APPENDIX O
NORTH NORFOLK DISTRICT COUNCIL
ASSET MANAGEMENT PLAN 2010
Contents
Forward
1. Introduction and Policy Context
Purpose of the Asset Management Plan
4
About North Norfolk
4
Strategic Overview and National Policy Context
5
Role of the Property Services Team
6
Governance and Communications
6
2. The Asset Portfolio
The Existing Asset Portfolio
8
IFRS
9
Changes to the Asset Portfolio
10
Asset Protection – Property Maintenance
10
Current Asset Conditions and Maintenance Programme
11
3. Asset Management Strategy
North Norfolk Corporate Plan
14
North Norfolk Sustainable Community Strategy
14
Carbon Reduction, Climate Change and Energy Performance
17
Community Empowerment Projects
19
Coastal Pathfinder Project
19
Administration Buildings
20
Public Conveniences
21
Car Parks
22
Beach Huts and Chalets
22
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Industrial Units
23
Retail Outlets and Cafes
23
Leisure Centres
23
Sports Clubs
23
4. Capital Programme
2009/10
24
2010/11
25
2011/12
26
5. Revenue Budget Operational Action Plan
Data Management, Records & Information
30
Performance Management
31
Estates and Valuation
32
Project Management
32
Policies & Procedures
33
Risk Management
33
APPENDICES
Appendix 1
Asset Management Board Terms of Reference
34
Appendix 2
Summary Schedule of the Council’s Property by Operational
Type including list of car parks and public conveniences
37
Appendix 3
Asset Register Summary Schedule of Asset Values
47
Appendix 4
Five Year Maintenance Programme
48
Appendix 5
Property Disposal, Investment and Acquisition policy
53
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FORWARD
Our vision for North Norfolk is a place where everyone can enjoy a high quality of life and
where the unique and attractive environment is sustained. In order to maintain services
and community facilities and to enhance the built environment and public realm, we must
make the best use of resources.
The effective use of the Council’s property assets has a big impact on our services and
our communities as our assets are valued at some £41m.
The Council’s Asset Management Plan takes a strategic approach to asset management
to respond to a range of issues from carbon reduction to equality impact assessments,
from asset transfer to supporting economic development and tourism infrastructure. We
must ensure our assets meet the needs of our community now and into the future.
Peter Moore
Cabinet Portfolio Member for Corporate Assets
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1.
INTRODUCTION
Purpose of the Asset Management Plan (AMP)
1.1.
Asset Management is the process that seeks to ensure that best value is secured from
property assets which serve the Council’s key objectives. Assets are an essential
component in the delivery of Council services and aims and therefore require good
management and pro-active planning to ensure adequate maintenance.
1.2.
Asset Management Plans describe the progress that has been made in the development
of the Council’s asset portfolio and to indicate how it will be developed to address the
Council’s corporate priorities in the future. The Asset Strategy outlines the approach taken
with regard to acquisitions and disposals and provides a framework for decisions taken by
the Council and its Asset Management Board.
1.3.
The aims of the AMP are:
•
To ensure that assets are fit for purpose and provide value for money by being
managed in an efficient, effective, economic and sustainable manner;
and
•
1.4.
To develop a co-ordinated approach to asset management that links with the
corporate objectives of the Council and the North Norfolk Sustainable Community
Strategy AMP.
This AMP has been prepared in order to:
•
Provide policy context for the Asset Strategy; (Chapter 1)
•
Provide a statement of the Existing Asset Portfolio owned by NNDC and their
current condition; (Chapter 2:)
•
Provide a forward looking strategic framework within which to manage the
Council’s property assets; (Chapter 3)
•
Show how the strategy will be implemented and how property assets will be
maintained, modernised and rationalised to ensure that they are fit for purpose,
through a range of projects both for the 2010/11 and 2011/12 capital programmes.
This chapter provides a link to the Council’s Capital Strategy (Chapter 4);
and,
•
Identify operational activities, based on revenue budgets for how the assets will be
recorded, monitored and managed. (Chapter 5).
About North Norfolk
1.5.
North Norfolk is one of the largest local authority Districts in the country, its boundaries
encompassing 373 square miles. Found on the east Coast of the UK, the District stretches
for 43 miles alongside the North Sea.
1.6.
The District is highly rural, with a population of just over 100,000 people living in 200
distinct communities. There is no main urban centre, with the majority of the population
living in the seven small market and resort towns of Cromer, Fakenham, Holt, North
Walsham, Sheringham, Stalham and Wells-next-the-Sea.
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1.7.
North Norfolk District Council (NNDC) transferred its Council Housing stock to Victory
Housing Trust (formerly North Norfolk Housing Trust) in a large scale voluntary transfer
which was completed in February 2006.
1.8.
The Councils main office is situated on Holt Road in Cromer. The Council has a small but
diverse property portfolio which includes administrative buildings, industrial units, leisure
facilities, public conveniences, beach chalets, car parks, community centres, woodlands
and public amenity areas, the net book value of which was some £41million at 31 March
2010.
Strategic Overview and National Policy Context
1.9.
Effective asset management can play a major role in delivering better outcomes from
citizens, creating a sense of place and generating efficiency gains. Strategic Asset
Management “seeks to align the asset base with the organisation’s corporate goals and
objectives. It ensures that the land and buildings asset base of an organisation is optimally
structured in the best corporate interest of the organisation concerned.” 1
1.10.
Building On Strong Foundations – A Framework for Local Authority Asset Management
outlines the benefits of good asset management. This Asset Management Plan has been
prepared in the context of the Government’s Framework for Local Authority Asset
Management. 2 For example, good local authority asset management can:
•
deliver exceptional services for citizens, aligned with locally agreed priorities, whilst
focusing investment clearly on need;
•
empower communities and stimulate debate;
•
improve the economic well-being of an area;
•
ensure that, once built, assets are correctly maintained;
•
introduce new working practices and trigger cultural organisational changes;
•
reduce carbon emissions and improve environmental sustainability;
•
increase co-location, partnership working and sharing of knowledge;
•
improve the accessibility of services and ensure compliance with the Disability
Discrimination Act (DDA) 2005;
•
generate efficiency gains, capital receipts, or an income stream; and
•
improve the quality of the public realm.
1.11.
The Coalition Government published the Localism Bill on 13th December 2010 and this
proposed legislation will have a major impact on the way Council runs services and
manages property. The bill intends to radically shift power to local communities through six
steps: lifting the burden of bureaucracy, empowering communities to do things their way,
increasing local control of public finance, diversifying the supply of public services, opening
up government to public scrutiny and strengthening accountability to local people.
1.12.
The proposal of the Community Right to Buy requires local authorities to maintain a list of
assets of community value. When listed assets come up for disposal, communities will be
given the chance to develop a bid and raise the capital to buy the asset when it comes on
the open market. This will give communities power to save local assets threatened with
closure, allowing them to bid for the ownership and management of community assets.
1
2
RICS 2008 Public Sector Asset Management Guidelines
Building on Strong Foundations: A Framework for Local Authority Asset Management. February 2008
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Role of Property Services Team
1.13.
The objectives of the Property Service are:
•
to use the Council’s land and buildings to help deliver corporate priorities and
service delivery needs in order to help deliver wider community benefits, and in
particular:
-
to invest in those assets achieving the Council’s aims and key objectives;
and
-
•
•
to dispose of redundant assets in order to realise funds which can be better
applied to addressing Corporate objectives;
to ensure the proper maintenance and sustainability of the Council’s property
assets including:
-
to achieve value for money and to embed an annual programme of planned
maintenance based on the Asset Management Plan and a rolling programme of
property surveys which clearly identifies future maintenance requirements;
-
to ensure as far as reasonably practical that the properties are safe, accessible
and fit-for-purpose;
-
to maintain records for each asset containing accurate and up to date
information including efficiency, effectiveness and running costs which can be
used to support decision-making on investment/disinvestment decisions;
-
to improve the energy efficiency of the Council’s buildings, which will reduce
carbon emissions in line with the Council’s Environmental Sustainability
Strategy (adopted April 2009), the Council’s Carbon Management Plan,
approved by Cabinet in April 2010.
-
to ensure that the Council’s property assets are adapted to withstand the future
predicted changes in climate (National Indicator 188)
to ensure that the Council’s property assets are focused on the needs of users and
the public.
Governance and Communications
1.14.
The Council’s Asset Management Board is responsible for the strategic direction of the
Council’s assets via implementation of the Asset Management Plan. The Board meets
quarterly and is chaired by Cllr. Peter Moore, Portfolio-holder for Corporate Assets. These
meetings are minuted to provide a formal record of decisions and recommendations made.
The terms of reference for the Asset Management were revised in December 2010 and are
attached in Appendix 1. However, all decisions on property assets are taken either by
Cabinet or under delegation as set out in the Council’s standing orders and the
Acquisitions, Investment and Disposals Policy in Appendix 5.
1.15.
Asset management issues are reported to Councillors on a regular basis as well as via the
Asset Management Board. The Board makes recommendations to Cabinet on on-going
issues and the Asset Management Plan is presented to Cabinet annually with updates
during the year as required. Pre-Scrutiny of policy is encouraged wherever appropriate and
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the Committee can also exercise its “call in” powers should this be required.
1.16.
In terms of general communications, the website and intranet are regularly updated and
provide information about the range of services provided by Property Services. Information
is conveyed to Members via items in the Members Bulletin and to staff via the Staff
Briefing. Items in the District’s magazine “Outlook” are used to keep residents and the
wider community up to date about Property Services initiatives. Local Members, Town and
Parish Councils and other stakeholders are advised of any capital works being undertaken
in their area and are consulted on any redevelopment proposals.
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2.
THE ASSET PORTFOLIO
2.1.
North Norfolk District Council does not have a particularly extensive property portfolio. The
holdings comprise Council buildings, industrial units, retail outlets, public conveniences,
car parks and a miscellaneous range of land holdings. A schedule of the Council’s property
assets is provided in Appendix 2. Appendix 3 shows the Corporate Asset Register by
IFRS categorisation and the total valuation of £41,034,758. 3
2.2.
It should be noted that both Appendix 2 and Appendix 3 are derived from the current
Corporate Asset Register. As more fully explained in paragraphs 2.5 to 2.11 below, this
Register is undergoing review and change and is intended to be integrated with new asset
management software to be introduced into the Property Services team (refer paragraphs
4.10 and 5.2 below for details), therefore it is possible that properties listed in Appendices
2 and 3 will be re-classified, amended or added to during 2011.
2.3.
The International Financial Reporting Standard (IFRS) 2010, require the categorisation of
the Council’s assets into the categories of Operational and Non-operational:
•
•
2.4.
Operational – property in which the Council has a legal interest, either freehold or
leasehold, which is either occupied by the Council’s own staff or by a third party,
together with those which provide a service objective of the Council;
Non-operational - property in which the Council has a legal interest, either freehold or
leasehold and which is not being used for operational reasons or to meet a service
need but is for the purpose of improvements of the District or the proper planning of the
area or is let to a third party. 4 Lettings are generally secured on commercial terms
which provide an income and this will become an increasing focus as leases renew.
The Councils assets can be summarised as shown in the table below: 5
Asset Type
No of buildings/units
Operational
Administrative Buildings
3
Depots/storage
2
Car Parks
35 (of which 26 are Pay & Display)
Public Conveniences
3
4
5
(including
41
redevelopment)
Tourist Information Centres
4
Leisure Centres
3
Sports clubs
6
Theatres and museums
5
Surveyor’s Allotments
87
Retained Housing Sites
34
Gypsy & Traveller Sites
2
Community Centres
2
2
closed
for
Shown as £41million throughout this report.
Definition of Land and Property Categories from HMG Communities and Local Government Office
Refer Paragraph 2.2. This summary of building types is as currently held by Property Services and not as Appendix 2.
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Shelters
37
Miscellaneous (putting greens, Amenity
50
Areas etc)
Non-Operational Assets
Industrial Units (3 sites)
17
Retail outlets
17
Beach chalets
132
Beach hut sites
244
Parklands caravan site (pitches)
37
Assets Held for Disposal
As separately identified
3
2.5.
A review of the Council’s properties within these categories is being considered in
conjunction with revisions that might be required in accord with the new International
Financial Reporting Standard (IFRS) 2010.
2.6.
The asset base was re-valued in April 2009. In future a rolling programme of valuations will
be implemented; the current valuation remains substantially unchanged from last year at
£41million. 6 The assets are valued for the purposes of the financial accounts, to provide a
net book value (NBV) (as recommended by CIPFA Statement of Recommended Practice),
as either
• Open Market Value (OMV);
• Existing Use Value (EUV) for operational assets;
• Existing Use Value (Depreciated Replacement Costs, (DRC)) for operational assets
with specialised use.
IFRS
2.7.
Local Authorities are required to prepare their Statements of Accounts under the new
International Financial Reporting Standards (IFRS) based Code of Practice on Local
Authority Accounting from 2010/11.
2.8.
The impact of IFRS will vary from body to body but the most significant changes which will
impact on next years Asset Management Plan relate to changes to property, plant and
equipment (formerly known as fixed assets).
2.9.
For example, the accounting treatment for assets classed as ‘Investment Properties’ under
current accounting practices (as per the Statement of Recognised Accounting Practice
(SORP)) is very different to the treatment under the new IFRS requirements. The definition
of an Investment Property under IFRS is that the land or building must be held solely to
earn rentals or for capital appreciation or both, rather than in connection with any service
or policy objective, such as economic development or tourism, which is far more
prescriptive than the SORP requirements.
2.10.
The development above in relation to Investment Properties may have implications for
assets transferring categories (as compared to the Council’s current Balance Sheet) and
also upon the values reported within the Balance Sheet for these assets. Investment
6
Valuation in 2009 £40.7million
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Properties are currently valued at Market Value whereas any assets which needed to be
reclassified may also need to be re-valued using a different valuation basis depending
upon into which category the asset were transferred
2.11.
Any changes that are required due to the introduction of IFRS will however be fully detailed
within the Final Accounts report and Council’s Financial Statements for 2010/11. These
changes will then feed into the update of next years Asset Management Plan.
Changes to the Asset Portfolio in 2010/11
2.12.
The Asset Portfolio is under regular review to reflect any changes to service delivery. The
impact of the budget cuts will mean that further rationalisation of the portfolio may be
required over the next few years. The details of the capital programme are reported in
Chapter 5, but in summary, during the financial year 2010/2011 the following changes
were/will be made to the portfolio:
Investment in Properties
• Public convenience improvements
• Car park refurbishments (Stearman’s Yard Wells, & East Cliff Sheringham)
• Car park ticket machine replacement (Cromer, Holt, Mundesley, Sheringham, Wells)
• Major refurbishment to Seaview Pre-school North Lodge Park, Cromer (funded by the
Government’s Surestart capital programme, administered by Norfolk County Council).
Disposals – freehold
• Public Conveniences, Church St, Holt (June 2010)
• Public Conveniences, Bond St. Cromer (June 2010)
Disposals – long-term lease
• Seaview Pre-school, North Lodge Park, Cromer
• Maltings and Sackhouse Complex, Wells (estimated March 2011)
Acquisitions
• Coastal Pathfinder Project:
Happisburgh
between 2-9 residential properties on Beach Road,
Properties identified for disposal being taken forward in 2011/12
•
Lockerbie Flats, Sheringham, disposal at part of Tesco development
•
Public Conveniences, East Promenade, Sheringham as potential for private
development
•
Depot, Blowlands Lane, Upper Sheringham as potential for affordable housing.
•
Public Conveniences, Market Place, North Walsham as a possible sale, development
and lease-back
•
Morston Quay Public Conveniences – offered to National Trust at nil cost.
Asset Protection – Property Maintenance
2.13.
Maintaining the Council’s assets is an essential component of the Asset Management
Strategy. Appropriate maintenance ensures not only that the asset maximises its market
value, but also that the assets remain safe and accessible for staff and the community; that
operational assets remain fit for purpose and income derived from non-operational assets
is not compromised by any failings of the property. The responsibility for the maintenance
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of all the Council’s properties and that property for which the Council has a legal liability is
organised corporately within the Property Services team, who either directly or via external
contractors carry out repairs, routine maintenance, service checks and refurbishment as
necessary.
Current Asset Condition and Maintenance Programme
2.14.
A programme of condition surveys commenced in 2010, revising those surveys carried out
during 2006 and 2007. Condition surveys will be carried out on a rolling three-year
programme so that all assets will have either a structural or condition review during this
programme. Surveys as they are completed will have their recommendations incorporated
into a 5-year Planned Maintenance Schedule. A total of 61 structural condition surveys
plus a further 33 car park access surveys have been carried out in 2010.
2.15.
In respect of the Council’s main administration premises, a specialist whole-life and option
study including condition survey is being commissioned and this is more fully detailed in
paragraph 3.25 within Asset Management Strategy section of this report.
2.16.
