NALEP Funding Schemes is shown in
Appendix g.
4.2
The draft Strategic Economic Plan that has been submitted to the
Government by NALEP also includes a proposal for a ‘Small Grants Scheme’
which will complement the current Growing Business Fund by providing
grants of £5,000 to £50,000 for businesses to enable them to grow and
increase GVA (gross value added).
4.3
Thus, in the context of other funding support now available, it is important to
tailor the remaining funds to be of most benefit to micro-businesses and start
ups in North Norfolk which genuinely need financial support in order for them
to continue to survive and potentially grow successfully. The grants will
therefore be available to those businesses with aspirations to grow.
5.
Options
5.1
Option 1 – Continue to deliver the Pathfinder Business Loan and Grant
scheme via its current set up and format.
5.2
Option 2 – Relaunch the scheme as North Norfolk Enterprise and Start Up
Grant Scheme as proposed in section 6 of this report and NNDC to terminate
the SLA with Norfolk Community Foundation to bring administration of the
scheme in-house.
4
60
5.3
Option 3 – Relaunch the scheme as North Norfolk Enterprise and Start Up
Grant Scheme as proposed in section 6 of this report and NNDC to amend
the SLA with Norfolk Community Foundation to allow them to continue
administering the scheme.
5.4
Option 4 – Close the scheme and NNDC to terminate the SLA with Norfolk
Community Foundation.
6.
Proposed New Scheme (Option 2) – North Norfolk Enterprise and Start
Up Grant Scheme
6.1
It is proposed that the scheme be rebranded as North Norfolk Enterprise and
Start Up Grant Scheme and would operate as outlined below.
6.2
The Enterprise Grant will be open to any sole traders and micro businesses
(employing less than 10 people) located in North Norfolk district that are
looking at growth and expansion by increasing turnover, widening market or
optimising operation.
6.3
The Start Up Grant will be open to anyone wishing to start a viable business
in North Norfolk district.
6.4
It is suggested that both grants will be available on a ‘first come first served’
basis until the funding runs out. The grants will be awarded on the basis of a
25% contribution by the applicant business. The minimum grant available will
be £500 while the maximum grant available will be £2,500. Therefore for a
start-up activity or project which requires a total investment of £2,000, the
grant will be awarded for £1,500, with the business contribution £500. In any
case, the applicant business can top up the funding above the minimum
contribution required.
6.5
Listed below are some of the uses proposed for support through the scheme:
a. Marketing
 Design and set-up for a new website
 Design and printing of new promotional literature etc
 Participation in exhibitions including marketing collaterals and stand
paraphernalia
 Marketing consultants (should be inclusive of marketing collaterals)
b. Professional advice
 Business development consultants
 Planning consultants
 Legal fees, e.g. for setting up the business, establishing copyright etc
 Land agent fees for land investigations and negotiations
 Accountants fees for setting up new internal procedures
 Any other relevant and more in-depth professional advice services
5
61
c. Infrastructure/Equipment
 Construction of new facilities
 Enhancement of existing facilities e.g. specialist equipment for a
specific purpose
 Signage (e.g. shop front signage, brown signs)
d. Skills Development
 Business specific skills,
personnel management
e.g. marketing,
cashflow forecasting,
 Continuing professional development courses and seminars
 Qualification or refresher courses and seminars
 Training associated with new regulations – e.g. AXE gas fitters
courses
 ICT training
 Recruitment and training of new staff, apprentices etc
Requirements for grant application
6.6
The following documentation will need to be submitted before a grant can be
issued:
a. For existing businesses:
 Grant Application Form
 Business Plan
 Business experience and management information
 Credit history and financial statements
 Cash flow projections
 Proof of ineligibility to apply for and receive other available grants from
the Government, NALEP or other public funding sources
b. For prospective entrepreneurs or business start ups:
 Grant Application Form
 Business Plan
 Proof of having received business advice (e.g. participation in
Enterprise North Norfolk programme or other similar business start-up
courses, through business management qualification gained, from
business advisors etc.)
 Cashflow projections
6
62
 Proof of ineligibility to apply for and receive other available grants from
the Government, NALEP or other public funding sources
Advisory Panel
6.7
It is proposed that an advisory panel be established, chaired by the Cabinet
Portfolio Holder and made up of one member of the ruling group, one
member of the main opposition group and a representative of an appropriate
external organisation.
Administration and management
6.8
The schemes will be administered and managed by the Growth &
Communities Team alongside the Big Society Fund and the recently
announced Business Support Scheme for flood-affected businesses.
Budget
6.9
The current remaining funding of £130,415 from the Pathfinder Business
Loan and Grant Scheme plus the total previously approved and scheduled
loan repayments of around £105,000 over the next three years (or £35,000
annually) are proposed to be the budget for the grants. Thus, the total budget
for the grants will be £235,415.
6.10
In-house administration and management costs including marketing activities
are to come from the remaining budget of £45,000 allocated to administration
and management costs under the SLA with Norfolk Community Foundation.
7.
Consideration of options
7.1
Option 1 – By retaining the current format, the scheme will miss out on
providing grant support to business start-ups that have potential to expand
and be successful after getting assistance through the Enterprise North
Norfolk programme.
7.2
Option 2 – This proposed new scheme is partly based on the scheme of
Broadland District Council included in Appendix f. BDC has been offering
£500 Enterprise Grants to sole traders and micro businesses and Start Up
Grants paid in two £500 instalments 12 months apart. Their current annual
base budget for the Enterprise Grants is £11,800 and the base for the Start
Up Grant is £24,200 which has to be divided between new start ups and
those applying for the 2nd instalment from the previous financial year. These
schemes are administered in-house by BDC’s Economic Development
Department and are always oversubscribed and often operate a reserve list.
The transfer of the administration of the new scheme in-house will have
financial and legal implications that are discussed in the preceding section.
7.3
Option 3 – With an SLA still in place, Norfolk Community Foundation could
continue to administer the new scheme by modifying the pertinent provisions
of the current SLA in accordance with section 6. Administration and
management costs will also need to be further negotiated to process
outstanding loan repayments under the Pathfinder Business Loan scheme
and new grant applications.
7.4
Option 4 – The further use by NNDC of the remaining funds from the scheme
will need to be in accordance to the purposes of the Pathfinder programme.
7
63
The perceived gap in provision of funding support to micro businesses and
sole traders which are predominant in the district as well as to business start
ups should also be taken into consideration.
7.5
Options 2 and 4 – Termination of the SLA with Norfolk Community
Foundation may still entail continuing arrangements with them for the
administration of the outstanding loan repayments. NNDC will need to agree
with the Foundation the appropriate costs for these measures prior to
termination of the SLA. The Loan Agreements with the borrower businesses
will need to be amended to make their outstanding scheduled loan
repayments to be paid directly to NNDC rather than Norfolk Community
Foundation. These loan repayments are computed to be in the total amount
of around £105,000 over the next three years. NNDC will also be required to
give not less than six months’ notice to the Foundation that it is terminating
the SLA as provided in its Clause 9.1.
8.
Risks
Financial Implications
8.1
Transferring the administration of the new scheme in-house will entail an
estimated additional staff resource of 0.5 FTE. These additional costs to the
Council can be paid against the £45,000 remaining budget allocated to
administration and management costs under the SLA with Norfolk Community
Foundation.
Legal Implications
8.2
If the Norfolk Community Foundation were to administer the new scheme,
modifications to the SLA with the Foundation would be required i.e revised
terms and conditions and appraisal process of the new scheme.
9.
Sustainability
There are no sustainability issues raised by this report.
10.
Equality and Diversity
There are no equality and diversity issues raised by this report.
11.
Section 17 Crime and Disorder considerations
There are no anticipated impacts on Crime and Disorder arising from this
report.
12.
Conclusion
Establishment of a new scheme under Option 2 is deemed to 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 and receive financial support from
other funding sources.
8
64
13.
Recommendations
That Cabinet:
a) supports the establishment of the new scheme as North Norfolk
Enterprise and Start Up Grants 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.
b) agrees to the administration of the new scheme in-house and delegates
authority to the Head of Economic and Community Development Service
to deliver the scheme including the preparation of the details of the grant
application process and documentation.
c) makes a decision to terminate the SLA with Norfolk Community
Foundation.
d) delegates the appraisal of applications and awarding of grants to the
Cabinet member for Business Enterprise & Economic Development and
the Head of Economic and Community Development.
14.
Reasons for Recommendations
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 they can be added to the grants funding to support more businesses.
c) This will show a consistent approach on appraisal of applications to
NNDC-administered grants schemes.
9
65
APPENDIX F
Other Available Funding Support in North Norfolk
Scheme
Business
Scheme
(Government
NNDC)
Agri-Tech
Fund
(GCGP / NALEP)
Area Coverage
Sector
Eligibility Criteria
Support Flood affected areas in Any sector
through
England including North
Norfolk
Growth Norfolk,
Suffolk,
Cambridgeshire, Rutland,
North Hertfordshire and
Uttlesford
Farmers,
food
manufacturers
and
retailers – food processing
and food wholesaling,
process engineering)

