Cabinet
28 November 2011
Agenda Item No______13_______
THE COUNCIL’S APPROACH TO LOCALISM AND THE ESTABLISHMENT OF A BIG
SOCIETY FUND
Summary:
This report details the Council’s new approach to Localism, makes
recommendations in relation to the Local Strategic Partnership and
establishes the principle of the Big Society Fund.
Conclusions:
The Council has positioned itself to ensure that it is able to take
advantage of the legislative changes incorporated within the Localism
Bill for the benefit of communities within North Norfolk. Streamlined
partnership working combined with new arrangements for the return of
50% of the second homes council tax funding will allow communities
within North Norfolk to benefit for the first time from a Big Society Fund
of almost £700,000 per annum. This fund will support projects that
communities want and where they will make a difference to the
economic and social well-being of the area, and not linked to meeting
top down government targets. This is an exciting new fund that will
help reinvigorate our communities by giving people the opportunity to
get involved in real projects thereby strengthening our civic society.
Recommendations:
It is recommended that;
•
Cabinet support the proposal for North Norfolk
Community Partnership to be reconfigured from being a
formal committee to become a standing conference
with an annual summit for the strategic partners
operating in North Norfolk and a 6 monthly review
meeting.
•
The Council support Holt Town Council in becoming a
pilot for a neighbourhood plan subject to the funding bid
being accepted.
•
A Big Society fund is established from the return of the
second home council tax income and any uncommitted
funds from this year allocated to this fund through the
establishment of an earmarked reserve.
•
The principles of the Big Society fund are agreed as
outlined within Appendix L and a policy developed
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28 November 2011
which will provide more detail on the operation of the
grant scheme.
•
Cabinet member(s): Cllr Trevor
Ivory
The fund is split between revenue and capital based
upon an indicative allocation of £500,000 for revenue
and £200,000 for capital projects.
Ward(s) affected: All
Contact Officer, telephone number,
and e-mail: Sheila
Oxtoby,Sheila.oxtoby@northnorfolk.gov.uk
1.
Introduction
1.1
The Council’s new approach to localism is defined within the Corporate Plan and is one
of the key priorities over the next four years. The concept of localism is at the heart of
the growth agenda and this in turn will be intrinsically linked to the Council’s future
finances. Increased housing and economic growth are key priorities and yet are often
seen to be in conflict with local community wishes. Therefore our approach to localism
will give communities the opportunity to understand and debate their future needs,
develop a shared vision for the future, and collectively agree actions. Our own asset
portfolio, and that of the wider public sector, can also be integral to the enhancement of
an area and we need to ensure that public sector assets are, as far as possible,
maximising the social and economic prospects of a town or parish.
1.2
The contribution made by the public sector in shaping communities has been widely
debated. However, localism should signify a further shift in emphasis in the local
authority’s role as community leader away from direct action towards enabling and
facilitating change, which includes the way in which we view asset ownership and
service delivery.
1.3
With this ethos driving a new agenda, this paper sets out a new approach to localism
which will be taken forward with an understanding of the national economic context and
alongside a new financial and planning framework operating at both the national and
local level.
1.4
It explores our previous approach to community engagement and the relationship that
we have with the Local Strategic Partnership, whilst reflecting on the policy changes and
subsequent legislative changes that will follow in the Localism Bill.
1.5
Finally, whilst the Council wishes to see communities driving their own agendas, there
will still be a need to support investment through the allocation of resources and
investment in public sector assets. This paper therefore establishes a governance
framework for the North Norfolk Big Society fund.
2.
Background to Current Arrangements
2.1
In anticipation of the changes to be introduced through the Localism Bill, the Council
issued a discussion document in December 2010 on community engagement. This led
to some internal restructuring leading to the abolition of the then Communities Team and
the creation of a smaller team bringing together coast, localities and property. Whilst
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28 November 2011
delivering an annual saving of £140,000 there was no clear steer established on how the
Council would respond to a new and emerging agenda round devolution or an agreed
approach to integrated coastal zone management.