The new condition surveys and 5-year Planned Maintenance Schedule incorporate the
Association of Chief Corporate Property Officers in Local Government (COPROP) building
condition scoring and the National Property Performance Management Initiative (NAPPMI)
indicators applicable to any identified maintenance work. A summary of the 5-year Planned
Maintenance Programme is provided in Appendix 4.
2.17.
As part of the revised format for the Council’s Condition Surveys, each survey identifies
any remedial work necessary for a five-year period as a 5-Year Forward Maintenance Plan
with the work rated according to NAPPMI indicators. This data is then consolidated into
the overall Planned Maintenance schedule for all the Council’s properties with the aim of
providing a structured improvement regime to all the Council’s assets within budget control
and achieving best value.
2.18.
The benefits of such a 5-year Forward Maintenance Plan include the ability to clearly
identify the potential costs of any asset beyond the historical expenditure of rental income,
rates, utility costs and other contractual costs.
2.19.
The overall 5-Year Forward Maintenance Plan is by its nature a constantly changing and
developing schedule of works; items are added as condition surveys are carried out, but it
is also important that when work done the item is removed from the plan. This must include
where work has had to be carried out as a result of damage, vandalism, breakdown or
unexpected deterioration (reactive maintenance) and which has an affect on an item
identified within the planned maintenance schedule. Failure to remove work completed from
the planned maintenance schedule results in the Plan soon being over-stated as
commitments. The Plan has therefore been devised in a format that can be assimilated
into a new asset management software, as detailed in paragraphs 4.10 and 5.2.
2.20.
The 5-Year Forward Maintenance Plan does not include reactive maintenance, although
the budget figures shown in the summary in Appendix 4 are the full repairs and
maintenance budget and as such includes reactive, planned and service contracts. The 5Year Forward Maintenance Plan also does not include budget figures for items or work
which is subject to capital programmes (but for an over-view the capital programme is
included as a column in Appendix 4). Planned maintenance will include items where a
condition survey has identified a potential major issue such as damp, building movement,
roof deterioration etc, but only to the extent of costs incurred in carry out specialist
investigation work. Should it be established that major work is required, whilst the item
description will remain on the Forward Maintenance Plan as a record, it will be noted as a
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potential capital bid and these major costs not included in the Plan. This is so that the
Plan does not become separated from the overall Repairs and Maintenance revenue
budget, but still includes reference to major works being planned.
2.21.
The summary of the Plan shown in Appendix 4 is a “snap-shot” of the overall detailed plan
at the time of writing. However, it is intended to provide a guide as to the identified repair
work needed to each asset necessary to either improve or maintain the stock to COPROP
Building Score B (Property satisfactory and performing as intended but showing minor
deterioration).
2.22.
Annual service maintenance contracts, in addition to providing regular preventative
maintenance at a pre-agreed price, also include routine testing, examination and reporting
as necessary under Health and Safety legislation e.g. lift testing, water quality testing etc.
The Council’s existing contracts are in the course of being reviewed to ensure adequacy
and competency and that best value is being achieved. As part of this review, new
contracts have been agreed during 2010 whilst some others changed or enhanced. It is the
aim of this process that these annual service contracts will reduce the number of
unexpected breakdowns and the need for costly emergency repairs. These service
contracts are included in Appendix 4.
2.23.
The prioritisation accorded to individual maintenance work or tasks, both reactive and
planned has been changed. The previous categorisation of the majority of required
maintenance work as “emergency” has been replaced with a more structured prioritisation
whereby, where appropriate, work can be given a greater lead-time for contractors in order
to achieve cost savings.
2.24.
Within the maintenance remit consideration is given to the materials used for redecoration,
refurbishment and repair, seeking wherever possible to use recycled products, low V.O.C.
paints and the like.
2.25.
An essential aspect of the maintenance programme is to ensure as far as reasonably
practicable that the Council premises are safe for all users and that any work carried out
on the Council’s behalf is carried out in a safe and controlled manner. To this extent there
is close working with North Norfolk District Council’s Corporate Health and Safety team.
2.26.
The ownership, control and use of assets also include statutory and moral responsibilities
and these are identified as Corporate Risks within the North Norfolk District Council Risk
Management Framework 2008. Specific risks are detailed in the Corporate Risk register
and many of these risks are either directly or indirectly property related, therefore it is
essential that these key elements are assessed and addressed as part of the property
maintenance regime.
2.27.
Specific property-related health and safety issues currently being reviewed and reassessed include:
•
Asbestos
The Council has a legal duty to manage asbestos under regulation 4 of Control of
Asbestos Regulations 2006 and as part of its asbestos management plan
commissioned specialist risk assessments of all buildings where asbestos could be
present. These surveys were carried out in early 2009 and an action plan was
developed and priority given to the removal of all discovered damaged asbestos containing materials identified in these asbestos surveys. The management plan
prepared in early 2009 is currently under review in line with HSG264 issued in 2010
and a revised policy has been developed and is in the process of adoption. This policy
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includes stricter controls as recommended within the latest Health and Safety
Executive guidance, enhanced record keeping and monitoring and greater
dissemination of information relating to where asbestos-containing materials have been
identified within Council buildings. The revised policy does not contain a carte-blanche
provision that all asbestos must be removed from Council buildings, as the removal
may pose a greater risk than leaving the material in situ and regularly monitoring its
condition.
•
Fire
Fire risk assessments were completed by the Council’s Corporate Health and Safety
team in July 2010 and the various recommendations arising are currently being
addressed and or reviewed in conjunction with the Corporate Health and Safety team
in order to achieve best practice. All the premises occupied by the Council for its
operations and activities contain fire fighting measures and these are under
appropriate maintenance contract with a national provider. A review of these contracts
will take place in 2011 to ensure best value is being achieved.
•
Electricity
All electrical work is carried out by an approved NICEIC contractor and test certificates
and notices obtained where significant alterations are made to fixed wiring. A portable
appliance testing regime is in place with the annual testing of all Council staff
tradesmen’s electrical tools and equipment and of office items infrequently used. Fixed
electrical testing and certification has been in effect, but in 2011 a revised programme
of premises to be tested has been devised and quotations will be sought from
specialist Electrical Contractors Association (ECA) members in testing and reporting to
current 17th Edition Electrical Regulations.
•
Gas
Annual gas safety inspections are carried out on all applicable operational premises
with tests carried out by a fully registered Gas Safe contractor appropriate for the type
of installation i.e. commercial or domestic as applicable. Gas Safe certificates being
issued and recorded as appropriate and any identified remedial measures acted upon.
•
Legionella and Water Quality
In accordance with the HSE code of practice (L8), an initial generic assessment
determined that a thorough series of individual risk assessments including pipe-work
schematics was required. A survey programme with a specialist was instigated in early
2009 and risk assessments are on-going with recommendations arising prioritised and
action taken. Improvements identified by the assessments such as the removal of
dead-legs and other obsolete pipe-work have been undertaken. A programme of water
temperature monitoring is in place in accordance with the risk assessments. This work
remains as a continuing process of monitoring and improvement in accordance with
HSE L8 guidelines and is being carried out in conjunction with the specialist contractor
and the Corporate Health and Safety team with a view to the production of an overall
management plan and improvements to the existing procedures during 2011. To this
extent discussions have already been entered into with the specialist contractor as to
means of improving the monitoring, recording and information process.
In respect of all safety matters, the need to complete the surveys and maintain a
programme of inspection and review is identified within the Council’s corporate risk register
and advice is sought from the Council’s Corporate Health and Safety team to ensure
compliance with legislation. The rolling programme of premises condition surveys will
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identify health and safety issues and these will be accordingly prioritised in the 5-year
Forward Maintenance Plan according to NAPMI criteria as described in paragraph 2.15.
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3.
ASSET MANAGEMENT STRATEGY
North Norfolk Corporate Plan
3.1.
The management of the portfolio is a key corporate objective as identified within the
Council’s Corporate Plan ‘Changing Gear’, as it is clear that excellent asset management
is central to delivering corporate objectives. ‘Changing Gear – The Road to Excellence’ is
the Council’s current Corporate Plan for 2008 – 2011. Within this document sits the
Organisational Development Plan, which identifies eight key organisational themes which
the Council feels are fundamental to underpinning the successful delivery of our targets for
service improvement and resource management. Asset Management has been identified
as one of the Corporate Plan’s key themes. The Corporate Plan will be reviewed in 2011
along with a review of the Sustainable Community Strategy.
North Norfolk Sustainable Community Strategy
3.2.
3.3.
The Corporate Plan stressed the link with the North Norfolk Sustainable Community
Strategy (2008-2011). The strategy states that the Vision for North Norfolk is a place:
•
Where people feel safe and live in decent homes
•
Where equality and diversity are valued and celebrated
•
Where people have diverse career and training opportunities, and jobs which add
value
•
Where residents choose healthy lifestyles in sustainable communities and can
access a wide range of activities which meet everyone’s needs
•
Where the environment is protected and where the identity and special character of
the areas is retained.
This vision is translated into three key outcomes
•
Improving housing
•
Better jobs and prospects
•
Sustaining a high quality of life – a nice place to live, work and visit.
3.4.
Asset management has a strong role to play in supporting this vision for North Norfolk and
to underpin the visions set out in the Sustainable Community Strategy, Local Area
Agreement and the Local Development Framework Core Strategy (Adopted September
2008)
3.5.
The Asset Management service supports these aims in a number of ways, both in terms of
supporting the local economy and in provision of facilities to improve residents’ quality of
life. In particular, provision of car parks and public conveniences improves the tourist offer
for the district and provides the amenities required by visitors as well as local residents.
Similarly tourist information centres, beach huts and chalets and the wider foreshore
environment are key aspects of visitors’ enjoyment when visiting our coastal resorts.
Adequate car parking in our market and resort towns is also essential for the role of these
towns as local service centres. Industrial units provide support for local employers, while
open space and leisure facilities are essential in achieving a good quality of life.
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3.6.
The Asset Management Plan has been prepared to show how the use of assets reflects
corporate priorities as shown in the diagram below. It has been prepared in order to
provide a framework for decisions on the Council’s assets. It is intended to dovetail with
the Council’s LDF Core Strategy and other Council Strategies such as the Carbon
Reduction strategy. The approach taken will therefore be subject to participation and
consultation and based on the question of how Council - owned assets in an area be best
managed to meet the needs of the locality. The Strategy set out here considers the key
assets of the Council and their role in supporting the Sustainable Community Strategy and
corporate objectives. The table below shows how the vision is expressed through the
Council’s assets. The Strategy is delivered through major investments via the Capital
programme (works over £10,000) and through revenue budgets, such as maintenance
programmes.
North Norfolk
Sustainable
Community
Strategy
NNDC
Corporate Plan
2008 to 2011 &
Financial Strategy
2009/10 to 2011/12
NNDC
Asset Management
Plan
NNDC
Capital Strategy
Local
Development
Core Strategy
Community
Engagement
Strategy
Other Strategies,
Plans and Policies
Sustainable
Community Strategy
Vision
Where people feel safe
and live in decent homes
Parklands
Lockerbie Flats
Where equality and
diversity are valued and
celebrated
Where people have
diverse career and
training opportunities,
and jobs which add
value
All buildings/spaces designed with safety in mind.
The Council’s only residential holdings are
Lockerbie Flats and Parklands Caravan Site
Equality Impact Assessments undertaken for all
policies/services/facilities
Car Parks, Public
Toilets
Beach Huts &
Chalets,
Retail Outlets &
The natural and built environment is vitally
important for the local economy and promoting
tourism. Assets supporting tourism and economic
development will be maintained to the best
standard within current resource levels.
Asset
NNDC Corporate Asset Management Strategy
16
03/02/2011
Where residents choose
healthy lifestyles in
sustainable communities
and can access a wide
range of activities which
meet everyone’s needs
Where the environment
is protected and where
the identity and special
character of the areas is
retained.
3.7.
3.8.
Cafes and
Industrial Units
Leisure Centres,
sports clubs,
amenity areas
and
Community
Centres.
Open Space,
Parks, public
realm,
Promenades, etc
Leisure centres and community halls are
important elements to achieve this vision.
Community buildings may be best held in
community ownership. NNDC will promote asset
transfer to community where appropriate
The foreshore built environment is important in
maintaining and enhancing the character of the
area. However, many of these assets are in a
poor state and there is limited funding to maintain
them. Area Asset Reviews will be instigated to
rationalise and channel investment into these
areas.
The Asset Management Strategy reflects these key themes as shown in the table below
with further information provided in the subsequent sections. As well as the issues outlined
below, the Asset Management Plan links to individual service plans and other Council
strategies and corporate initiatives, in particular the following:
•
Health and Safety
•
Risk Management
•
Business Continuity
•
Procurement strategy
•
Crime Reduction
•
Economic Development strategy
•
Property data management and GIS
The table below shows the Council’s thematic objectives and the property related projects
being undertaken as part of these themes.
Council Thematic
Objective
Climate
Change/Carbon
Reduction
Equality and Diversity
Community
Engagement
Coastal Management
Promoting Tourism
and economic
development
Projects/Initiatives
Carbon Trust pledge
Invest to Save on Cromer Council Building and Leisure Centres.
Equality Impact Assessments of Property Services, DDA improvements
to all Public Conveniences. Consultation with interest groups in new
projects.
Pilot scheme for asset transfer project in Wells, and working with
NNCP on a range of project such as the Resource Centre in
Fakenham, etc. Consultation on development projects such as the Red
Lion Redevelopment in Cromer and the proposed new public
conveniences at East Prom, Sheringham.
Support for the Coastal Management Pathfinder project for the
provision of community infrastructure and land and property acquisition
in settlements affected by coastal erosion.
Public Conveniences
Car Parks
Beach huts and chalets
Industrial units
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03/02/2011
Carbon Reduction Programme, Climate Change and Energy Performance
3.9.
The use and efficiency of the Council’s main administration building in Holt Road, Cromer
is central to the 5 Year Carbon Reduction Strategy within the Council’s Carbon
Management Plan (CMP). The CMP has a proposed target reduction in carbon emissions
of 33% by 2014. Data from year ending March 2010 demonstrates a 7% carbon reduction
over the 2008-2009 base year figures and this reduction is on-track to achieve the 2014
target. The Council does not currently have to participate in the Carbon Reduction
Commitment cap and trade scheme as the Council does not consume at least 6,000MWh
electricity per annum. However, if the criteria change in the future then there is a risk of
financial penalties to the Council if carbon reduction targets are not met.
3.10.
The present projects highlighted within the CMP relating to the Holt Road offices include:
Improvements to general lighting
Enhancements to building insulation
Installation and integration of a Building Energy and Management System (BEMS)
However, it is considered that a complete specialist feasibility study of these and other
improvement measures being undertaken at the Holt road offices during the 2010/2011will
provide comment on the viability and cost-effectiveness of these projects.
3.11.
Included within the current projects of the CMP is the installation of voltage optimisation
equipment in the leisure centres and Holt Road offices. A full competitive study of the
options and alternatives was undertaken during 2010 and a contract for installation will
commence late 2010 with completion early 2011. It is predicted that this measure will
produce an annual energy saving of £17,500 and CO2 reduction of 125 tonnes.
3.12.
When work is contemplated or undertaken, both refurbishment and new construction, full
consideration needs to be taken to maximise opportunities for carbon reduction and
sustainable development and work is on-going with Council’s Sustainability Co-ordinator to
achieve this.
3.13.
The largest user of energy within the Council’s activities is that of the leisure centres.
These centres are managed on the Council’s behalf by D.C. Leisure and the Council are in
continual discussion with this partner with a view to introducing measures to reduce energy
consumption.
3.14.
The Council has in place mechanisms for renewal of the necessary Display Energy
Certificates (DEC), currently required for buildings greater than 1,000 m2.
3.15.
Consideration is being given to the best method of monitoring electrical consumption
throughout the Council’s properties. The main administration office is a half-hourly
metered site but investigation as to installation of smart meters in currently on-going.
3.16.
The table below shows an extract from the Climate Change Action plan, showing the
Adaptive Responses required by Property Services to address the anticipated impacts of
climate change.