SMEs

Have been flooded or
adversely affected by
coastal and inland
flooding
from
1st
December 2013

Sustained
hardship
and significant loss of
trade as a result of the
floods

SMEs
and
enterprise

Not subsidiaries
large companies

To create permanent
long term employment
through new jobs, or
protecting existing jobs
at a rate of one job per
£5,500 of grant aid
given
Suffolk, Research institutes and 
R&D and Prototyping Norfolk,
Cambridgeshire,
Rutland,
food manufacturers – food
Fund
North
Hertfordshire
and
processing
and
10
66
food
Loan/Grant Amounts
Novel
or
commercial
applications
micro
of
new
of
Grants of circa £2,500 in
average
Grants
of
between
£25,000 and £150,000 (up
to a maximum of 25% of
the total cost of the
project)
Grants
of
between
£10,000 and £60,000 (up
to a maximum of 50% of
Scheme
(GCGP / NALEP)
Growing
Fund
Area Coverage
Uttlesford
Business Norfolk and Suffolk
(NALEP)
Grants4Growth Capital Norfolk and Suffolk
Grants
Sector
wholesaling,
engineering
Eligibility Criteria
process
Energy,
Advanced
Manufacturing, Health/Life
Sciences
and
Biotechnology, ICT and
Digital Creative
Any sector
(NALEP)
11
67
Loan/Grant Amounts
research
that
are
currently not viable
under current research
budgets or corporate
R&D priorities
the total project cost)

