Please Contact: Emma Denny
Please email: emma.denny@north-norfolk.gov.uk
Please Direct Dial on: 01263 516010
03 April 2012
A meeting of the Cabinet of North Norfolk District Council will be held in the Council Chamber at the Council Offices, Holt Road, Cromer on Monday, 16 April 2012 at 10.00 a.m.
At the discretion of the Chairman, a short break will be taken after the meeting has been running for approximately one and a half hours. Coffee will be available in the staff restaurant at 9.30 a.m. and at the break.
Members of the public who wish to ask a question or speak on an agenda item are requested to arrive at least 15 minutes before the start of the meeting. It will not always be possible to accommodate requests after that time. This is to allow time for the Committee Chair to rearrange the order of items on the agenda for the convenience of members of the public. Further information on the procedure for public speaking can be obtained from Democratic Services, Tel: 01263
516047, Email: democraticservices@north-norfolk.gov.uk
Sheila Oxtoby
Chief Executive
To: Mrs H Eales, Mr T FitzPatrick, Mrs A Fitch-Tillett, Mr T Ivory, Mr K Johnson, Mr J Lee,
Mr W Northam.
All other Members of the Council for information.
Members of the Management Team, appropriate Officers, Press and Public.
Chief Executive: Sheila Oxtoby
Corporate Directors: Nick Baker & Steve Blatch
Tel 01263 513811 Fax 01263 515042 Minicom 01263 516005
Email districtcouncil@north-norfolk.gov.uk
Web site northnorfolk.org

A G E N D A
TO RECEIVE APOLOGIES FOR ABSENCE 1.
2. MINUTES (attached – p.1)
To approve, as a correct record, the minutes of the meeting of the Cabinet held on 12
March 2012.
4.
To receive questions from the public, if any.
ITEMS OF URGENT BUSINESS
To determine any other items of business which the Chairman decides should be considered as a matter of urgency pursuant to Section 100B(4)(b) of the Local Government
Act 1972.
6.
RESOLVED
To recommend to Cabinet:
1. That Cabinet re-affirms the Council’s commitment to achieving the Members
Development Charter and recommends the adoption of the action plan
2. That Cabinet agrees to the payment of 1 year’s subscription at a cost of £997 for the
Members Skills Portal to be provided by the South East Employers
3.
4.
That Cabinet confirms that all members are to be encouraged to use the Skills
Portal, including the 360 feedback process.
That the Member Training Development and Support Group will provide regular reports to Cabinet relating to progress being made in achieving the Charter and
5. installing the skills
That Cabinet makes a long-term commitment to the Members Development
Charter.
Members are asked at this stage to declare any interests that they may have in any of the following items on the agenda. The Code of Conduct for Members requires that declarations include the nature of the interest and whether it is a personal or prejudicial interest.
MEMBERS TRAINING DEVELOPMENT AND SUPPORT GROUP
(attached – p. 7)
To receive and consider the minutes of the meeting of the Member Training Development and Support Group held on 28 th
February 2012
The following recommendation has been made to Cabinet:
MINUTE 4: TRIAL OF PERSONAL DEVELOPMENT PLAN

7.
8.
9.
JOINT STAFF CONSULTATIVE COMMITTEE
(attached – p.11)
To receive and consider the minutes of the meeting of the Joint Staff Consultative
Committee held on 21 st
November 2011.
FIRST ANNUAL ACTION PLAN (attached – p.15)
( Appendix A – electronic only ) ( Appendix B – p.17)
Summary:
Conclusions :
This report presents the final Annual Action Plan 2012-13.
Recommendations:
The public consultation process engaging with town and parish councils and other local organisations has proved helpful in producing a robust Annual Action Plan 2012-13.
That Cabinet recommends to Full Council the adoption of the
Annual Action Plan 2012-13.
Cabinet Member(s)
Wards Affected:
Contact Officer:
All
All
Helen Thomas telephone number: 01263 516214 email: Helen.Thomas@north-norfolk.gov.uk
DEVELOPMENT OF THE OFFSHORE WIND ENERGY SECTOR OFF THE NORTH
NORFOLK COAST A STRATEGIC POSITIONING PAPER AND PROPOSAL FOR
LOCAL PARTNERSHIP WORKING ARRANGEMENTS
(attached – p. 29)
Summary:
Conclusions:
This report provides a strategic overview of the development of offshore wind energy schemes off the North Norfolk Coast and proposes a number of actions which will allow the District to realise the economic and employment benefits associated with such developments.
The report proposes that the Council becomes a member of the
Norfolk and Suffolk Energy Alliance and works with local partners through a new North Norfolk Renewables Partnership to respond positively to enquiries from businesses connected with offshore wind energy proposals and other renewable technologies wanting to establish facilities and create new employment opportunities in the district.
Recommendations: Cabinet is recommended to:
1. Note the contents of the report, particularly as it relates to the proposed development of offshore wind energy schemes off the North Norfolk coast and to acknowledge the economic and employment opportunities presented by such developments to the district over the next fifty years.
2. Endorse the proposal for the Council to become a member of the Norfolk and Suffolk Energy Alliance for a one-off contribution of £20,000 and to nominate a member of the Council to represent the authority on the
Alliance Board.

3. To endorse the proposal for the Council to work with local partners through a North Norfolk Renewables
Partnership to promote the district to businesses operating in the renewable energy sector and respond positively to inward investment and new business enquiries from businesses operating in this expanding economic sector .
Cabinet member(s):
Wards affected:
Councillor Tom FitzPatrick
Primarily Priory and Walsingham, but potentially all
Steve Blatch, Corporate Director Contact Officer: telephone number: e-mail:
Tel:- 01263 516232
Steve.blatch@north-norfolk.gov.uk
10. NORTH LODGE PARK DEVELOPMENT PROPOSAL
(attached – p.36)
Summary:
Conclusions:
This report examines the current provision in, and options for the future to improve, North Lodge Park
North Lodge Park has long been a valuable asset to the people of
Cromer and visitors to the town. It no longer serves the whole population well and improvements are required to widen the offer, especially to families and younger people.
Recommendations: a) b)
This proposal will provide a high quality play area and open up other space that allows for a wider variety of activities but it is recognised this requires up to £197,000 of capital investment.
However, there would be revenue savings as indicated of £21,000 pa.
That Officers are authorised to progress with a development scheme for North Lodge Park as described in the report.
That Cabinet agrees to a capital expenditure of
£197,000 for the scheme, to be financed from capital receipts. c) That Officers are authorised to enter into negotiations and complete legal contracts and, where necessary, planning applications in respect of:
1) The financial offer from Cromer Town
Council to fund the toilets and the Park
2) The transfer of the existing toilet buildings to the Sea View Pre-school
3) The transfer of the existing bowls green to the Town Council at no future cost to North
Norfolk District Council.
Cabinet member(s):
Wards affected:
Contact Officer: telephone number: e-mail:
All
All
Karl Read
01263 516002
Karl.Read@north-norfolk.gov.uk

11. HOLT VISION STUDY
Summary:
(attached – p.43)
The report notes the completion of the Holt Vision Study in
February 2012. The Vision report was funded in 2011 through local second homes Council Tax funding and Holt Town Council.
The commission for the study was to identify key future priorities for Holt through urban design, public realm and traffic management improvements and economic and community wellbeing initiatives. The role that the District Council has played in supporting the process to date is identified and highlighted. The report also notes the potential partnership areas that Council officers may be asked to support in developing the actions of the
Holt Vision as it is taken forward locally. The areas of support that have been identified so far have yielded financial support for taking forward a Neighbourhood Development Plan (wave 5) in partnership with Holt Town Council. A bid put forward by the
Council for (£20,000) funding to support this scheme was approved by the Department of Communities and Local
Government in March 2012.
Conclusions:
Recommendations:
The Holt Vision Study 2012, has identified areas of support that may be required by the council to consider on an individual basis over the next three to five years as to how it may be able to advise and potentially provide support to Holt Town Council and/or through a new partnership that maybe formed under the auspices of the Holt Vision Strategy Group as it moves forward on a number of actions highlighted within the study.
1. To endorse the Vision for Holt and acknowledge the value of the study in identifying various urban design, traffic management and economic and community schemes that can be taken forward by named lead and partner organisations.
2. To agree that where NNDC can support actions based on the assessment of the merits of the proposals put forward, that officers will seek approval from Cabinet, on an individual basis for support in the development of those proposals.
Cabinet Member(s) Trevor Ivory
Contact Officer: John Mullen telephone number: 01263 516104- 07786 854994 e-mail: john.mullen@north-norfolk.gov.uk
12. EXCLUSION OF PRESS AND PUBLIC
To pass the following resolution:
“That under Section 100A(4) of the Local Government Act 1972 the press and public be excluded from the meeting for the following item of business on the grounds that they involve the likely disclosure of exempt information as defined in paragraphs _ of Part I of
Schedule 12A (as amended) to the Act.”
13. TO CONSIDER ANY EXEMPT MATTERS ARISING FROM CONSIDERATION OF THE
PUBLIC BUSINESS OF THE AGENDA

Agenda Item 2__
Minutes of the meeting of the Cabinet held on Monday 12 March at the Council
Offices, Holt Road, Cromer at 10.00am.
Members Present: Mrs H Eales (Chairman) Mr K Johnson
Also attending: Mrs L Brettle
Ms V Gay
Mrs P Grove-Jones
Mr P High
Officers in
Attendance:
Mr E Seward
Mr B Smith
Mrs V Uprichard
Mr S Ward
The Chief Executive, the Strategic Director - Community, the Strategic Director – Environment, the Monitoring Officer, the
Acting Financial Services Manager, the Coast and Community
Partnerships Manager, the Head of Planning and Building Control, the
Strategy Team Leader, the Revenues and Benefits Services Manager and the Coastal, Localities and Assets Manager
The Leader informed Members that Councillor Norman Smith was recovering well in hospital. She thanked everyone on his behalf for their well wishes.
FOR
Mrs A Fitch-Tillett, Mr J Lee
96. MINUTES
The minutes of the meeting of Cabinet held on 6 February 2012 were confirmed as a correct record and signed by the Chairman.
97. PUBLIC
None
98. ITEMS OF URGENT BUSINESS
None
Cabinet
1
12 March 2012

Member(s) Minute
No.
Item Interest
Mr T Ivory Introduction of fees for Preapplication advice and ‘Do I need Planning Permission?’ enquiries
Personal and non prejudicial as a planning lawyer
100. MEMBERS TRAINING DEVELOPMENT AND SUPPORT GROUP
RESOLVED that
The minutes of the meeting of the Members’ Training, Development and Support
Working Group held on 7 th
December 2011 be received.
101. PLANNING POLICY AND BUILT HERITAGE WORKING PARTY
Mr K Johnson, Portfolio Holder for Planning proposed that the recommendations be adopted. He informed Members that all residents of Russell Terrace, Mundesley had agreed to the terms of the Direction.
RESOLVED that
The minutes of the meeting of the Planning Policy and Built Heritage Working Party held on 20 February 2012 be received the recommendations contained therein adopted as follows:
MINUTE 24: RUSSELL TERRACE MUNDESLEY ARTICLE 4 DIRECTION
To agree to the confirmation of the Direction under Article 4 of the Town and Country
Planning (General Permitted Development) Order 1995 at Nos 1-23 Russell Terrace,
Mundesley, to cover the following matters:
•
Alterations to elevations and architectural details
•
Satellite dishes
•
Roof and chimneys
•
Roof Windows
•
Doors and windows
•
Painting facades
•
Hardstandings and curtilage walls
•
Solar panels and that formal notification of affected households be carried out and a press release be issued.
102. BUDGET MONITORING 2011/12 – PERIOD 10
Mr W Northam, Portfolio Holder for Financial Services presented the report. It showed the budget monitoring position to the end of period 10 (31 January 2012).and gave details of the capital programme for the same period. It also included a review of the current capital programme. The position at the end of January 2012 showed a projected underspend of £21,807. Treasury management had improved on the position at period 9 due to the achievement of better than anticipated investment
Cabinet
2
12 March 2012

rates on money market fund investments. The Portfolio Holder informed Members that current forecasts showed that the revised budget remained achievable. He added that all requests to carry forward year end underspends would be considered as part of the final accounts process.
RESOLVED to a) note the contents of the report and the revenue forecast for the current financial year b) note the current position in relation to the 2011/12 capital programme
103. NORTH WALSHAM TOWN CENTRE: REGENERATION AND INVESTMENT
OPPORTUNITIES
Mr T Ivory introduced this item. He explained that the report was based on the feasibility study of St Nicholas’ Court, North Walsham in 2011 by chartered surveyor,
Nigel Morgan and that two recommendations had arisen from this:
1. The procurement of a retail demand / capacity study – to establish whether there was a need for additional capacity within the town and its catchment and whether the town centre had the capacity to accommodate it.
2. The procurement of a commercial property advisor to help unlock potential and realise opportunities and the commissioning of a design brief / architectural feasibility study into the possible solutions to enhance the appearance of the external areas of St Nicholas Court precinct.
Ms V Gay, Local Member for North Walsham West commented that there had been several studies in the past into improving facilities in the town. She supported the recommendations and hoped that the studies commissioned would be a prelude to action and investment.
Mr E Seward, Local Member for North Walsham North and Chair of the Leadership of
Place project acknowledged the need for action. He expressed concerns that another study was being commissioned but agreed that there was a pressing need to address difficult and retractable sites within North Walsham.
RESOLVED to give authority to procure the retail demand / capacity study, the property advisor framework contract; and the design brief / architectural feasibility report outlined in paragraph 1.9 of the report, within the budget limits identified
104. INTRODUCTION OF FEES FOR PRE-APPLICATION ADVICE AND ‘DO I NEED
PLANNING PERMISSION?’ ENQUIRIES
Mr K Johnson, Portfolio Holder for Planning presented this item. He explained that pre-application advice and ‘do I need planning permission?’ enquiries were currently provided free at the point of delivery. Several local authorities had already introduced fees for this service and it was anticipated that about £15000 income would be generated by the scheme. The report suggested a draft Schedule of Fees and they had been set at a level that would not deter potential developers. He added that consultations with local agents and developers had already begun and they had been supportive of the proposals.
Cabinet
3
12 March 2012

RECOMMENDED to Full Council the adoption of the proposals following consultation with local agents, the development industry , the Overview and Scrutiny Committee and the consideration of the outcome thereof by the Corporate Director and Head of Planning and Building
Control in consultation with the Portfolio Holder, prior to implementation with effect from 1 May 2012.
105. NORTH NORFOLK DISTRICT COUNCIL TENANCY STRATEGY
Mr K Johnson, Portfolio Holder for Strategic Housing introduced this item. He explained that the Council was required to have a Tenancy Strategy within 12 months of the enactment of the Localism Act 2011. The Strategy set out three objectives to be taken into consideration by social landlords in the district when developing their policies on the granting and reissuing of tenancies:
•
To maintain stable and sustainable communities especially in more rural areas
•
To make better use of the existing social housing stock by enabling a reduction in under occupation
•
To ensure that specialist accommodation could be made available to households most in need
These objectives would be achieved through the introduction of fixed term tenancies in certain circumstances, the use of Affordable Rent tenancies in some newly built social housing and market developments and the retention of tenant transfers within the ‘Your Choice Your Home’ scheme or equivalent.
The Portfolio Holder informed Members that Housing Associations with properties in the district had been consulted on the draft tenancy strategy and the responses had been very positive and supportive.
A Member asked whether the Council was aware of the number of tenants who could afford an increase in rent yet were not in receipt of housing benefit and whether figures were also available on the number of tenants in properties that were too large for their needs. The Portfolio Holder said that such information had been used when the Strategy was drafted. He added that Victory Housing was working on dealing with the under-occupation of its properties and were considering offering an incentive to tenants to downsize. The Strategy Team Leader explained that the Affordable Rents scheme was a flagship government policy. Slightly higher rents would be charged but they would continue to be covered by housing benefit. Only a small proportion of housing stock would be eligible for the scheme and it would be funded by the Homes and Communities Agency (HCA), the Council and conversions of existing properties.
Regarding the issue of under-occupation, she explained that tenants wishing to move to a smaller property would be given priority and if they chose to remain in a larger property they could have their housing benefit reduced.
The Chairman of the Overview and Scrutiny Committee asked when the Housing
Strategy was likely to be available for consideration by the committee. The Portfolio
Holder said that the draft version was almost ready and would be reported to the
Overview and Scrutiny Committee soon.
RESOLVED to agree the North Norfolk Tenancy Strategy
Cabinet
4
12 March 2012

RECOMMENDED to Full Council to adopt the North Norfolk Tenancy Strategy
106. COUNCIL TAX AND NATIONAL NON-DOMESTIC RATES – DELEGATION FOR
MAGISTRATES COURT PROCEEDINGS
The Portfolio Holder for Revenues and Benefits introduced this item. He explained that suitably qualified and experienced officers from the Revenues Service represented the Council at the Magistrates Court in respect of local taxation matters.
The list of approved officers needed to be updated as a result of staff changes and additional responsibilities currently being undertaken by the existing court officer. The authorisation needed to take place with immediate effect as officers were required to show a copy of the authorisation document prior to a Court Hearing.
RESOLVED to authorise the officers named in the report to appear in the Magistrates Court, to prosecute or defend for the non payment of Council Tax and National Non Domestic
Rates on behalf of North Norfolk District Council
107. NORTH NORFOLK CAR PARK ORDER
The Portfolio Holder for Corporate Assets presented the report. He explained that car parking charges for 2012/13 were agreed at Full Council on 14 th
December 2011 and a new car parking order consolidating the existing orders as well as introducing new charges had been advertised. The closing date for objections was 23rd February
2011 and seventy four objections and two petitions had been received. The majority of the objections had related to the removal of free car parking in North Walsham,
Fakenham and Wells. It was proposed that enforcement of the requirement for season tickets on these car parks was waived for 3 months, pending any agreement regarding the transfer of the management and financial support of these car parks to the town councils. If during this period it was agreed that these car parks should remain free, a variation order could be introduced.
Mrs V Uprichard, Local Member for North Walsham East and Mayor of North
Walsham said that the Town Council welcomed the opportunity to discuss the transfer of the management of the free car park within the town but they were disappointed that the petition regarding evening charges did not appear to have been taken into account. The Portfolio Holder said that this was not the case and that there would be an opportunity to discuss a wide range of issues and concerns when the
Council met with the town councils.
RESOLVED to a) make the draft order without modification and introduce the car parking order on
1 st
April 2012 because the order as a whole reflects car parking demand and directs vehicles to the most appropriate car park. b) waive enforcement of the requirement to display season tickets on the currently free car parks for three months at North Walsham, Fakenham and Wells, pending further discussions regarding future management arrangements.
Cabinet
5
12 March 2012