Adaptive Responses to Climate Change for Property Services
Risk/Vulnerability
Adaptive response
Owner
Timescale
Cost
Increased flooding of
Identify which assets are in EA
Property
By March 2012
Staff time
18
03/02/2011
assets
Increase in
uncomfortable
conditions for
building/office
occupants
Increase in cases of
legionnaires disease
within LA owned
buildings
Increased pest
populations e.g.
termites
flood risk zones, North Norfolk
SFRA zones and areas that have
previously experienced flooding
(Environmental Protection)
Manager
Risk assessment undertaken for
car parks included climate change
scenarios (May 2010 Scrutiny)
Property
Manager
Completed
Staff time
Review of car parks to establish if
significant flood risk exists
Property
Manager
Internal survey
review and
report
implemented by
June 2011
By March 2012
Staff time but
could be
incorporated
in current
checks
Survey of guttering and surface
water drainage of all buildings
Property
Manager
After surveys
completed
Staff time but
could be
incorporate
in current
checks
Guttering replacement programme
if required when other works
undertaken
Include requirement for ventilation
strategy as part of requirement for
contractor undertaking building
survey
Property
Manager
Property
Manager
Survey to be
undertaken
Winter 10/11
Will require
Capital cost
Will require
capital
investment
Continue to maximise night-time
cooling of building especially
environmental health section
Maintain current legionnaires
testing programme
Caretaker
Ongoing
Staff time
Property
Manager
Ongoing
Staff time
Consider introducing annual
ammonia sulphide cleansing in WC
cisterns and insulate WC cisterns if
testing programme records temp
increases
Property
Manager
In response to
testing
programme
Will impact
on costs of
maintenance
Undertake risk assessment of staff
showers if testing programme
records temp increases
Property
Manager
In response to
testing
programme
Staff time
Don’t install large air conditioning
plant as part of ventilation strategy
Property
Manager
Survey to be
undertaken
Winter 10/11
Staff time
Maintain current air conditioning
plant and change filter regularly
Monitor spread of pests and
diseases from SE of country
Property
Manager
Property
Manager
Ongoing
Ongoing
Current
maintenance
costs
Staff time
Community Empowerment Projects
3.17.
Working with the town and parish councils, the North Norfolk Community Partnership and
the seven Local Area Partnerships, the Council is working to align its asset management
with the aspirations of local communities. Examples of how the Council used its assets for
the furtherance of community ambition include the development of Oddfellows Hall and the
19
03/02/2011
Mo Museum in Sheringham. On-going community engagement projects include those in
Wells, Sheringham, North Walsham, Cromer and Fakenham, as well as the Coastal
Pathfinder project, as described below.
3.18.
During 2010/11 a feasibility study for the Maltings and the Sackhouse, two historic
buildings at the heart of Wells, as well as the car park area and TIC, has been undertaken
to identify how the complex of buildings can be developed to provide, in addition to the
existing community centre uses, a year round visitor attraction. Extensive community
consultation was undertaken and has been assisted by the Government’s Advancing
Assets Programme who funded a facilitator to undertake a visioning exercise. The
feasibility study was joint-funded by the CABE SEACHANGE programme, the District
Council and the North Norfolk Community Partnership. The Trust was established in
August 2010 and the District Council has contributed approximately £30,000 funding for a
Programme and Development Manager to take forward the project. A new long term lease
was agreed by Cabinet in October 2010 and is expected to be signed in March 2011.
3.19.
In Sheringham, after community consultation, a proposal to replace the temporary toilets
with a permanent facility, part-funded by the disposal of the redundant block on the East
Prom is due to proceed during 2011. This project is intended to provide fully DDA and
mobility compliant facilities, (possibly including “Changing Places” facilities for the severely
disabled), including low energy and low water usage facilities. They will be designed to
withstand the harsh environment of the seafront and be vandal-proof. The project and
block design has been influenced by the input of local stakeholders.
3.20.
In North Walsham, a project funded by Regional Improvement East, has brought together
all public services and voluntary groups to consider better utilisation of office space. This is
being informed by public involvement of both stakeholders and the business community in
North Walsham. A £70,000 bid has been agreed to help pump-prime this project.
3.21.
A new project, based around regeneration of the West Promenade in Cromer will be
instigated in 2011. This project will be informed by a steering group of community interests
and will consider how to revitalise and regenerate the West Promenade. It will involve reprovision of public conveniences and will be designed to ensure facilities are provided for
the less mobile.
3.22.
In Fakenham, a project is underway, which will involve the County, District and Town
Councils as well as the Area Partnership to consider the modernisation of the Fakenham
Connect/Fakenham Community Centre site. At present a bid for funding for a feasibility
study has been submitted to kick-start the project.
Coastal Pathfinder Project
3.23.
The Government has awarded North Norfolk District Council with £3 million as part of
Defra’s Coastal Change Pathfinder project to trial new approaches to managing the
impacts of coastal change. The Council’s bid involved three elements:
ƒ
Integrating actions and interventions to manage the existing impacts of coastal
change within the single community most affected (Happisburgh), while developing
initiatives to foster resilience and adaptation to coastal change in the future;
ƒ
Mitigating the impacts of blight and disinvestment resulting from the predictions of
coastal change over a wide coastal frontage, where the predicted impacts may not
be fully apparent but where uncertainty is undermining investment decisions, on
coastal businesses, community facilities and dwellings; and,
20
03/02/2011
ƒ
3.24.
Infrastructure works, responding to past, present and predicted coastal change and
which will improve the economic prospects of the District.
Each element involves the Property Service team in a range of activities in relation to
provision of new/replacement facilities such as car parks and public conveniences, as well
as footpath provision and, potentially, other land acquisition including residential land
(which may include the right to develop replacement houses under the Council’s planning
policy (“EN12”)). For instance, there may be a requirement to be involved in the purchase
and subsequent sale of a development site or sites which will mean that the Council’s
investment in the coastal community of Happisburgh is recycled. The scale of this project
and the timescale required for action are ambitious and at this stage the detailed projects
have yet to be finalised, but it will form an important element of the work of the team over
the next 2-3 years.
Administration Buildings
3.25.
The Council’s main administration offices are at the Holt Road, Cromer premises and
virtually all the Council’s activities are run from this location. This building was constructed
in 1990 and has been the subject of a number of major capital bid projects to partially
refurbish and/or correct some building issues that have arisen due to wear etc. These
capital bids are summarised in Section 4 Capital Programme, however some time has
elapsed since the initial application for Capital Funding for these individual items and whilst
there remains a need to consider remedial and improvement works as identified, the
priority of these measures and their suitability to achieve the desired results overall needs
to be re-assessed. Therefore the offices are to be completely surveyed by specialist
structural, mechanical and electrical engineers to provide the Council with a complete
report detailing:
•
The existing condition of the building and its infrastructure.
•
Building structural defects currently apparent or those which might be reasonably
foreseen to become a potential problem during the next 5-10 years.
•
Defects or potential issues with the existing mechanical and electrical plant within the
building including where items are no longer compliant with standards and where
replacements should be anticipated during the next 5-10 years.
•
Potential energy-saving or energy creation measures which could be incorporated with
any of the building or mechanical, electrical measures requiring change during the next
5-10 years.
•
Considering the use of space within the building and identifying any measures which
could be taken to improve the utilisation of the building.
•
Costs to implement those items found or suggested.
•
A recommended priority phasing of necessary expenditure on the premises to ensure
continued full operation for the next 5-10 years.
Final quotations for this independent study are currently being obtained with a view to work
commencing end-January 2011.
3.26.
The Council partially occupies as a local district office, the Fakenham Connect Single Point
of Access; premises shared with Fakenham Town Council, County Registrars and Adult
Education. This building is leased by the District Council from Norfolk County Council on a
full repairing and maintaining lease basis.
21
03/02/2011
3.27.
The former local district office at North Walsham is no longer occupied or utilised by the
Council, the building currently tenanted predominantly by North Walsham Town Council. A
full condition survey of this building was carried out in 2010 by Norfolk Property Services.
Public Conveniences
3.28.
The approach to public convenience provision set out here is based on the work of the
Council’s Public Convenience Policy Panel (PCPP) which held meetings between October
2004 and July 2006. The Council agreed a Public Convenience Improvement Programme
at its Cabinet Meeting in September 2008. A further report was considered by Scrutiny
Committee in May 2009.
3.29.
The Council runs 41 public toilet blocks across the District, with higher numbers in the
seaside resorts, reflecting the tourism needs of these areas. The current list of public
toilets operated by the Council is shown in Appendix 2.
3.30.
The objective of the public convenience strategy is to provide good quality, clean,
accessible, well-maintained toilets that people want to use, within the Council’s budgetary
constraints. The intention will be to move towards more energy and water efficient facilities
and to provide for DDA compliance and mobility standards where possible. This will
support the tourist economy as well as providing an important facility for local people.
3.31.
Given current and likely future budget constraints, there is a need to minimise on-going
expenditure on public conveniences while at the same time finding creative ways of
providing this necessary facility. There are a number of options in terms of transfer of the
facility to a local provider or town/parish council as well as agreements with local
businesses who may be able to offer their customer toilets to the general public if
supported by the District Council. The overall approach for minimum provision will be:
•
•
•
Seaside Resorts – central toilets, facility at main car park and provision on
Prom/seafront areas during summer season;
Market towns – central facilities, at main car park where appropriate;
and
Village resorts – adjacent to beach/village centre as appropriate.
3.32.
The Council has spent £ 563,514 from the Capital Programme for the period 2006/7
through to 2009/10 for public conveniences. This work was completed in April 2010 and
November 2010. This involves upgrades to 28 facilities including major rebuilds at Sea
Palling, Mundeslely Prom and Albert St, Holt. The NNIC and Rocket House do not require
upgrades.
3.33.
Of the remaining 11 blocks, 3 replacement facilities are due to be completed during 2011,
including at North Walsham Market Place and Potter Heigham, but both are subject to
private sector development and agreement on legal issues. The East Promenade
Sheringham toilets, was agreed by Cabinet on 10th January 2011 following completion of a
feasibility study and consultation recommending disposal of the existing building with the
provision of new facilities nearby.
3.34.
This leaves 8 facilities which as a result of the PC Policy Panel recommendations, were
not included in the current Improvement Programme. These include:
•
•
Cromer, Melbourne Slope,
Cromer West Prom
22
03/02/2011
•
•
•
•
•
•
3.35.
Cromer Pier
Cromer, North Lodge Park
Fakenham, Highfields
Morton Quay (offered to National Trust at nil cost. Currently awaiting response from
their national Policy and Acquisitions Committee which meets 8th February 2011)
Sheringham, High St
Stalham
The intention is to undertake area based asset reviews of these facilities involving wider
community engagement to ensure investment is in line with community priorities. This will
be undertaken for the Cromer public conveniences through the feasibility study for a major
refurbishment of the West Prom as outlined in the capital programme. The other facilities
will be subject to area-wide asset reviews and the review in Fakenham will be undertaken
in conjunction with the County Council.
Car parks
3.36.
North Norfolk District Council runs 35 car parks across the District, of which 26 are pay
and display car parks. In May 2009 Cabinet agreed to a £135,000 investment in new pay
and display ticket machines (with chip & pin) for 22 machines at 13 car parks in Cromer,
Mundesley, Sheringham, Holt and Wells. The new machines were installed in March 2010
and as well as providing chip and pin facilities and ease of use for customers, they provide
better security and improved management information. Replacement of remaining
machines is subject to a separate growth bid for 2011/12 as identified in Chapter 4.
3.37.
It is important to ensure that car parks are maintained and improved as these provide a
significant income for the Council. There is also a need to ensure a quality environment
for visitors as car parks are often gateways to our resorts and market towns. Car park
resurfacing and re-lining has taken place during 2010 on a number of car parks and these
works will continue into 2011. In addition, there is separate growth bid for environmental
improvements for 2011/12 as identified in Chapter 4.
Beach Huts and Chalets
3.38.
During the summer of 2009 a review of the beach hut and chalet service took place,
covering a range of issues, including reviewing management arrangements, leases, pricing
structure and maintenance programming. As a result of this review, a capital bid to
purchase huts for the Council to let out as weekly lets was accepted and 14 have been
purchased. The current asset base is as follows:
Location
Cromer
Overstrand
Sheringham
Mundesley
Total
Industrial Units
3.39.
Beach Huts
85
18
76 (& 4 weekly lets)
50 & (10 weekly lets)
244
Chalets
104
0
28
0
132
The Council own industrial units in Catfield, North Walsham, (Cornish Way) and
Fakenham, the first two providing important opportunities for local business start-ups and
developments. Due to the current economic climate, voids have been higher than might
otherwise be experienced. However, with a combination of careful negotiation and
management of both existing and attracting new occupiers, all units are currently occupied
23
03/02/2011
and income producing with arrears significantly reduced. The occupier of the Fakenham
unit, J W Automarine, a major local employer, had requested an extension to the current
unit. The capital bid for this work was agreed by Cabinet in 2009 at a cost of £425,000.
Surrender and lease renewal negotiations are well advanced with construction likely in
early 2011.
Retail Outlets and Cafes
3.40.
These outlets are investment properties, which also add to the provision for tourists in our
seaside towns, particularly in Cromer and Sheringham. The approach taken is to ensure
that the buildings are maintained by tenants in good repair together with monitoring tenant
covenant compliance and that the Council’s statutory duties as landlord, are adhered to.
Leisure Centres
3.41.
The Council owns three leisure centres; being Fakenham Sports and Leisure, Sheringham
Splash and Victory Pool.
3.42.
The management of these three leisure facilities are contracted to DC Leisure
Management Ltd (DCLM) who are responsible for the day-to-day operational matters and
who are also responsible for all machinery, plant and equipment plus internal decoration
maintenance and repairs.
3.43.
The existing management contract with DCLM is due to expire 31 March 2014, however
discussions are in place with regards to an extension of this contract and as part of these
negotiations a full condition survey will be carried out in 2011 at each of the centres to
establish:
• Any existing defects with the existing fixed plant and equipment including mechanical.
electrical, heating and ventilation (the responsibility of DCLM)
• The potential life expectancy of the existing fixed plant and equipment (the responsibility
of DCLM)
• Any defects in the building structure or defects which might be reasonably be foreseen
as needing to be remedied over the next 5-10 years.
Sports Clubs
3.44.
The District Council owns a number of sports clubs which are leased to clubs at
peppercorn or non-commercial rent. During 2011, in response to the Localism Bill, a policy
will be developed to identify where asset transfer or disposal may be appropriate.
4.
CAPITAL PROGRAMME
4.1.
The Capital Programme is based on the objectives set out in the Asset Management Plan.
The table below summarises the capital programme expenditure for property related
projects, for the last financial year. It should be noted that the amount spent on property
related capital projects has increased significantly in recent years compared with for
24
03/02/2011
example expenditure of some £315,725 in 2005/6 7 .
2009/2010
4.2.
During 2009/10 the council spent over £720,000 on improvements to its public
conveniences, car parks, industrial estates and offices. This represents a major investment
in our properties and is a significantly higher spent than in previous years.
Table 4.1 : North Norfolk District Council Capital Programme
2009/10 Actual Expenditure
Catfield
Cromer
Cromer
Cromer
Cromer
East
Fakenham
Faklenham
Holt
Mundesley
North
Walsham
North
Walsham
Sheringham
Sheringham
Various
Various
Various
West
Various
Sea Palling
Wells
Total
Catfield Ind Est Car Park Works
Trading Services Depot, Stonehill Way
Council Offices Purchase of Annexe
Cromer Council Offices, Toilets and Showers
Cromer Council Offices Roofworks
PCP 003 Public Convenience Improvement
Programme - Central East (NW, Bacton, Walcott)
Fakenham Connect Fire Escape
Fakenham CC Kitchen Works and Windows
Albert St Public Conveniences
PCP 002 Mundesley Prom Public
Conveniences
Actual Expenditure Incurred
2009/10 as per final
accounts
14,907.16
25,203.00
36,647.28
26,612.00
11,199.85
48,680.28
8,233.71
39,600.08
49,239.49
74,901.77
Industrial Estate Road Works
33,922.53
Council Office Roof Repairs
Splash Fenestration
Splash Screens
Car Park Ticket Machines (Cromer, Holt,
Mundesley, Sheringham, Wells, )
Cliff Top Car Park Fencing
Asbestos Works
PCP 001 Public Convenience Improvement
Programme - West (Fak, Blak, Wal, Sher, Holt)
Public Convenience Improvements
Sea Palling Toilets
Maltings feasibility study
17,661.74
52,765.24
29,048.83
117,732.00
10,326.46
32,444.55
£
69,948.65
13,178.08
12,313.91
27,500.00
752,066.61
NB this table excludes items less than £5,000, so that the actual capital budget is slightly
higher at £753,598.53. (This list excludes the two Gypsy and Traveller sites, Cromer Pier
and the Fakenham Employment Land)
2010/11
4.3.
7
During 2010/11 the council anticipates spending in excess of £460,000 on the continuing
programme of improvements to its built assets. In recent years the Council has up-graded
Excluding Fakenham Industrial Estate and as NB applicable to Table 4.1
25
03/02/2011
27 sets of public conveniences, including major re-builds at Albert St, Holt, Mundesley
Promenade and Coast Road, Bacton. This work has included provision of hot water, upgrades to DDA requirements, internal repairs and redecoration.
4.4.
Unfortunately a number of schemes have been delayed for reasons outside the Council’s
control, such as improvements to the market Place PCs in North Walsham and the PCs at
Potter Heigham which are subject to private redevelopments.
4.5.
The table 4.2 includes schemes due to be undertaken during 2010/11
4.6.
The Red Lion Toilets on East Prom, Cromer were closed in 2006 and surplus to
requirements. This project involves conversion of the buildings to provide the Glide Surf
School and North Norfolk Surf Life Saving club with premises. This redevelopment will
provide a rental income for the Council as well as providing improved facilities which
should encourage expansion of surfing in Cromer and extend the season. A planning
application was submitted in November 2010 and a decision is expected in January 2011.