SMEs
and
enterprise

Not subsidiaries
large companies
Grants
of
between
£25,000 and £500,000 (up
to a maximum of 20% of
the cost of their expansion
project)

Provide
long
term
employment, lasting at
least one year, creating
at least one job for
every £10,000 worth of
a grant provided by the
fund

Unable to secure all
the
funding
they
require from other
financial sources

SMEs
and
enterprises

To invest in technology
or systems that will
help them grow,
become more resilient,
create new jobs or
safeguard existing
ones

To become more
micro
of
micro
Capital grants of up to
£6,500 (up to 28% of the
total capital cost of the
project)
Scheme
Area Coverage
Sector
Eligibility Criteria
Loan/Grant Amounts
efficient; in terms of
improved waste
management, water or
energy usage or
streamlining processes
Grants4Growth
Revenue Grants
Norfolk and Suffolk
(NALEP)
Low
Carbon East of England
Innovation
Fund
Smaller
Investments
Low carbon environmental
goods
and
services
companies (LCEGS)
Excludes the following:

Further education
12
68

To invest in technology
and processes that will
enable the business to
minimise their
environmental impact

SMEs
and
enterprises

To fund specialist
marketing
communications work
to help businesses
promote low carbon
and environmentally
responsible goods and
services, such as
Cleantech or
Greentech.

To fund studies that
will support the
marketing and
development of low
carbon initiatives

Start-ups, early stage
or more established
SMEs
micro
Revenue grants of up to
£1,666 (up to 30% of the
eligible revenue spend of
the project)
Equity finance of between
£25,000 and £75,000 (up
to 50% of the amount the
company is seeking and
Scheme
Area Coverage
Sector
Scheme

Agriculture
(ERDF through UEA Adapt
Low Carbon Group)

Food Processing

Retail

Construction
renovation
Start Up Loan
Young People
for East of England
(Government
NWES and
East)
through
Foundation
Resolute
Fund
Business North Norfolk
Any sector
Any sector
(Private through Norfolk
Community Foundation)
13
69
Eligibility Criteria
Loan/Grant Amounts

To develop low carbon
products or
components

To sell services to
support carbon
reduction

To contribute to carbon
reduction through a
focus on resource
efficiency, process
efficiency and waste
reduction

18 to 30 years old

Setting up in business
or trading for up to 12
months
Loans of between £1,000
and £10,000 (at a fixed
interest rate of 6% and
maximum repayment term
of 60 months)

New fledgling start ups,
newly
established
businesses and family
run businesses
Loans of up to £10,000 (at
a fixed interest rate of 4%
and repayable over 36
months period)

Meet start-up costs

Assist with developing
new products/services

Pay for professional
services, such as legal
fees,
Intellectual
Property advice, tax
advice,
commercial
and
alongside
private
investment)
co-
Scheme
Area Coverage
Sector
Eligibility Criteria
Loan/Grant Amounts
property advice etc
Neech Loan Fund
(Private)
New
Allowance
Scheme
North
Walsham
and
surrounding areas within
10 miles radius
Enterprise Countrywide
(NEA)

Training and
development

Acquisition of capital
equipment
Any sector

Start up businesses
Loans of up to £5,000
repayable over 60 months
period
Any sector

Jobseeker’s Allowance
claimants aged 18 and
over

Starting up
business
Weekly allowance worth
£1,274 over 26 weeks,
paid at £65 a week for the
first 13 weeks and £33 a
week for a further 13
weeks
(Government through Job
Centre Plus)
skills
a
new
Loan of up to £1,000
14
70
Available funding support in other districts
Scheme
Business
Grant
Start
(Broadland
Council)
Area Coverage
Up Broadland
Eligibility Criteria
Broadland

Starting own full time
business from a period
of unemployment
Grant of £1,000 paid in two
instalments of £500 (at
start of trading then on the
anniversary of the first
payment if still trading)
Any sector

New
and
small
businesses employing
fewer than 10 people

To assist with the
expansion
and
development of the
business
Grant of up to a maximum
of £500 (to fund half the
costs of a wide range of
business activities)

Not in employment or
subject to notice of
termination
of
employment by reason
of
redundancy
or
otherwise