The Meeting closed at 10.28 am
_______________
Chairman
Cabinet
6
12 March 2012

Agenda Item 2__
Notes of a meeting held on Tuesday 28 February at 11.00am in Room 1, Council
Offices, Holt Road, Cromer.
Members Present:
Working
Group: Philip High
Keith Johnson (Chairman)
John Lee
Barry Smith
Officers in
Attendance: Emma Denny, Emma Duncan , Mary Howard, Rod Lee
1. APOLOGIES
Apologies were received from Julie Cooke
2. NOTES OF LAST MEETING
The notes of the last meeting held on 07 December 2011 were confirmed as a correct record.
3. BUDGET
Mary Howard agreed to provide the Group with a written update on the current status of the budget following the meeting.
4. TRIAL OF PERSONAL DEVELOPMENT PLAN
Rod Lee updated the Group on the Members Development Charter. He explained that the process included the introduction of a Personal Development Plan (PDP) for
Members and following some research it was felt that the Members Skills Portal provided by the South Eastern Local Government Employers was the most suitable. This system operated via an internet portal and included demographic information, a skills assessment and feedback from peers. A summary report could then be produced for each participating member. Following a recent demonstration of the Portal, the Group felt that all Members should be encouraged and supported in using the facilities.
Rod Lee said that there were still decisions to be made regarding how the system would be used by Members, the kind of reports that should be produced and which subscription level would be most appropriate. He suggested that a yearly subscription would be preferable as there was the possibility of procuring a subscription jointly with other
Norfolk councils.
M e mber Training, Development and
Support Working Group
7
28 February 2012

The Group discussed the Member Development Charter:
1. The Chairman suggested that a long-term commitment to the scheme should be included within the Group’s recommendations to Cabinet.
2. Mary Howard highlighted the term ‘Members Champions’ within the Summary of ‘key’ actions document. It should be made clear that this role related solely to the development of Members and was not the same as the Member Champion positions under the previous administration. It was agreed that an alternative title should be used to avoid confusion.
3. Rod Lee highlighted the work done by Mary Howard on Member role descriptions.
The previous Group had not been fully supportive of this aspect of the Charter and it may be necessary for the current Group to review them. Mary Howard added that it was important that Members took ownership of the role descriptions and this should be done at political group level. The backing of the Member Training Development and Support Group would help with this. She added that the role descriptions would need to be amended to reflect the new Cabinet portfolio structure.
4. The issue of Member appraisals was raised. There had been apprehension in the past regarding this. The Group agreed that it was important that Members were made aware of the rationale behind them and what the process actually involved. The
Chairman said that it should be acknowledged from the outset that some Members would not sign up for the process.
5. The Chairman said that he preferred to work on the Personal Development Plan in a group setting. It was agreed that this was more beneficial and would encourage
Members to take part. Rod Lee agreed to schedule some initial sessions for MTDS members to attend.
AGREED
1. That an alternative title should be used in place of ‘Members Champions’
2. To make two further recommendations to Cabinet: i) That Cabinet supports the joint procurement of a subscription to the Member
Skills Portal. ii) That Cabinet makes a long-term commitment to the Members Development
Charter
RESOLVED
To recommend to Cabinet:
1. That Cabinet re-affirms the Council’s commitment to achieving the Members
Development Charter and recommends the adoption of the action plan
2. That Cabinet agrees to the payment of 1 year’s subscription at a cost of £997 for the
Members Skills Portal to be provided by the South East Employers
3. That Cabinet confirms that all members are to be encouraged to use the Skills
Portal, including the 360 feedback process.
4. That the Member Training Development and Support Group will provide regular reports to Cabinet relating to progress being made in achieving the Charter and installing the skills
5. That Cabinet makes a long-term commitment to the Members Development Charter.
5. INFORMAL LOW KEY TRAINING
Mary Howard explained that the issue of low key training for Members arose during a meeting of Norfolk Member Development officers at Broadland District Council in
November 2011. All of those attending agreed that they experienced difficulties in getting
Members to attend training sessions and it was suggested that they look at what was already provided to Members in addition to formal training. At North Norfolk District
M e mber Training, Development and
Support Working Group
8
28 February 2012

Council low key training included presentations at the start of committee meetings, the provision of publications, including the Members’ Bulletin, training sessions within committee meetings and regular Member workshops.
The Group discussed the report:
1. In-committee training worked very well and could be extended to Full Council meetings. Mary Howard said that she was concerned that it could make some committee meetings too lengthy. The Chairman said it was important that the training lasted no longer than half an hour.
2. Emma Duncan suggested that it should be arranged on a day when Members were likely to be at the Council offices. Cabinet meetings would provide a good opportunity to link training in to current topics of interest.
3. Members were more likely to attend such sessions if they took place prior to a meeting. It also meant that it couldn’t over-run.
4. The same session could be run several times at various committees to give people a choice of when to attend. Rod Lee warned that Norfolk County Council took this approach and it that it could have an impact on the workload of officers.
5. The Chairman asked if records were kept of Members attendance at training events.
Mary Howard explained that Democratic Services had a record of the Members induction training and the Development Committee kept details of all their training.
Rod Lee added that the Members Skills Portal would be able to record training. In addition, Democratic Services were looking at the possibility of installing an electronic committee administration system. This would help centralise records and Members attendance at events would be picked up by the system by linking to the Corporate
Diary.
6. The Chairman was concerned that an electronic committee administration system could overload Members with information. Emma Duncan explained that the system allowed Members to select topics of interest and limit the information they received to those subject areas only. It would filter out any information that was not required. In response to a further question regarding training for a new system, Emma Duncan explained that it was hoped that Members would move towards using Tablets more in the future. They were much easier to use and any training would be basic.
7. It was hoped that an increase in the use of technology would reduce the need to print so many documents. Democratic Services were considering providing a few Tablets at committee meetings for Members to use. The Chairman said that this was a good idea but that the issue of receiving emails during meetings may need to be addressed. One approach would be to ask Members to turn off the email facility or mute it during meetings.
TO REVIEW THE ACTION LIST AND WORK PROGRAMME a) The Chairman asked whether there had been any progress on inviting someone from Broadland District Council to a meeting of the MTDS Group to discuss their experiences of the Members Development Charter. Rod Lee said that he had not been able to arrange this yet. b) John Lee commented that the Members’ Bulletin was much easier to access now that it was produced as a single pdf. document. The Chairman agreed and said that he hoped it would reduce the number of paper copies that were printed. c) The Chairman asked if there were any further additions to the work programme.
Mary Howard suggested that Member role descriptions should be added to the programme for May 2012 and that an update on the committee administration system, ModernGov should also be added.
M e mber Training, Development and
Support Working Group
9
28 February 2012

AGREED
To add the following items to the work programme:
2. An update on the ModernGov committee administration system.
The Meeting closed at 12.07 pm
______________________
Chairman
M e mber Training, Development and
Support Working Group
10
28 February 2012

Agenda Item 7
Minutes of a meeting of the Joint Staff Consultative Committee held in Room 1,
Council Offices, Holt Road, Cromer on 21 November 2011
Members Present: Mrs H Eales
Mr K E Johnson (Chair)
Mr P W High
Staff Side Present: Mr A Mitchell
Mrs C Lowin-Green
Mr P Godwin
Officers in Attendance: The Deputy Chief Executive, the Organisational
Development Manager and the Democratic Services
Officer.
1 APOLOGIES ABSENCE
Apologies were received from Mrs S Arnold and Mrs B A McGoun.
2 MINUTES
The minutes of the meeting of the Joint Staff Consultative Committee held on 20
October 2011 were approved as a correct record.
Pay and Grading a) At a recent UNISON branch meeting there had been much unease from UNISON members regarding the Pay and Grading review. UNISON had spent a lot of time talking to staff about their concerns. The Chairman considered that it was an ongoing process and staff should not have been caught unaware. UNISON responded that the main concern for staff was regarding the dismissal and reengagement proposal. b) The Deputy Chief Executive said that there would be briefings for all staff on the
Pay and Grading review to help them understand the process from now on. The intention initially had been to provide information via individual team meetings and although some service areas had opted for this, not all had taken up the offer. She stressed that staff would not be automatically dismissed and that they would be offered the opportunity to accept a new contract voluntarily. c) The Chairman said that the preferred option would be to get collective agreement. UNISON confirmed that they were willing to continue dialogue but that unfortunately it did not look promising. d) Confirmation was needed regarding the appeal process. Staff needed to be made aware of dates so they could prepare. The Organisational Development Manager confirmed that she would provide dates as soon as possible. e) UNISON requested clarification on whether staff could copy representations to
Councillors. The Leader said that staff could always talk to Members about their concerns. The Chairman added that a lot of the emails that Members were
JSCC 21 November 2011
11

4 receiving from staff on the Pay and Grading review were individual pleas about the impact on their lifestyle and seemed to be in relation to the job evaluation scores. The Deputy Chief Executive pointed out that any concerns over the evaluation scores would be dealt with via the appeals process and that some of the emails sent could constitute lobbying. She agreed to take advice on whether correspondence relating to the new pay model was acceptable. The
Organisational Development Manager reminded everyone that all correspondence relating to the Pay and Grading review would be made available to staff and Members at the end of the consultation period. Names and details would be redacted to ensure anonymity. It was agreed that UNISON would take this back to the Branch Committee to discuss. They may then give further advice that correspondence to Members relating to the new pay model and the process was acceptable.
Discretionary Payments Scheme
A report on the Discretionary Payments Scheme was being presented to Cabinet on 28 November. UNISON pointed out that previously such items had come to
JSCC before Cabinet so that they could make comments before decisions were made. This was outlined in the Terms of Reference for the Committee. The
Deputy Chief Executive explained that this particular item was a matter for the
Council and that it did not have to come to JSCC but nevertheless that it was appropriate to discuss it at the meeting. The Chairman agreed to take the item as urgent business.
ITEMS OF URGENT BUSINESS
Discretionary Payments Scheme a) UNISON had concerns regarding the recommendation to reduce the multiplier for compulsory redundancies from 2.2 to 1.5 and felt that further information should be provided for the reasons behind the reduction. They welcomed the increase in the discretionary payments for voluntary redundancies. The Organisational
Development Manager said that the current policy was introduced in 2009 and the Council was obliged to review it regularly. Other Councils were also reducing their multipliers. b) UNISON suggested that the Council should review the Discretionary Payments for those made compulsorily redundant. The latter was the worst possible situation for most people and this should be taken into account. The
Organisational Development Manager said that the Council were still intending to use actual weekly pay rather than using weekly pay up to the statutory minimum when calculating payments. UNISON welcomed this. The Chairman added that there were other options within the report that would also be considered. c) UNISON pointed out that the timing of these changes was unfortunate as they coincided with the culmination of the Pay and Grading review and the
Management Re-structure and that staff would view it purely as a further cost saving. The Organisational Development Manager responded that there would never be a good time to introduce such changes. d) It was acknowledged that staff working in the teams that were being considered for shared services with other local authorities were going through a period of particular uncertainty and these changes may give them further concern since discretionary payments in other authorities may be better, thereby placing NNDC staff at a disadvantage. It was agreed that they should be offered additional support if necessary.
e) UNISON confirmed that they would make a formal written response to the proposals before the Cabinet meeting on 28 November
JSCC 21 November 2011
12

Industrial Action a) There was planned industrial action for 30 November 2011. UNISON explained that it was a national event and any picketing would of course be peaceful. b) The Organisational Development Manager confirmed that she had raised the issue with UNISON about picketing. Some staff had concerns about accessing the building. It was suggested that UNISON should picket at the main doors to the Council offices but not at the bottom door as this was not a public entrance and was on private property. UNISON confirmed that they were taking advice on this matter from the Regional Office. c) UNISON said they had picketed several times previously and there had never been any intimidation. There would be official picketers at each entrance and they would hand leaflets out explaining the reasons for the strike. d) The Chairman asked how people’s concerns about crossing the picket line could be addressed. UNISON reiterated that there would be no intimidation.
4 DECLARATIONS
None
5 NORTH NORFOLK DISTRICT COUNCIL STRESS MANAGEMENT POLICY a) The Organisational Development Manager explained that the Stress
Management Policy was intended to provide guidance to all service managers and employees in relation to the Council’s statutory responsibility of management of stress at work. It included a draft action plan and a risk assessment. The intention was that it would be tested on the staff focus group. b) UNISON welcomed the report. Clarification was sought regarding access to the
Employee Assistance Programme and whether Councillors were aware that they could use it. The Organisational Development Manager said that Councillors had been informed about the scheme via the Member’s Bulletin.
6 UPDATES
Other Matters a) Proposed Savings Report – 2012/13 Base Budget: UNISON asked whether any other service areas were being considered for a shared management arrangement. The Deputy Chief Executive said that the report outlined the detail and nothing else was anticipated at the present time. With regards to
Environmental Services, discussions were at a preliminary stage and it was intended that it would be back office functions relating to waste services. The
Leader added that the intention was to protect frontline services and that there were no redundancies planned on the scale of the previous year. It was hoped that the 4 proposed redundancies would be achieved through retirement or voluntary basis. b) Housing Transfer Reserve: UNISON asked how long this reserve needed to be kept as there was a considerable amount of money involved. The Deputy Chief
Executive explained that there were several warranties in place – some lasting for
30 years. There was £10m of insurance for environmental warranties alone and the excess was in the reserve for these policies. This was particularly important as the risk increased over time.
JSCC 21 November 2011
13

c) Long term savings: the Deputy Chief Executive said that it was unlikely that the government would move away from the current level of grant settlement and therefore the Council could only plan for the short-term. d) UNISON asked whether the Council were committed to operating within the local area rather than linking up with other local authorities as some district councils had done. The Leader said that there was no intention to join with other councils and that the Council would continue to be based in the District. e) UNISON raised the matter of timing of JSCC meetings and the need to schedule them to fit established consultation arrangements and Cabinet dates. It was agreed that the Organisational Development Manager would discuss with
UNISON and bring forward a revised programme of meetings for consideration.
The meeting concluded at 3.40 pm.
_______________
Chairman
JSCC 21 November 2011
14

ANNUAL ACTION PLAN 2012-13
Summary: This report presents the final Annual Action Plan 2012-
13.
Agenda Item No_____8_______
Conclusions: The public consultation process engaging with town and parish councils and other local organisations has proved helpful in producing a robust Annual Action Plan 2012-
13.
Recommendations: I propose that you recommend that Full Council adopt the Annual Action Plan 2012-13.
Cabinet Member(s) Ward(s) affected
All All
Contact Officer, telephone number and email:
Helen Thomas, 01263 516214, Helen.Thomas@north-norfolk.gov.uk
1. Annual Action Plan 2012-13 Consultation
This report presents feedback from the consultation process for the first Annual
Action Plan 2012-13 for delivery of the Corporate Plan 2012-2015. The consultation process ran from 7 th
February to 26 th
March 2012 and resulted in 17 responses.
The feedback from each contributor is given in full in Appendix A together with the considered response of the Council. The feedback has been reviewed by the
Performance and Risk Management Board at their meeting on 16 th
March 2012 and by Senior Management Team on 23 rd
March 2012. The NNDC responses were drafted by the relevant Service Managers and were amended and agreed by the
Leader of the Council Cllr Helen Eales, Portfolio holder Cllr Keith Johnson, Corporate
Director Nick Baker, Organisational Development Manager, Julie Cooke and Policy and Performance Management Officer Helen Thomas at a meeting on 27 th
March
2012.
In addition, some amendments to the Annual Action Plan 2012-13 were agreed.
2. Final Annual Action Plan 2012-13
The final Annual Action Plan 2012-13, with changes highlighted in red and underlined, is therefore attached as Appendix B for your approval.
15

3. Performance Management of the delivery of the Annual Action Plan
2012-2013
The Annual Action Plan will be delivered by applying the Performance Management
Framework. This overall Performance Management Framework is under review. The results of that review will be presented to your meeting on 14 th
May 2012, together with the detailed performance management process for delivery of the Annual Action
Plan 2012-13.
4. Implications and Risks
Agreeing a clear Annual Action Plan will ensure NNDC achieves the objectives in the
Corporate Plan.
5. Financial Implications and Risks
There are no direct financial implications associated with this report. However, there are performance measures and targets, and activities included in the Annual Action
Plan that are specifically related to finance. In addition, corrective action may have financial implications that would need to be made clear at the time any action is agreed.
6. Sustainability
There are no direct implications for sustainability in this report. However, the Annual
Action Plan it presents seeks to increase the sustainability of the social, economic and environmental situation in North Norfolk.
7. Equality and Diversity
There are no direct implications for sustainability in this report. However, the Annual
Action Plan it presents seeks to increase equality in North Norfolk.
8. Section 17 Crime and Disorder considerations
There are no implications for sustainability in this report
16

Proposed changes to the plan are shown in red and underlined.
17

18

North Norfolk District Council’s new Corporate Plan 2012-15: small government, big society , sets out the council’s priorities for the next four years. It will guide business decisions to ensure that the council is well-run and able to meet its objectives. And in line with the Coalition Government’s localism agenda, NNDC intends to put the interests of local communities at the heart of everything it does – local decisions and local actions for the benefit of local communities.
The Corporate Plan is a strategic document, listing the priorities for council actions for the period 2012-2015, giving our shared vision and our values and listing the priority areas on which the council intends to concentrate its efforts:
•
jobs and the local economy;
•
housing and infrastructure;
•
coast, countryside and built heritage;
•
localism,
•
alongside the proposed means of delivering the vision.
These priorities have been drawn up following two years of consultation and discussions with members of the local community and reflect the concerns and ambitions raised over that period. Success in meeting these aims will involve making some difficult choices. We must ensure that our spending is focussed on the things that really matter to local people and businesses. The Corporate Plan 2012-15 is available for online viewing
This document is the first Annual Action Plan, giving detail of how the priorities in the
Corporate Plan will be realised over the forthcoming 12 months from 1 st
April 2012 to
31 st
March 2013. This Plan is being drawn up in consultation with Parish and Town
Councils and other local bodies so as to ensure that local communities are involved and engaged with District Council actions.
February 2012
19