2.2
At the same time, the Local Strategic Partnership commissioned a report to review the
way in which the Council engages with local area partnerships. Whilst these have
provided a mechanism for the voluntary and community sectors to work alongside town
and parish councils to positively address local issues, they have been less successful in
achieving the intended independent financial sustainability.
2.3
In addition to LAPs, in Wells-next-the-Sea, Holt and North Walsham the Council has
supported the establishment of stakeholder or partnership boards which have brought
together key representatives within the town to agree a common vision and set of
actions or interventions required to make economic, environmental and social
improvements. For Wells-next-the-Sea and North Walsham, action plans have been
formally approved by the Council with some dedicated resource provided through the
Ideas into Actions fund as currently managed by the Local Strategic Partnership. The
purpose of agreeing the actions ensures a formal ‘buy in’ from each of the respective
organisations that have a role to play in improving the prospects of a community and
providing a strong collective voice in influencing decisions. Investment confidence in
market towns often comes from a sense of well-being and pride which requires genuine
community leadership and a clear mandate.
2.4
In Wells, the Maltings Trust is an example of a new community group being set up to
support the local tourist economy, increase visitor spend and improve community and
youth activities. NNDC has been a key player, working to support and enable the project
to go forward including a renegotiation of the lease for the Maltings. The Wells Area
partnership has now taken the decision to dissolve and transfer its assets to the Trust to
improve the prospects of a sustainable community trust based around a flagship project
and an important asset.
2.5
In future, it will be for local community groups to develop the social capital to deliver this
agenda, and our role will be to foster community organisations that are fit-for-purpose
and in which public, private and voluntary sector assets can be vested to achieve
mutually beneficial outcomes.
2.6
It is therefore timely to revisit the current arrangements and question whether they are
sustainable during a period of public sector expenditure cuts. The administrative
arrangements for both the Local Strategic Partnership and the Local Area Partnerships
are currently funded through the raising of council tax, either directly or through the
return of the second homes council tax income from the County Council on a 50%
sharing arrangement.
2.7
These arrangements also need to be considered alongside a national shift in policy,
which amongst other things, no longer requires the production of a Sustainable
Community Strategy, and has a commitment to reduced bureaucracy and a bottom-up
approach to priority setting. It provides for greater flexibility and empowers parish and
town councils to provide services and plan their local areas.
3.
The Local Strategic Partnership
3.1
The Local Strategic Partnership (LSP) brings together key partners operating across
North Norfolk including representatives from the Norfolk Constabulary, Norfolk Primary
Care Trust, County Council, Victory Housing, Business Forum and the Rural Community
Council. The LSP has met bi-monthly as a non-constituted body but with agreed terms of
reference.
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28 November 2011
3.2
Through an agreement with the County Council, 50% of their share of the discretionary
element of the second homes council tax was returned to the District to support the
Sustainable Community Strategy. This was called the Ideas into Action fund and has
been used to support a range of projects and community infrastructure.
3.3
The following table shows the funding currently committed from the Ideas into Actions
fund as agreed previously by the North Norfolk Community Partnership, the Local
Strategic Partnership.
LSP funded area partnerships
(local area partnerships)
Service Level Agreement with
Voluntary Norfolk
North Norfolk Business Forum
North Norfolk Community
Foundation
Information, Advice and Guidance
(IAG project)
Community Projects Management
and Administration
North Walsham Leadership of
Place
Total cost
£
Comments
2012/13
Committed
Budget
£
2011/12
Committ
ed
Budget
267,000
0
No ongoing commitments
65,000
0
No ongoing commitments
20,000
25,000
20,000
25,000
70,000
0
53,000
30,000
50,000
0
550,000
75,000
No ongoing commitments
3.4
The aims and objectives for each of these arrangements are explained in more detail
below.