Setting up
business
District
Norwich
4
New Norwich and some areas Any sector
in South Norfolk and
Enterprise Scheme
(Public/Private
funding
through
Norfolk
Community Foundation)
Loan/Grant Amounts
Any sector
District
Enterprise Grant
(Broadland
Council)
Sector
Broadland
15
71
a
new
Loan of between £5,000
and £20,000 (interest free)
APPENDIX G
NALEP Funding Schemes – Coverage in North Norfolk
Scheme
Agri-Tech
Growth Fund
Covered Period
At Enquiry
Stage
EOI sent to
applicants
Full
Applications
Approved
Rejected
Not Eligible
Total
North
Norfolk
Norfolk
North
Norfolk
Norfolk
North
Norfolk
Norfolk
North
Norfolk
Norfolk
North
Norfolk
Norfolk
North
Norfolk
Norfolk
North
Norfolk
Norfolk
22
0
18
0
1
0
5
13
194
27
2
50
0
0
0
0
2
Being requested
(GCGP / NALEP)
R&D
and Being requested
Prototyping
Fund
(GCGP / NALEP)
Growing
Business Fund
As of 12/03/14
2
38
9
110
2
Grants4Growth
Capital Grants
As of 17/03/14
0
0
0
0
0
Grants4Growth
Revenue
Grants
As of 12/03/14
(Norfolk
&
Suffolk)
0
0
0
0
0
1
(Norfolk
&
Suffolk)
16
72
(Norfolk
&
Suffolk)
0
1
(Norfolk
&
Suffolk)
77
(Norfolk
&
Suffolk)
0
0
0
0
0
2
APPENDIX H
Suggested Terms of Reference of
THE NORTH NORFOLK ENTERPRISE AND START UP
GRANTS ADVISORY PANEL
Purpose
The North Norfolk Enterprise and Start Up Grants Advisory Panel was established by
North Norfolk District Council to make recommendations on grants from the North
Norfolk Enterprise and Start Up Grants Scheme in line with the terms and conditions
agreed by North Norfolk District Council and set out in the North Norfolk Enterprise and
Start Up Grants Scheme Prospectus.
1. The Advisory Panel will make recommendations on grant awards from the North
Norfolk Enterprise and Start Up Grants Scheme in accordance with the
objectives of the Scheme, up to a maximum limit of £2,500.
2. The Scheme will be administered by Officers from the Growth & Communities
Team of North Norfolk District Council. They will attend all Panel meetings and
will provide sufficient information for the Panel members to determine the
outcome of each grant application.
3. The Panel will have an advisory role only.
4. The Minutes of all meetings of the Advisory Panel will be reported to NNDC’s
Cabinet.
Composition of The Panel
1. The Advisory Panel will include the Cabinet member for Business Enterprise &
Economic Development, one member from the ruling group, one member from
the main opposition group, a representative of an appropriate external
organisation and the Head of Economic and Community Development.
2. The Advisory Panel will be chaired by the Cabinet member for Business
Enterprise & Economic Development.
Support
Officers from the Growth & Communities Team of North Norfolk District Council will
attend all meetings of the Panel to report on the applications to be considered and other
matters of interest to the Panel. Agendas will be prepared and circulated at least one
week prior to meetings along with all other documentation necessary for the members
to be able to make informed decisions. Minutes will be taken at each meeting and
circulated to the full committee and to the Chief Executive of NNDC, within one week of
the meeting taking place.
Meetings
The Advisory Panel will meet quarterly or more frequently depending on application
rounds and deadlines with the precise dates, times and venues to be agreed by mutual
consent at least one month in advance of each meeting.
17
73
14th April 2014
Cabinet
Agenda Item No_____15______
Cabbell Park, Cromer
Summary:
This report considers the issues involved for the Council
with respect to the future use / development of the Cabbell
Park site, Cromer; following the asset having passed into
the ownership of the Council in accordance with the
provisions of an historic Trust Deed.
Conclusions:
The report considers the future use / development of the
Cabbell Park site and recommends that: the front part of the site is sold to the Cromer
Group Practice for the provision of new primary
care facilities for the town, with the District Council
retaining ownership of a strip of land along the
northern site boundary (ie the location of the
existing Cabbell Park access on to Mill Road) so
as to provide a single point of access to the
surgery site and balance of the Cabbell Park site.
 the site continues to accommodate a football pitch
in the short-term for use under licence by Cromer
Town Football Club and Cromer Youth Football
Club, and
 in the longer term the Council considers 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.
Recommendations:
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 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.
74
14th April 2014
Cabinet
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.
Wards:
Primarily Cromer Suffield Park and
Town wards, but also of potential
relevance to adjoining wards –
Poppyland, Roughton and the Runtons
Steve Blatch, Corporate Director
Contact Officer,
Steve.blatch@north-norfolk.gov.uk
telephone number, and e-mail:
Tel:- 01263 516232
1.
Summary:-
1.1
This report considers the issues involved for the Council with respect to the future of the
Cabbell Park site; following the asset having passed into the ownership of the Council in
accordance with the provisions of an historic Trust Deed.
1.2
The District Council has since been approached by the Cromer Group Practice, which
has expressed interest in developing a new medical centre to serve the town’s
expanding population on part of the site, fronting Mill Road. Accommodating this
proposal would require moving the existing football pitch within the site in a westerly
direction and providing replacement club-house and changing facilities.
1.3
Separate to the above, the Council has previously given consideration to whether the
longstanding needs of the Cromer Youth football club might be met in the provision of a
new shared multi-sports facility at a location on the edge of Cromer; with the costs of
such provision possibly being met through realising some development value from the
Cabbell Park site.
1.4
This report therefore invites the Cabinet to consider the issues detailed above and
recommends that detailed discussions be entered into with the Cromer Group Practice in
order to accommodate their interest in part of the site for the provision of a new medical
centre.
2.
Background:-
2.1
In discussing a report on the future of the Cabbell Park asset at the meeting of the
Council’s Cabinet held on 14th May 2012 it was agreed:
That Trustees be approached to transfer the legal title of Cabbell Park to the
Council;