:
A) By increasing the number of new businesses and supporting the growth and expansion of existing businesses
1.
2.
3.
4.
5.
6.
7.
We will support businesses investing in the district through the provision of comprehensive advice about District Council support and signpost to other agencies as appropriate
We will work with partners to develop and deliver a programme of business start up support
Working in partnership we will maximise the opportunities for investment in the district through the development of allocated town centre retail sites.
We will seek to maximise the opportunities for the district to benefit from investment in renewable energy developments off the North Norfolk Coast
We will work with regional partners to realise the benefits of Rural Growth Network status for North Norfolk
We will support the North Norfolk Fisheries Local Action Group (FLAG) in delivering projects from the £2.4 million funding secured for the fishing sector
We will actively pursue all options in order to ensure the future development and operation of an Enterprise Hub for North Norfolk as a platform for improving levels of business start up and enterprise
B) Improving the job prospects of our residents by developing a skilled and adaptable workforce that is matched to business growth and development
1.
2.
3.
4.
Through the Council's Learning for Everyone (L4E) Team we will provide information, advice and guidance to local people wishing to enter employment or improve their levels of skills and raise aspiration
The L4E team will offer bespoke programmes of advice and support to people faced with redundancy from local companies as and when such events occur
The L4E team will also engage with existing and new employers in the district to understand their future workforce requirements and co-ordinate provision of relevant training courses to secure employment within the district
We will explore opportunities to work with local businesses and identify funding to support the provision of apprenticeships and work experience schemes with the aim of increasing the employment opportunities of young people in the district
20

C) Reduce burdens to business by removing unnecessary red tape and bureaucracy at the local level
1.
2.
3.
4.
5.
We will develop a comprehensive package of support and provide information to simplify the process for businesses looking to invest in North Norfolk
We will ask users of our training, business support and advice services for their feedback and improve future service delivery to meet business needs
We will review our procurement policies to maximise the opportunities to source goods and services locally
We will work with partners to roll out BDUK's £60m Norfolk Broadband Initiative across North Norfolk
We will review all of our business regulatory functions to ensure we are focused on local business need.
D) Promote a positive image of North Norfolk as a premier visitor destination
1.
2.
We will develop and implement new marketing initiatives which use digital and remote technology to promote North Norfolk to visitors and tourists
We will support and facilitate the establishment of a private sector led Destination
Management Organisation (DMO) for the North Norfolk coast and countryside to maintain the profile of the district as a leading tourist destination within the UK boosting levels of employment and income for the district
E) Improve access to funding for businesses
1.
2.
We will support the roll-out of the Coastal Pathfinder and Fishing Sector Business
Loans and Grant Schemes and consider the opportunities of extending these programmes across a larger area
Working with the North Norfolk Business Forum, other representative local groups, regional partners and financial services companies we will seek to ensure that small and medium sized enterprises have improved access to investment finance to support business growth and development across the district
21

A) Engage constructively with landowners and developers of sites allocated for future development to ensure the timely delivery of wellplanned new residential developments
1. We will bring forward detailed proposals on allocated sites by better engagement with developers
2. We will produce development briefs on 4 of the allocated sites
3. We will seek to increase the number of new homes built of all tenures to 250
4. [We will seek to increase the percentage of housing planning permissions granted] deleted
B) Introduce more flexibility around the Council’s requirement for affordable housing to ensure the viability of residential developments
1. We will undertake a complete review of our housing strategy to ensure that we take full advantage of opportunities within the Localism Act and are maximising our influence over housing growth.
2. We will evaluate our approach to viability assessments to maximise development opportunities.
C) Respond to emerging legislation that will empower local communities to promote additional development should they so wish and work with those communities to ensure that they share in the benefits of growth
1. We will encourage the development of neighbourhood planning by supporting
Holt Town Council in a pilot scheme to produce a neighbourhood plan.
2. We will encourage further neighbourhood plans to be developed by holding a neighbourhood planning seminar for town and parish councils.
D) Create a charging framework for infrastructure development to secure the investment required to balance population growth with the provision of high quality local services
1. We will consult and then obtain agreement on a charging schedule to achieve investment in new infrastructure
22

E) Reduce the number of empty homes in the district
1. We will undertake and evaluate a pilot Compulsory Purchase Order project to bring long term empty homes back into use
2. We will support owners to bring at least 40 empty homes back into use and provide opportunities to do so through advertising of private rented properties and the Empty Homes matching service. Where owners are reluctant to bring properties back into use, take enforcement action as required.
23

A) Maintain the integrity of special landscape designations Balance the development of housing and economic activity with the need to preserve the character and quality of the District’s countryside and built heritage
1. We will assess and implement requirements for a new Green Flag award at
Sadlers Wood, North Walsham and work to retain the Green Flag status of
Holt Country Park
2. We will promote the Graham Allen Award and monitor the number of applications received.
3. We will complete or review 4 Conservation Area plans, in Cromer,
Sheringham, Walsingham and Wells
4. We will work with other agencies to retain all of the District’s Blue Flag beach status
5. We will achieve zero defaults in our waste contract for cleanliness
6. We will ensure all reported fly-tips are responded to within 2 days
B) Design a more cohesive framework for coastline management
1. We will define the Coastal Zone (ICZM) and agree consultation mechanisms with partners
2. We will identify specific ICZM projects and identify the means of funding
C) Continue to defend coastal settlements against erosion wherever practicable
1. We will commission design works for the Cromer Defence Scheme
2. We will develop and adopt a prioritised programme for future 'Selected'
Coastal Defence Work schemes
3. We will identify Coastal funding opportunities to support the prioritised programme
24

A) Recognise the important role that Town and Parish Councils have as the democratic embodiment of their communities
1. We will establish a protocol and put in place the means to respond positively to requests from Town and Parish Councils to take over the running of services within their area/communities to ensure that they share in the benefits of growth
We will establish a regular dialogue with Town and Parish Councils and hold 2. workshops for training and development in particular to encourage wide community participation in the democratic process
New activity
3. We will work with Town and Parish Councils, local organisations and community and voluntary groups to improve health and wellbeing consistent with the aims of the NNDC Health Strategy.
B) Encourage communities to develop their own vision for their future and help them to deliver it
1. We will encourage the development of neighbourhood plans by taking the Holt
Neighbourhood Plan as a model including holding a seminar on neighbourhood planning for town and parish councils (See also action to deliver Housing and
Infrastructure)
2. We will commission work through a Service Level Agreement (SLA) for community planning and for community and voluntary sector capacity building
3. Subject to guidance, we will assess expressions of interest from voluntary or community groups who wish to take over the running of a service and / or community asset, and complete the initial assessment within three months of receiving the request
4. We will work with the key organisations with an interest in North Walsham to implement the actions and interventions identified through the ‘Leadership of
Place’ project.
5. We will utilise our resources, statutory powers and influence to realise opportunities for North Walsham town centre.
6. We will respond positively to communities wishing to undertake projects locally.
New activity
7. We will work with communities to identify the current and future social, economic and health needs of their resident population and support them to identify and implement local, innovative and creative solutions.
25

C) Encourage the growth of The Big Society within communities
1. We will review services and ensure that the Council’s activities are not competing inappropriately with or stifling alternative provision
2. We will launch and monitor a community investment fund, to be known as The
Big Society Fund to invest £450,000 in local communities, strengthen civic society, and establish the process for determining priorities for expenditure
New activity
3. We will ensure that work with statutory, voluntary and community organisations contributes to the aims of the Big Society agenda.
26

A) Ensure our governance arrangements are robust and fit for purpose
1. The Audit Committee will oversee a review programme to ensure that audit coverage reflects the risks facing the Council and produce a revised annual audit plan for 2013/14 onwards
2. We will set and achieve 100% compliance with deadlines agreed with Internal
Audit for recommendations rated as Medium and High
3. We will implement the revised performance management framework
4. We will review and update the Council’s constitution.
B) Ensure that effective communications exist
1. We will make Outlook cost neutral
2. We will identify the means of optimising media coverage of Council activities and initiatives and place the WEB at the heart of all we do
3. We will develop a Customer Access Strategy to ensure that the most economic, efficient and accessible forms of contact are in place for all our customers
C) Delivering strong and proportionate organisational management in the
Council
1. Deliver revised / streamlined management arrangements
D) Prioritise Services and Functions in line with the wishes of our communities and to deliver our corporate objectives
1. We will prioritise services and redirect resources in line with those priorities by completing fundamental reviews of services that residents have identified as the least important and that the Council does not consider to be a priority.
2. We will consult with the residents through a Place Survey.
27

E) Deliver year-on-year improvements in efficiency
1. We will support the implementation of the cost saving Revenues and Benefits shared services project
2. We will identify potential partnership working opportunities and produce business cases
3. We will devise and implement budgets to deliver a zero increase in the District
Council's part of the Council Tax charge and ensure spend is contained within budgeted allocations
4. We will review the reward structures to encourage and reward staff, for finding innovative new ways to deliver higher quality services more efficiently
North Norfolk District Council
Holt Road, Cromer, Norfolk, NR27 9EN
Telephone 01263 513811 www.northnorfolk.org
28

Cabinet 16 th
April 2012
Agenda Item No_____9_______
Development of the offshore wind energy sector off the North Norfolk Coast – A Strategic
Positioning Paper and proposal for local partnership working arrangements
Cabinet member(s):
Wards affected:
Contact Officer:
telephone number: e-mail:
Summary:
Conclusions:
This report provides a strategic overview of the development of offshore wind energy schemes off the North Norrfolk Coast and proposes a number of actions which will allow the District to realise the economic and employment benefits associated with such developments.
The report proposes that the Council becomes a member of the
Norfolk and Suffolk Energy Alliance and works with local partners through a new North Norfolk Renewables Partnership to respond positively to enquiries from businesses connected with offshore wind energy proposals and other renewable technologies wanting to establish facilities and create new employment opportunities in the district.
Recommendations: Cabinet is recommended to:-
1. Note the contents of the report, particularly as it relates to the proposed development of offshore wind energy schemes off the North Norfolk coast and to acknowledge the economic and employment opportunities presented by such developments to the district over the next fifty years.
2. Endorse the proposal for the Council to become a member of the Norfolk and Suffolk Energy Alliance for a one-off contribution of £20,000 and to nominate a member of the
Council to represent the authority on the Alliance Board.
3. To endorse the proposal for the Council to work with local partners through a North Norfolk Renewables Partnership to promote the district to businesses operating in the renewable energy sector and respond positively to inward investment and new business enquiries from businesses operating in this expanding economic sector.
Councillor Tom FitzPatrick
Primarily Priory and Walsingham, but potentially all
Steve Blatch, Corporate Director
Tel:- 01263 516232
Steve.blatch@north-norfolk.gov.uk
29

Cabinet 16 th
April 2012
1.0 Introduction
1.1 With continued awareness at a global level of issues relating to climate change and carbon reduction, there has over the past few years been an increasing number of policy developments and investment announcements at a European and UK level with respect to the introduction of renewable energy technologies. These developments have resulted in an increasing number of proposals for new sources of electricity generation being made to the District Council for onshore and offshore wind, solar and photo voltaic, and anaerobic digestion and biomass, schemes.
1.2 Investment in such proposals, particularly supporting the development and operation of offshore wind energy proposals, and to a lesser extent solar farm, anaerobic digestion and biomass facilities; provide the District’s economy with new employment and business opportunities.
1.3 Under the Jobs and Economy Action Plan of the District Council’s new Corporate Plan the Council has stated that it wishes “to increase the number of new businesses and support the growth and expansion of existing businesses” , through, amongst other actions, “seeking to maximise the opportunities for the district to benefit from investment in renewable energy developments off the North Norfolk coast”.
1.4 This report therefore outlines how the Council proposes working with partners so as to realise the economic opportunities for the District of the development of the offshore wind sector moving forward.
2.0 Context
2.1 Since 2008, the Crown Estate has issued licences for a number of offshore wind developments off the UK coast – the largest concentration of which are in the southern
North Sea, with at least four schemes proposed off the North Norfolk Coast.
2.2 At a national level the growth of offshore wind developments represents a huge capital investment and will support a very large number of new jobs and business opportunities for the next fifty plus years. Whilst much activity in the sector to date has involved investment by European companies, as the sector has developed and matured within the UK there have been a number of strategic investment announcements made by both the public and private sectors which will support an increasing number of job creating investment decisions in locations around the UK coast. Examples include proposals made by turbine manufacturing companies Siemens and Vestas to establish manufacturing facilities in Hull and Sheerness, whilst more locally Great Yarmouth and Lowestoft have been designated as one of five national Centres for Offshore Renewable Engineering (CORE) areas by the
Government which will be the focus of efforts to attract investment by offshore renewable companies. In Great Yarmouth and Lowestoft the CORE designation will complement the
Enterprise Zone status granted to six sites across Great Yarmouth and Waveney.
2.3 In North Norfolk, development of the £1billion 317MW Sheringham Shoal development has already seen significant investment made in the district by Norwegian companies StatOil and Statkraft, which are joint venture partners in SCIRA, the company established to operate the Sheringham Shoal development. SCIRA has established office, warehouse and support facilities in Wells-next-the-Sea and has recently commenced construction of a permanent support facility at Egmere to the south of Wells, which will provide long-term employment for over 50 staff who will oversee the operation and maintenance of the 88 turbine development once it becomes fully operational later this year. However, SCIRA has already had an important presence in North Norfolk, and particularly Wells, for a number of years as the Sheringham Shoal proposal has moved through design and construction phases. Supported by significant investment in new port facilities by the Wells Harbour
30

Cabinet 16 th
April 2012
Commissioners, including the construction of an outer harbour facility to accommodate survey and support boats and onshore support facilities including warehousing and stevedoring services which allows the supply of general provisions, specialist parts and equipment out to the wind farm from Wells; SCIRA’s investment in the town has included establishing an information “shop” on Staithe Street, and a temporary project management facility in the former Wells Field Study Centre on Polka Road in the town. SCIRA has also funded the Sheringham Shoal Wind Energy Visitor and Education Centre in The Mo at
Sheringham, as well as having established a Community Trust Fund which is able to provide grants to local organisations taking forward projects with climate change, sustainability or other environmental objectives. Whilst some of the contracts let by SCIRA have inevitably involved specialist companies operating in an international context, a number of which have established support facilities in and around Wells and employed local people, the company has developed strong links with the North Norfolk Business
Forum through which it has established a suppliers directory and database allowing local companies to bid for contracts associated with the development. SCIRA recognises the benefits of local knowledge and establishing long-term relationships through engaging local businesses and has already let contracts of considerable value to established local companies including engineering and transport businesses, marine businesses and suppliers, local hotels and retail businesses, as well as having engaged local architects, public relations and other professional services, many of which will develop long-term relationships with SCIRA providing supply chain and employment opportunities locally for many years to come.
2.4 In addition to the Sheringham Shoal development, there are three or four further offshore wind proposals with licences granted by The Crown Estate which could potentially be serviced from Wells / North Norfolk, subject to the necessary statutory consents being granted by the Marine Management Organisation. These are the Dudgeon Wind Farm off the coast of Cromer; the Docking Shoal and Race Bank proposals to the north and northwest of Wells; and potentially the Triton Knoll proposal off the coast of Lincolnshire. Formal decisions on all of these proposals are anticipated within the next twelve months and, if granted approval, are expected to be developed over the period to 2020, potentially creating significant economic and employment opportunities for the North Norfolk area, based upon the experience of the Sheringham Shoal development.
2.5 Local partners particularly the Wells Harbour Commissioners, the District Council, the
Holkham and Walsingham Estates and the North Norfolk Business Forum are keen to ensure that the opportunities to secure successive phases of new job-creating investment associated with the development of further offshore wind farms off the North Norfolk Coast are realised locally and have therefore proposed forming a working partnership structure in order that a co-ordinated pitch and response can be provided to companies seeking to establish a presence in and around Wells, based upon the facilities provided in Wells
Harbour.
2.6 Local partners believe the offer and attraction of Wells and its hinterland through to
Fakenham, including Egmere in the B1105 corridor to support the wind energy developments off the North Norfolk Coast is complementary to the investments proposed in the Great Yarmouth and Lowestoft areas and hopes to be able to develop strong and mutually beneficial relationships with partners in Great Yarmouth and Lowestoft in meeting the needs of the sector. Wells will not, for example, be able to serve as a support base for the large specialist vessels which will be involved in the construction phases of new offshore wind developments or fulfil a role as a supply base for the turbines and blades because of the limited scale of the Wells Harbour and its quayside facilities, limited supply of quayside storage and warehouse facilities and the need to balance any development with the environmental designations which overlay the town and support the town’s strong role as a tourist and visitor destination at the heart of the Norfolk Coast Area of Outstanding
Natural Beauty.
31

Cabinet 16 th
April 2012
2.7 Wells and its harbour / port facilities are however able to develop their role as a servicing and support base for the offshore wind developments off the North Norfolk Coast being the closest and therefore most cost effective base for the regular servicing of such developments – including survey work, deployment of staff during the construction phases of developments, servicing of the developments once operational, acting as a support base for the supply of provisions to hotel ships and possibly accommodation platforms for developments in the future and in the provision of emergency evacuation services in cases of medical emergencies and bad weather. The Wells Harbour Commissioners are confident that the investment made in the outer harbour facilities will be able to serve a number of the proposed wind energy developments off the North Norfolk Coast as there is likely to be a rolling programme of investment in different schemes and, based on experience of the Sheringham Shoal development the maximum number of support boats to operate from the harbour will be during the construction phase of developments, with perhaps only four or six boats being required to support a development once operational.
2.8 Recognising the landscape designations surrounding Wells, the importance of the tourist economy to the town and pressure on car parking facilities both within the town centre and close to the beach; local partners have agreed that any investment proposed by wind energy operators in support facilities – eg offices, control room facilities, stores and warehousing etc should probably be established outside of the AONB area in the B1105 corridor to the south of the town. The B1105 is the principal access route to the town from the south and opportunities exist to accommodate new development on a mix of brownfield and greenfield sites at Egmere and Fakenham. Any facilities established at Egmere would allow deliveries to stores and warehouses by HGVs to be achieved without increasing HGV movements in the town. Similarly turbine maintenance engineers would be able to be deployed from such facilities allowing them to park their cars at the support base and be transported to the outer harbour by minibus, thereby minimising the impact of additional traffic within the town.
2.9 Through such joint working local partners hope that a co-ordinated approach can be developed in responding to inward investment and new business enquiries associated with offshore wind sector developments allowing the District to realise the benefits presented by this emerging economic sector through the diversification of the district’s economy, realisation of supply chain opportunities and the provision of new and better quality employment opportunities over the next fifty or so years. Further detail of a proposed partnership working arrangement is provided in Section 4 below.
3.0 Norfolk and Suffolk Energy Alliance
3.1 In the Spring of 2011, Norfolk and Suffolk County Councils, Great Yarmouth Borough
Council and Waveney District Council, established the Norfolk and Suffolk Energy Alliance as a means of co-ordinating local actions in support of the energy sector across Norfolk and
Suffolk. The Alliance recognised that the energy sector in its widest sense – ie offshore oil and gas, nuclear and emerging renewable technologies, formed a significant element of the economies of Norfolk and Suffolk, and particularly the Great Yarmouth and Waveney areas. Local public sector partners therefore wished to engage with the East of England
Energy Group (EEEGr) and the emerging New Anglia Local Enterprise Partnership (LEP) to present a strong case to both Government and energy sector companies that Great
Yarmouth and Lowestoft had particular strengths in terms of established companies, skills and sites and premises assets to support future investment and development in the energy sector. Early achievements of the Alliance, in conjunction with EEEGr and the New Anglia
LEP, was to secure Enterprise Zone status for parts of Great Yarmouth and Waveney and in appointing an Inward Investment Manager to work with energy sector businesses to attract new investment to the area.
32