3.4.1
Local area partnerships
A network of local partnerships across the District based upon the seven market towns
bringing together community representatives with democratic, voluntary and business
representation for the town and their hinterland.
Area partnerships were designed to provide a way of pooling resources between
partners and other agencies, avoiding duplication and enriching services either through
joint-working or influence.
The funding is used to sustain each partnership and employ a co-ordinator.
3.4.2
Service Level Agreement with Voluntary Norfolk – VCS Together
Through a Service Level Agreement, Voluntary Norfolk has been responsible for
delivering a project within North Norfolk to;
o
Monitor services provided locally by third sector groups and identify where gaps
and possible areas of overlap may be;
o
Support organisations to develop by sharing good practice and developing skills
o
Enable communication and collaboration by encouraging groups to share
resources and create more effective ways of working
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28 November 2011
o
Provide a structure to facilitate an accountable voice for the diverse views of local
groups to be expressed
Promote the representation of third sector organisations in local planning and
policy decisions
o
The funding agreement for this project expires in March 2011.
3.4.3
North Norfolk Business Forum (NNBF)
This is the core funding to support the administrative and governance arrangements for
NNBF.
3.4.4
North Norfolk Community Fund
The North Norfolk Community Fund has been operating through the Norfolk Community
Foundation for 5 years. Currently there is a 2 year agreement to contribute £25,000 per
annum in 2011/12 and 2012/13 to the NNCF who are then responsible for evaluating
and processing small grant applications for voluntary and community organisations in
North Norfolk.
3.4.5
IAG Project
This is a project with a total budget of £180,000 and employing 4 staff, hosted by the
District Council, to deliver advice, guidance and training to individuals who have been
made redundant or who are unemployed as well as individuals seeking to set up their
own business. Through this project, individuals can then go on to secure formal
qualifications.
There is no ongoing funding beyond April 2012 although £40,000 would be available as
match funding from the Council’s own economic development budget to secure
continuity.
3.4.6
Community Project Management
This is a dedicated resource to support the development of community projects,
particularly those stemming from visioning exercises with agreed action plans, hence the
current emphasis on projects within Wells, Holt and North Walsham.
4.
The Council’s Corporate Plan 2011 -2015
4.1
The increasing complexity of partnership working and establishment of quangos has led
many to question the ‘added value’ of the organisations which have been established.
However, it is clear that, with the right approach, engaging communities has tangible
benefits in shaping the future of places in which people live.
4.2
The concept of a LSP has ongoing value in ensuring that at an organisational and
strategic level there is an opportunity to enter into a dialogue on key emerging issues,
the challenges and opportunities facing each organisation, and to share these with a
wider audience including Town and Parish Councils. These relationships and a sharing
of the understanding of key issues is essential as each organisation looks ahead and
plans for the future. An annual summit would be an open and inclusive way of achieving
this with a 6 monthly strategic meeting of key stakeholders.
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28 November 2011
4.3
The emerging structures at a District level through the health and well-being board, AntiSocial Behaviour Action Group and Business Forums will ensure ongoing dialogue
between sectors dealing with a range of strategic and operational issues.
4.4
The Localism Bill introduced by the Coalition Government provides the impetus for local
authorities to re-think how they engage with communities and to build on the democratic
structures that exist across North Norfolk, embodied within 123 Parish and Town
Councils. Where we see added value, these can be supplemented by voluntary
Partnership or Stakeholder Boards which bring together the respective statutory and
non-statutory bodies to identify and address community needs, taking a holistic and
long-term view but with sufficient focus on practicalities to bring about change.
4.5
The Localism Bill provides the legislative framework within which we will seek to
• Reform public services by devolving and empowering communities where
appropriate to do so
• Drive efficiencies through the rationalisation of public sector assets and service
delivery
• Promote the development of neighbourhood plans and maximise growth where
there are clear benefits and it is welcomed
4.7
Reflecting these opportunities, the Council’s Corporate Plan 2011- 2015 makes the
following commitments in placing localism at the heart of our agenda.