That the Chief Executive be given delegated authority to negotiate a way forward
with any interested parties and;
75
14th April 2014
Cabinet

2.2
That the matter returns to Cabinet for consideration once an agreement has been
reached.
In the period since this decision, the following actions have been progressed: negotiations with the Trustees have been successfully concluded and a request
made to the Land Registry for the ownership of the Cabbell Park site to be formally
registered in the Council’s name.
 consideration has been given to the possible future uses of the Cabbell Park site
taking into account covenants which exist in respect of the site.
 discussions have been held with MedCentres and, more recently directly, with the
Cromer Group Practice (the practice) regarding the practice’s interest in developing
a new medical centre facility on the Cabbell Park site, as a replacement for their
current surgery premises on Overstrand Road in the town.

consideration has been given to whether the practice’s interest can be
accommodated in the short-term alongside retention of a football pitch within the
Park for which a licence(s) can be granted allowing use by Cromer Town FC and
Cromer Youth Football Club.

consideration has also been given to the potential of developing a Cromer MultiSport facility on an on edge-of-town site, yet to be identified, to accommodate
Cromer Town FC, Cromer Youth football club (which has a longstanding, and as yet
unmet, requirement for facilities within or close to the town) and possibly other
sports clubs / facilities, through funding being made available through the future
disposal of the Cabbell Park site for development.