Cabinet 16 th
April 2012
3.2 During the summer of 2011, North Norfolk District Council discussed with Norfolk County
Council its concerns that the focus of the Norfolk and Suffolk Energy Alliance overlooked the growing importance and opportunities of the offshore wind sector to the Wells / North
Norfolk economy, together with the existing long-term strategic and economic importance of the Bacton Gas Terminal facilities. Discussions have therefore been progressed with the
Alliance to the point that North Norfolk District Council has been offered the opportunity to become a member / partner of the Alliance for a one-off financial contribution of £20,000 and for a member of the Council to be serve on the Alliance board.
3.3 Authority is therefore sought for the Council to become a member of the Alliance, with the financial contribution being met from the Economic Development budget which during
2011/12 received a refund amounting to £21,987 upon the winding up of the former Invest
East of England organisation, which had been the inward investment agency for the six counties of the East of England towards which the District Council had paid an annual subscription over a number of years. Authority is also sought for the council to appoint a member to serve on the board of the Alliance.
3.4 Benefits to North Norfolk of the Council becoming a member of the Alliance will include:-
•
strategic engagement with Government and energy sector companies regarding future developments in the offshore renewables and southern North Sea gas sectors, the latter of which is important in terms of future investments proposed at the Bacton Gas Terminal facility;
•
an ability to both influence and gain benefit from the inward investment marketing efforts of the Alliance which will be represented at UK and overseas events and in the co-ordination of inward investment visits to the region where there may be complementary opportunities for investments in Great Yarmouth / Lowestoft and
Wells / North Norfolk; and
•
the opportunity for energy companies currently based in North Norfolk and those considering setting up operations here to access skills training programmes, specialist business development advice / support and business to business / supply chain opportunities.
4.0 Proposed North Norfolk Renewables Partnership
4.1 In order that the North Norfolk District is able to maximise the opportunities presented by offshore wind energy developments, local partners including the District Council, Wells
Harbour Commissioners, and the Holkham and Walsingham Estates have discussed how local partnership working can be strengthened and co-ordinated in seeking to promote the district to inward investment opportunities associated with renewable energy developments and supporting such enquiries identify suitable premises / development sites, need to obtain planning permission etc.
4.2 To date two informal meetings of partners have been held to discuss future joint working and, with Cabinet approval, it is proposed to formalise this arrangement moving forward and develop a North Norfolk Renewables Partnership website to promote our “offer”. An example of a comparison website, is the GreenPort Hull website – greenporthull.co.uk, which carries information about sector investments, development opportunities, and the
Enterprise Zone status which exists in Hull, as in Great Yarmouth and Lowestoft. Any
North Norfolk Renewables Partnership website would carry details of the facilities at Wells
Harbour, details of the wind energy development sites off the North Norfolk Coast, details of sites and premises, initially in the Wells / Fakenham area capable of accommodating new business investment and details of the planning process, together with key contacts and links to partner websites such as the East of England Energy Group, Norfolk and Suffolk
Energy Alliance and the New Anglia LEP.
33

Cabinet 16 th
April 2012
4.3 Initially it is proposed that the focus of the Partnership will be on the requirements of companies serving the offshore wind sector in the Wells / Fakenham corridor and that partners will explore whether land and premises at Egmere on the B1105 to the south of
Wells could be developed as an Energy Sector Cluster Park. SCIRA have already secured consent for their office and warehouse facility on land at Egmere and this facility is currently under construction and other opportunities exist for the re-use of existing buildings, redevelopment of brownfield sites and possibly development of greenfield land at this location, subject to consultation with local stakeholders and detailed planning consent.
4.4 Local partners are also aware of the growth of solar / photovoltaic farm and anaerobic digestion and biomass proposals both nationally and more locally, details about which the
Partnership could seek to develop in the medium term.
4.5 It is thought that the North Norfolk Renewables Partnership could in the first instance become established and develop a website as detailed at para 4.2 above, for an initial cost of £15,000. Cabinet is therefore asked to endorse the Council’s participation in the North
Norfolk Renewables Partnership as proposed and agree to the authority making a £5,000 contribution to the Partnership budget for the commissioning of a website with the balance of such costs being met by other local partners. The Council’s contribution could be met from an underspend of the Economic Development budget in 2011/12 and it has been suggested by finance officers that this sum could be carried this forward into the 2012/13 financial year for this identified expenditure.
5.0 Financial Implications and Risks
5.1 This report proposes at para 3.3 above the Council becoming a member of the Norfolk and Suffolk Energy Alliance for a one-off sum of £20,000, which is proposed to be met from the Economic Development budget. At para 4.5 the report proposes that the
Council becomes a partner of the North Norfolk Renewables Partnership and that a sum of £5,000 is made available by the Council to support the development of a partnership website promoting the District to inward investors and new businesses operating in the renewable energy sector.
5.2 The growth and development of the renewable energy sector and the potential opportunities this offers to the district’s economy in terms of new investment, skilled employment opportunities at rates of pay above those currently on offer locally, and contract / supply chain opportunities for existing businesses, are considered to be significant. The actions proposed in this report seek to position both the Council and local partners positively in terms of our ability to realise the benefits of this emerging economic sector for the district for many years to come. In this respect it is considered that there are few if any risks, but many potential benefits in terms of brining quality jobs and investment to North Norfolk from the actions proposed in the report.
6.0 Sustainability
6.1
At a strategic level the growth of renewable energy technologies is seen as a fundamental component of the UK energy supply mix moving forward. In this respect the actions proposed in this report seek to place the North Norfolk District in a strong position to benefit from the growth of this sector both within and off the coast of North
Norfolk into the future.
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Cabinet
7.0 Equality and Diversity
16 th
April 2012
7.1
This report does not raise any equality and diversity issues, but does seek to secure new business and employment opportunities for local people in a sector where skilled positions will offer rates of pay above the district average.
8.0 Section 17 Crime and Disorder considerations
8.1 This report does not raise any issues relating to Crime and Disorder.
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Cabinet
North Lodge Park Development Proposal
16 April 2012
Agenda Item No______10_______
Summary:
Conclusions:
This report examines the current provision in, and options for the future to improve, North Lodge Park
North Lodge Park has long been a valuable asset to the people of Cromer and visitors to the town. It no longer serves the whole population well and improvements are required to widen the offer, especially to families and younger people.
This proposal will provide a high quality play area and open up other space that allows for a wider variety of activities but it is recognised this requires up to £197,000 of capital investment. However, there would be revenue savings as indicated of £21,000 pa.
Recommendations a) That Officers are authorised to progress with a development scheme for North Lodge Park as described in the report. b) That Cabinet agrees to a capital expenditure of
£197,000 for the scheme, to be financed from capital
receipts. c) That Officers are authorised to enter into negotiations and complete legal contracts and, where necessary, planning applications in respect of:
1) The financial offer from Cromer Town Council to fund the toilets and the Park
2) The transfer of the existing toilet buildings to the Sea View Pre-school
3) The transfer of the existing bowls green to the
Town Council at no future cost to North Norfolk
District Council.
Cabinet member(s):
Ward members
Contact Officer:
Telephone number: e-mail:
All
All
Karl Read
01263 516002
Karl.Read@north-norfolk.gov.uk
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Cabinet 16 April 2012
1. Background
1.1 North Lodge Park has been a public park since the late 1920s. In 1974 the
Park and Lodge were transferred to North Norfolk District Council following
Local Government Review and the Lodge itself sold to Cromer Town Council
1.2 In 2006 North Norfolk District Council proposed to convert a substantial portion of the Park into a municipal car park, an aspiration of some local traders and as a revenue generating initiative for the Council. The value placed on the park as public open space by much of the community was underestimated and a referendum was provoked which overwhelmingly rejected the car park
proposal.
1.3 The Council then resolved to consider a scheme of improvement and investment for the park which would not include a municipal car park and proposals were drafted in conjunction with local stakeholders.
1.4 A draft concept design was produced to include retention of key historic features, provision of a play area, horticultural areas, a performance space and new more meaningful path layout. The putting greens would be deleted in favour of more inclusive use and the ad hoc car parking provision would be rationalised with a small parking are for exclusive use of the Town Council.
1.5 Unfortunately it was not possible to attract the wide support for the scheme that would be necessary to secure essential external funding. Many stakeholders simply wanted the Park to remain the same with very minor changes. This approach would not address aspects of modern inclusive leisure nor would it be sufficient to attract the external financial support
required.
1.6 In recent years, the park has taken on a rather ‘tired’ appearance and numerous complaints have been received regarding quality of the offer the
Council provides.
1.7 The current revenue budget (grounds maintenance and toilet provision) for the
Park is £75,761 so the saving represents 28% reduction in overall costs.
2. Future Development Proposals
2.1 Opportunities exist and there is local demand to improve the park’s offer and popularity and to develop a better year-round amenity for both local people and visitors.
The Council’s Local Development Framework has identified that whilst Cromer does not have a deficiency in public open space per se, there is a need to improve the quality and accessibility of existing provision.
Play Area and Outdoor Gym
2.2 It is widely known that there is a shortfall in leisure provision for children in
Cromer. Therefore, one of the main aims of this project is to provide a good
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Cabinet 16 April 2012 quality play provision for the young people of Cromer and those visiting the
town.
The Council has been supplied with drawings of two options of play areas.
Both include outdoor gym equipment that could be used by adults. The design of both gym equipment and play within the same area allows for parents to exercise whilst their children are playing in a safe environment.
This would also help provide community gym equipment in a town where none
exists.
To encourage good community uptake of the facilities, it is proposed to run a programme of supervised sessions to the public that provide motivation to those participants from within the existing mobile gym programme run by the
Council.
Putting Greens
2.3 Cromer is currently very well provided for putting greens; there are four in operation. These are very expensive to maintain and exclude other informal uses of that land for an activity that is very seasonal. The Putting Green in
North Lodge Park is only well used during the school holidays and does not cover the cost of the additional grounds maintenance required.
It is envisaged that forgoing the putting activity in the Park will render the grass areas available for a wider variety of recreational pursuits and reduce ongoing
Toilets
2.4 The existing toilets in the park are in poor condition and would require badly located being in a corner of the park immediately adjacent to Sea View
Pre-School facility for young children.
Originally, it was planned to close the toilets when the Rocket House facility opened nearby. However, it is clear that if we are planning to improve the park that a toilet facility within it is a necessity. It is proposed that new toilets will be provided near to the new play area and the existing toilets will be closed and the land absorbed into the Sea View Pre-school facility.
Officers are currently in discussions with the Sea View Pre-School on the handover of the toilets. The Nursery is keen to take ownership of these buildings and convert into storage. It is proposed that within this scheme, the toilet buildings are gifted to the pre-school as part of their long term lease with the Council at no additional cost to the pre-school.
It has been agreed in principle that a contribution to the cost of maintaining the new toilets and the Park will be undertaken by Cromer Town Council and the
Town Council has made a resolution to that effect. This will require a formal long term contractual agreement to be signed.
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Cabinet
Planting and Grounds Maintenance
16 April 2012
2.5 There will be less reliance placed upon annual planting with more emphasis on perennial plants trees and shrubs. This will provide a modest saving each year from the grounds maintenance budget.
Bowls Green
2.6 Cromer Town Council has expressed an interest in developing a formal garden area in the park to commemorate the Queen’s Diamond Jubilee. It is proposed that this would be provided by the redeveloping the bowls green to provide a formal garden with a seating area offering fine views over the sea. In turn, this would also provide additional savings on grounds maintenance. This will also require a legal agreement.
Skateboard facility
2.7 In early March, the Council was made aware of a campaign to promote a skateboard facility in North Lodge Park.
Clearly, discussions with other stakeholder groups were well advanced by this time, especially if improvements are to be made by this summer season, and it is not considered appropriate to place a skate park on the land proposed for the play area. In addition, such development would also require planning permission which would further delay matters and it is considered that the
Council should proceed with the planned improvements now.
Officers and relevant local members are working with the campaign group to look at other potential locations for a skate park in Cromer. It may be possible to site a skate park elsewhere in North Lodge Park and this will also be discussed with the group and other stakeholders, with a view to helping them move forward with their aspirations.
3. Timescale
3.1 The provision of the play area/gym could be achieved within 8 weeks of all orders being placed, so could be complete by early summer 2012. No planning permission would be required for this development.
3.2 It is envisaged that the improvements to the shelters in the Park, which were reported separately to members, as part of the capital budget planning, could be undertaken in a similar timescale.
3.3 Any new toilets would require planning approval so would be built after the main summer season 2012.
3.4 Changes to grass and planting would be undertaken across winter/spring to be complete for spring 2013.
3.5 A Diamond Jubilee Garden would require design and the timing of this has not been agreed at this time.
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Cabinet
4. Finance issues
16 April 2012
Capital expenditure
4.1 The cost of the play area and outdoor gym will not exceed £115,000. This would allow for a 14 station outdoor gym, 10 pieces of play equipment plus a three metre fence surrounding the perimeter. This play area includes installation of ‘wetpour’ safety surfacing around each piece of play equipment to meet the relevant safety standards.
4.2 The maximum cost of new toilets is estimated at £82k, based on a recent new build the Council procured at Happisburgh. The proposal is to provide a small toilet facility near to the play area for the convenience, especially of parents with children. Costs will be further reduced as a local architect has offered his services free of charge to design the new facility.
4.3 Once drawings are available we shall go out for quantity surveyor advice to provide more accurate costs for the toilet block and associate works.
4.4 There is a small cost to change the planting to become more sustainable.
However, this cost can be absorbed within the current ground maintenance contract.
4.5 In addition, there is a possibility of attracting grant funding in relation to the outdoor gym. It is impossible to estimate the level of any additional funding at this stage however, so a worse case position has been taken at this time of a maximum cost of £197,000.
Revenue Savings
4.6 The change of the putting area to informal recreational grassing will provide a saving of approximately £10,000 per year on the grounds maintenance contract.
Changing the bowls green to a formal garden with both capital and revenue costs for this being paid by the Town Council will save £3,500 from the grounds maintenance budget
Cromer Town Council has resolved to make a contribution to the running costs of the new toilets and the park. This would also save the Council £10,000 per year.
The above savings are offset by loss of income from licence fees to operate the bowls and putting green. The total revenue savings are therefore £21,000 per year.
Therefore it is critical that whatever is provided within the Park does not detract from its heritage value and so adversely affects the reputation of the
Council and other stakeholders involved.
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Cabinet 16 April 2012
There is however, a clear need to improve the quality of the park as one of the
Council’s prominent leisure assets and to this end, officers have for some time been undertaking informal discussion and consultation with local Elected
Members (including the portfolio holder for leisure), Cromer Town Council and
Cromer Preservation Society.
Initial work has also been done with the Council’s Legal team regarding the
Town Council proposals and the pre-school lease.
It is accepted that it is unlikely that any proposal will meet with universal satisfaction but in terms of a compromise the proposal has general support of the stakeholders involved in discussions.
6. Equality and Diversity
6.1 Access to this facility would be inclusive. Sensitive marketing of the new play area and gym would ensure that all sectors of the community are engaged with. This will identify any gaps in provision and maximise usage, ultimately increasing recreational participation.
7.1 There will be various environmental sustainability improvements arising from
the proposals. Less reliance on annual planting and replacement with sustainable, perennial planting regimes is a positive move forward. Likewise, the replacement of putting and bowling greens with more general grassed
areas.
7.2 It is anticipated that modern, smaller toilets will also reduce our water usage on the site and that there may be small savings in electricity use.
8. Conclusions
8.1 North Lodge Park has long been a valuable asset to the people of Cromer and visitors to the town. It no longer serves the whole population and so improvements are required to widen the offer, especially to families and younger people.
This proposal will provide a high quality play area and open up other space that allows for a wider variety of activities but it is recognised this requires up to £197k of capital investment. However, there would be revenue savings as indicated of £21,000 pa.
9. Recommendation a) That Officers are authorised to progress with a development scheme for
North Lodge Park as described in the report. b) That Cabinet agrees to a capital expenditure of £197,000 for the scheme, to be financed from capital receipts. c) That Officers are authorised to enter into negotiations and complete legal contracts and, where necessary, planning applications in respect of:
41