4.8
What we want to
achieve
Recognise the
important role that Town
and Parish Councils
have as the democratic
embodiment of their
communities
How we are going to achieve it
Review the need for partnerships and other
bodies that duplicate and potentially compete with
local councils.
Review all Council activities to identify whether
some might be more effectively carried out by
Town and Parish Councils.
To respond positively to requests from Town and
Parish councils to take over the running of
services within their area.
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28 November 2011
What we want to
achieve
Encourage communities
to develop their own
vision for their future
and help them to deliver
it
Encourage the growth
of the Big Society within
communities
How we are going to achieve it
Encourage the development of neighbourhood
planning.
Maximise the benefits that local communities
receive from embracing growth.
Review services and ensure that the Council’s
activities are not competing inappropriately with or
stifling alternative provision.
Establish a community investment fund, to be
known as The Big Society Fund to invest in local
communities and strengthen civic society.
5.
Future Projects
5.1
The Council is well-placed to embrace this new agenda and will build on the approach
already taken in Wells, Holt and North Walsham. Emerging from this work will be
dedicated projects, often with an economic focus, that the community support and wish
to take forward with input from various statutory and non-statutory organisations
including the District Council. The two currently being progressed with support from the
District Council are;
Wells Maltings Project
North Walsham Leadership of Place Project
5.2
For North Walsham the Council is clear that it has a direct role to play in delivering
certain projects and has identified capital funding to bring forward environmental
improvements. However, it is intended that the wider ambitions of the town will be taken
forward by a Development Trust, and the District Council is working closely with the
Town Council to establish the correct governance for the projects moving forward.
5.3
Therefore we are looking for the democratic decision-making to take place within
communities but we also recognise that to take forward complex schemes and deal with
long standing issues of economic decline the Council will need to take a fresh approach
and this may require a new set of skills.
5.4
Cabinet has already instigated a series of workshops to think creatively about how
economic development, property and planning can work together to deliver these
aspirations.
5.5
We are also being responsive in supporting communities in taking advantage of this new
agenda, and piloting neighbourhood planning as a means to achieving the desired
improvements. With the support of Holt Town Council this Council has submitted a bid
for funding through the Neighbourhood Planning Front Runners Scheme to pilot a
neighbourhood plan. Under this scheme, a grant of up to £20,000 will be made available
to support successful bids.
5.6
Given the excellent work already commenced by the Holt Visioning Group, this would be
an ideal opportunity to build upon this work and develop a neighbourhood plan.
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28 November 2011
6.
Funding
6.1
The discretionary element of the second homes council tax charge, of approximately
£1.835 million per annum is split between the County Council, Police and District in
proportion to their precepted sums. The County Council sum of £1.39 million is currently
distributed in the following way:
• 50% returned to the District Local Strategic Partnership (LSP)
• 25% allocated to the County infrastructure fund
• 25% allocated to the County LSP
6.2
A new agreement has been reached between the County Council and all of the Norfolk
District Councils to return 50% of the funding direct to the relevant District Council. There
is therefore an annual budget of approximately £700,000 available to support the
establishment of a Big Society Fund and the remainder of the allocation from the current
year. It is recommended that an element of this budget is allocated to capital and capital
receipts used to finance the capital grants budget. Different options for the administration
of the scheme are being explored and will be the subject of a future report to Cabinet.
6.3
There is no ongoing funding commitment for the Information, Advice and Guidance
project which has previously been funded through the Ideas into Acton fund. Match
funding in the future will therefore need to be found from within the Council’s own
resources and the total package of support available will be dependant upon securing
contracts for the delivery of such services from third parties such as the Department for
Works and Pensions.
6.4
The discretionary element of the business rate grants, for which there is an existing
policy, should form part of the Big Society Fund. This will remove the need for the
council to allocate £68,000 which is currently supported through its own budget.