Subject to planning permission being granted it is hoped that the works will take place in
March in time for opening in June/July 2011.
4.7.
The proposed Multi-Use Games Area at Stalham High School Shared Use Facility will
provide improved all weather, flood-lit sports pitches for a range of outdoor games. A
planning application was submitted in November 2010 to the County Council. It is hoped
that, subject to planning permission, construction will start in April 2011 and open by June
2011.
4.8.
The factory at Enterprise Way in Fakenham has been occupied by JW Automarine for a
number of years and they have been keen to expand the premises, increasing the floor
space be a third. The Council have agreed to fund this expansion to achieve economic
development objectives. This work has planning permission and the tender process will
commence as soon as lease negotiations are complete. This is a major project costing
some £425,000 and will be managed internally. It is likely to be a sixteen week
programme.
4.9.
The remedial works is required to the second storey flooring of The Sackhouse at Wells
next the Sea as the current floor is overloaded and could cause future structural problems.
This work is intended to provide increased use of this facility to the overall benefit of the
Maltings Project which is due to commence in Spring 2011.
4.10.
Although not identified in the table, as not directly property related, the Council will also
purchase a new Asset Management Software system to ensure accurate recording and
management of all assets. The cost of this project is £75,000.
Table 4.2: North Norfolk District Council Capital Programme –
Complete or planned for 2010/11
26
03/02/2011
2010/11 Updated Estimate
2010/11 Updated
Budget
Various
PCP 004 Public Convenience Refurbishment Programme Central West
£47,300.00
Various
PCP 005 Public Convenience Refurbishment Programme East
£43,000.00
Various
PCP 007 Public Convenience Refurbishment Programme Wells
£14,700.00
Mundesley
PCP 002 Public Convenience Refurbishment Programme Mundesley
£9,356.00
Various
Car Park Surfacing & Lining Works
£45,465.00
Various
Beach Huts
£17,500.00
Cromer
Red Lion Toilets
£15,471.00
Stalham
Multi Use Games Area
£41,477.00
Fakenham
Fakenham Factory Extension
Wells
Wells Sackhouse
Total
£214,165.00
£15,752.00
£464,186.00
NB this table excludes items less than £5,000, so that the actual capital budget is slightly higher at
£467,958.00
2011/12
4.11.
Table 4.3. overleaf represents those schemes identified in the capital programme for
2011/12, but excluding growth bids which are summarised below. As can be seen from the
table, there is continued investment in public assets. A number of these projects were
identified some years ago and the need for the project has changed.
Table 4.3: North Norfolk District Council Capital Programme
27
03/02/2011
2011/12 Updated
Budget - As at
2010/11 Revised
Estimate
2011/12
Updated Budget
Stalham
Multi Use Games Area
£69,000.00
Fakenham
JW Automarine Factory Extension
£206,000.00
Wells
Sackhouse Remedial Works
Wells
Maltings Complex
Cromer
Rocket House H&S Works
£39,736.00
Cromer
NNDC Offices Access Walkway
£75,000.00
Cromer
NNDC Offices Structural Works
£155,000.00
Cromer
NNDC Offices Lift Replacement
£45,000.00
Cromer
Red Lion Toilets
£32,000.00
Various
Car Park Surfacing and Lining Works
£44,000.00
Various
Car Park Ticket Machines
£16,000.00
Various
Asbestos Works
£16,855.00
Various
Potter Heigham
Beach Huts
PCP 006 Public convenience refurbishment programme North Walsham
PCP Potter Heigham Public Convenience Refurbishment
Programme
Various
Car Park Fencing
£9,636.00
Fakenham
Fakenham Connect Fire Escape
£6,218.00
North Walsham
Total
£28,500.00
£100,000.00
£7,500.00
£68,700.00
£26,900.00
£946,045.00
NB this table excludes items less than £5,000, so that the actual capital budget is slightly
higher at £948,445. (NB includes increase in budget for MUGA to £130,000.)
4.12.
The table above identifies a number of projects in respect of NNDC’s main administration
offices at Cromer. As previously detailed in paragraph 3.25, a full specialist condition
survey at these offices is shortly to be completed. One of the principal objectives of this
survey is to consider these individual projects and to advise as to whether the initial
proposals remain valid or whether there are alternatives achieving a similar or better
outcome at reduced cost.
4.13.
In addition to the projects outlined above, growth bids have been submitted for additional
investment which is subject to approval by Full Council on 23rd February 2011. These
projects are likely to be spread over the next three years and are summarised below.
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03/02/2011
Bid Title/Brief Description
Total
Estimated
Project
Costs
Estimated Costs
2011/12
Cromer Pier and West Prom
Refurbishment Project - Major
refurbishment of promenade and public
toilets, including additional rental
units/facilities to regenerate the West
Prom 8 .
2012/13
200,000
45,000
155,000
85,000
85,000
0
North Walsham, Regeneration Fund
70,000
20,000
50,000
Car Park Improvements - General
Works, Resurfacing and Signage Improvements to a range of car parks, to
bring up to DDA and Car Parking Orders
compliance
52,000
52,000
0
103,000
103,000
0
15,000
15,000
45,000
45,000
Sheringham East Prom Public
Conveniences - Provision of new
purpose built public toilets, baby
changing and shower facilities.
Provision of Car Park Ticket
Machines - Replacement of ticket
machines in 22 locations
Worstead Churchyard Wall - Partial
rebuild to flint churchyard walling
Fakenham Community Centre
4.14.
4.15.
4.16.
8
Cromer West Promenade Refurbishment
This project will involve a major Refurbishment of Promenade and Public Toilets (including
toilets on Pier). It would include Improvements / replacement of Melbourne & West
Promenade Public toilets and refurbishment of Art Deco Chalets. The project would
include provision of additional rental units/ facilities to regenerate West Prom Cromer.
This project will take place over several years and could involve architectural design
competition and would be managed by a steering group of local stakeholders. Estimated
costs - PC £85,000, New cafe/retail rental units - possibly removable for winter (£60,000).
Provision of mobility impaired beach huts could be included and the new public
convenience block could include the “changing places” facilities for the severely disabled
who require the assistance of a carer. A stakeholder steering group will be established to
ensure full support of the local community and businesses.
East Promenade Sheringham
Provision of new purpose built public toilets, baby changing and shower facilities to replace
As a long-term project in addition to estimated costs above, £100,000 has been identified for period 2013/2014
29
03/02/2011
temporary seasonal toilets on East Prom at Sheringham. The building would be partfunded by sale of redundant toilet block on East Prom and revenue costs same as
provision of temporary toilets.
4.17.
4.18.
4.19.
4.20.
4.21.
4.22.
5.
This project was approved by the Council’s Cabinet in January 2011. A planning
application for change of use for the existing block has recently been submitted with a
planning application for the new facilities to be lodged shortly.. The works will be
coordinated with Coastal Defence works to the East Promenade at Sheringham and are
due for completion at the end of 2011.
North Walsham Regeneration Fund
Following on from the Leadership of Place project funded by REAP, and the joint County
and District Council Asset Review, this project identifies funding to pump-prime
development in North Walsham to provide a more coordinated public sector service
provision in North Walsham.
In addition to the £70,000 identified here, the project brings together funding from a
number of other related capital programme schemes which together could create a fund of
almost £200,000 for investment in North Walsham. These include:
• £39,705 for the North Norfolk Enterprise and Innovation Centre,
• £69,000 for the Market Place public convenience redevelopment
• £20,000 for car park improvement works
Fakenham Community Centre
Fakenham Community Centre and Fakenham Connect buildings are located on a site on
Oak Street owned by the County Council and leased to the District Council. In Autumn
2010 investigation by structural engineers identified that the Community Centre roof was
moving against a structural wall and building failure could be imminent. The building is
currently partly closed. At the same time, a feasibility study for a new Resource Centre for
Fakenham is to the taken forward and the County and District intend to review options for
the future of the site. The funding will contribute to providing solutions to the provision of
community and resource use in the town.
Car Park Environmental Improvements
This project covers improvements to a range of car parks across the district, to bring to
DDA compliance; general works and surfacing (£44,000) and provision of new signage for
compliance with new Car Parking Orders (£8,000).
Provision of Car Park Ticket Machines
Provision of new car park ticket machines in 22 remaining machines (£103,000). This will
ensure that all the Council’s car parks are equipped with modern pay and display
machines providing better service to customers, a credit card payment option, being
security and better management information in order to reduce operating costs.
REVENUE BUDGET OPERATIONAL ACTION PLAN
The action plan outlines action to be taken during 2010/11 and constitutes the basis of the
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03/02/2011
Property Service Team’s Service Business Plan. This section considers the on-going monitoring
of condition, management and recording of the Council’s assets, including performance
management
Data Management, Records and Information
5.1.
The Council recognises that in order to manage the portfolio effectively the availability of
accurate and appropriate data is essential. The Council currently holds asset information
on a customised Access database, known as the Corporate Asset Property Database
providing legal, tenant, maintenance and condition information on all properties. Deed
packets and lease information has been added to the database, together with stock
condition survey data, valuation and building running costs. The database is under
constant review to ensure that records remain accurate.
5.2.
Funds were identified to purchase a new software system for the management of asset
records and maintenance schedules. A feasibility study was prepared in 2010, as a result
of which tenders in respect of the acquisition of a new system are currently undergoing
evaluation with the hope that a new system will be implemented in 2011.
5.3.
The Council’s holdings are currently held on a map - based terrier. However, the Corporate
GIS (Cadcorp) is being installed and it is anticipated that the map-based data will be
transferred to this new Corporate GIS during the first half of 2010. The Council has
recently installed the PLANTECH software for Land Charges, Development Control and
Building Control. This will link with the Local Land and Property Gazetteer which gives
each property a unique reference number (UPRN). A Project Manager has been appointed
to prepare the business case, project initiation document and specification for a new Asset
Management Software system. This project has the following objectives:
• Upgrade the database to reflect maintenance requirements
• Upgrade the database to allow financial reporting of the Asset Register as required
by CIPFA SORP
• Upgrade the database to allow recording and capture of data either required or that
might reasonably be expected to be required in the future relating to National
Indicators, Key Lines of Enquiry, Use of Resources or similar asset-related items
by Central or Regional Government
• Map all Council - owned land and property on the GIS system
• Link this layer to the Property Database
• Cross reference land ownership information with land registry and title deeds
• Ensure all other holdings, including open space, parks etc are included in the
database;
• Provide full training for all staff who need to access the data
• Review GIS and land/property information provision across the Council, to explore
possible efficiencies and synergies of teams with interest and expertise in property
data management.
In order to comply with the latest CIPFA / IFRS requirements, external consultants
have been appointed to undertake lease classification together with the subsequent
provision of valuations of those leases which are determined to be financial leases for
accounting purposes.
Performance Management
5.4.
Whilst the former National Indicators introduced in 2007 are no longer applicable, HM
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03/02/2011
Government announced in October 2010 the ending of the National Indicator Set, there
were a number of the previous indicators relating to environmental sustainability where the
Property Services team assisted the Council’s Sustainability Coordinator in making to the
required performance and where these were included within the Carbon Management
Plan. Property Services will continue to work closely with the Sustainability Coordinator in
achieving, amongst others:
i) CO2 reductions from local authority operations.
ii) Planning to adapt to climate change
5.5.
The Council’s Performance Management System TEN recorded national and local
indicators, all corporate and capital programme projects as well as those in the Corporate
Plan and the Property Services Business Service Plan and the recommendations from
Audits. Thus most activities undertaken by Property Services are monitored through the
TEN system.
5.6.
Although the 2007 Use of Resources Key Lines of Enquiry (KLOE) has been superseded,
the focus and aims remain valid targets for embedding into the Council’s overall asset
objectives as best practice as do the four indicators set out in the National Property
Performance Management Initiative.
5.7.
The building condition and required maintenance issues have been detailed within
paragraphs 2.14 to 2.25 and the property energy issue detailed in paragraphs 3.9 to 3.15.
5.8.
In relation to building accessibility, accessibility surveys were undertaken on public
conveniences and this work informed the Public Convenience Improvement Programme
whereby some toilet blocks were up-graded to ensure DDA compliance and this
consideration will continue as more improvement works take place. The Council has
recently undertaken DDA review surveys on its car parks and improvements have been
incorporated into the capital programme provision as detailed in paragraph 4.13
5.9.
The Council’s Estate Management Service has been subject to an internal audit in 2009/10
and received an adequate assurance. As a result of recommendations from the audit, the
Estate Management Performance was monitored from 2009/10:
•
Vacancy rates for industrial units and retail outlets – with a minimum target of
80% occupancy
•
Maintenance of rent arrears less than 5% on all debts 90 days and over;
and
•
5.10.
Offer of and take up of rent-free/reduced rent offers.
A summary of attainment of the previous Indicators which were monitored in Property
Services as part of the 2009 Asset Management Plan are as the table below:
Performance Measure Target
Performance as at December 2010
Maintenance
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03/02/2011
Establish rolling programme of stock condition
surveys, with minimum of 20% completed per year.
Programme of structural condition
surveys established with 60% of all
Operational Assets (excluding
Surveyors Allotments and car parks)
completed in first year
Proportion of Council properties in each condition
category (A-C).
Council properties rated according to
categories A-C where suitable condition
survey has been carried out in last 5
years (refer Appendix 4)
Estates and Valuation
Vacancy rates for industrial units and retail outlets –
with a minimum target of 80% occupancy.
Maintenance of rent arrears less than 5% on all
debts 90 days and over.
Offer of and take up of rent-free/reduced rent offers.
Currently achieved 100% occupancy.
Target achieved.
Now in practice.
Estates and Valuation
5.11.
The Authority has a wide range of assets which range from community benefit to
investment return. In addition to the Council’s own assets, it has further holdings under a
mix of long lease and short commercial terms.
5.12.
A programme of ongoing lease renewals and rent reviews has commenced in respect of a
range of assets in a variety of areas. It is encouraging to note that existing Council tenants
are willing to enter into lease renewal negotiations with many seeing the benefits and
certainty of a social landlord. There has been success in significantly reducing the number
of void properties despite the current difficult economic climate.
5.13.
Asset disposals have taken place following earlier policy decisions. Prudent pre - planning
and investigation is crucial to ensure successful delivery. One critical element is to ensure
the legal title integrity of the asset under consideration prior to proceeding with disposal.
5.14.
There have been a number of approaches made from both external community and non community based organisations with encouraging signs of willingness to work in
partnership with the Council in order to provide facilities and services for communal benefit
such as mixed - use developments incorporating, for example, existing public
conveniences. The benefits of such cooperation are anticipated to be mutual and are
therefore to be encouraged. It is anticipated that there will be significant involvement in the
forthcoming funded Coastal Pathfinder project which is likely to present further
opportunities in this regard.
Project Management
5.15.
A Guide to Project Management has been prepared and published in June 2009. This
document provides clear guidance on project planning and generic templates to be used
for all large projects across the Council.
5.16.
Large projects are now reporting on the Council’s performance management system
(TENS) and reported to the Risk and Performance Management Board quarterly. This
ensures that projects are on-track and in budget and any slippage is identified and
actioned.
Policies and Procedures
5.17.
The Council reviewed its Asset Disposal Policy and adopted a new Property Disposals,
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03/02/2011
Investment and Acquisitions Policy at its Cabinet meeting of 6th September 2010
(Appendix 7).
5.18.
A Property Services Procedure Manual is in development, which captures
recommendations from internal audits and provides guidance to staff and Members on
how a range of activities are undertaken. This is a live document which is updated on a
regular basis. This covers the following areas:
•
Procurement
•
Off-Street Car Parking Operation Guidelines
•
Estates and Valuations Procedures
•
Beach Hut and Chalet Procedures
Risk Management
5.19.
The Council has an established Performance and Risk Management Board (PRMB) who
take an overarching view of the Council’s corporate risk, and report to Cabinet or the Audit
Committee as appropriate. The Strategic Risk Register considers key organisational risks
around reputation, finance/assets, business continuity, human resources/staffing, legal
issues, leadership, potential impact and likelihood. All risks assessed are then given a
‘risk rating’ and assigned to a responsible officer, with monthly reviews undertaken by the
PRMB and bi-annual reviews undertaken by Corporate Management Team and Cabinet.
The Corporate Risk Register shows the items included in the Corporate Risk Register and
these are the risks that could potentially impact on the Asset Management Strategy.
5.20.