Cabinet 16 April 2012
1) The financial offer from Cromer Town Council to fund the toilets and the Park
2) The transfer of the existing toilet buildings to the Sea View Preschool
3) The transfer of the existing bowls green to the Town Council at no future cost to North Norfolk District Council.
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Holt Vision Study
Summary:
Agenda Item No_______11______
The report notes the completion of the Holt Vision Study in
February 2012. The Vision report was funded in 2011 through local second homes Council Tax funding and Holt Town Council.
The commission for the study was to identify key future priorities for Holt through urban design, public realm and traffic management improvements and economic and community wellbeing initiatives. The role that the District Council has played in supporting the process to date is identified and highlighted. The report also notes the potential partnership areas that Council officers may be asked to support in developing the actions of the
Holt Vision as it is taken forward locally. The areas of support that have been identified so far have yielded financial support for taking forward a Neighbourhood Development Plan (wave 5) in partnership with Holt Town Council. A bid put forward by the
Council for (£20,000) funding to support this scheme was approved by the Department of Communities and Local
Government in March 2012.
Conclusions:
Recommendations:
Cabinet member(s):
Wards affected
Contact Officer: telephone number: e-mail:
The Holt Vision Study 2012, has identified areas of support that may be required by the council to consider on an individual basis over the next three to five years as to how it may be able to advise and potentially provide support to Holt Town Council and/or through a new partnership that maybe formed under the auspices of the Holt Vision Strategy Group as it moves forward on a number of actions highlighted within the study.
1. To endorse the Vision for Holt and acknowledge the value of the study in identifying various urban design, traffic management and economic and community schemes that can be taken forward by named lead and partner organisations.
2. To agree that where NNDC can support actions based on the assessment of the merits of the proposals put forward, that officers will seek approval from Cabinet, on an individual basis for support in the development of those proposals.
Trevor Ivory
Holt and surrounding wards
John Mullen
01263 516104- 07786 854994 john.mullen@north-norfolk.gov.uk
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1 . Introduction
The report provides a summary of the objectives, actions and outcomes from the development of the Holt Vision Study. Although the District Council were not the lead partner in developing the Study, the Council agreed with the Holt Vision (partnership)
Board that support would be provided through senior officers and members to advise on the technical aspects of the commissioning process, reviewing the recommendations of the Study and to act as the accountable body for purposes of funding and project management. This was to ensure that the Study was well managed, delivered on time and budget as well as to reflect and respond to the partnership agreed commissioning brief.
2.
Background
2.1 The completion of the Vision for Holt has marked the 12 month delivery of a project that stemmed from the inception of a broad partnership aspiration that established the ambition for the Holt vision and stated that:
“The project is to produce a visioning study for the development of key community, economic and environmental improvements for the town of Holt and its hinterland for the next 3-5 years, that ultimately will have sustainable long term benefits and future activities that are stimulated and achieve impacts over the next 25 years”.
2.2 The Holt Vision Board was established to oversee and steer the development of the
Vision Study over several stages. Firstly, for identifying and securing initial funding support, secondly, in commissioning of a multi-disciplined consultancy team and thirdly to work with that team to undertake the study with a key set of agreed objectives. The
Board was made up from several key organisations including Holt Town Council (Clerk and Mayor), Norfolk County Council (Senior Highways Manager and local member),
Holt Area Partnership (Co-ordinator, Administration Support Officer and Chair) , Holt
Society, Holt Youth Project, Holt Chamber of Trade (Chair), Gresham’s School and
North Norfolk District Council (Officers from Conservation, Planning Policy and
Localities and local members), as well as independent Architect overseen by an independent chairperson.
2.3 The Vision for Holt stemmed from earlier work undertaken throughout 2009/10 with the Holt Town Council led “Planning Group” that had been working up interventions informed by more strategic planning documents such as the North Norfolk Local
Development Framework and Holt Conservation Area Appraisal. The Holt Planning
Group had met for a 12 month period before approaching North Norfolk District Council and North Norfolk Community Partnership for support and funding to undertake the study for Holt.
3. Holt Vision Board and the key study aims and objectives
3.1 The Study objectives set by the Partnership Board and the key Terms of Reference providing scope and parameters for the work undertaken during the commissioning period are summarised as follows:
•
To take responsibility for shaping the strategic direction of the community and planning framework for Holt Town. To oversee the formulation of a Masterplan for Holt’s development with specific recommendations and plans to take forward their development.
•
To oversee the completion of a visioning study and management plans for Holt;
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•
To advise on and shape the strategic direction, implementation and delivery of projects identified by the Holt Visioning and Management Plan;
•
To act as key decision-makers on behalf of all stakeholders in a way that is visible, meaningful, and accountable in accordance with the constitution of the individual partner organisation
3.2 The six main themes that were evaluated and put forward as the main commissioning objectives by two working groups chaired by senior NNDC officers and supported by Holt Town Council and Holt Area Partnership were as follows>
Identify improvements that could be made to town centre pedestrian and shared spaces
Recommend improvements that could improve civic spaces and shop fronts
Recommend improvements that could be made to gateways into the town, green spaces and signage
Evaluate the scope and opportunities for developing improved public transport and traffic management actions.
Recommend training and employment opportunities to bridge gaps in the local markets and initiatives that could target new markets, especially opportunities for young people.
Undertake an evaluation of current and future measures to extend the development of earning and other activities (including those that are linked to healthier and more active lifestyles).
4. Outcomes from the study and where they may have potential input from NNDC
4.1 The Holt Vision study was taken forward over a five month period from the commissioning of the consultancy team (led by Allies and Morrison Urban Practitioners) in September 2011 to the final sign off of the full study by the Holt Vision Board in
February 2012. The study was consulted on within the town on three separate occasions during this period, during the preliminary stages for setting the principle areas for the study in September 2011, on the draft report stage in December 2011 and on the final draft stage in January 2012. From this consultation and the working up of the main headline recommendations, four main themed strategic areas that “underpinned” The
Vision Study principles were identified to set the context for the rest of the Study these were as follows>
1. An attractive and physical environment
2. A well connected place
3. A flourishing shopping and visitor centre
4. A strong economy and thriving community
4.2 Under each of the key themes above, several recommendations for the future phased delivery of main actions are proposed within the Study. Each action was provided with an assessment of the potential lead partner/s and support organisations as well as indication of the likely timescale, funding and next steps activities that may facilitate the appropriate work areas.
4.3 Under theme one, NNDC are identified as potential lead partners for two of the ten recommended proposals these are>
1. “Establishing spaces for the three Cs supporting the civic, cultural and commercial activities of the town”
2. “First impressions – drawing on Holt’s civic and ceremonial anchors.”
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Both proposals recognise the value of the unique built environment that the town’s public realm has to offer and builds on the evaluation of these spaces (Shirehall Plain,
Fish Hill and the War Memorial areas) and gateways (Obelisk Plain and War Memorial) carried out through the District Council Holt Conservation Area Appraisal. The proposals recognise that these are key spaces within the town and that if treated sensitively with improvements that enhance their use and character, the profile of the town could be enhanced with maximum benefit for the local economy, culture and pedestrian access to existing and potential new services and retail opportunities.
4.4 Under theme two, proposals are identified under traffic and transport movement and linkages in and around the town centre and therefore recognise the lead role that
Norfolk County Council as the Highway Authority could play if activities were further developed under this theme. The Council are recognised as having a supporting and partner role to play in regard of any interventions that impact on the built environment and consideration of economic viability of the town centre in future years. it is also highlighted that there is opportunity to establish a thematic working group that could influence the assessment of future potential section 106 / Community Infrastructure
Levy finance that could support the development of key traffic and transport movements including pedestrian access routes to and from future new residential developments, improved transport infrastructure and cycleway improvements and links with community areas in the town to the centre.
4.5 Theme three proposals recognise the value that Holt as a principle settlement maintains as a thriving retail and visitor destination and develops the theme of encouraging and embracing the independent and unique nature of the retail and visitor offer that characterises the town. Proposals under this theme range from linking infrastructure renewal interventions such as the creation of new market space in the
Fish Hill area via establishing a traditional market in order to spread the retail offer, to the potential of introducing and establishing a Business Investment District model to raise private finance to secure funding for various economic and environmental improvements for town. The linkages under this theme are explored within the second half of the Study with Theme one that highlights the aspect of infrastructure renewal to the development of enhanced commercial and community activity that would develop the local economic offer.
4.6 Under theme four, further proposed interventions develop the ideas for economic and skills diversification to support new and emerging sectors of the local economy under energy and environmental technologies. The proposals identify support that could help young people opportunities in skills and employment with the need to introduce more opportunity for future job prospects beyond the main hospitality, retail and educational sectors that are more dominant in the town. As with other themes, the possible lead partner aspect for developing the proposals is not defined by the role the
District Council could play, but in the supporting role that the council could adopt in an advisory capacity and as a support body to ensure that the opportunity for prioritising appropriate and viable schemes to potentially taking forward any future actions are achievable.
5 . District Council potential areas of support
5.1 The Holt Vision Study as outline in section 4 of this report has highlighted the
Councils potential future role. This may emerge either acting as a lead partner on proposals and their future development, or in a support role that could be undertaken under the emerging priorities for the town with other lead partners, that reflects the remit
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of that organisation. However, it should be noted that the Study represents a strategic assessment of opportunities that the town of Holt has the potential to offer and that the objective of the Holt Vision Board was to produce a Vision for the town that could act as a platform for the individual assessment of each proposal. Therefore it will still be necessary to test the viability of each proposed intervention or action, given opportunities or constraints identified through current funding opportunities, resource capacity and lead body and partner support for taking forward actions under each thematic area.
5.2 The forward strategy for developing the key themes that have emerged from the
Holt Vision Study is being evaluated through the structure and objectives being proposed by Holt Town Council with the support of the District Council in an advisory capacity. The main body that will take on the task of assessment of the various proposals will form under the title of the Holt Vision Strategy Group. It is the main objective of that group to start to prioritise and test individual proposals that have been identified within the Holt Vision Study. The immediate role therefore for this body, reporting to Holt Town Council, will be to seek advice from various organisations including the District Council on priority setting opportunities for the next stage development of viable proposals, based on the factors relating to timescale, cost, lead body, partnership and local support and funding opportunity.
6. Implications on resources and finance
6.1 Resources
As noted there are various recommendations within the Vision Document with linked initiatives that the Council are identified as either the lead body, or one of the main partners. As stated within this report, the role that the Council may adopt will need further assessment of the value of that commitment set against the role that the Council seeks to commit to in developing its future support. This could be assessed on a project by project basis, given the number and spread of the proposals that have come forward under the Holt Vision. As part of this assessment it would therefore be necessary to work with the Vision Strategy Board in the early stages to assist in this process with the required officer support and therefore advise if necessary on the way forward for future
District Council support.
6.2 Finance
Within the Vision Study the delivery factors are identified for each intervention and highlight a range of possibilities for taking forward actions including the financial opportunities available. These financial opportunities do not commit the individual organisations, including the District Council, to directly funding the Holt Vision proposals, but suggest that there are potential areas for assessment whether it would be appropriate to seek funds either through internal or external budgets and available funding programmes. Therefore the financial implications for the Council are not apparent at this time, given the need to take forward the prioritisation activities in partnership with the Vision Strategy Group so that further individual assessment of the opportunities presented by the proposals can be identified.
It should be noted again, that early support through the Neighbourhood Development
Plan Programme has been approved (£20,000) for the DCLG funded initiative to be taken forward in partnership with Holt Town Council, after the District Council were successful in its bid for the funds in February.
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7. Risks
7.1 Risks to the Council need to be assessed on an individual project by project basis given the variety and the level of input that the Council could have on any of the initiatives taken forward. The level of risk at the current time may be considered low.
However, it should be considered necessary to realise the extent to which local expectation has increased as to any future support that may be provided by the Council, given the recommendations put forward in the Vision Study that identifies resources, funding or specific support of officers.
8. Sustainability issues
8.1 Sustainability has been considered widely within the Vision Study and is reflected in the nature of the proposals that have been identified, especially around conservation of the built and natural environment, traffic and transport initiatives and green energy technology initiatives.
9. Equality and Diversity issues.
9.1 The report does not include an equality and diversity impact assessment. Each proposal if taken forward on consideration of the scale and scope of the initiative may require individual assessment based on equality and diversity issues and their potential impact.
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Ashmanhaugh Parish Council
Blakeney Parish Council
Clifton Park Residents’ Association
Community Services – Norfolk County Council
Cromer Preservation Society
Kickstart
Liberal Democrat County Councillors in North Norfolk
Natural England
Norfolk Community Health and Care – Adult Care
North Norfolk Business Forum
North Norfolk Clinical Commissioning Group
North Walsham Town Council
Resident of Great Ryburgh
Resident of Horning
Victory Housing Trust
Voluntary Norfolk
YMCA Norfolk
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Do you have a particular area of interest in the Annual Action Plan 2012/13? If you have and it would be helpful in providing context to your answers please state it here.
Parish Councils need to know about Neighbourhood Plans as many will now be reviewing their Parish Plans.
In considering the actions we have identified as important to deliver in
2012/13 please let us have your views and comments.
More emphasis should be put on wealth creation as distinct from jobs. Key areas in NN are tourism and agriculture (where we are world leaders) and this should be built on.
Do you feel that the actions address concerns that you have locally? If not, why not?
It’s not just about improving job prospect, people must want to do better, particularly the young, both for themselves and their community. NNDC needs to offer some coherent plans to raise people’s horizons. It needs to work with local businesses and business organisations, not “explore opportunities”.
Are you interested in finding out more about what the council is doing in any of these areas? If yes, please let us know below.
Jobs and Local Economy
Housing and Infrastructure
Please use this box to include views on other issues that you consider are important that are not covered by the questions above.
Costings and value for money targets needed
Norfolk lacks 30 – 50 year olds. Business development needs these productive and energetic in order to develop, so let’s find ways of keeping them and attracting new.
An initiative is needed where the District and Parish Councils can join with businesses and their organisations, to help raise the aspirations and ambitions of the young, otherwise they will leave or see no future.
As NNDC has recently completed the Local Development Framework, my
Council would be most concerned to see the identified development sites abandoned to a parochial development whim which may be regretted later.
There is a lot of “seeking to” rather than “doing”. I would expect the Authority to be much more definite in its’ actions working from a position of knowledge and experience.
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Establishing a relationship with Parish Councils is long overdue as you have failed to embrace the Quality Councils in your area, despite frequent assurances.
Needs a bit more action and less plan.
North Norfolk District Council Response
Representation Response
Key areas in NN are tourism and agriculture
Key areas in NN are tourism and agriculture
It’s not just about improving job prospects , people must want to do better, particularly the young, both for themselves and their community.
District and Parish
Councils can join with businesses and their organisations, to help raise the aspirations and ambitions of the young
NNDC is working with tourism industry partners to establish a North
Norfolk Destination
Management Organisation
(DMO). This DMO will develop the management approach for the industry and create the brand/image on which future marketing campaigns will be based.
This action is included in the Annual Action Plan.
NNDC through the North
Norfolk Business Forum has established an
Agriculture Forum. This
Forum works with and through the Council to reduce barriers that prevent them from succeeding.
We agree with the point raised. We have a two-fold approach – first is attempting to support people who are looking for employment now. Second we are working strategically with schools and our partners to raise aspirations to recognise the opportunities which could and do exist locally.
This will encourage our natural talent to stay in the
District and make their careers here.
Officer recommendation
That no amendments are made to the Annual
Action Plan.
That no amendments are made to the Annual
Action Plan.
That no amendments are made to the Annual
Action Plan.
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Representation Response
Costings and value for money targets needed
Financial measures and the view of residents of the value for money given by the Council will be measured.
Officer recommendation
An accompanying performance management framework will set measures with targets or identify those that need to improve and ensure delivery of activities.
We wish to congratulate you on what we think is a very good document.
However, we would like to suggest that the following additions be included:-
•
Section A, pg 4: Industrial premises should be protected for commercial use, the land not being lost to housing developments.
•
Section B, pg 6: We will look to include the option of affordable
housing for local people within each parish at every opportunity.
• Section E, pg 6: We will ensure that Victory Housing are forced to bring any empty properties back in use as soon as possible, including all empty warden houses across the district.”
North Norfolk District Council Response
Representation Response
Industrial premises should be protected for commercial use
The Council seeks to protect and support existing employment opportunities through its planning policies and economic development activities. Some flexibility is desirable to ensure that unused or underused sites and premises can be considered for alternative use. A blanket approach that does not allow for some flexibility would be inappropriate.
Officer recommendation
That no amendments are made to the Annual
Action Plan.
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Representation Response affordable housing for local people each parish
within
We will ensure that
Victory Housing are forced to bring any empty properties back in use as soon as possible, including all empty warden houses across the district.
The Council will ensure that affordable housing developments include an appropriate mix of properties to wherever possible seek to deliver a balanced housing market in terms of size, type and tenure of property taking into account existing stock, turnover of existing stock and need. The Council will continue to support opportunities to deliver affordable housing in rural communities and will prioritise in accordance with available resources.
The Council has been consulted by Victory Housing
Trust on its proposal to bring empty warden properties back into use recognising that these need to be let sensitively as many are in the middle of sheltered housing schemes often above the communal facilities of schemes. It is likely that the need to let these properties sensitively will result in some underoccupation due to the size of some of the units (four bed flats).
Officer recommendation
That no amendments are made to the Annual
Action Plan.
That no amendments are made to the Annual
Action Plan.
In considering the actions we have identified as important to deliver in
2012/13 please let us have your views and comments.
As a general point it was suggested that the sub-points under each section should be numbered so that they are easier to comment on specifically.
Members were mainly concerned with Housing and Infrastructure.
It was thought that as North Norfolk was one of the few areas with a properly approved Local Development Framework that this would mitigate some of the provisions of the Government’s planning initiatives. Members felt that NNDC should hold firm to the work done in the Local Development Framework and
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Landscape Character Assessment.
The word ALLOCATED was considered to be very important. Sites that have already been considered under the LDF and rejected should not be reconsidered within the timescale of the current LDF Plan.
Under Housing and Infrastructure 2012-13 members wished to make the following points:
Section A – last point – we will seek to increase the percentage of applications granted . Members were puzzled about this point. Surely an application will be granted if it satisfied the planning criteria, and it will be refused if it does not. Members were concerned that this was a “sideways” way of saying that planning regulations were going to be relaxed. If this is the case then members were very unhappy about it.