initial consideration has also been given to the potential in the longer term of the
Cabbell Park site accommodating both the relocation of the practice and new
residential development in terms of compliance with planning policies and in seeking
to increase the level of finance which might be available to support the provision of
new sports facilities for the town.
3.
Site considerations
3.1
Site Description:-
3.1.1 Cabbell Park is a 1.69 hectare (4.17 acre) site, situated in the Suffield Park ward, at the
northern end of Mill Road, opposite Cromer Hospital, approximately 1 mile south of
Cromer town centre. An aerial photo and site plan showing the Cabbell Park site in the
context of the town as a whole and with adjoining land uses are appended to this report.
3.1.2 The asset comprises a floodlit football pitch surrounded by steel railings, a brick and tile
licensed clubhouse, separate toilet block, three timber Portacabins and basic shelters.
Along the northern boundary of the site is an area of parking for approximately 90 cars,
recently laid out in conjunction with the rebuilding of Cromer Hospital.
3.1.3. To the north of the site is residential development fronting onto Mill Road and/or
accessed from Cromwell Road; to the east is Mill Road beyond which is the recently
redeveloped Cromer Hospital facility; to the south is residential development fronting
onto Mill Road and East Grove, together with a small area of mature woodland; and to
the west / south-west are the Cromer Academy playing fields / Multi-Use Games Area /
staff parking area.
76
14th April 2014
Cabinet
3.2
Legal issues:-
3.2.1 Cabbell Park was bequeathed to the people of Cromer by Mrs B E Bond Cabbell in 1922
as a memorial to those inhabitants of the town who died in the First World War. In
accordance with the terms of a Trust Deed dating back to December 1922, the Park has
recently passed into the ownership of the District Council, as statutory successor
authority to Cromer UDC. The Trust Deed required the land to be held by the Council
“with a view to the enjoyment thereof by the public as an open space within the meaning
of the Open Spaces Act 1906”. The definition of open space under this Act means “any
land, whether enclosed or not, on which there are no buildings, or of which not more
than one-twentieth part is covered with buildings, and the whole of the remainder, of
which is laid out as a garden or is used for purposes of recreation, or lies waste and
unoccupied.”
3.2.2 Having recently acquired ownership of Cabbell Park, the District Council now needs to
consider the future use / management of the asset. If the Council was prepared to allow
continued use of the Cabbell Park site as a football pitch under licence by Cromer Town
Football Club / Cromer Youth football and/or be minded to promote some or all of the
site for development, it is considered that it would be necessary for the Council to
dispose of the restrictive covenant requiring the land to be public open space.
3.2.3
If the Council was to propose lifting the covenant, it would need to advertise a proposal
and consider any objections as detailed in Section 122/123 (2A) of the Local
Government Act 1972. Under this legislation the Council would be required to advertise
its intention to dispose of the covenant for two consecutive weeks in a newspaper
circulating in the area in which the land is situated. As part of this process any
objections would normally be considered by Cabinet prior to making any decision to
serve notice on the Football Club and/or dispose of part, or all, of the site.
3.2.4
It would however be prudent for the Cabinet to consider the potential reputational issues
to the Council if significant opposition was expressed to the Council’s proposals. It might
however be possible for the Council to mitigate against some objections to the disposal
of the covenant through identifying an alternative / replacement facility of equal or
greater value to the town to which the objectives of the original covenant in providing
public open space could be transferred.
3.3
Planning policy:-
3.3.1
The Cabbell Park site was identified in the North Norfolk LDF Site Specific Proposals
Development Plan Document as an allocation for expansion of the school playing fields
if further development of school buildings was required at Suffield Park Nursery and
Infants School, Cromer Junior School or the Cromer Academy to accommodate
additional pupils arising from new development in the Cromer area.
3.3.2
It was also proposed through the site allocation that up to 10 dwellings could be
accommodated on the site as a mechanism to provide funding required in supporting the
relocation of the football facilities to another site within / adjoining the town. It was
estimated that the sale of land for up to 10 residential dwellings on the Cabbell Park site
would generate a receipt of approximately £500,000 for this purpose, with the balance of
the site transferred to the schools at nil cost / value. This proposed future use of the
Cabbell Park site was subject to extensive public consultation and approved by an
independent inspector before adoption of the Plan by the District Council in February
2011.
77
14th April 2014
Cabinet
4.
Proposed provision / development of Cromer Multi-Sport facility on an on edge-oftown site
4.1
Consideration of the allocation of the Cabbell Park site for future development /
protection for future expansion of school playing field use, was predicated on a proposal
to, at the very least, facilitate the relocation of the Cromer Town Football Club from
Cabbell Park. However, there was a wider ambition to facilitate the development of a
new Multi-Sport facility on an on edge-of-town site, which could accommodate Cromer
Town FC, Cromer Youth football club (which has a longstanding and as yet unmet
requirement for football pitch facilities in or close to the town ) and possibly other sports
clubs / facilities, with funding being made available towards the costs of providing /
developing such facilities through the future disposal of (part of) the Cabbell Park site for
development. Any receipt received in respect of the Cabbell Park asset could therefore
be used as a source of matchfunding for external funds through Sport England, the
Football Association etc.
4.2
Whilst an appraisal of possible sites for such a facility was undertaken by the Planning
Policy Team in 2010, which concluded that there were a number of potential sites on the
edge of town which could accommodate the relocated football club and additional sports
facilities, no detailed project specification has been developed or a preferred site
identified.
4.3
The District Valuer in providing advice to the District Council in May 2012 suggested that
the costs of “re-locating and replacing” the Cromer Football Club facilities (on a like-forlike basis) was £565,000; with Sport England advising that the provision of a modern
equivalent facility including clubhouse and changing facilities for four teams would cost
between £800,000 and £1.2million.
5.
Interest in Cabbell Park site by Cromer Group Practice / MedCentres
5.1
In May 2012 MedCentres approached the District Council on behalf of the Cromer Group
Practice and advised that the practice required a new larger surgery facility from which to
serve their patients, having outgrown their Overstrand Road facilities. After consideration
of a number of possible sites in the town on which to establish a new surgery, the Practice
indicated that they felt the Cabbell Park site would be best able to meet their needs, being
a short distance from their existing Overstrand Road surgery, easily accessible to
patients, served by public transport and opposite the new Cromer Hospital.
5.2
In May 2012, the District Valuer provided advice to the Council in respect of MedCentres /
Cromer Group Practice interest in accommodating a new surgery facility at the front of the
Cabbell Park site, fronting Mill Road. This advice is contained within an exempt appendix
to this report. At that time, MedCentres made an offer in the sum of £1 for the land, but
with MedCentres being prepared to pay for the relocation of the football pitch within the
site (ie in a westerly direction towards the rear of the site) and the re-provision of the
clubhouse and changing facilities, at an estimated cost of £350,000. MedCentres also
advised that they would be prepared to make a one-off contribution of £35,000 towards
youth football provision in the town.
5.4
At that time, officers advised that this proposal was considered to be unacceptable to the
District Council in that retaining the balance of the site for continued use by Cromer Town
Football Club would not meet the conditions of the original bequest that the site be used
as public open space and would also not make any significant contribution towards the
long-term provision / development of a new community sports facilities elsewhere within
the town.
5.5
In the period since the summer of 2012, the Cromer Group Practice has continued to
maintain its interest in developing new surgery facilities on the Cabbell Park site and in
78
14th April 2014
Cabinet
October 2013 approached the Council again to advise that it wanted to submit a funding