In relation to the Asset Management Strategy the key areas of risk are:
•
Central Government Funding – lack of resources to address Asset
Management;
•
Revision to Central Government Priorities and/or Strategy in respect of Local
Authorities and Asset Management
•
Coastal Management – there is an ambitious plan to address coastal change
through the Pathfinder project which will require input from the Property
Services Team;
•
Asset Health, Safety, Environment and Security –continuous reviews,
appraisals and improvements where found necessary require significant time
resources and input from Property Services;
•
Partnership working is important in a number of property schemes as has been
outlined above;
•
Asset Management risks are reduced through a comprehensive Asset
Management Strategy, but the Government agenda for shared asset use
across the public services will be place continued pressure on the service. The
need for an upgraded Corporate Asset Property Database is the largest risk
affecting good quality asset management;
Appendix 1
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03/02/2011
Asset Management Board
Terms of Reference
1. Purpose of the Asset Management Board (AMB)
The purpose of the AMB is provide a cross-departmental group within the Authority who operate
at a sufficient level in order to make a positive contribution to the strategic direction of the
Council’s capital investment and asset management decisions. The Board is not intended to
address operational or non-strategic issues or to manage the work of the Property Services team.
The AMB also has powers under the Council’s Asset Disposal Policy which states that all
proposals for disposal will be considered by the AMB and the disposals programme will be
reported to the AMB annually. Surplus assets identified by Services should be reported to the
AMB.
2. Structure and Composition of the Board
The AMB is Chaired by the Portfolio holder Cabinet Member with responsibility for resources. The
Deputy Chair is the Cabinet Member for Planning Policy and Coastal issues. Minutes will be taken
by the PA to the Deputy CE.
The Board includes the following members:
Elected Members
• The Portfolio Holder Cabinet Member for Resources (Chair)
• The Portfolio Holder Cabinet Member for Planning Policy and Coastal issues
(Deputy Chair)
• The Champion Member for Community Assets
Officers
• The Deputy Chief Executive/ Section 151 Officer
• Strategic Director, Community
• Strategic Director, Environment
• Strategic Director, Information/ Monitoring Officer
• The Corporate Asset Manager
• The Head of Coastal Strategy
Other officers may attend as required including staff from the Property Services Team, and the
Communications Manager
The Board will meet on a three monthly basis. Additional meetings will be called if required.
Minutes will be taken and the agenda and reports will be circulated a week before the date of the
meeting.
3. Objective
¾ To advise on corporate strategic decisions on the management of the Council’s assets,
particularly in relation to capital projects, disposals and acquisitions;
4. Role of the AMB
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03/02/2011
The role of the AMB is outlined in the purpose and objective above and includes the following
activities;
¾ Production of the Asset Management Plan and Capital Strategy
To agree an Asset Management Plan and capital strategy that supports the strategic direction
of the authority as articulated through its Corporate Plan and Financial Strategy.
¾ Oversee Strategic Asset Review
To oversee the on-going review of assets, and set out an appropriate charging regime to
ensure the best possible return on investment is achieved and provides a strategy for asset
rationalization and asset transfer.
¾ Identifying new Capital Projects
The Board will be responsible for the identification of new capital projects and resources and
ensuring that they are in common with the Council’s overall aims and objective, before they are
considered by Members. The group will provide a quality check on the submission of all capital
bids.
¾ Ensure delivery of cross-cutting issues and identify key performance indicators
This will enable the success of the capital programme to be measured in delivering the
Council’s aims and objectives. Ultimately this will be linked to Performance Indicators
incorporated within the Corporate Plan.
¾ Review of the Capital Programme
The Capital Programme is updated on a quarterly cycle. Issues arising from this monitoring will
be discussed by the group prior to options being presented to Management Team and the
Cabinet. The Board will promote any necessary action and make recommendations to
Management Team.
¾
Monitor the Improvement Plan for the Council’s Asset Management
The group will be responsible for ensuring that the all capital investment decisions take full
account of the Council’s Asset Portfolio and that a backlog maintenance programme is in place.
The group will need to ensure that the Council meets the aspirations of the Audit Commission’s
Use of Resources in respect of asset management in order to achieve excellent status.
¾ Specific roles in respect of managing the Council’s asset portfolio include;
Ensuring an up-to-date asset inventory is in place and that this links to the Council’s Financial
Accounts.
A maintenance programme is agreed and feeds into the Financial Plan and Budget process.
Prioritise and review those assets where further work is required around utilisation / disposal
options, and make recommendations to Management Team.
Consideration of strategic and operational risks associated with Capital Spend and Asset
Management.
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03/02/2011
5. Individual Responsibilities
The ability of group members to take a corporate view, as well as representing service areas, is
vital to the success and effectiveness of the working group.
¾ To ensure the co-ordination of all information required for the existing Capital Programme to
include non-financial data and performance monitoring.
¾ The ability to inform the bidding process for third party funding
¾ Provide a quality check on the bidding process for new capital schemes including;
•
•
Ability to address cross-cutting issues
Ensure capital schemes (both existing and new) take full account of corporate policies eg
procurement strategy
¾ Make an initial recommendation on the allocation of the capital resources
¾ Ensure that appropriate linkages are made with the Performance Management and Risk
Management Boards.
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03/02/2011
Appendix 2. 9
Schedule of Council’s Property Assets
Operational Assets
IFRS Category
AM Category
Council Offices
Other Land and Buildings
Administration Building
Cromer
Porta Cabin Offices adjacent Council Offices
Other Land and Buildings
Administration Building
Fakenham
Fakenham Connect Offices
Other Land and Buildings
Administration Building
North Walsham
Council Area Office
Other Land and Buildings
Administration Building
Cromer
Stonehill Way Ind Unit
Other Land and Buildings
Depot
Upper Sheringham
Upper Sheringham Depot
Other Land and Buildings
Depot (held for disposal)
Cromer
Runton Road Car Park
Other Land and Buildings
Car Park
Cromer
The Meadow Car Park
Other Land and Buildings
Car Park
Cromer
Cadogan Road Car Park
Other Land and Buildings
Car Park
Fakenham
Queens Road Car Park
Other Land and Buildings
Car Park
Fakenham
Bridge Street Car Park
Other Land and Buildings
Car Park
Fakenham
The Limes Car Park
Other Land and Buildings
Car Park
Fakenham
Hall Staithe Car Park
Other Land and Buildings
Car Park
Fakenham
Car Park, Highfield Road
Other Land and Buildings
Car Park
Happisburgh
Cart Gap Car Park
Other Land and Buildings
Car Park
Happisburgh
Beach Road Car Park
Other Land and Buildings
Car Park
Holt
Station Road Car Park
Other Land and Buildings
Car Park
Holt
Albert Street Car Park
Other Land and Buildings
Car Park
Horning
Swan Hotel Car Park
Other Land and Buildings
Car Park
Mundesley
Beach Road Car Park
Other Land and Buildings
Car Park
North Walsham
Mundesley Road, Car Park
Other Land and Buildings
Car Park
North Walsham
New Road Car Park
Other Land and Buildings
Car Park
North Walsham
Bank Loke Car Park
Other Land and Buildings
Car Park
North Walsham
Vicarage Street Car Park
Other Land and Buildings
Car Park
North Walsham
Midland Road Car Park
Other Land and Buildings
Car Park
Overstrand
Paul's Lane Car Park
Other Land and Buildings
Car Park
Runton East
Beach Road Car Park
Other Land and Buildings
Car Park
Sea Palling
Clink Road Car Park
Other Land and Buildings
Car Park
Sheringham
Chequers Car Park
Other Land and Buildings
Car Park
Sheringham
East Cliff Car Park
Other Land and Buildings
Car Park
Sheringham
Morris Street Car Park
Other Land and Buildings
Car Park
Sheringham
Station Road Car Park
Other Land and Buildings
Car Park
Stalham
High Street Car Park
Other Land and Buildings
Car Park
Wells next the Sea
Stearmans Yard Car Park
Other Land and Buildings
Car Park
Wells next the Sea
Staithe Street Car Park
Other Land and Buildings
Car Park
Wells next the Sea
Coach and Lorry Park, Polka Road
Other Land and Buildings
Car Park
Weybourne
Beach Lane Car Park
Other Land and Buildings
Car Park
Cromer
NB other car parks associated with council
buildings are identified under the building or
land asset.
Cromer
North Norfolk Information Centre
Other Land and Buildings
Tourist Information Centre
Holt
Holt Tourist Information Centre
Other Land and Buildings
Tourist Information Centre
Sheringham
Tourist Information Centre
Other Land and Buildings
Tourist Information Centre
Wells next the Sea
Wells Tourist Information Centre
Other Land and Buildings
Tourist Information Centre
Bacton
PC Coast Road
Other Land and Buildings
Public Convenience
Blakeney
PC The Quay
Other Land and Buildings
Public Convenience
9
Refer Section 2 paragraph 2.2 for qualifications regarding this asset listing.
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03/02/2011
Cromer
PC West Promenade
Other Land and Buildings
Cromer
Cromer
PC Runton Road
PC Cadogan Road
Other Land and Buildings
Other Land and Buildings
Cromer
PC North Lodge Park
Other Land and Buildings
Public Convenience
Cromer
PC Melbourne Slope
Other Land and Buildings
Public Convenience
Cromer
PC below Red Lion Steps
Other Land and Buildings
Public Convenience
Cromer
PC Cromer Pier
Other Land and Buildings
Public Convenience
Cromer
PC Meadow Car Park
Other Land and Buildings
Public Convenience
Fakenham
PC Queens Road
Other Land and Buildings
Public Convenience
Fakenham
PC Bridge Street
Other Land and Buildings
Public Convenience
Fakenham
PC Highfield Road
Other Land and Buildings
Public Convenience
Happisburgh
PC Beach Road
Other Land and Buildings
Public Convenience
Happisburgh
PC Cart Gap
Other Land and Buildings
Public Convenience
Hickling
PC Hickling Staithe
Other Land and Buildings
Public Convenience
Holt
PC Holt Country Park
Other Land and Buildings
Public Convenience
Holt
PC Albert Street
Other Land and Buildings
Public Convenience
Horning
PC Swan Hotel Car Park
Other Land and Buildings
Public Convenience
Other Land and Buildings
Public Convenience
Hoveton
PC adjacent Broads Tourist Information
Centre
Public Convenience
Public Convenience
Public Convenience
Ludham
PC Womack Staithe
Other Land and Buildings
Public Convenience
Ludham
PC Ludham Bridge
Other Land and Buildings
Public Convenience
Morston
PC The Quay, Quay Lane
Other Land and Buildings
Public Convenience
Mundesley
PC Marina Road/Beach Road
Other Land and Buildings
Public Convenience
Mundesley
PC Promenade
Other Land and Buildings
Public Convenience
North Walsham
PC The Butchery
Other Land and Buildings
Public Convenience
North Walsham
PC New Road Car Park
Other Land and Buildings
Public Convenience
Overstrand
PC Paul's Lane Car Park
Other Land and Buildings
Public Convenience
Potter Heigham
PC Bridge Road (adjacent QD store)
Other Land and Buildings
Public Convenience
Runton East
PC East Runton
Other Land and Buildings
Public Convenience
Runton West
PC The Gap
Other Land and Buildings
Public Convenience
Sea Palling
PC Beach Road
Other Land and Buildings
Public Convenience
Sheringham
PC Station Approach
Other Land and Buildings
Public Convenience
Sheringham
PC East Promenade
Other Land and Buildings
Sheringham
PC Lushers Passage
Other Land and Buildings
Public Convenience
Sheringham
PC The Leas Archway
Other Land and Buildings
Public Convenience
Stalham
PC Chapelfield Footway
Other Land and Buildings
Public Convenience
Walcott
PC Coast Road
Other Land and Buildings
Public Convenience
Walsingham
PC High Street
Other Land and Buildings
Public Convenience
Wells next the Sea
PC The Quay
Other Land and Buildings
Public Convenience
Wells next the Sea
PC Stearmans Yard
Other Land and Buildings
Public Convenience
Wells next the Sea
PC Newgate Lane
Other Land and Buildings
Public Convenience
Public Convenience Held for
disposal
Fakenham
Fakenham Sports and Fitness Centre
Other Land and Buildings
Leisure Centres
North Walsham
Victory Swim and Fitness Centre
Other Land and Buildings
Leisure Centres
Sheringham
Splash Leisure and Fitness Centre
Other Land and Buildings
Leisure Centres
Other Land and Buildings
Sports Clubs
Cromer
Cromer Lawn Tennis, Squash Courts and
Clubhouse
Cromer
Suffield Park Bowls Club
Other Land and Buildings
Sports Clubs
Cromer
Marrams Bowls Club
Other Land and Buildings
Sports Clubs
North Walsham
Football Club, Sports Ground and Pavilion
Other Land and Buildings
Sports Clubs
Wells next the Sea
Tennis Courts & Clubhouse
Other Land and Buildings
Sports Clubs
Cromer
Cromer Museum, East Cottages
Other Land and Buildings
Theatres & Museums
Cromer
Pier Pavilion Theatre
Other Land and Buildings
Theatres & Museums
Cromer
Rocket House, Museum
Other Land and Buildings
Theatres & Museums
Mundesley
Mundesley Maritime Museum
Other Land and Buildings
Theatres & Museums
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03/02/2011
Cromer
Shelters x 25
Other Land and Buildings
Shelter (covered seating)
Mundesley
Shelters x 3
Other Land and Buildings
Shelter (covered seating)
Runton East
Shelter x 1
Other Land and Buildings
Shelter (covered seating)
Runton West
Shelter x 1
Other Land and Buildings
Shelter (covered seating)
Sheringham
Shelters x 7 blocks
Other Land and Buildings
Shelter (covered seating)
Ashmanhaugh
Ashmanhaugh No 1 Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Ashmanhaugh
Ashmanhaugh No 2 Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Aylmerton
Aylmerton No 2 Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Bacton
Bacton Water Pit
Other Land and Buildings
Surveyors Allotment
Catfield
Catfield Sand Holes
Other Land and Buildings
Surveyors Allotment
Colby
Colby No 1 Town Pit
Other Land and Buildings
Surveyors Allotment
Colby
Colby Water Pit
Other Land and Buildings
Surveyors Allotment
Colby
Banningham No. 2
Other Land and Buildings
Surveyors Allotment
Erpingham
Erpingham No 1 Water Pit
Other Land and Buildings
Surveyors Allotment
Erpingham
Erpingham No 2 Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Erpingham
Erpingham No 3
Other Land and Buildings
Surveyors Allotment
Fakenham
Crockley Pit Sculthorpe
Other Land and Buildings
Surveyors Allotment
Fakenham
Great Snoring Gravel Pit
Other Land and Buildings
Surveyors Allotment
Fakenham
Hindringham No 1 Gravel Pit
Other Land and Buildings
Surveyors Allotment
Fakenham
Hindringham No 2 Gravel Pit
Other Land and Buildings
Surveyors Allotment
Fakenham
Hindringham No 3 Gravel Pit
Other Land and Buildings
Surveyors Allotment
Fakenham
Hindringham No 4 Gravel Pit
Other Land and Buildings
Surveyors Allotment
Fakenham
Hindringham No 5 Water Pit
Other Land and Buildings
Surveyors Allotment
Fakenham
Kettlestone No 2 Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Fakenham
Little Snoring No 1 Gravel Pit
Other Land and Buildings
Surveyors Allotment
Fakenham
Little Snoring No 2 Gravel Pit
Other Land and Buildings
Surveyors Allotment
Fakenham
Sculthorpe No 2 Public Watering Place
Other Land and Buildings
Surveyors Allotment
Fakenham
Thursford No 1 Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Fakenham
Thursford No 3 Gravel Pit
Other Land and Buildings
Surveyors Allotment
Fakenham
Thursford No 4 (Water Pit)
Other Land and Buildings
Surveyors Allotment
Fakenham
West Raynham No 2 Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Field Dalling
No. 2 Water Pit
Other Land and Buildings
Surveyors Allotment
Great Ryburgh
Great Ryburgh Gravel Pit
Other Land and Buildings
Surveyors Allotment
Hindolveston
Hindolveston No 1 Gravel Pit
Other Land and Buildings
Surveyors Allotment
Holt
Bodham No 1 Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Holt
Bodham No 5 Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Holt
Bodham No 6 Marl Pit (Surveyors Allotment)
Other Land and Buildings
Surveyors Allotment
Holt
Bodham No 2 & 3 Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Holt
Field Dalling No 1
Other Land and Buildings
Surveyors Allotment
Holt
Holt No 2 Gravel Pit
Other Land and Buildings
Surveyors Allotment
Holt
Holt No 4 Marl Pit
Other Land and Buildings
Surveyors Allotment
Holt
Kelling No 1 Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Holt
Kelling No 2 Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Holt
Langham No 1 Gravel Pit Bilsey Hill
Other Land and Buildings
Surveyors Allotment
Holt
Langham No 2 Clay Pit
Other Land and Buildings
Surveyors Allotment
Holt
Langham No 4 Water Pit
Other Land and Buildings
Surveyors Allotment
Holt
Morston Sand & Gravel Pit
Other Land and Buildings
Surveyors Allotment
Holt
Weybourne No 1 Marl Pit
Other Land and Buildings
Surveyors Allotment
Holt
Weybourne Sandy Hill Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Holt
Wiveton No 2 Gravel Pit
Other Land and Buildings
Surveyors Allotment
Holt
Wiveton No 4 Clay Pit
Other Land and Buildings
Surveyors Allotment
Hoveton
Hoveton Public Watering Place
Other Land and Buildings
Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Ingham
Ingham
Calthorpe
Street
Allotment
Surveyors
Itteringham
Itteringham Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Lessingham
Lessingham Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
40
03/02/2011
Ludham
Ludham No 1 Upper Sandholes
Other Land and Buildings
Surveyors Allotment
Ludham
Ludham No 2 Lower Sandholes
Other Land and Buildings
Surveyors Allotment
Ludham
Ludham No 3 Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Melton Constable
Gunthorpe (Bale) No 1 Gravel Pit
Other Land and Buildings
Surveyors Allotment
Melton Constable
Gunthorpe (Bale) No 2 Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Melton Constable