Section C – Empowering Local communities to promote additional developments ……members were very unhappy about this, they felt that it ran the risk of pandering to the wishes of pressure groups and vocal minorities. It isn’t at all clear what these developments might be, but we strongly feel that any developments that take place should be within the context of the existing Local Development Framework and Landscape
Character Assessment. Developers should not be able to use this section as a way of sidestepping existing provisions.
We agree with the concept of a pilot neighbourhood plan somewhere in the area and we have no objections to its being Holt. We feel that the plan should be within the context of the Local Development Framework and Landscape
Character Assessment.
We not that the plan at Holt is a PILOT PROJECT and yet the council says it is going to support other Neighbourhood Plans. What if the pilot fails? There seems to be no clear strategy to analyse the plan before rolling it out elsewhere. We are concerned that this is not a pilot at all, but merely the first one, and that insufficient time to analyse it will be given to authorities before they have to produce their own.
Under D – members were not altogether clear what the charging framework was. Could it for example be used to ensure that Anglian Water maintained the treatment works at Cromer properly? Members have asked me to say that we are grateful to NNDC for the support they have given us with the odour problems which we have experienced from the Treatment works. It was understood that no large scale building could take [place] in Cromer until the
Treatment Works had been enlarged. We would ask NDC to apply very strict conditions to Anglian Water to ensure that odour problems from the site are minimised.
Coast Countryside and Built Heritage
Section A Members felt that this should, in line with the Landscape Character
Assessment, recognise parcels of land which were not necessarily in themselves beautiful, but which had a strategic significance. E.g. land in East
Runton adjacent to Clifton Park. The Dept., of the Environment has rueld that this is a “Strategic Gap” between Cromer and East Runton and should be maintained. We would like to see greater recognition of this sort of site which
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does not fall into and official protection zone.
Jobs and the Local Economy
Residents felt that a warning should be taken from experience elsewhere and cited the case of Inverness. This is often touted as a success by the government because the town attracted a great deal of industry, but the reality for local people was that the bulk of the firms who came to the site were of EU origin and many brought a workforce with them. Ten thousand new homes were built for people from the EU. Local people, in the main, did not get jobs at these firms because they did not have the right skill sets. There was some knock on boost to the local shops, but the demography of the town was changed completely, the results were not what was expected at all.
Therefore, the introduction of new businesses has to be balanced very carefully. If there is work people will come from elsewhere to seek it out and the housing crisis could become worse not better. We would hope that to counter this NNDC would encourage firms who wish to relocate to the area to offer training to local people who already live here, rather than bringing in their own workforces from elsewhere.
Under Localism part A the role of town and Parish Councils as the
Democratic embodiment of their communities…We feel that NNDC should do everything it can to encourage participation in the local democratic process.
We would point out that some local councils cannot even get enough councillors to stand and the percentage of residents who vote is worryingly small. In addition to working with these elected bodies we feel that NNDC should do everything it can to canvas a very wide view of public opinion. This also helps to avoid the likelihood of believing that a small vocal pressure group represents the needs of the majority.
We would also point out that there are a number of organisations such as the
Older Person’s Forum who consult with NNDC and we would like to see a very wide consultation on all issues.
Under Delivering the Vision = we understand the need to reward staff, but we fell that large bonuses would be unsuitable at the moment and would generate a lot of anger.
North Norfolk District Council Response
Representation Response we will seek to increase the percentage of
[housing] applications granted
We agree with the comment regarding percentage of housing planning permissions granted.
Officer recommendation
That the Annual Action
Plan is amended as follows;
Remove from Housing and Infrastructure,
Section A bullet point 4
“ We will seek to increase the percentage of housing planning permissions granted”
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Representation Response
Empowering Local communities to promote additional developments
……members were very unhappy about this
We note that the plan at Holt is a PILOT
PROJECT and yet the council says it is going to support other
Neighbourhood Plans.
Coast Countryside and Built Heritage… recognise parcels of land which were not necessarily in themselves beautiful, but which had a strategic significance.
Jobs and the Local
Economy
We would hope that to
Neighbourhood Plans are a discretionary power available to those communities that wish to accommodate additional development. The Plans can only be prepared by
Town and Parish
Councils and local forums and there is no requirement to prepare a
Neighbourhood Plan.
District Councils cannot prepare Neighbourhood
Plans. Where these plans are not prepared by local communities the Local
Development Framework will remain in force. The action proposed by the
Council is to support those communities that
That no amendments are made to the Annual
Action Plan. decide they wish to produce a Plan.
We agree with this point. We will consider and disseminate the results of the Holt
Neighbourhood Plan pilot project before deciding any further action.
The Adopted Core
Strategy policy includes a requirement to protect, conserve and where possible enhance landscapes including
‘gaps between settlements, and their landscape setting’. The
Action Plan does not propose to amend adopted policies.
We look to work with the business sector to identify their skills needs and to seek ways of developing the skills set of the local
Officer recommendation
That no amendments are made to the Annual
Action Plan.
That no amendments are made to the Annual
Action Plan.
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Representation Response counter this NNDC would encourage firms who wish to relocate to the area to offer training to local people who already live here, rather than bringing in their own workforces from elsewhere.
Localism process.
…We feel that NNDC should do everything it can to encourage participation in the local democratic
Officer recommendation labour force to meet these skills requirements.
We are working with the new off shore wind farms to identify the best means of achieving this. Our focus is to develop the ability of the local community to stay within the local community and enable them to achieve their housing aspirations.
We will work with local councils to build relationships to ensure economic development is sustainable.
The actions under
Localism are designed to increase participation in the democratic process and improve the relationships with Town and Parish Councils, voluntary and community groups. This consultation process is a case in point.
In addition, actions are proposed to be added to the Annual Action Plan around working with and meeting the needs of local communities.
That the Annual Action
Plan is amended as follows:
Localism Part A, add
“ We will work with Town and
Parish Councils, local organisations and community groups to improve health and wellbeing consistent with the aims of the NNDC Health
Strategy.
Localism Part B, add
“We will work with communities to identify the current and future social, economic and health needs of their resident population and support them to identify and implement local, innovative and creative solutions.”
Localism Part C, add
“We will ensure that work with statutory, voluntary and community organisations contributes to the aims of the Big Society agenda.”
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Do you have a particular area of interest in the Annual Action Plan 2012/13? If you have and it would be helpful in providing context to your answers please state it here.
I have responsibility for operational social work teams covering people with physical disabilities,learning disabilities,older people,older people with mental health issues in the Northern Locality.I also oversee the social work service provided to the Norfolk and Norwich University hospital.
In considering the actions we have identified as important to deliver in
2012/13 please let us have your views and comments.
The council has a core aim of assisting to build thriving communities which it is welcoming to see the action plan has identified strongly for North Norfolk.
I agree it is important that we enable communities as much as is possible to utilise that community strength and within social care we are very looking for communities to seize opportunities to provide facilities/preventative services to members of their community eg-using or running a community centre as a thriving hub offering the opportunity for people to meet to reduce social isolation.
Considering the significant number of people in North Norfolk who will require supporting with social care services this is an employment growth area either through residential homes, domiciliary care providers or personal assistants.It would be interesting to consider how this fits with the employment aspirations outlined.
Do you feel that the actions address concerns that you have locally? If not, why not?
I would be interested in the councils view of how it will assist its residents(the largest % of older people in Norfolk) to remain living independently in the community . A thriving member of that community and to reduce social isolation .
Similarly with the demographic statistics in relation to the incidences of dementia (the second highest % in the county and with around 2,000 people diagnosed).It would be good for the council to consider through its health improvement agenda how those residents can be supported.
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North Norfolk District Council Response
Representation
Considering the significant number of people in North
Norfolk who will require supporting with social care services this is an employment growth area either through residential homes, domiciliary care providers or personal assistants.
assist its residents(the largest % of older people in Norfolk) to remain living independently in the community .
A thriving member of that community and to reduce social isolation . incidences of dementia… how those residents can be supported.
Response Officer recommendation
We accept That the Annual Action Plan this point. is amended as follows:
Localism Part B, add
“We will work with communities to identify the current and future social, economic and health needs of their resident population and support them to identify and implement local, innovative and creative solutions.”
We accept these points.
That the Annual Action Plan is amended as follows:
Localism Part A, add
“ We will work with Town and
Parish Councils, local organisations and community groups to improve health and wellbeing consistent with the aims of the NNDC Health
Strategy.”
Localism Part C, add
“We will ensure that work with statutory, voluntary and community organisations contributes to the aims of the Big Society agenda.”
The Cromer Preservation Society supports the aims of the Corporate Plan
2012-13 as outlined in the section “Coast, Countryside and Built Heritage”, to value and protect “the natural environment and built heritage”.
We feel, however that there is insufficient mention of the built environment in
Section A.
We would suggest the opening sentence in Section A be extended to read:
“Maintain the integrity of special landscape and built heritage designations and balance the development of housing and economic activity with the need to preserve the character and quality of the countryside and our towns and villages.”
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North Norfolk District Council Response
Representation Response insufficient mention of the built environment
We consider that built heritage is a high priority and this is clear in the
Annual Action Plan.
Officer recommendation
That no amendments are made to the Annual
Action Plan.
I find the corporate action plan a clearly laid out, easy to read and understandable document.
It is clear what you intend to do (the action) but it is less clear what exactly you actually hope to achieve and it is unclear how you will measure it . If the measurers for each priority were clear, and some targets to gauge improvement in place, then it would become much clearer what you are setting out to achieve.
In addition to my overall comment above, I have two main points, the first of which adds to my overall comment.
First, the outcome statements for each of the 5 priority areas would benefit from a clear set of measures by which you would track both the overall success of delivery against each outcome statement and the success of each of the sub parts (A-E or A-C). For example:
Delivering the vision: We will make the Council more efficient so that we can deliver our priorities and offer VfM for local tax payers
•
How will you track that the Council is being more efficient (some measures are needed) and what targets do you or will you have in place to shift from the existing baseline to where you want to get?
•
How will you gauge VfM for the local tax payer (some measures are needed) and what targets do you or will you have in place to shift from the existing baseline to where you want to get?
Looking at the actions under A-E some measures to help gauge the improvement or position of each would help report on achievement a year from now. For example: How exactly will you track and gauge the extent to which:
•
effective communication exists?
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•
governance arrangements are robust and fit for purpose?
•
organisational is strong and proportionate?
•
gauge priorities and services are in line with community wishes?
•
efficiency has improved?
Second, A district with a thriving economy offering better jobs and prospects for local people.
Travel by public transport in North Norfolk is poor. A contributing factor to low wages, low skills, and relative deprivation is that people can find it difficult to get to opportunities including jobs and training. This represents a brake on local competitiveness and economic growth. In a rural community like North
Norfolk, and due to other factors such as shiftwork, personal transport will often be the only viable means to get to job and work based training opportunities. Running a car will not be affordable for many, so other schemes are needed to provide the means for people to access job, work based training and education. I see no support for schemes, like wheels to work
(Kickstart Norfolk), that help overcome high car dependency in your corporate plan. I feel this is an important omission in this section.
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North Norfolk District Council Response
Representation
It is clear what you intend to do (the action) but it is less clear what exactly you actually hope to achieve and it is unclear how you will measure it . would benefit from a clear set of measures by which you would track both the overall success of delivery against each outcome statement and the success of each of the sub parts
How will you track that the Council is being more efficient
How will you gauge
VfM for the local tax payer
Response
Financial measures and the view of residents of the value for money given by the Council will be measured.
Officer recommendation
An accompanying performance management framework will set measures with targets or identify those that need to improve and ensure delivery of activities.
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Representation
Travel by public transport in North
Norfolk is poor…
In a rural community like North Norfolk, and due to other factors such as shiftwork, personal transport will often be the only viable means to get to job and work based training opportunities.
Response
NNDC is aware of this project but with public sector austerity measures impacting on the Council, such a project would have to be developed as a totally externalised financial package.
Transport is recognised as one of the key barriers to individuals realising their aspirations for training and/or work.
The Council will seek to work with individuals to identify all such barriers and to look for means of overcoming them as they arise. We are providing a local and accessible service and seek to promote local jobs – individuals will require an individual approach.
Officer recommendation
That no amendments are made to the Annual Action
Plan.
NNDC along with local and county partners are collaborating together under the BDUK initiative to develop faster broadband infrastructure. This will liberate people previously excluded from mainstream provision enabling homeworking/selfemployment, training and education to take place from the home.
In considering the actions we have identified as important to deliver in
2012/13 please let us have your views and comments.
•
There are very few measurable actions !
•
Query the priorities on Conservation Area Plans
•
Pleased to see empty homes issue recognised but wonder about the
• rationale for the target re ?
•
The implications on services of a zero increase in Council Tax should be spelt out – it has only been achieved in past 2 years by in effect
Government grants.
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Do you feel that the actions address concerns that you have locally? If not, why not?
Accept the 4 sections are very important but there is nothing about transport or services to young people which are key local issues. Whilst NNDC does not have statutory responsibilities for either it ought to have a strategy to influence policy makers and service providers.
Please use this box to include views on other issues that you consider are important that are not covered by the questions above.
1. Suggest the document as a whole would benefit from more context e.g. proposed changes around business rates and planning, how NNDC will approach partnership working.
2. Section A on page 9 is very thin – most of these you have to do anyway, whereas they could be read as new.
3. Pleased to see the section on Localism but suggest it should be broader and be more realistic about the challenges. How are you going to encourage more people to vote in elections of all descriptions and get people to stand for election (as opposed to co-option) to Parish
Councils?
4. Again in localism, suggest the seminar at ‘B’ needs to be presented as the start of something and should be done in conjunction with partners such as the County Council.
5. Would hope that at ‘Coast…’ under ‘C’ NNDC would see itself as also helping communities adapt to the changes (as per at Happisburgh).
North Norfolk District Council Response
Representation Response
There are very few The Council’s measurable actions !
Performance
Management Framework is being reviewed and updated to include the
Annual Action Plan.
Officer recommendation
An accompanying performance management framework will set measures with targets or identify those that need to improve and ensure delivery of activities.
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Representation Response
Pleased to see The issues of long-term empty homes issue recognised but wonder about the rationale for the target empty homes in the district is of concern locally and at a national level where the Coalition
Government has made a number of policy announcements aimed at bringing such property back into use. The
District Council has proposed a number of actions aimed at reducing the number of empty homes in the district including development of an Empty Homes matching service, advertising private sector properties through the
Your Choice:Your Home scheme and piloting a stronger approach to enforcement action where other efforts to secure action in respect of longterm empty properties have failed and will monitor its progress with respect to this issue closely. The target of seeing 40 long-term empty properties brought back into use is considered to be challenging yet realistic and will be monitored through the New Homes
Bonus returns.
Officer recommendation
That no amendments are made to the Annual Action
Plan.
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Representation Response
Timescales re North Norfolk District residential developments ?
Council has an adopted
Site Allocations Plan and will be seeking to work with landowners and developers to see such sites brought forward in a timely manner. Whilst the current economic situation means that developers might lack the confidence or finance to bring sites forward for development, the Council proposes working with such parties in developing detailed plans and proposals for such sites
(through the development of Masterplans and
Development Briefs and the preparation of planning applications) so that there are no impediments to the development of these sites in the future. A number of planning applications for the development of allocated sites have already been approved (ie at Hoveton,
Cromer and Holt) and a work programme agreed in respect of allocations at
Stalham, North Walsham,
Fakenham, Holt and
Wells-next-the-Sea.
Officer recommendation
That no amendments are made to the Annual Action
Plan.
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Representation Response there is nothing Transport is recognised about transport or services to young people which are key local issues as one of the key barriers to individuals realising their aspirations for training and/or work. The
Council will seek to work with individuals to identify all such barriers and to look for means of overcoming them as they arise. We are providing a local and accessible service and seek to promote local jobs – individuals will require an individual approach.
Officer recommendation
That no amendments are made to the Annual Action
Plan.
NNDC along with local and county partners are collaborating together under the BDUK initiative to develop faster broadband infrastructure. This will liberate people previously excluded from mainstream provision enabling homeworking/selfemployment, training and education to take place from the home.
Natural England is a non-departmental public body. Our statutory purpose is to ensure that the natural environment is conserved, enhanced, and managed for the benefit of present and future generations, thereby contributing to sustainable development.
We welcome the general vision, objectives and proposed actions listed within the plan, including the protection of the natural environment for future generations. We note the proposal to maintain the integrity of special landscape designations and to preserve the character and quality of the countryside; however, it is disappointing that the action plan makes little reference to the importance of maintaining the integrity of national and
European nature conservation designations for people and wildlife. Such sites play a major role in the economic and social well being of North Norfolk, encouraging tourism and providing jobs; in addition to the wealth of habitats and species they support these sites also provide places for people to enjoy wildlife and open spaces as well as providing significant health benefits.
Natural England would advise that the section on Coast. Countryside and
Built Heritage 2012-13 is expanded to include a reference to the value and importance of these sites and actions that will be taken to ensure they are maintained and enhanced.
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North Norfolk District Council Response
Representation Response Officer recommendation
That no amendments …the action plan makes little reference to the importance of maintaining the integrity of national and European
We will maintain and enhance the natural environment through our planning are made to the
Annual Action Plan. nature conservation designations for people and wildlife processes and continue to work closely with the Broads authority.
On behalf of Norfolk Community Health & Care – Adult Care we would like to congratulate North Norfolk District Council on producing a clear and cohesive
Corporate Plan for 2012-15. As a local Provider of community health care in
North Norfolk we, too, aim to put the community at the heart of what we do and deliver care closer to our patients’ homes and we look forward to continued collaborative working.
North Norfolk District Council Response
Representation aim to put the community at the heart of what we do and deliver care closer to our patients’ homes
Response Officer recommendation
We welcome That the Annual Action Plan is this positive response. amended as follows:
Localism Part A, add
“ We will work with Town and Parish
Councils, local organisations and community groups to improve health and wellbeing consistent with the aims of the
NNDC Health Strategy.
Localism Part B, add
“We will work with communities to identify the current and future social, economic and health needs of their resident population and support them to identify and implement local, innovative and creative solutions.”
Localism Part C, add
“We will ensure that work with statutory, voluntary and community organisations contributes to the aims of the Big Society agenda.”
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1. Introduction.