application to NHS Norfolk to support the provision of new primary care facilities for
Cromer and that the Cabbell Park site was their preferred site in the provision of such
facilities.
5.6
The Council therefore obtained further valuation advice (detailed in the exempt appendix)
from the District Valuer in respect of an area of land at the rear of the Cabbell Park site, as
this would not require relocation of the football pitch within the site. However, this site /
proposal was not considered an attractive proposition to the GPs for a number of reasons
including restricted site area, higher building costs due to poorer ground conditions,
position at rear of site meaning difficult to access for patients, deliveries and
accommodation of mobile diagnostic facilities and concern that the profile of the surgery /
practice might be compromised in the future if the front of the site was at some point
subject to residential development proposals.
5.7
The Cromer Group Practice has therefore maintained its strong preference for any new
surgery to be developed at the front of the site, facing onto Mill Road and therefore over
the past three months officers have sought further valuation advice from the District
Valuer in respect of future development values across the site as a whole in seeking to
establish whether the GP practice can be accommodated whilst maintaining the maximum
amount of money which might be generated from the site to commit to the development of
community sports facilities on the edge of town.
5.8
The Cromer Group Practice is understood to be keen to submit a proposal to NHS Norfolk
to secure funding for their new surgery development in the 2014/15 financial year and is
therefore seeking an early indication from the District Council as to whether the front of
the Cabbell Park site can be offered to them on agreed terms, as soon as practically
possible.
6.
Current position
6.1
Legal Title
6.1.1 Following the Cabinet meeting of 14th May 2012, discussions and negotiations were
progressed with the Trustees, with the asset transferring into the ownership of the Council
during the summer of 2013; following which the Council has sought to formally register the
title of the land through the Land Registry.
6.2
Possible future use / development options
6.2.1 Over the period May 2012 to February 2014, the District Valuer has provided valuation
advice to the Council in respect of a number of use / development options for the Cabbell
Park site, which could potentially be considered for the future of the site in the short and
longer terms. Summary details of this advice is contained in an exempt appendix to this
public business report.
6.2.2 These options are detailed below:6.2.3 Land retained as public open space:Advice provided by the District Valuer in May 2012 established the value of the Cabbell
Park site as open space as being £85,000, but did not identify any capital or revenue
costs which would be involved for the District Council in the management of the site for
this purpose.
79
14th April 2014
Cabinet
6.2.4 Land at front of site being made available for development, whilst retaining a
football pitch on the balance of the site:In May 2012 the District Valuer also provided advice to the Council regarding the potential
value of a part of the site fronting Mill Road for future development – either with use
restricted to a medical centre facility or unencumbered as a development site, (as per the
LDF site allocation detailed at para 3.3.2 above).
Any development of the front of the Cabbell Park site whilst retaining a football pitch /
facilities would involve the need to incur costs in relocating the existing football pitch in a
westerly direction within the site and the re-provision of the clubhouse and changing
facilities.
The District Valuer has provided advice in respect of the possible costs of providing field
drains to the western end of the site to allow the relocation of the football pitch in a
westerly direction from its current position. These costs have been estimated at £16,000.
Further costs would also need to be incurred in moving the steel railings surrounding the
pitch and moving the floodlights.
In addition, it would be necessary to consider the provision of replacement club-house and
changing facilities, pending any long-term relocation of the football club to a new multisports facility on the edge of town. A suggestion has been made that it might be possible
for the Cromer Town Football Club to make use of the existing clubhouse facilities of the
Cromer Lawn Tennis and Squash Association, which has facilities on an adjoining site,
and it is recommended that this possibility be explored further.
Alternatively,
consideration could be given to hiring a modular building as clubhouse and/or changing
rooms for the Cabbell Park site, the costs of which are understood to be approx. £30,000
per annum.
Any expenditure incurred in relocating the football pitch and related facilities within the
Cabbell Park site would need to be financed from any capital receipt from the sale of the
front of the site for development, and would also need to be considered in the context of
the amount of any contribution the Council might be able to make available in the longer
term to commit to the development of a Multi-Sports facility on the edge of town.
6.2.5 Land at the rear of the site being made available for development:Consideration has also been given to whether the GP’s requirements could be met at the
rear of the Cabbell Park site, therefore not requiring expenditure on relocating the football
pitch.
However, as noted at paragraph 5.6 above, this proposal is not considered an attractive
proposition by the Cromer practice for a number of reasons and is not therefore
considered to have any real potential of delivery.
6.2.6 Other possible development options:It is acknowledged that development of the whole of the Cabbell Park site would not, at
the present time, comply with policies contained in the Local Plan – particularly in seeking
to hold the bulk of the Cabbell Park site as “reserve sports fields” for Cromer schools;
however any future review of the Plan could change or amend the policy position allowing
the development potential of the site to be reviewed.
Officers have therefore asked the District Valuer to provide advice on the potential value
of the whole of the Cabbell Park site for development by the GP practice and the balance
of the site accommodating residential development, assuming the capital receipt was to
be allocated in full to supporting the provision of a good quality multi-sports facility for the
80
14th April 2014
Cabinet
town which would provide for the long-term future of Cromer Town Football Club and the
Cromer Youth Football Club, and possibly other sports clubs in the town. Details of the
District Valuer’s advice is included for members information in the exempt appendix
attached to this report.
7.
Summary of valuation advice:-
7.1
In summarising his valuation report of 10th February 2014, the District Valuer stated:“Cabbell Park currently being used by a non-league football club provides a good
opportunity for a mixed use development for a medical centre and residential dwellings. I
would recommend that the medical centre be built on the front of the site, closest to Mill
Road, with the residential dwellings behind. Within this residential development I would
recommend that the affordable housing, if any, be built behind the medical centre with the
market housing towards the rear of the site.”
7.2
The District Valuer is therefore recommending a combination of the front part of the site
being sold to the Cromer Group Practice to accommodate the provision of a new medical
centre and the balance of the site accommodating future residential development.
7.3
This recommendation would allow the Council to accommodate the interest of the Cromer
Group Practice in their development of the front of the site in the short-term and consider
the potential of the whole of the Cabbell Park site in accommodating development in the
longer-term. By offering the Cromer Group Practice the land they require at the value
recommended by the District Valuer for an unencumbered / restricted use, the Council
would be able to incur some costs in the relocation of the existing football pitch within the
site and yet retain the bulk of the receipt from the sale of that part of the site to commit to
the provision of a new multi-sports facility on the edge of town at some point in the future.
7.4
Significantly, accommodating the Cromer Group Practice at the front of the site in the
short-term, would allow the GPs to make an investment in new primary care facilities in
the town with the support of NHS England funding, with a value of approximately
£3.5million; providing a wide community benefit.
8.
Next Steps
8.1
If Cabinet is minded to support the recommendation that the interest of the Cromer Group
Practice be accommodated on the front of the Cabbell Park site in the immediate term, the
Council will need to undertake the following actions to facilitate this development:
progress process of consultation around the proposed removal / lifting of the
restrictive covenant designating the use of the land as open space;