Briningham No 1 & 2 Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Melton Constable
Brinton No 1 & 2 "Nine Holes" Surveyors
Allotment
Melton Constable
Edgefield No 3 Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Melton Constable
Gunthorpe No 1 Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Melton Constable
Sharrington No 1 Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Melton Constable
Stody Pit
Other Land and Buildings
Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Neatishead
North Walsham
Neatishead
Sand
&
Gravel
Pit
Lodge
Common
Bryants
Heath
Felmingham
Surveyors
Allotment
North Walsham
Felmingham No 1 Stow Heath
Other Land and Buildings
Surveyors Allotment
Scottow
Sco Ruston Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Scottow
Scottow Water Pit
Other Land and Buildings
Surveyors Allotment
Sheringham
Other Land and Buildings
Other Land and Buildings
Surveyors Allotment
Sheringham
Upper Sheringham No 1 Gravel Pit
Upper Sheringham No 2 Marl Pit
Sloley
Sloley Common Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Sloley
Sloley Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Smallburgh
Smalburgh No 3 Clay Pit
Other Land and Buildings
Surveyors Allotment
Stibbard
Stibbard Gravel Pit Guist Bottom
Other Land and Buildings
Surveyors Allotment
Sustead
Sustead Gravel Pit Sustead Common
Other Land and Buildings
Surveyors Allotment
Swanton Abbott
Swanton Abbott No 1 Sand Pit Swanton Hill
Other Land and Buildings
Surveyors Allotment
Swanton Abbott
Swanton Abbott No 2 Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Swanton Novers
No. 2 Cattle Pit
Other Land and Buildings
Surveyors Allotment
Tattersett
Tattersett Gravel Pit
Other Land and Buildings
Surveyors Allotment
Walsingham
Barsham No 1 Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Walsingham
Barsham No 2 Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Walsingham
Great Walsingham No 2 Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Walsingham
Little Walsingham No 1 & 2 Surveyors
Allotments
Surveyors Allotment
Walsingham
Little Walsingham No 3 Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Wells next the Sea
Stiffkey No 1 Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Witton
Witton No 1 Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Wood Norton
Wood Norton No 1 Surveyors Allotment
Other Land and Buildings
Surveyors Allotment
Wood Norton
Wood Norton No 2 Gravel Pit
Other Land and Buildings
Surveyors Allotment
Wood Norton
Wood Norton No 3 Clay Pit
Other Land and Buildings
Surveyors Allotment
Binham
Land at Priory Crescent (0.89ha)
Other Land and Buildings
Retained Housing Site
Calthorpe
Site off Erpingham Road (0.04ha)
Other Land and Buildings
Retained Housing Site
Edgefield
Allotment Land (2.32ha)
Other Land and Buildings
Retained Housing Site
Erpingham
Field at Eagle Road
Other Land and Buildings
Retained Housing Site
Other Land and Buildings
Retained Housing Site
Fakenham
Remainder of Land from - land lying to the
North of
Felmingham
The Green at Highfields,
Other Land and Buildings
Retained Housing Site
Great Ryburgh
Land off Highfield Lane (0.61ha),
Other Land and Buildings
Retained Housing Site
Hindringham
Grass Verge at The Elms,
Other Land and Buildings
Retained Housing Site
Holt
Playground Site off Swans Close
Other Land and Buildings
Retained Housing Site
Holt
Grass Verge at Kerridge Way
Other Land and Buildings
Retained Housing Site
Holt
Narrow Strip of Grass Verge
Other Land and Buildings
Retained Housing Site
Other Land and Buildings
Retained Housing Site
Other Land and Buildings
Retained Housing Site
Holt
Ingworth
Grass Verge at Kerridge Way, adj Phone
Exchange & CP
Land adjacent to No 1 Banningham Road
(0.15ha)
41
03/02/2011
Itteringham
Land South of 4 Wolterton Road (0.19ha),
Other Land and Buildings
Retained Housing Site
Knapton
Land off Hall Lane/School Close (0.74ha),
Other Land and Buildings
Retained Housing Site
Little Snoring
Land off The Croft,
Other Land and Buildings
Retained Housing Site
Ludham
Land r/o Nos 1-7 The Crescent,
Other Land and Buildings
Retained Housing Site
Matlaske
Land on the North side of
Other Land and Buildings
Retained Housing Site
Mundesley
Site of Former Greenhouse Northfield House
Other Land and Buildings
Retained Housing Site
North Walsham
Land off Burton Avenue (0.29ha),
Other Land and Buildings
Retained Housing Site
North Walsham
Land off Bears Road
Other Land and Buildings
Retained Housing Site
North Walsham
Land at Cornish Avenue (0.72ha),
Other Land and Buildings
Retained Housing Site
North Walsham
Informal Parking/Allotment Area
Other Land and Buildings
Retained Housing Site
North Walsham
Land at Brick Kiln Lane
Other Land and Buildings
Retained Housing Site
Roughton
Site off Brownsfield
Other Land and Buildings
Retained Housing Site
Sheringham
Land at Weston Terrace (0.33ha)
Other Land and Buildings
Retained Housing Site
Skeyton
Land at Coronation Corner
Other Land and Buildings
Retained Housing Site
Stiffkey
Site off Camping Hill (0.08ha),
Other Land and Buildings
Retained Housing Site
Sutton
Land at Elmhurst Avenue,
Other Land and Buildings
Retained Housing Site
Swanton Novers
Land at The Croft,
Other Land and Buildings
Retained Housing Site
Wells next the Sea
Remainder of Land from - the South Side of
Other Land and Buildings
Retained Housing Site
West Beckham
Playground Site
Other Land and Buildings
Retained Housing Site
Non-Operational Assets
IFRS Category
AM Category
Catfield
Industrial Starter Units at Catfield
Investment Property
Industrial Unit
Fakenham
JW Automarine, Industrial Unit
Investment Property
Industrial Unit
North Walsham
Industrial Starter Units at North Walsham
Investment Property
Industrial Unit
Cromer
Julio's Café
Investment Property
Retail Outlet
Cromer
Booking Office and Footprints Gift Shop
Investment Property
Retail Outlet
Cromer
Tides Restaurant
Investment Property
Retail Outlet
Cromer
Collectors Cabin
Investment Property
Retail Outlet
Cromer
Runton Road Café, Blue Sky Café
Investment Property
Retail Outlet
Cromer
Children's Amusements (Fair Ground site)
Investment Property
Retail Outlet
Cromer
Westcliffe Café and Shop
Investment Property
Retail Outlet
Cromer
Tea Rooms (& Public Shelter)
Investment Property
Retail Outlet
Cromer
Rocket House Restaurant
Investment Property
Retail Outlet
Cromer
Seafood Kiosk site
Investment Property
Retail Outlet
Cromer
Seafood Stall Site
Investment Property
Retail Outlet
Cromer
Amusement Arcade
Investment Property
Retail Outlet
Mundesley
Beach Café and Shop
Investment Property
Retail Outlet
Sheringham
West Promenade Café
Investment Property
Retail Outlet
Cromer
Cromer Beach Hut sites x 87
Investment Property
Beach Hut Site
Cromer
Cromer Beach Chalets x 103
Investment Property
Beach Chalets
Mundesley
Mundesley Beach Hut sites x 60
Investment Property
Beach Hut Site
Overstrand
Overstrand Beach Hut Sites x 19
Investment Property
Beach Hut Site
42
03/02/2011
Sheringham
Sheringham Beach Hut sites x 78
Investment Property
Beach Hut Site
Sheringham
Sheringham Beach Chalets x 29
Investment Property
Beach Chalets
Pudding Norton
Parklands Caravan Site, 37 sites
Investment Property
Residential
Thursford
Land West Side of Parr Land,
Investment Property
Amenity Area
North Walsham
Un surfaced parking area Hall Lane
Investment Property
Car Park
Fakenham
Land, part sold, Norwich Road
Investment Property
Amenity Area
Holt
DSU Depot
Investment Property
Depot
Wells next the Sea
Maltings
Investment Property
Community Centre*
Sheringham
Odd fellows Hall, Lifeboat Plain
Investment Property
Other Building*
Sheringham
Little Theatre
Investment Property
Theatres & Museums
Wells next the Sea
The Sackhouse
Investment Property
Other Building
North Walsham
The Oaks
Investment Property
Other Building
Cromer
Evington Lawns & Boating Lake
Investment Property
Cromer
Marrams Bowling Green
Investment Property
Sports Clubs
North Walsham
Sports Ground & Pavillion (?)
Investment Property
Sports Clubs
Sheringham
Beeston Putting Green
Investment Property
Sports
&
Recreation
Area
Sports
&
Recreation
Area
VEHICLES
Green Waste & Recycling - Vehicles
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
Leisure Vehicle (Mobile Gym)
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
Garden Bin Vehicle
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
Splash Leisure Pool, Sheringham - Plant
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
North Walsham Pool - Plant
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
Fakenham Sports & Fitness Centre - Plant
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
Cromer Office - Boiler
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
Office Furniture - Office
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
Cromer Office Lighting
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
Fakenham CCTV
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
Sun Computer
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
Env Health System - Hardware
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
Sun Computer (Cfacs)
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
CCTV - Control Room Equipment, Fakenham
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
Sun Computer (Reach-Out)
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
MECHANICAL PLANT
FIXTURES & FITTINGS
OTHER EQUIPMENT
43
03/02/2011
Leisure Pool, Sheringham
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
Implementing Electronic Govt
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
Green Waste & Recycling - Bins (Green)
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
Green Waste & Recycling - Bins (Brown)
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
Benefits System Replacement
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
Air Quality Monitoring Equipment
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
PDG - EDM
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
PDG - Access System
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
Cromer Office Smoking Shelter
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
Waste Management & Environmental Health System
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
BPR EDM Project
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
PC Replacement Fund
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
Virtual Business Support (Laptops)
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
CCTV - New Hardware
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
Seafront Signage
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
Overstrand Railings
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
Cromer Pier Handrails
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
Car Park Fencing
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
Playground Equipment
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
Business Continuity
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
Probass (Plantech Software)
Vehicles, Plant & Equipment
Vehicles, Plant & Equipment
Infrastructure Assets
Coast Protection
Pedestrian Passage Under Railway, North Walsham
Community Assets
Parks & Open Spaces
Site of 64 High Street, Wells next the Sea
Community Assets
Parks & Open Spaces
Land for Boat Storage, East Quay, Wells next the Sea
Community Assets
Parks & Open Spaces
Site for Bus Shelter, Norwich Road, Cromer
Community Assets
Parks & Open Spaces
Land adjoining East of The Gangway, Cromer
Community Assets
Parks & Open Spaces
Admiralty Slipway & Beach, West End, Sheringham
Community Assets
Parks & Open Spaces
Area of Scrub Land, Howards Hill, Cromer
Community Assets
Parks & Open Spaces
Site of Community Centre, New Road, North Walsham
Community Assets
Parks & Open Spaces
Public Open Space , Gt Eastern Way/ The Drift, Fakenham
Community Assets
Parks & Open Spaces
Public Open Space, Fakenham, Wigg Road
Community Assets
Parks & Open Spaces
Amenity Land, Lynfield Road, North Walsham
Community Assets
Parks & Open Spaces
Recreation Ground, Weybourne Road, Sheringham
Community Assets
Parks & Open Spaces
Lawn Tennis Club Grounds, Norwich Road, Cromer
Community Assets
Parks & Open Spaces
Rocket House Gardens, East Promenade, Cromer
Community Assets
Parks & Open Spaces
Picnic Area, Holway Road, Sheringham
Community Assets
Parks & Open Spaces
INFRASTRUCTURE ASSETS
Coast Protection/Coastal Defences
COMMUNITY ASSETS
Parks and Open Spaces
44
03/02/2011
The Leas, The Esplanade, Sheringham
Community Assets
Parks & Open Spaces
Site of Old Lifeboat Shed, West Cliff, Sheringham
Community Assets
Parks & Open Spaces
Amenity Land, Le Grice Cres / Elinor & Sampson Rd, N. Walsham
Community Assets
Parks & Open Spaces
Amenity Land, Off Smiths Lane, Fakenham
Community Assets
Parks & Open Spaces
Foreshore Land, East of Water Lane, West Runton
Community Assets
Parks & Open Spaces
Land Facing Cliff Slope, Overstrand (Clifftop & Gangway)
Community Assets
Parks & Open Spaces
Cliff Top & Slopes (Part Cliff Slopes, Foreshore, Overstrand)
Community Assets
Parks & Open Spaces
Watch House Green and Mundesley Museum, Mundesley
Community Assets
Parks & Open Spaces
Tennis Court & Clubhouse, Theatre Street, Wells next the Sea
Community Assets
Parks & Open Spaces
Fearns Field, Suffield Park, Cromer
Community Assets
Parks & Open Spaces
40 Church Street, Shelter & Garden, Cromer (Cromer Museum)
Community Assets
Parks & Open Spaces
Land in Happy Valley, Happy Valley, Cromer
Community Assets
Parks & Open Spaces
Cliff Falls, Near Old Watch House, Cromer
Community Assets
Parks & Open Spaces
Marrams Bowling Green, Runton Road, Cromer
Community Assets
Parks & Open Spaces
Clifftop Land, West End, Runton Road, Cromer
Community Assets
Parks & Open Spaces
Land & Wall, Drs Steps Path, Putting Green, North Lodge Park
Community Assets
Parks & Open Spaces
North Lodge Park, Overstrand Road, Cromer
Community Assets
Parks & Open Spaces
Strip of Beach, West Promenade, Cromer
Community Assets
Parks & Open Spaces
St Nicholas Gardens and War Memorial, Sheringham
Community Assets
Parks & Open Spaces
Land, End of Cliff Road, Sheringham
Community Assets
Parks & Open Spaces
Cliff Slopes, East of The Leas, Foreshore, Sheringham
Community Assets
Parks & Open Spaces
Franklin Hill, Off Hooks Hill Road, Sheringham
Community Assets
Parks & Open Spaces
Land, Beeston Hill, Sheringham
Community Assets
Parks & Open Spaces
Land, Cliff Edge, Mundesley, Back of Hotel Continental Car Park
Community Assets
Parks & Open Spaces
Fishermans Green, Cliff Road, Overstrand
Community Assets
Parks & Open Spaces
Beach & Groyne (Above HWMOT), Foreshore, Sheringham
Community Assets
Parks & Open Spaces
Cliff Slope & Footpath, Overstrand (Cliff Slopes Nr Sea Marge)
Community Assets
Parks & Open Spaces
The Mo (Full Prom Length Lighting), Promenade, Sheringham
Community Assets
Parks & Open Spaces
Warren Woods, The Warren, Cromer
Community Assets
Parks & Open Spaces
Links Wood, Overstrand Road, Cromer
Community Assets
Parks & Open Spaces
Burnt Hills Wood, Roughton Road, Cromer
Community Assets
Parks & Open Spaces
Holt Country Park, Norwich Road, Holt
Community Assets
Parks & Open Spaces
Pretty Corner Woods, Upper Sheringham
Community Assets
Parks & Open Spaces
Community Assets
Parks & Open Spaces
Community Assets
Cromer Pier – Structure & Deck
Woodlands
Playgrounds
Playground, Cromer Road, Sheringham
Pier
Cromer Pier – Structure & Deck (Includes Legs)
ASSETS UNDER CONSTRUCTION
8510 - Stalham Sports Hall
Assets Under Construction
Various Sites
45
03/02/2011
8512 - Fakenham Community Centre (Complete)
Assets Under Construction
Various Sites
8515 - Pier Works (Phase 1)
Assets Under Construction
Various Sites
8521 - Pier Works (Phase 2)
Assets Under Construction
Various Sites
8540 - Mundesley Toilet & Env Works (Complete)
Assets Under Construction
Various Sites
8541 - North Norfolk Information Centre (Complete)
Assets Under Construction
Various Sites
8543 - Sea Palling Toilets (Complete)
Assets Under Construction
Various Sites
8550 - Fakenham Industrial Units (Complete)
Assets Under Construction
Various Sites
8550 - Fakenham Employment Land (Sold)
Assets Under Construction
Various Sites
8224 - Fakenham Connect Fire Escape (Complete)
Assets Under Construction
Various Sites
8231 - Public Conv Upgrade Mundesley Promenade (Complete
Assets Under Construction
Various Sites
8232 - Sheringham Promenade Lighting (Complete)
Assets Under Construction
Various Sites
8543 - Public Conv Upgarde Sea Palling (Phase 2) (Complete)
Assets Under Construction
Various Sites
8285 - Gypsy & Travellers Site Cromer (Complete)
Assets Under Construction
Various Sites
8286- Gypsy & Travellers Site Fakenham (Complete)
Assets Under Construction
Various Sites
8518 - North Norfolk Enterprise Hub & Innovation Centre
Assets Under Construction
Various Sites
Fakenham Factory Extension (New)
Assets Under Construction
Various Sites
8542 - Public Convenience Improvements (Complete)
Assets Under Construction
Various Sites
8562 - Public Conv Upgrade Albert Street Holt (Complete)
Assets Under Construction
Various Sites
Land at Weston Terrace, Sheringham (0.33ha)
Assets Held for Disposal
Former HRA Sites
Land at Priory Crescent, Binham (0.89ha)
Assets Held for Disposal
Former HRA Sites
Land, Off Highfield Lane, Great Ryburgh (0.61ha)
Assets Held for Disposal
Former HRA Sites
SURPLUS ASSETS HELD FOR DISPOSAL
Land at Brick Kiln Lane / Sadlers Way, North Walsham (Part Sold
Assets Held for Disposal
Former HRA Sites
06/07)
Land at Cornish Avenue, Trunch, North Walsham (0.72ha)
Assets Held for Disposal
Former HRA Sites
Employment Land at Wymans Way, Fakenham (Majority Sold 06/07)
Assets Held for Disposal
Employment
Harbour Commissioners Office/ Museum, Wells next the Sea (Sold
Land
Assets Held for Disposal
Other Sites
07/08)
Quay at Wells next the Sea
Assets Held for Disposal
Other Sites
PC, Church Street, Holt NOW SOLD
Assets Held for Disposal
Other Sites
PC, Beach Road, Happisburgh NOW DEMOLISHED
Assets Held for Disposal
Other Sites
Allotment Land, Off Norwich / Rectory Road, Edgefield
Assets Held for Disposal
Former HRA Sites
Informal Parking / Allotment Area Land, Rectory Road, Edingthorpe
Assets Held for Disposal
Former HRA Sites
NB the categories of ~” assets under construction” and “assets held for disposal” relate to the NNDC
published accounts and refer to April 2010. It should be made clear that there are no plans to dispose of
Red Lion Steps, Newgate Lane PCs and Council Yard at North Walsham. Under the IFRS the definition of
those assets held for disposal will relate only to those actively being marketed and likely to be disposed of
within one year. Consequently this list will be amended in 2011.