NNBF welcomes the opportunity to respond to the above consultation process and is encouraged to see that Jobs and the Local Economy have taken the first slot on NNDC’s list of priorities for the District. The following comments are intended to support and encourage NNDC in its work for the benefit of the business community in North Norfolk.
2. Increasing new business starts and supporting growth.
NNBF considers this to be the key priority for a thriving economy in North
Norfolk. Since the demise of Business Link East there is a gap in business support services in the District and despite a series of proposals and pilot schemes there is still no long term programme to support start-ups and growing businesses in the District. It is felt that any programme needs to be comprehensive leading from raising awareness through planning, start up, growth and development. It is key that this programme runs continuously over say three to five years once momentum has built up.
This vastly reduces marketing and promotion costs each time the programmes run.
None of the above should be to the exclusion of constructive participation in regional or county wide initiatives on this topic.
We would encourage NNDC to consider some research into the types of start- up to encourage and therefore those which would provide the best return for the investment of scarce public funds. This may then focus attention on supporting those businesses taking their first steps towards employing others in preference to those restricted to say hobby/craft, one person activity
NNBF welcomes the recognition that the renewable energy and its supply chain will be key to the economic prosperity of North Norfolk. Joined up thinking in terms of landowner consultation, planning approvals and consultation with the general public will be vital. As will the encouragement of business clusters and skills development. NNBF would like to see its
Coastal Energy Forum play a leading role in these developments.
Despite having had limited involvement or access to the thinking behind the development of Rural Growth Networks, NNBF believes these will have genuine benefit in both North Walsham and Fakenham and would welcome the opportunity to work with NNDC on their development.
NNBF already has a significant role in the delivery of the FLAG programme.
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Whilst NNBF would welcome the establishment of an enterprise hub in
North Norfolk to encourage and support new business and enterprise it is not clear from the document how this will interface with the Rural Growth
Network initiative. We would favour a two pronged attack as it would be the better and cheaper option.
3. Improving Job Prospects and Developing a Skilled and Adaptable
Workforce
NNBF supports the L4E programme.
NNBF is currently conducting a consultation process within its five sector forums to establish the skills requirements of each business sector in the
District and together with the NN Skills Partnerships, intends to develop an action plan to ensure supply meets or exceeds demand. Perhaps the point in the document could be expanded to reflect this activity.
We would encourage a commitment to work with partners on a county wide basis with respect to apprenticeships, e.g. bodies such as Norfolk
Apprenticeships Group and NAS.
4. Reducing the Burden of Bureaucracy
NNBF supports the need for a reduction in bureaucracy particularly as it relates to small business, and would be pleased to work with NNDC in maximising the benefit to business from this initiative.
Whilst NNBF recognises the need for regulation on matters relating to food hygiene and the environment, for example, it would also encourage
NNDC to maximise the opportunity for education and consultation, particularly with very small or start-up businesses.
We would very definitely support any initiative to develop procurement policies which lead to goods and services being sourced locally.
NNBF have registered their support for the programme developing broadband access across the District. Whilst there is agreement that high speed broadband may benefit some sectors and business it is fair to say that most business in rural North Norfolk would be happy if there was any broadband at all and also if there was a useable mobile phone signal.
More emphasis should be given to this.
5. Promote a Positive Image of N Norfolk as a Visitor Destination
NNDC performs a crucial role in supporting the tourism sector which is the key sector in our economy. It is hoped that sufficient funds will be made available to ensure a satisfactory and sustainable transition from the current arrangements to the new DMO.
NNBF have been supporting the development of DMO through its Tourism
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Forum and will continue to do so.
6. Improve Access to Funding
NNBF welcomes the establishment of loan schemes for the fishing sector and those businesses located in areas blighted by coastal erosion, and would strongly encourage NNDC to make these schemes available to businesses elsewhere in the district.
NNBF would be pleased to work with NNDC in improving the funding provision for small and medium sized businesses in the District.
North Norfolk District Council Response
Representation Response
Increasing New
Business Starts and Supporting
Growth
Improving Job
Prospects &
Developing a
Skilled and
Adaptable
Workforce
Reducing the
Burden of
Bureaucracy
All the comments related to business start and growth are welcomed within the context of creating a more competitive environment for businesses to succeed. The Council looks forward to working with the
Business Forum to develop programmes that are both practicable and affordable.
We thank the NNBF for their support of the L4E programme.
We work with the NNBF to identify the skills requirements of local businesses to help to inform our activities in terms of developing the skills of the current and future workforce of
North Norfolk.
The Corporate Plan makes clear the Council’s commitment to reducing the burden of bureaucracy. It is currently developing new structures within the organisation which will enable smarter approaches towards investor development.
All of our regulatory activity will be reviewed to ensure we maintain a local focus.
Officer recommendation
That no amendments are made to the Annual
Action Plan.
That no amendments are made to the Annual
Action Plan.
That no amendments are made to the Annual
Action Plan.
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Representation Response
Promote a Positive
Image of North
Norfolk as a Visitor
Destination
Improve Access to
Funding
NNDC in partnership with the
Business Forum will co-ordinate the development of the Direct
Marketing Organisation.
NNDC is currently working on delivering the Pathfinder Loan
Scheme and developing the
FLAG Fishermen’s Micro
Finance Scheme. It is intended that by January 2013 that one combined scheme will have coverage across the whole
District.
Officer recommendation
That no amendments are made to the Annual
Action Plan.
That no amendments are made to the Annual
Action Plan.
Thank you for the opportunity to comment on your Annual Action Plan 2012-
13. North Norfolk Clinical Commissioning Group (CCG) is very pleased to see the positive steps you are taking to ensure that North Norfolk is a flourishing place in which to live and work.
However we had hoped to see a higher profile being given by the district council to the part that health and well-being plays in ensuring communities continue to thrive. Unfortunately health does not seem to feature in either your Corporate or Annual Action Plans. It is especially important in 2012/13 that our joint roles and responsibilities are fully realised as this is the year that
North Norfolk CCG is taking its final steps towards authorisation where it will become the body responsible for commissioning the majority of the health services in the local area.
In your “Health Strategy for 2011-15” North Norfolk District Council describes the “vital role” that it plays as a local leader in influencing the health of the local community and reducing health inequalities. It goes on to say that “the council’s strategic commitment to health will be demonstrated in key documents such as the Corporate Plan. This will identify key health priorities, outcomes, activities and actions.” Sadly this does not seem to be the case and we would urge the council to look again at the importance of health and well-being in all the services they provide, and making a commitment to this through your strategic plan. This will also help ensure that North Norfolk DC is able to play a full and active role in highlighting local health needs on the
Norfolk Health and Well-being Board.
We feel that your Annual Action Plan can be enhanced by taking into account the following points relating to health:
1. You point out the need for a thriving economy including a ‘skilled and
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adaptable workforce’ without recognising the need for this workforce to also be healthy, or your part in providing opportunities for physical activity or your influence on local employers to support good workplace health initiatives.
2. You promote North Norfolk as a premier holiday destination but do not reflect the part that the local health economy plays in offering care to seasonal visitors to the area.
3. The importance of housing is made clear in terms of availability but not in terms of the links between housing and health, or the links between housing developments and health infrastructure.
4. A case is made for balancing development in the countryside with the need to preserve character and quality rather than the need to provide open spaces to encourage physical activity, especially among young people locally.
5. The case is made for partnership working on for example
Neighbourhood Plans without reference to the health and social care agencies who could also contribute here.
6. Partnership working is also highlighted as a way of improving efficiency and North Norfolk CCG would like to see this actively encouraged as has happened for example in the work to join North Norfolk leisure services and primary care through a local Exercise Referral Scheme.
In conclusion we would like to underline the shared priorities as laid out in your Health Strategy 2011-15 where we are both working towards localism in health delivery, promoting positive health and ill health prevention, and support for older people to live independent and active lives. We would therefore welcome more reflection of these shared aims in the Corporate
Action Plan and subsequent Annual Action Plans. We look forward to working with you closely in the future to develop this.
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North Norfolk District Council Response
Representation Response Officer hoped to see a higher profile being given by the
We agree that the shared aims of the recommendation
That the Annual Action district council to the part that health and wellbeing plays in ensuring communities continue to thrive.
The case is made for partnership working for example
Neighbourhood Plans contribute here.
You promote North
on without reference to the health and social care agencies who could also
NNDC Health Strategy should be reflected in the Annual Action Plans
•
Localism in health
•
• delivery
Prevention
Maintaining people ill health and promotion of healthy lifestyles independence and support for older
Plan is amended as follows:
Localism Part A, add
“ We will work with Town and Parish Councils, local organisations and community groups to improve health and wellbeing consistent with the aims of the NNDC
Health Strategy.
Localism Part B, add
“We will work with communities to identify the current and future social, economic and health needs of their resident population and support them to identify and implement local,
Norfolk as a premier holiday destination but do not reflect the part that the local health economy plays in offering care to seasonal visitors to the area. innovative and creative solutions.”
Localism Part C, add
“We will ensure that work with statutory, voluntary and community organisations contributes to the aims of the Big Society agenda.”
You point out the need for a thriving economy including a ‘skilled and adaptable workforce’ without recognising the need for this workforce to also be healthy, or your part in providing
We recognise the key role that health has to the wellbeing, social and economic, of the individual. We also recognise the impact of economic and social inclusion on the health
That no amendments are made to the
Annual Action Plan. opportunities for physical activity or your influence on local employers to support good workplace health initiatives.
of the individual. It is our objective to promote a healthy work/life balance to support the wellbeing of the community.
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Representation Response Officer recommendation
The importance of housing is made clear in terms of availability but not in terms of the links between housing and health, or the links between housing developments and health infrastructure.
The link between housing and health is well understood and the
Council will continue to seek improvements in the standard of the existing housing stock and will take enforcement action where necessary. In addition the Council will continue to support vulnerable people who are at risk of fuel poverty through the provision of information, advice and guidance and signposting to agencies providing free or subsidised insulation etc. The Council will continue to deliver aids and adaptations to enable disabled and older people to live independently within the community. The Council will work with partners
(including colleagues in the CCGs through the
Supporting People
Commissioning Body through future commissioning arrangements as they develop) to commission suitable housing for older people including
Housing with Care and
Housing Related
Support including support for residents of sheltered housing and housing related floating support and home improvement agency services.
This on-going work will be detailed in the
Housing Services
Business / Service
Plan.
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Do you have a particular area of interest in the Annual Action Plan 2012/13? If you have and it would be helpful in providing context to your answers please state it here.
The Town Council has an interest in all matters relating to North Walsham and members want what’s right for the town.
In considering the actions we have identified as important to deliver in
2012/13 please let us have your views and comments.
•
Members would like the District Council to communicate these ideas/actions with the people concerned.
•
Better communication with the first tier authority.
Do you feel that the actions address concerns that you have locally? If not, why not?
Housing A4. How will you increase planning permission if the law is already adhered to?
B. This needs to be done with respect for other people.
C. How will this work?
D. Difficult to understand.
E. would owners bring their properties back into use if rents cannot be met?
Localism
A.4.DC not proactive in what you preach!
.6 Need to communicate before going to the press/other bodies!
C. Members look forward to seeing positive evidence as to how this will work in practice.
Delivery
This is what we expect from the district Council.
D.3. Concerns over cost of “Place Survey” and the value of it!
Are you interested in finding out more about what the council is doing in any of these areas? If yes, please let us know below.
The Town Council would wish to be kept informed on all matters relating to
North Walsham through the Town Clerk’s office.
Please use this box to include views on other issues that you consider are important that are not covered by the questions above.
1. Looking forward to meaningful consultations .
2. Being considered on individual merits not as a whole.
Localism
Members have a genuine desire to do what is right for North Walsham.
The District Council must engage with “first tier” first , not after the event!! i.e. Press and other bodies. Recent case re. car parks – the town council was the last to be consulted on D.Cnl’s plans.
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North Norfolk District Council Response
Representation Response
Members would like the District
Council to communicate these ideas/actions with the people concerned.
Need to communicate before going to the press/other bodies!
Looking forward to meaningful consultations .
…the town council was the last to be consulted on
D.Cnl’s plans.
Housing A4. How will you increase planning permission
We welcome this response. We note the comments and will make sure communications with Town and Parish Councils are improved. The Corporate Plan says that NNDC ‘will develop a communication and engagement strategy that defines our approach to internal and external communications and encompasses our approach to localism’.
Officer recommendation
Aim for communication and engagement strategy to be drafted and consulted on before the end of
September 2012.
We agree with the comment regarding percentage of housing planning permissions granted.
The District
Council must engage with
“first tier” first , not after the event!!
The work that has been invested in Leadership of Place has in itself placed North Walsham and all its main stakeholders, including the Town Council, right at the top of the District Council’s development/regeneration considerations.
That the Annual
Action Plan is amended as follows;
Remove from
Housing and
Infrastructure,
Section A bullet point
4 “ We will seek to increase the percentage of housing planning permissions granted”
We look forward to working with North
Walsham Town
Council in the future.
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Do you have a particular area of interest in the Annual Action Plan 2012/13? If you have and it would be helpful in providing context to your answers please state it here.
Localism, the countryside, local heritage, transparent government.
In considering the actions we have identified as important to deliver in
2012/13 please let us have your views and comments.
I congratulate NNDC on crafting such fine sentiments as contained in the draft action plan for 2012-13. In order to test the warm words against a real-life scenario familiar to me, I wanted to gauge some of the statements against the situation in Great Ryburgh regarding the controversial approval of planning permission for a lorry park in the centre of the village. However, the passage of this planning consent transgresses so many of NNDC’s stated intentions – particularly involving caring for the countryside and heritage – for brevity I have focused on just one assertion contained in the introduction to the draft document, namely:
“And taking advantage of opportunities within the localism act, NNDC intends to put the interests of local communities at the heart of everything it does – local decisions and local actions for the benefit of local communities.”
My observations are as follows:
The interests of the local communities – NNDC set its face against the interests of the local community in Ryburgh, ignoring overwhelming local objections and the council’s own local plan, and is committed to spending tens of thousands of pounds of taxpayer’s money to support the interests of a big company over the heads of local people.
Local decisions – The Parish Council’s objections were ignored and it is clear that the decision was made based on regional economic expediency. If that conforms with NNDC’s plans, why maintain the charade that the council is interested in supporting ‘local’ decisions?
Local actions – the only local action executed in this planning dispute has been to attempt to impose a decision on Ryburgh from the regional heights of
Cromer.
For the benefit of local communities – the only benefit recognized by the local community is the financial benefit that will accrue to the big business applicant, who is seeking merely to improve efficiency by moving one asset from a nearby existing brown field site to a green field site in the heart of the village. The applicant acknowledges that the development is ‘employment neutral’ and will create no employment benefit for the community.
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Therefore, if my experience in Great Ryburgh is anything to go by, I suggest that the council will have to work very hard to change its current attitude and truly “put the interests of local communities at the heart of everything it does”.
Do you feel that the actions address concerns that you have locally? If not, why not?
I believe that the actions are mostly warm words designed to mollify constituents but primarily to help Councillors and Managers to feel better about themselves. As indicated above, I will only be convinced that these proposed ‘actions’ meet my local concerns if they prove to be more than mere words. So far, in this administration, they appear to be just so much empty rhetoric.
Are you interested in finding out more about what the council is doing in any of these areas? If yes, please let us know below.
I would be fascinated to know how NNDC intends to monitor its real actions against these paper intentions? Further I would be surprised if any monitoring process were to involve some form empirical measurement and truly astonished if it were to allow for the admission of negative examples, rather than the puffery contained in ‘Outlook’, for instance. (And for a ‘cost neutral’ magazine, read ‘lots of ads from fawning suppliers’ – the costs of which they will simply build into their charges.)
The ‘ Delivering the Vision’ section is no help at all in this regard because it barely relates to the ‘actions’ previously outlined in the document. It is full of corporate-speak apparently gleaned from a cheap management self-help book or spoon-fed from an expensive consultant. For instance, just what does
‘Deliver revised/streamlined management arrangements’ really mean – simply that the (fewer) executive officers will do the jobs expected of them? Wow, I’m sure that deserves a bonus!
Please use this box to include views on other issues that you consider are important that are not covered by the questions above.
In anticipation that my cynical interpretation proves correct, can I propose now a draft title for the end of year assessment of the effectiveness of the action plan, thus:
Big words
Small achievement
Please feel free to prove me wrong…
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North Norfolk District Council Response
Representation the situation in Great
Ryburgh regarding the controversial approval of planning permission for a lorry park in the centre of the village
I would be fascinated to know how NNDC intends to monitor its real actions against these paper intentions?
The ‘ Delivering the
Vision’ section is no help at all in this regard because it barely relates to the ‘actions’ previously outlined in the document.
Response
We appreciate this comment but we are unable to respond to the planning issue sited as this is the subject of legal action.
The Council’s
Performance
Management
Framework is being reviewed and updated to include the Annual Action
Plan.
Officer recommendation
That no amendments are made to the Annual Action
Plan.
An accompanying performance management framework will set measures with targets or identify those that need to improve and ensure delivery of activities.
1. The document could more specifically mention the boating industry as there are many boat builders/repairers and boat yard service providers in your District which contribute significantly to the local economy and should be encouraged with sympathetic planning and related policies.
2. In terms of Tourism , working closely with the Broads Tourism Forum and
Visit Norwich is recommended as visitors to North Norfolk often take time to enjoy the range of opportunities the area offers, from coastal walks, city heritage discoveries and water-borne pleasures, with nature and personal health for our ageing populations being key themes.
3. Living off of a rural road (Wroxham to Stalham) with limited facilities for walking and cycling , it is clear to me that it would be very desirable to work closely with the County Council to see how the network of leisure and amenity paths could be improved from its very low base.
4. Concern has to be expressed for the fishing and offshore private and commercial boating industries concerning both the incidence of wind farms and the restrictions being potentially imposed by marine nature reserves.
5. Potential coastal erosion, sea incursion and salination of waterways is felt to be a dangerous hazard to the continuation of our unique Broadland fresh water habitat which adds imperative to resisting global warming.
6. The most proximate neighbouring country is the Netherlands, that shares
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many of the same topography, history, coastal and inland waterway characteristics. Twinning with a district such as Friesland, Zeeland or the
Brabantse Biesbosch, or another could yield useful contacts and to a shared experience and approach
In general terms, my judgement is that the region is well-placed to continue to expand its economy and tourism with ‘Staycations’ still popular and the dry and sunny weather of recent years continuing to be a great draw. Boat registrations for both hire and private use are increasing year by year again.
With agricultural opportunities limiting, the leisure and boating industry will form an increasingly important part of the local economy and all efforts should be made to encourage and support it.
North Norfolk District Council Response
Representation Response Officer could more specifically mention the industry boating
NNDC has collaborated with the North Norfolk
Business Forum to establish an industry forum. This forum has recommendation