agree Heads of Terms with the Cromer Group Practice in respect of their interest
in the front part of the Cabbell Park site; to include the sale of a 0.41 hectare site
for development fronting Mill Road (as per plan provided by the Cromer Group
Practice), and the District Council granting rights of vehicular and pedestrian
access into the development site from an area of retained land to the north (ie the
location of the existing access serving Cabbell Park onto Mill Road) which
provides access into the balance of the Cabbell Park site; with the costs of
providing the means of access to the new medical centre and retained Cabbell
Park land to an adoptable standard being met by the Practice in the development
of the new medical centre facilities;

grant a licence allowing Cromer Town Football Club and the Cromer Youth
Football Club to continue using the relocated football pitch within the existing
Cabbell Park site and identify the costs / programme of any necessary works in the
short-term, including holding discussions with the Cromer Lawn Tennis and
81
14th April 2014
Cabinet
Squash Association about whether shared use can be made of their club-house
facilities pending any longer term relocation of the football clubs to an edge of town
multi-sports facility;

formally appraise sites on the edge of town for provision of a new multi-sports
facility and consider range of sports to be accommodated, phased development,
minimum timescale to establish first pitches and clubhouse facilities on identified
site;

consider the implications of the balance of the site accommodating development in
the longer term in terms of loss of land area for expansion of school playing fields;

develop a public consultation / a communications strategy in respect of the above
option(s);

establish joint member / officer team to progress and take forward this complex
project proposal.
9.0
Financial Implications and Risks
9.1
The financial issues and risks to the Council associated with this matter are considered
throughout the report.
9.2
Accommodation of the Cromer Group Practice’s interest in the front part of the site at an
unencumbered freehold value as advised by the District Valuer is considered to strike a
balance between securing important investment in new primary care facilities for Cromer
and seeking to protect the bulk of the capital receipt from the sale of the land to commit
to the future provision of new community sports facilities for the town. In the meantime,
a relatively modest level of expenditure could be incurred in continuing to accommodate
a football pitch on the Cabbell Park site for use under licence by the Cromer Town
Football Club and/or Cromer Youth Football Club.
9.3
There are a number of reputational risks for the authority with respect to the future use /
development of the Cabbell Park site. It is considered that the recommended option has
wide public benefits – in the immediate term accommodating significant investment in
new primary care facilities for the town’s existing and expanding population, whilst
securing a capital receipt which can be committed towards the provision of new
community sports facilities in the town and continuing to accommodate Cromer Town
Football Club on the Cabbell Park site. In the longer term the Council has the ability to
consider the wider development potential of the balance of the Cabbell Park site,
potentially generating further monies to commit to the provision of good quality sports
facilities for the town. It is believed that both outcomes would deliver wide community
benefits which would significantly outweigh the public benefit derived from the continued
use of the Cabbell Park site by Cromer Town Football Club alone.
10.
Sustainability
10.1
The issues raised in this report do not in themselves raise issues of sustainability.
Accommodating a new primary care facility in an accessible location within the town
accords with the principles of sustainable development; as does replacement of an
existing sports facility with new purpose-built facilities for use by the wider community.
Individual development proposals will be subject of consideration through the normal
planning processes at an appropriate time in the future.
82
14th April 2014
Cabinet
11.
Equality and Diversity
11.1
The recommendation to accommodate a new primary care facility within the town will
deliver improved health facilities and outcomes for the existing and future population of
Cromer and the surrounding area; as will the provision of new sports facilities.
12.
Section 17 Crime and Disorder considerations
12.1
This report does not raise any issues relating to Crime and Disorder.
83
OS MasterMap ®
+SCALE+
+USERID+
+TIMEDATE+
Cabell Park
North Norfolk District Council
Council Offices, Holt Road,
Cromer,Norfolk, NR27 9EN
Tel: 01263 513811
Fax: 01263 515042
www.northnorfolk.org
84
© Crown Copyright
and database right
2012.
Ordnance Survey
100018623
Aerial Photos
©Getmapping plc
OS MasterMap ®
1:2500
+USERID+
+TIMEDATE+
Cabell Park
North Norfolk District Council
Council Offices, Holt Road, Cromer, Norfolk, NR27 9EN
Tel: 01263 513811 Fax: 01263 515042
85
© Crown Copyright
and database right
2012.
Ordnance Survey
100018623
Aerial Photos
©Getmapping plc
Vicarage
4a
Medical Centre/Football
Club Parking (90
Spaces)
F
Replacement
Clubhouse &
Changing
F
Cromer
Hospital
Parking
F
116m
ROAD
New Football Pitch 105m x 70m
MILL
High fenc
Cromer
Hospital
e (length
Bus
Stop
85m)
School
playing
field
Existing Football Pitch
High fence
)
(length 81m
Site Area
1.013 Acres
0.41 Hectares
F
F
F
Calday
Grange
32.5m
5
Woodside
EAST GROVE
Osier Carr
86
2
31
n\ d,
b\d\\
\
\L-"-: i
\
I
i
\
\
Oier Carr
\
\
i
\
'_-J
I
87