46
03/02/2011
at
Appendix 3. 10
U
Net book value as at
31/03/10
OPERATIONAL ASSETS:
Other Land & Buildings
Administrative Buildings
Depots
Car
Parks
Public
Conveniences
Tourist Information Centres
Leisure Centres
Other Operational Land & Buildings
Total
Infrastructure Assets
Coast Protection
Total
Vehicles, Plant &
Equipment
Vehicles, Plant & Equipment
Total
Community
Assets
Parks & Open Spaces
Cromer Pier - Structure &
Deck
Total
NON-OPERATIONAL ASSETS
Investment Properties
Retail outlets
Fakenham Industrial Estate
Community centre, Wells
Old Oddfellows Hall, Sheringham
Little Theatre, Sheringham
Sackhouse, Wells
Museum, Cromer
Beach Hut Sites
Other Sites
Total
Assets Under Construction
Various Sites
Total
Assets Held For Disposal
Employment Land at
Fakenham
Former HRA Sites
Other Sites
Total
TOTAL TANGIBLE FIXED ASSETS
10
3,544,612
53,074
12,045,662
1,475,217
536,582
9,079,200
2,992,498
29,726,844
3,299,799
3,299,799
3,298,301
3,298,301
196,164
263,082
459,246
295,000
466,000
2,000
1
24,000
79,000
1
52,000
653,128
1,571,130
331,424
331,424
0
2,252,500
95,514
2,348,014
41,034,758
Refer Section 2 paragraph 2.2 for qualifications regarding this asset listing
47
03/02/2011
APPENDIX 4 11
Summary 5-Year Building Maintenance Plan
Cost
Centre
Property
Date of
Condition
Survey
Current
Building
Score
Service
Contracts
Yearly Budget Totals
2010/2011
2011/2012
2012/2013
2013/2014
2014/2015
2010/2011
Total
Planned
(2011/12 +
Service
Contracts
2010/11)
2010-2011
R&M
Budget
Administration Offices
2620
Council Main Office, Holt Road
Nov 2006
B
£1,750
£13,750
£3,000
£7,500
£0
£29,255
£43,005
£36,787
2623
Fakenham Connect
Dec 2006
B
£2,500
£2,500
£5,000
£7,500
£5,000
£7,201
£9,701
£10,151
2626
North Walsham Main Offices
Dec 2010
B
£2,007
£3,350
£17,100
£16,350
£20,000
£1,643
2626
North Walsham Barn & Yard
Dec 2010
C
£0
£9,500
£0
£1,000
£0
£0
£14,493
£9,000
£14,700
£33,945
£19,600
£30,343
Amenity and Promenade
3010 &
3011
3029 &
3012
11
Lighting including amenity lights
£14,700
Foreshore Furniture & Fittings incl Prom Management
Shelter at Marrams, Runton Road
Sept 2009
C
£1,500
£1,500
£3,000
£700
£0
Anglian Water Shelter, West-End Prom
Mar 2010
B
£0
£200
£0
£100
£0
Prom Shelter, Melbourne Slope
Mar 2010
B
£0
£600
£250
£50
£0
Thatched Shelter, North Lodge Park
Mar 2010
C
£1,500
£1,250
£0
£0
£0
Shelter, North Lodge Park
Sept 2009
C
£2,050
£2,500
£1,500
£600
£500
Pagoda Shelter, North Lodge Park
Mar 2010
B
£0
£800
£0
£800
£0
Old Bandstand, North Lodge Park
Mar 2010
B
£250
£2,000
£0
£500
£0
Bowls Green Shelter, North Lodge Park
Mar 2010
C
£500
£1,500
£0
£500
£500
Refer to Section 2 paragraphs 2.13 to 2.21 for full description and details.
48
03/02/2011
Shelter East of the Green, Mundesley
Mar 2010
B
£500
£0
£1,500
£0
£500
Small Shelter West the Green, Mundesley
Mar 2010
D
£750
£0
£0
£0
£0
Large Shelter West the Green Mundesley
Mar 2010
C
£0
£1,000
£0
£750
£500
East Runton Shelter, East Runton
Jan 2010
D
£2,750
£2,750
£1,250
£500
£250
West Runton Shelter, West Runton
Jan 2010
C
£3,250
£0
£500
£0
£500
Upper Leas Shelter, Sheringham
Jan 2010
B
£1,000
£1,500
£1,850
£600
£0
Leas Shelters, Sheringham
Jan 2010
A
£0
£500
£0
£0
£500
Miscellaneous Sites
Jan 2010
B
£0
£3,500
£0
£0
£0
Arts and Museums
3070
Little Theatre Sheringham
£155
£155
£210
Beach Huts and Chalets
3020
Beach Chalets
Mar 2009
C
£0
£14,550
£14,550
£14,550
£14,550
£14,550
£23,580
3021
Beach Hut Sites
Mar 2009
A
£750
£2,500
£2,500
£2,800
£2,200
£2,500
£3,410
£2,608
£46,100
Car Parks
2001
All Car Parks Generally
2001
Albert Street, Holt
£2,500
£108
Community Centres
3022
Fakenham Community Centre
Jan 2007
C
£50
£550
£50
£50
£50
£656
£1,206
£6,024
Nov 2006
C
£0
£4,750
£4,250
£5,250
£2,250
£2,631
£7,381
£17,090
B
£50
£0
£750
£750
£750
£1,072
£7,158
£4,916
Cromer Pier
3140
Pavilion Theatre, Box Office, Cromer Pier
Storage Depots
2622
Stonehill Way, Cromer
2622
Blowlands Lane, Upper Sheringham
Dec 2006
D
£0
£5,500
£0
£0
£0
£0
2622
Unit 17 Cornish Way, North Walsham
Dec 2009
B
£1,850
£350
£600
£100
£100
£236
49
03/02/2011
2000
Grove Lane, Holt
B
£0
Industrial Estates
2013
Cornish Way Units (ex Unit 17)
Nov 2006
B
£0
£3,000
£4,750
£750
£750
£0
£3,000
£2,952
2010
Catfield Industrial Estate
Nov 2006
B
£0
£2,000
£1,750
£500
£750
£0
£2,000
£984
£125
£44,560
£55,590
Public Conveniences
3150
All Public Conveniences Generally
Bacton, Coast Road
Aug 2010
A
£50
£100
£200
£350
£200
£36
Blakeney, The Quay
Aug 2010
A
£150
£250
£50
£500
£50
£36
Cromer, Bond Street
SOLD
Cromer, Cadogan Road
Mar 2010
B
£100
£1,200
£500
£1,000
£2,600
£36
Cromer, Melbourne Slope
May 2010
C
£50
£1,250
£0
£750
£2,350
£36
Cromer, North Lodge Park
May 2010
B
£200
£200
£1,600
£2,250
£1,000
£36
Cromer, NNIC Public Toilets
Sept 2010
B
£50
£400
£200
£100
£0
£36
Cromer, Pier
Jul 2010
B
£2,100
£1,350
£2,500
£1,300
£100
£36
Cromer, Red Lion Steps
CLOSED
Cromer, Rocket House
Sept 2010
B
£6,100
£600
£2,000
£0
£500
£36
Cromer, Runton Road
Mar 2010
B
£100
£0
£0
£0
£1,500
£36
Cromer, West End Promenade
May 2010
B
£100
£950
£1,750
£500
£0
£36
Fakenham, Bridge Street
Aug 2010
B
£100
£500
£550
£800
£1,150
£36
Fakenham, Highfields
May 2010
B
£200
£650
£500
£1,000
£2,000
£36
Fakenham, Queens Road
Aug 2010
B
£100
£400
£0
£250
£1,500
£36
Happisburgh, Cart Gap
Apr 2010
B
£850
£2,850
£400
£0
£3,500
£155
Hickling, The Staithe
Apr 2010
B
£50
£250
£1,250
£750
£2,000
£0
Holt, Albert Street
Sept 2010
B
£6,550
£250
£0
£1,500
£0
£36
Holt, Church Street
SOLD
Holt, Country Park
Sept 2010
B
£250
£0
£0
£0
£1,000
£36
Horning, Swan Car Park
Apr 2010
B
£50
£350
£1,500
£500
£2,500
£36
50
03/02/2011
Hoveton, Station Road
Apr 2010
B
£200
£1,000
£1,500
£0
£2,500
£36
Ludham, The Bridge
Apr 2010
B
£50
£250
£1,750
£500
£2,500
£36
Ludham, Womack Staithe
Apr 2010
C
£100
£1,800
£6,000
£1,250
£2,500
£36
Morston, The Quay
Apr 2010
B
£250
£1,750
£750
£2,000
£0
£36
Mundesley, Marina Road
Aug 2010
B
£500
£500
£0
£250
£1,500
£36
Mundesley, The Promenade
Aug 2010
B
£700
£800
£0
£0
£1,500
£1,629
North Walsham, Market Place
May 2010
B
£150
£1,900
£750
£1,250
£1,250
£36
North Walsham, New Road
Aug 2010
B
£250
£400
£0
£0
£1,500
£36
Overstarnd, Pauls Lane
Mar 2010
B
£300
£950
£800
£500
£2,000
£36
Overstrand, Temporary Prom
N/A
N/A
Potter Heigham, The Bridge
May 2010
C
£1,800
£1,550
£1,250
£0
£1,250
£36
Runton - East Runton
Apr 2010
B
£500
£1,750
£0
£500
£2,000
£36
Runton - West Runton
Apr 2010
C
£300
£1,600
£0
£0
£0
£36
Sea Palling, Beach Road
Aug 2010
B
£350
£300
£0
£1,500
£0
£155
Sheringham, Lushers Passage
May 2010
B
£650
£1,250
£750
£500
£1,250
£36
N/A
N/A
£0
£500
£0
£0
£0
£0
Sheringham, The Lees
Sept 2010
B
£150
£250
£0
£0
£1,500
£36
Sheringham, Station Approach
Sept 2010
B
£200
£6,250
£0
£1,500
£250
£36
Stalham, High Street
Apr 2010
B
£950
£750
£1,500
£0
£3,100
£36
Walcott, Coast Road
Apr 2010
B
£100
£1,500
£0
£1,500
£0
£36
Walsingham, High Street
Sept 2010
B
£150
£250
£1,500
£0
£500
£36
Wells, Newgate Lane
Apr 2010
B
£150
£1,600
£500
£0
£1,250
£36
Wells, The Quay, Beach Road
Apr 2010
B
£750
£1,000
£1,500
£500
£4,250
£36
Wells, Stearmans Yard
Apr 2010
B
£200
£1,750
£500
£0
£1,250
£36
£0
Sheringham, Temporary East Promenade
£0
Sports and Leisure
3042
Victory Pool, North Walsham
Nov 2006
B
£4,750
£10,100
£1,000
£1,500
£1,500
£10,100
£5,423
3035
Fakenham Gym, Fakenham
Oct 2006
B
£0
£1,000
£11,250
£0
£0
£1,000
£4,500
3041
Splash, Sheringham
Oct 2006
B
£3,250
£13,000
£17,000
£13,000
£1,000
£13,000
£15,000
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03/02/2011
North Walsham Sports Centre
£1,231
£1,231
Estates (Other Lettings)
3024
The Oaks, North Walsham
Nov 2006
B
£0
£750
£750
£0
£0
3024
Seaview Playgroup
Feb 2007
D
£50
£50
£50
£50
3024
Suffield Park Bowls Club
£155
3024
Blue Danube Tea Rooms
£36
3024
Odd Fellows Hall
£36
3024
Sheringham West Prom Café
£36
2004
2003
Maltings
Sackhouse
3025
Rocket House
£1,063
£4,670
£155
£155
£155
£155
£0
£700
£9,240
B
£1,150
£4,600
£1,750
£1,250
£1,750
£10,622
£15,222
Lockerbie Flats, Sheringham
D
£1,750
£650
£0
£0
£0
£1,447
£2,097
Parklands, Pudding Norton
C
£0
£2,900
£2,600
£2,250
£0
£790
£3,690
£50
£50
£150
£250
£2,000
£1,500
£4,500
£1,500
£0
£0
£9,412
£200
Residential
2040
£13,710
Tourist Information Centres (Customer Services)
North Norfolk Information Centre
Sheringham TIC
Oct 2006
B
B
Holt TIC
Sept 2006
B
£250
£250
£100
£0
£2,000
£236
Wells TIC
Oct 2006
B
£50
£500
£1,500
£2,000
£0
£155
52
03/02/2011
APPENDIX 5
Disposal, Investment and Acquisition Policy
This policy sets out the District Council’s policies for the disposal, investment in and acquisition of
land and property. The policy is structured as follows:
1. Corporate context
2. Definitions
3. Decision making and delegation
4. Implementation – procedures and guidance on disposal, investment or acquisition of
assets.
1.
Corporate Context
North Norfolk District Council holds property in order to carry out its functions, meet its
1.1.
corporate objectives and to deliver services. The policy should be considered alongside the Asset
Management Plan and the Capital Strategy which together set the overall framework within which
the Council manages its asset portfolio. The property portfolio is held in accordance with the
Corporate Asset Management Plan the aims of which are:
‰ To ensure that assets are fit for purpose and provide value for money by being
managed in an efficient, effective, economic and sustainable manner; and
‰ To develop a co-ordinated approach to asset management that links with the corporate
objectives of the Council and North Norfolk Sustainable Community Strategy
1.2.
The Council should only hold property to support the achievement of the Council’s goals
and objectives set out in the Corporate Plan. Consequently property will be held in one of
the following classes:
‰ Operational Property:
ƒ
ƒ
To accommodate service delivery
To support direct service provision, e.g. economic regeneration or countryside and
leisure property
‰ Non-operational Property
ƒ
ƒ
ƒ
ƒ
1.3.
To enable the delivery of services by partner organisations or as part of a
partnership programme
As an investment which makes a sustainable financial return to support service
delivery or the achievement of the Council’s goals and objectives
As community property in support of the Council’s goals and objectives
Where it offers prospects of significant future capital appreciation either which
means it is more economically advantageous to hold the property for disposal or
rationalisation at a later date.
The Council will consequently seek to dispose of property which:
‰ Can
no longer accommodate the delivery of services in an economically,
environmentally or culturally sustainable fashion, or
53
03/02/2011
‰
‰
‰
‰
1.4.
Constitutes a significant future risk to the Council, e.g. through accrued liabilities,
Is no longer required for delivery of a partnership programme, or,
Offers no real potential for long term realisable capital appreciation, and/or
The disposal would offer social, economic or community benefits via a transfer to a
Third Sector Organisation.