That no amendments are made to the Annual
Action Plan. been set up to promote the needs of the industry and to work strategically with sub-regional and regional partners.
Tourism , working closely with the Broads Tourism
Forum and Visit Norwich is recommended
NNDC is working with tourism industry partners to establish a North
Norfolk Destination
Management
Organisation (DMO). This
DMO will develop the management approach for the industry and create the brand/image on which future marketing campaigns will be based.
This action is included in the Annual Action Plan.
That no amendments are made to the Annual
Action Plan.
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Representation Response Officer recommendation
Living off of a rural road
(Wroxham to Stalham) with limited facilities for walking and cycling , it is clear to me that it would be very desirable to work closely with the County Council to see how the network of leisure and amenity paths could be improved from its very low base.
The Council is not responsible for providing the infrastructure for cycling and walking paths.
However we do where possible work with partners including the
County Council to promote cycling and walking to our residents and visitors. For example we work with Active
Norfolk to provide lead walks across the district and through this partnership offer over 380 walks each year to over
1,800 registered users, by
35 trained volunteers.
That no amendments are made to the Annual
Action Plan.
Concern has to be expressed for the fishing and offshore private and commercial boating industries concerning both the incidence of wind farms and the restrictions being potentially imposed by marine nature reserves.
The most proximate neighbouring country is the
Netherlands, that shares many of the same topography, history, coastal and inland waterway characteristics. Twinning with a district such as
Friesland, Zeeland or the
Brabantse Biesbosch, or another could yield useful contacts and to a shared experience and approach.
NNDC has collaborated with the fishing industry and the Marine
Management
Organisation to set up a fishing local action group
FLAG. The FLAG has successfully bid for
European funding to undertake more than
£2.3m worth of industry related projects.
The Council endeavours to develop partnerships to achieve specific goals and explore best practice wherever practical. The
Council is involved in international projects where these are beneficial e.g. through the
INTERREG arrangements.
That no amendments are made to the Annual
Action Plan.
That no amendments are made to the Annual
Action Plan.
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Do you have a particular area of interest in the Annual Action Plan 2012/13? If you have and it would be helpful in providing context to your answers please state it here.
Victory has a strong interest in and supports the proposed actions relating to the following three priorities and relevant sub areas within the Action Plan:
Jobs & local economy
B. Improving the job prospects or our residents by developing a skilled and adaptable workforce that is matched to business growth and development
Housing & infrastructure
A. Engage constructively with landowners and developers of sites allocated for future development to ensure the timely delivery of well-planned new residential developments
B. Introduce more flexibility around the Council’s requirement for affordable housing to ensure the viability of residential developments
C. Respond to emerging legislation that will empower local communities to promote additional development should they so wish and work with those communities to ensure that they share in the benefits of growth
D. create a charging framework for infrastructure development to secure the investment required to balance population growth with the provision of high quality local services
E. Reduce the number of empty homes in the district
Localism
B. Encourage communities to develop their own vision for their future and help them to deliver it
The comments made in this submission have been restricted to the above priority areas.
For context, Victory owns nearly 5,000 properties and has a significant impact both socially and economically in the North Norfolk community. Victory estimates that the residents of its housing stock represent 10% of the North
Norfolk population, while its revenue and capital expenditure budgets for the financial year 2012/13 amount to £33 million. This investment includes a
£16.2m investment in new housing provision, £6.5m in property improvements and £4.2m in responsive & cyclical maintenance.
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In considering the actions we have identified as important to deliver in
2012/13 please let us have your views and comments.
Victory strongly endorses the Council’s decision to identify Housing &
Infrastructure as one of its key priorities in 2012-13. North Norfolk is facing an increasing housing challenge in terms of both affordability and housing demand.
Affordability
The National Housing Federation’s publication Home Truths 2011 identified the relative affordability of purchasing a house in all the local authority areas in the East of England. Affordability is calculated by comparing the average house price (based on actual Land Registry data for 2010) with average incomes (based on the Annual Survey of Hours & Earnings 2010). The key highlights of the booklet for North Norfolk were as follows:
•
North Norfolk is the seventh least affordable local authority area in the
East of England (out of a total of 47 local authority areas);
•
In Norfolk and Suffolk, North Norfolk tops the league table for being the least affordable place to buy a house - with the average house price
(£211k) costing 12.4 times the average salary (£16,988);
•
To buy an average home in North Norfolk (with a 75% mortgage) you would need to raise over £52k for a deposit and have an income of around £45k - more than two & half times the average North Norfolk income.
•
Home Truths is published annually. Compared with the previous year’s report (which was based on 2009 figures), North Norfolk has seen a drop in average incomes (down 4.5%) and an increase in average house prices (up 6.8%). This means that the affordability of an average
North Norfolk house has increased from 11.1 to 12.4 times the average income between 2009 and 2010.
Housing Demand
The Council’s 2007 Housing Need Survey carried out as part of a Strategic
Housing Market Assessment showed that in order to meet the level of housing need that exists in the district an additional 921 affordable homes were required every year for the next 5 years. It is five years since that survey and assessment and Victory understands there are currently over 4,000 households on the Housing Register for North Norfolk. This represents over a
30% increase since 1 October 2010, when 3048 households were on the
Housing Register seeking affordable accommodation. With typically 300 to
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400 lettings becoming available each year, the demand for affordable housing in North Norfolk cannot be addressed with the current supply of affordable housing.
Do you feel that the actions address concerns that you have locally? If not, why not?
Victory supports the actions proposed within the Action Plan and in particular welcomes:
(i) The initiatives proposed by the Council to stimulate and encourage landowners and developers to bring forward new development in the district;
(ii) Actions to increase the percentage of housing planning permissions granted;
(iii) The proposed target to increase the number of new homes built of all tenures to 250;
(iv) The commitment to undertake a complete review of the Council’s housing strategy;
(v) The encouragement of Parish and Town Council’s to develop neighbourhood plans; and
(vi) The proposal to bring at least 40 empty homes back into use.
Are you interested in finding out more about what the council is doing in any of these areas? If yes, please let us know below.
Victory already works in close partnership with the Council, with two members of the Cabinet serving on Victory’s non executive Board.
Please use this box to include views on other issues that you consider are important that are not covered by the questions above.
JOBS & THE LOCAL ECONOMY
Victory strongly endorses the work of the Council’s Learning for Everyone
(L4E) team and welcomes the continued commitment to that Team identified within the Action Plan. Victory is committed to continue to work in partnership with the L4E Team and financially support the Team’s work in assisting
Victory residents to improve their skills and employment potential.
HOUSING & INFRASTRUCTURE
As identified above, Victory supports the actions and priority given by the
Council to housing and infrastructure and strongly welcomes the fact that housing features as one of five key priorities for North Norfolk.
In addition to a strategic facilitation role, Victory would encourage the Council to consider direct grant funding investment in new affordable housing provision within North Norfolk . In making this request, Victory is very
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mindful that the availability of funding to invest in new affordable housing is constrained and there are many competing priorities for the funding that the
Council has available.
Nonetheless, there is a close alignment between the Action Plan target
“Improving the job prospects of our residents by developing a skilled and adaptable workforce that is matched to business growth and development” and the action “Engage constructively with landowners and developers of sites allocated for future development to ensure the timely delivery of wellplanned new residential developments”.
The Government’s housing strategy
“Laying the Foundations: A Housing Strategy for England” recognises that
“Every £1m of new house building output supports 12 net jobs (seven direct and five indirect) for a year” or put differently “For every new home built, up to two new jobs are created for a year” . By prioritising new housing provision, the Council can create jobs, support local businesses and address local housing need.
There are three sources of funding that the Council could utilise for future investment.
•
New Homes Bonus - In April 2011, the Government introduced the New
Homes Bonus – a payment to local authorities for six years based on the
Council Tax raised from additional new homes and those brought back into use, with a premium for affordable homes. Since April 2011, Victory has built 64 new affordable homes in North Norfolk (with a further 33 currently on site). Whilst accepting that the budget for 2012/13 will now be set, Victory would welcome a commitment from the Council for future years to reinvest monies arising from the New Homes Bonus (derived from new affordable housing provision) back into direct grant funding to facilitate more affordable housing provision.
•
Vat Shelter - Since the housing stock transfer in 2006, Victory and the
Council have jointly benefited from a VAT shelter agreement. For 2012/13,
Victory forecasts the agreement will provide the Council with £400k of funding. Based on the current grant rates that Victory receives from the
Homes & Communities Agency, this level of funding – if reinvested in new affordable housing – could potentially unlock a contribution of £2.2m from a registered housing provider and deliver over 20 new properties.
•
Right To Buy Receipts - Under the Right to Buy (RTB) legislation, Victory tenants who transferred from the Council have the right to buy their house at a discount. Victory estimates that just under 3,000 tenants have the preserved RTB their home. As part of the Housing Stock Transfer
Agreement, the proceeds from all RTB disposals are split between Victory and the Council. This arrangement continues until 2031. The mechanism to allocate monies to each party is in itself complex. Victory receives one amount to part cover the administrative costs of the RTB disposal and another amount to reflect the cash the property would have generated were it retained as a rented property until 2031. As a result, Victory does not receive any additional gain from a RTB disposal, in fact as time goes
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on, Victory will record a net loss from each RTB disposal. The entire gain from disposal is passed to the Council. In the financial year 2011/12, five
Victory properties were sold under the RTB. From those sales the Council realised a gain of £387,500 and Victory received £107,500.
The Government is significantly increasing the discounts available to tenants with the RTB to encourage them to purchase their property. This is anticipated to increase the number of sales and the Government is committed to ensuring that every additional home sold under RTB is replaced by a new home. For that to happen in North Norfolk, the Council would need to reinvest any sale receipts into direct grant funding of new affordable housing.
Victory would encourage the Council to ring fence all monies received from the VAT Shelter and future Right to Buy receipts and commit to reinvesting that income in the direct grant funding of new affordable housing in the district. For every £1 reinvested, this could attract £5 of match funding from a registered housing provider (based upon the current grant ratio received by
Victory from the Homes & Communities Agency). The new affordable housing provided would also attract a premium payment under the Government’s New
Homes Bonus.
LOCALISM
Victory endorses the Council’s decision to “Encourage communities to develop their own vision for their future and help them to deliver it”.
In particular, Victory welcomes the recognition by the Council of the importance of community and voluntary sector capacity building. Victory is keen to work in partnership with the Council in developing its proposed Service Level
Agreement to achieve this goal.
Victory supports the Council’s commitment to explore opportunities for voluntary and community groups to take over the running of services or community assets and is willing to work with the Council to maximise any such opportunities. Victory is already committed to working in partnership with local charitable organisations to deliver key services. For example, Victory funds Age UK North Norfolk to provide a district wide handyperson and gardening service. We also contribute funding to the Benjamin Foundation’s
Restore initiative and work closely with About with Friends.
North Norfolk District Council Response
Representation Response
General We welcome these comments and this comprehensive response and suggestions.
Officer recommendation
We look forward to working with Victory Housing Trust in the coming year.
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Representation Response
Learning for Victory’s support for the
Everyone (L4E) Learning for Everyone team is welcomed as are the comments regarding future joint working in the delivery of services to
Victory tenants.
Housing &
Infrastructure
The District Council welcomes Victory’s supportive comments with respect to the Housing and Infrastructure objectives and looks forward to working with the Trust in the delivery of shared projects / outcomes in support of these objectives. direct grant funding investment in new affordable housing provision within
North Norfolk
The District Council notes
Victory’s comments on the value of the authority providing grant funding to support the provision of new affordable homes.
However, the Council’s access to capital funds is limited and the authority will need to explore new ways of making finance available to support the provision of new affordable homes in the future possibly through some form of investment or loan scheme moving forward.
The Council acknowledges the three sources of funding Victory refers to in their response to the Annual Action Plan consultation and would comment as follows:-
Officer recommendation
That no amendments are made to the Annual Action
Plan.
That no amendments are made to the Annual Action
Plan.
That the Council considers, as part of the development of a new Housing Strategy, appropriate mechanisms for the future financing of new affordable homes in the district in conjunction with
Government agencies such as the Homes and
Communities Agency and local Registered Providers.
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Representation Response
New Homes New Homes Bonus:- The
Bonus District Council has established a New
Homes Bonus reserve budget in respect of the receipt received during
2011/12 and will consider
Vat Shelter how this money might be spent to the long-term benefit of those parts of the District which have accommodated new development in the coming months.
VAT Shelter:- The
Council recognises the opportunities which exist through the VAT shelter receipts to support the provision of new affordable housing. The
Council has historically made use of such funds to finance its housing capital programme, but does not feel this is a sustainable position moving forward.
Officer recommendation
Victory’s comments that an element of this income should be made available to support the provision of new affordable homes will be considered as part of this process.
Consideration will therefore be given to whether such receipts during 2012/13 as referred to by Victory could fund a future affordable housing investment fund, rather than being made available as a one-off capital grant for new affordable housing as has been the case in the past.
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Representation Response
Right To Buy Right to By Receipts:-
Receipts The Council recognises the opportunities which might exist through Right to Buy receipts to support the provision of new affordable housing. The
Council has historically made use of such funds to finance its housing capital programme, but as the number of Right to
Buy sales has fallen off markedly in recent years does not feel this is a sustainable position moving forward.
However, it is possible that this position may change in the future given the recent announcement by Government encouraging new Right to
Buy sales through
Localism increasing the discounts available to tenants with preserved rights to buy.
The District Council welcomes Victory’s supportive comments with respect to supporting the capacity of local communities develop their own vision for the future and looks forward to working with the Trust in the delivery of shared projects / outcomes in support of these objectives.
Officer recommendation
Consideration will therefore be given to whether future
Right to Buy receipts should be made available to fund future affordable housing provision through a grant or investment fund mechanism.
That no amendments are made to the Annual Action
Plan.
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Do you have a particular area of interest in the Annual Action Plan 2012/13? If you have and it would be helpful in providing context to your answers please state it here.
Our role is to support volunteers, volunteering and voluntary organisations and to give voice to the concerns to the voluntary sector.
In considering the actions we have identified as important to deliver in
2012/13 please let us have your views and comments.
We welcome the overall thrust of the action plan and the recognition given to the Big Society and its embracing the Government’s Localism agenda.
We feel that the Jobs and the local economy section would be strengthened by an explicit recognition of the role voluntary and community organisations play in the local economy as:
•
employers (2% of the workforce);
•
through the development of social enterprises, earning income through developing paid for services
•
offering workplace skill development support through volunteering opportunities that build confidence and practical skills for people recently redundant or seeking a return to work for other reasons.
We suggest that the action plan would be more cohesive if it contained specific measures to promote closer working between the North Norfolk
Business Community and vcsTogether.
The sections on localism focus on Parish and Town Councils and their role in creating and strengthening the Big Society and Localism agendas. This is entirely appropriate, but we feel that this section would be strengthened with the inclusion of recognition of the crucial role played by local voluntary organisations in creating the base fabric of the big society: supporting the most vulnerable people in the community and creating social capital.
The same is true of volunteers: there are those who give their time freely and require no support or help to do so. For very many others, however support and help to volunteer was the deciding factor in their taking action. Over 8,000 people across Norfolk chose to come through Voluntary Norfolk last year to find their way into volunteering and to feel confident in having guidance and ongoing support when necessary. The new North Norfolk Volunteer centre dealt with over 100 people in its first 6 months and we expect this number to be much higher over time. The support that enables people to feel confident in volunteering and to find the right opportunity is crucial in maximising the number of people who will volunteer and make the Big Society work.
Do you feel that the actions address concerns that you have locally? If not, why not?
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As above, we would welcome the inclusion of statements recognising the value of voluntary organisations in their communities, both as employers and income generators and as providers of essential support . We would also welcome the recognition of the need for the right, ongoing support to encourage the maximum number of people to engage in volunteering.
North Norfolk District Council Response
Representation
We feel that the Jobs and the local economy section would be strengthened by an explicit recognition of the role voluntary and community organisations play in the local economy
…this section would be strengthened with the inclusion of recognition of the crucial role played by local voluntary organisations in creating the base fabric of the big society: supporting the most vulnerable people in the community and creating social capital.
…we would welcome the inclusion of statements recognising the value of voluntary organisations in their communities, both as employers and income generators and as providers of essential support .
Response Officer recommendation
We accept That the Annual Action Plan these points. is amended as follows:
Localism Part B, add
“We will work with communities to identify the current and future social, economic and health needs of their resident population and support them to identify and implement local, innovative and creative solutions.”
Localism Part C, add
“We will ensure that work with statutory, voluntary and community organisations contributes to the aims of the Big
Society agenda.”
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Do you have a particular area of interest in the Annual Action Plan 2012/13? If you have and it would be helpful in providing context to your answers please state it here.
Housing of young people is our particular interest
In considering the actions we have identified as important to deliver in
2012/13 please let us have your views and comments.
We welcome the aspiration that everyone should have the opportunity to buy or rent a decent home at a price they can afford. We don’t believe that the areas covered will ensure this is achieved for the vulnerable groups we work with.
1. We support the focus on increasing housing supply and bringing empty homes back into use. We would wish to see a focus on increasing supply of affordable accommodation for young people to allow them to stay in their communities in North Norfolk.
2. We would wish to see a focus on seeking to respond to the welfare reforms and their likely impact on more vulnerable elements of society.
For example, encouraging supply of enough shared housing to respond to the extension of single room rate from aged 25 to aged 35.
Do you feel that the actions address concerns that you have locally? If not, why not?
Please see above
Are you interested in finding out more about what the council is doing in any of these areas? If yes, please let us know below.
Yes
Please use this box to include views on other issues that you consider are important that are not covered by the questions above.
Please see above
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North Norfolk District Council Response
Representation Response Officer recommendation
That no amendments We would wish to see a focus on increasing supply of affordable accommodation for
The Council will ensure that affordable housing developments include an appropriate mix of are made to the Annual
Action Plan. young people to allow them to stay in their communities in North
Norfolk. properties to wherever possible seek to deliver a balanced housing market in terms of size, type and tenure of property taking into account existing stock,
We would wish to see a focus on seeking to respond to the welfare reforms
35.
and their likely impact on more vulnerable elements of society. For example, encouraging supply of enough shared housing to respond to the extension of single room rate from aged 25 to aged turnover of existing stock and need. It is likely that a significant proportion of the affordable housing delivered will be smaller units for which single people can be considered including those in the 18-35 age group.
In addition the Council will seek to ensure that there is an appropriate provision of supported housing and housing related support.
That no amendments are made to the Annual
Action Plan.
A meeting has been arranged for 26 April for representatives of the
Council (Housing
Services and Benefits) to consider a proposal from the YMCA to deliver a shared housing solution.
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