The Council will seek to invest in improvements to property where this satisfies the
objectives in paragraph 1.2. above, and where:
‰ Investment will enable the property to accommodate or deliver services in an
economically and environmentally sustainable fashion and
‰ Investment in the property offers the optimum solution in terms of value for money and
service delivery or
‰ Expenditure will improve the performance of the property as an investment or assist in
enhancing the proceeds from a future sale
1.5.
The Council will seek to acquire property where this satisfies the objectives outlined above,
and where:
‰ There is no alternative property readily available within the Council or a partner
agency’s portfolio; or
‰ Acquisition offers a more advantageous solution than conversion or refurbishment of
property already held within the portfolio; or
‰ The property is to be acquired as part of a partnership programme
1.6.
All proposals for retention, disposal, investment and acquisition of property assets should
be submitted for initial consideration to:
‰ The Asset Management Board,
then to;
‰ Any appropriate partnership executive function where such proposals form part of a
partnership programme, and comply with the Council’s constitution and financial
contracts procedures and standing orders.
2
Definitions - Acquisition, Disposal and Investment
2.1
The Legal basis for property management is set out in Appendix 1. Local Government Act
1972 provides guidance on the definition of disposal namely that it may consist of:
a) A freehold transfer; or
b) A grant of a lease; or
c) The assignment of a lease
d) The grant of an easement,
2.2
These definitions could similarly be applied to define an acquisition of property.
2.3
However, for the purposes of this policy disposal and acquisitions are defined as:
a) A freehold transfer; or
54
03/02/2011
b) The grant or taking of a lease of any term
c) The disposal or acquisition by assignment of a lease of any term
d) The disposal, creation or acquisition of any other interest or contract in land
2.4
For the purposes of this policy, investment is defined as items included in the capital
programme, which include all projects over £10,000. More minor investment may also take
place as part of the repairs and maintenance revenue budgets.
2.5
It is not necessary to outline a detailed policy in relation to the acquisition and disposal of
minor interests in land such as wayleaves or easements. In general such matters are
standard operational matters and will not be considered by the Asset Management Board
except where they are part of a wider property transaction.
3
Decision Making and Delegated Authority
3.1
Proposals for property disposal, acquisition or investment will be submitted to the Asset
Management Board, for preliminary consideration and, if the Board considers the proposal
is within the terms of this policy, the Board will either make a recommendation to Cabinet
or make a decision under delegated powers.
3.2
No acquisition, disposal or investment shall be progressed unless the proposal fully
accords with the council’s Financial Standing orders and, where appropriate, the Council’s
Contracts Code of Practice. It will also be necessary that any proposed disposal at an
undervalue shall comply with the consent provisions set out in s123(2) LGA 1972 and any
exceptional expenditure not otherwise justified shall be within the council’s statutory
powers under either s137 LGA 1972 or s2 LGA 2000. Further details of key issues to be
included in any proposal are set out in Section 4 below.
‰ Where the proposal involves expenditure or receipts over £50,000 or a disposal at less
than best consideration the matter must be passed to Cabinet for decision. Once the
proposal has been approved, the transaction will be managed by Property Services
reporting to the Asset Management Board as appropriate.
‰ Where the proposal involves expenditure or receipts of between £10,000 and £50,000
and is not a disposal at best consideration, the matter will be reported to cabinet.
‰ Where the proposal involves expenditure or receipts of between £10,000 and £50,000
and is a disposal at best consideration the decision can be taken under delegated
authority by a Chief Officer in consultation with the Corporate Asset Manager, S151
Officer and Monitoring Officer
‰ Where the proposal involves expenditure or receipts of £10,000 or less and is not a
disposal at less than best consideration, the matter may, if it accords with relevant
council plans and strategic policies, be authorised under delegated powers by a Chief
Officer in consultation with the Corporate Asset Manager
3.3
Notwithstanding the above, where Heads of Terms agreed for a transaction are
significantly different from the initial proposal or where the consideration falls outside
budgetary parameters, the matter should be referred back to the Cabinet (or Chief
55
03/02/2011
Officer/Corporate Asset Manager where the decision was taken under delegated
authority).
4
Implementation
Identifying Assets for Disposal
4.1
Assets may be identified as potentially surplus by:
‰ Service departments in the course of normal business and through service business
planning; or
‰ Property Services and Service Departments during the Asset Management Planning
process and strategy formulation.
4.2
Where an asset is identified as potentially surplus, Property Services will notify the Asset
Management Board providing brief details of the accommodation, tenure and condition
sufficient to enable other service departments to consider their utility. The Asset
Management Board will maintain a database of surplus assets on the Council’s intranet
and make this available to partner organisations where appropriate.
4.3
Where a Service Department identifies a potentially surplus asset, this should be notified
to the Asset Management Board to enable this interest to be considered alongside other
options.
4.4
The Corporate Asset Manager will report to the Asset Management Board setting out
proposals for the disposal (or retention) of the asset in sufficient detail to enable the Asset
Management Board to make a decision on the proposal. Proposals should include:
‰ A brief description of the property and its condition, including any significant accrued
‰
‰
‰
‰
‰
‰
‰
4.5
liabilities and statutory or regulatory failings
The reason for its becoming potentially surplus
A commentary on potential alternative use, including reference to the current Local
Planning Authority policies and opinion
Consideration of whether the land may be suitable for use as garden plots, leased to a
town or parish council
A commentary on title (provided by Legal Services) together with any impact this may
have on value or marketability
An assessment of Market Value both for Existing Use and alternative development
A summary of the options for future management, including interest expressed by other
services or partner organisations
A recommendation for disposal or retention with financial case
Where the proposal recommends disposal the report should also include:
‰ A recommendation on the approach to alternative development where this is
appropriate
‰ A recommendation on whether there would be sufficient merit to warrant applying for
planning permission before disposal
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03/02/2011
‰ A recommendation of the method of disposal and anticipated time taken to dispose
together with any significant holding costs
‰ A summary of the anticipated Heads of Terms for disposal including parameters of
value for delegated authority to operate
4.6
Where the proposal recommends disposal at less than best consideration this should be
supported by a detailed business case identifying:
‰ The corporate objectives supported by the proposed disposal
‰ The rationale for disposal at less than best consideration; and
‰ The shortfall against best consideration and the consequential value foregone
4.7
Where the proposal recommends retention for long-term investment or disposal at a later
date, e.g. where development potential is not yet realisable but will be available in the
foreseeable future, the report should also include:
‰ An analysis of investment return or long term capital appreciation
‰ A summary of holding costs
‰ A plan for securing capital appreciation including relevant planning and land assembly
considerations
‰ An indicative timetable to disposal where relevant
Identifying Assets for Acquisition
4.8
Potential property requirements may be identified in a number of ways including:
‰ By services in the course of normal business
‰ By Property Services and Service Departments during the Asset Management
Planning process
‰ By partnership programme managers
‰ By the Asset Management Board
4.9
Once a property requirement has been identified this should be notified to the Asset
Management Board with a basic specification to enable this requirement to be considered
against surplus properties and the existing portfolio.
4.10
The Corporate Asset Manager will then refine the specification with the Service
Department/Partner and undertake searches both within the Council’s portfolio and on the
open market.
4.11
The Corporate Asset Manager will report to the Cabinet in sufficient detail to enable the
Cabinet to make a decision on the proposal, Proposals should include:
‰
‰
‰
‰
A summary of the specification and the key characteristics of suitable property
A brief explanation of the new requirement
A report on suitable properties within the portfolio if any
A report on the market search and a shortlist of suitable properties
57
03/02/2011
4.12
Cabinet approval should be sufficiently detailed and robust:
‰ To allow the Council to compete in the open market enabling those with delegated
authority to make decisions at speed where required.
‰ To set clear parameters outside of which further reference to Cabinet is required
‰ To enable democratic oversight without compromising the Council’s response to
commercial situations
Identifying Investment Requirements
4.13
The Asset Management Plan is prepared each Autumn and any investment identified is
put forward through the capital programme bidding process which takes place in Autumn
each year. Both the Asset Management Plan and the capital strategy are agreed together,
usually in January of each year as part of the budget approval process.
Methods of Disposal and Acquisition
4.14
North Norfolk District Council will select the method of disposal best suited to maximising
the corporate objectives. This may include, but not be limited to the following:
‰
‰
‰
‰
4.15
Auction
Private treaty
Private treaty with a special purchaser/private negotiation
Private treaty followed by either a closed formal or informal tender
However, sale by private negotiation will only normally be appropriate where there is a
special purchaser, who might be a tenant or adjoining owner and where:
‰ The special purchaser will outbid the market
‰ The special purchaser will offer social, environmental or economic benefits that would
not be attained through open competition
4.16
Where properties are offered for sale by private negotiation the Council should ensure that:
‰ Appropriate legal advice has been obtained to ensure that the proposed arrangement
satisfies the Council’s responsibilities for financial prudence
‰ A third party valuer has been retained:
ƒ To provide an initial valuation of the property
ƒ To conduct negotiations on the Council’s behalf
ƒ To confirm recommendations as to the proposed disposal
Heads of Terms and Final Approval
4.17
Once Heads of Terms have been concluded for any transaction the Corporate Asset
Manager should report to the relevant delegated authority:
‰ Confirming detailed Heads of Terms which have been agreed between the parties
‰ Reporting any departures from the indicative Heads of Terms anticipated in the initial
proposal
‰ Confirming the recommendation to proceed and the anticipated timetable
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03/02/2011
4.18
Where the negotiated terms are significantly different from those originally reported the
matter should be referred back to Cabinet for approval.
Transfer of Assets to Third Sector Organisations
4.19
As identified in the Quirk Review 12 in 2007, there are occasions when transfer of assets
from Councils to Third Sector Organisations can draw down funding and bring benefits to
local communities in terms of local management arrangements and community
empowerment.
4.20
In such circumstances the Council will ensure:
‰ That any disposal is made subject to long term reservations that protect the Council’s
interests and requirements to create or retain easements
‰ That where disposal is by grant of long lease rather than freehold sale that the Council
do not inadvertently retain long term liabilities with the property
‰ That the terms of the disposal do not compromise the recipient organisation’s ability to
secure grant aid or other support for operating the property
‰ That the recipient organisation has sufficient resources to sustain the property
‰ That a business case supports the decision
4.21
4.22
As set out in Section 4.6 above any proposal for transfer of assets at less than best
consideration should be supported by a detailed business case. Items to be included in a
business case include:
•
Options Appraisal
•
Revenue budget/ viable business plan
•
Funding mechanisms
•
Management arrangements
•
Timescales and Action Plan
Where the Council continues to hold assets for use by Third Sector Organisation it may be
asked to provide this accommodation at less than market rent or in some cases at
uneconomic rents.
(Appendix to Appendix 5 document)
Legal Powers for Property Disposal and Acquisition
DISPOSAL
1. Local authorities can only dispose of property in accordance with statutory powers.
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http://www.communities.gov.uk/publications/communities/makingassetswork
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2. For non-housing land, the main powers are provided by section 123 (principal councils) and 127
(parish and community councils) Local Government Act 1972 which sections provide powers to
principal councils and parish/community councils respectively.
3. Under section 123, the Council has powers to dispose of land in any manner they wish, which
means sale of their freehold interest, granting a lease or assigning any unexpired term on a lease,
and the granting of easements.
4. One constraint is that a disposal must be for the best consideration reasonably obtainable.
5. Another constraint relates to the sale of public open space. A procedure of advertisement and
consideration of any objections applies to the disposal of public open space.
6. Non-housing land may be disposed of for the purpose of building houses.
7. Land held for the housing purposes may be disposed of under section 32 of the Housing Act 1985
with the Secretary of State’s consent. In many cases the Secretary of State’s consent is provided
generally under the General Housing Consents 2005 (referred to below).
8. It is government policy that local authorities and other public bodies should dispose of surplus land
wherever possible. Generally, it is expected that land should be sold for the best consideration
reasonably obtainable.
9. The “best consideration reasonably obtainable” is the market value of the property plus “special
value”. This may also take into account the capital value of any voluntary conditions imposed by the
vendor where appropriate. The value of voluntary conditions imposed by the vendor as a term of the
disposal, or under an agreement linked to the disposal, should be taken into account in the
assessment of best consideration where they produce a direct or indirect benefit to the vendor that
can be quantified in monetary terms.
10. Such vendors' conditions could include, for example, the retention of an easement over the land, a
pre-emption clause allowing the vendor to repurchase on specified terms if the purchaser decides to
sell, or covenants on the use of the land that benefit other land in the vendor's ownership.
11. Consideration is not however, limited to the money purchase price, but may include an element in
the transaction which has a quantifiable commercial or monetary worth (to the vendor authority). It
must be stressed that non-monetary considerations should be quantifiable and reportable.
12. The proposed disposal, or an agreement linked with it, may give rise to non-property benefits to the
authority. For example, these might include operational savings or income generated as a result of
the transaction where the authority has an associated statutory duty. The monetary value of these
benefits to the authority should be included in the value of voluntary conditions.
13. Local authorities’ powers have been made more flexible by the issuing of General Consents by the
Department of Communities & Local Government for the disposal of housing and non-housing land.
General Consents avoid the need for specific permission from the ODPM for an individual project.
14. For housing land, the General Housing Consents 2005 are a number of different consents relating
to disposals to individuals but also RSLs. In particular, Clause 11 of the Appendix allows local
authorities to provide (given a number of conditions) RSL’s with financial assistance or gratuitous
benefit. This assistance can be in the form of a disposal at a figure less than full open market value.
The discount from full open market value being the “assistance” given.
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15. The amount of assistance an authority can give in any one financial year, without the need for
Secretary of State’s consent, is £10 million. This is an aggregated total which must include any
direct local authority grant funding as well as the value of any land. This will mean that close
monitoring of a programme would be necessary in order that either the limit is not passed or that
consent is sought for significant schemes at the appropriate time.
16. For non-housing land, the Local Government Act 1972: General Disposal Consent 2003 provides
powers to a local authority to dispose of property at an undervalue in defined circumstances.
17. The Consent removes the requirement for authorities to seek specific consent from the Deputy
Prime Minister and First Secretary of State ("the Secretary of State") for any disposal of land where
the difference between the unrestricted value of the interest to be disposed of and the consideration
accepted ("the undervalue") is £2,000,000 (two million pounds) or less.
18. The consent only applies where the disposal is for a well-being purpose within the meaning of
section 2 of the Local Government Act 2000, namely the purpose of the disposal is likely to
contribute to the promotion or improvement of the economic, social or environmental well-being of
the whole or part of authority’s area or all or any persons resident in the area. Regard must be had
to the Council’s Community Strategy in determining a well-being purpose and the decision must be
rational (i.e. one that a reasonable authority with knowledge of the facts would make) and based on
evidence. If a disposal falls outside the general consent, specific consent may still be sought from
the Secretary of State. Other statutory requirements, e.g. advertising the disposal of open space,
must still be complied with.
19. It therefore offers authorities greater freedom than previously to exercise discretion in the disposal
of their non-housing land and, in principle; if the wellbeing threshold is met it is possible to “give
away” land, which has a value up to £2 million.
20. All disposals need also to comply with the European Commission's State Aid rules. When disposing
of land at less than best consideration, authorities are likely to be providing a subsidy to the
purchaser, developer and/or the occupier of the land and property, depending on the nature of the
development. Where this occurs, authorities must ensure that the nature and amount of subsidy
complies with the State Aid rules, particularly if there is no element of competition in the sale
process. The State Aid rules seek to prevent the distortion of competition between Member States
so would in practice normally only impact on large developments where there would be EC wide
competition for disposals and there are a number of exceptions to these Rules. Each case would
need to be considered on its merits but failure to comply with the rules means that the aid is
unlawful and may result in the benefit being recovered with interest from the recipient.
ACQUISITION
1. Powers of acquisition are more extensive and are subject to less qualification than powers of
disposal.
2. Section 120 Local Government Act 1972 provides a general power to a principal council, such as
NNDC, to acquire land by agreement.
3. Subsections (1) and (2) of this section read as follows
(1) For the purposes of—
(a) any of their functions under this or any other enactment, or
(b) the benefit, improvement or development of their area,
a principal council may acquire by agreement any land whether situated inside or outside their area.
(2) A principal council may acquire by agreements any land for any purpose for which they are
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authorised by this or any other enactment to acquire land, notwithstanding that the land is not
immediately required for that purpose; and, until it is required for the purpose for which it was acquired,
any land acquired under this subsection may be used for the purpose of any of the council's functions.
4. The scope of the section is, thus, very wide.
5. While there is no “best value” requirement, per se, in relation to acquisition, there is an overriding
duty placed on all local government that its decisions must be administratively and fiscally
responsible and justifiable.
6. It is not only Local Government Act 1972 which provides powers of acquisition. Many other statutes,
for example, the Housing Act 1985 and the Highways Act 1980 provide local authorities with powers
to acquire land both by agreement and compulsorily in order to carry out the associated function.
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