PROPERTY ACQUISITION, DEMOLITION AND RELOCATION
PROJECT
PROJECT INITIATION DOCUMENT
North Norfolk Pathfinder Programme
2010
CONTENTS
1. Pathfinder Background
2. Introduction
3. Scope and overall approach
4. Project organisation
5. Project timescales
6. Project constraints
7. Project controls
8. Quality plan
9. Configuration
10. Reports to Defra
11. Appendices
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1. Pathfinder Background
In late 2004 North Norfolk District Council (NNDC) published the draft Kelling to
Lowestoft Shoreline Management Plan. On much of the frontage it was proposed that there would be a change from a policy of defence to one of retreat or doing nothing. While in many respects this move reflected the reality that the North
Norfolk coastline has been eroding for thousands of years, it was nevertheless not a change the Council and its communities found acceptable without there being some recognition of the consequences of such a policy change and the need for help in responding to the issues arising from coastal erosion.
In the period since 2004 the Council has, with others, lobbied strongly for changes to the proposed arrangements. The outcome was the announcement by
Government as part of the Comprehensive Spending Review 2007 of a Coastal
Change (formerly Adaptation) Fund. This has been coupled with the publication in
June 2009 of a draft Coastal Change Policy.
At the same time as publishing this draft Coastal Change Policy the Government invited local authorities in whose areas coastal change and management was a significant issue to bid for funds to trial various approaches to coastal change.
North Norfolk District Council submitted a bid under the Coastal Pathfinder
Programme and was successful in securing £3 million to trial a number of projects.
This project forms part of NNDC’s trial Pathfinder projects.
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2. Introduction
The eroding coast of North Norfolk has placed a number of communities at risk.
Within them a variety of residential and commercial properties is either at risk of loss in the short term or have been devalued because of the risk in the medium to long term.
This project will concentrate on the Beach Road area of Happisburgh where properties are at immediate risk of loss and owners have been prevented from selling or developing their property in ways that would be available to them were it not for their location near an eroding coast. It is the Council’s intention to acquire such property and demolish to creating a buffer zone between the cliff edge and the property that remains. The project will also seek to meet the needs of those residents who wish to sell.
It is likely that this task will be confined to property in beach road at risk of loss within the next 20 years (i.e. property seaward of the Beach Road junction) – a maximum of 12 properties. Only by exception will property be considered other than in this location.
There will be no compulsion for owners to sell their properties, however the offers will be time limited due to the limitations on time with the Pathfinder programme.
At the conclusion of the project a full report will be prepared detailing the methodologies, lessons learned and make recommendations as to the suitability of the approaches taken for possible adoption as a framework for the future.
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3. Scope and Overall approach
2.1 Project Aims
• To evaluate options for addressing the problems faced by the owners of properties between Blake Cottage and Saltwood, to the east of Beach Road,
Happisburgh
• Develop an equitable method for acquiring properties and meeting the needs of their owners/ occupiers
• Purchase the properties/ re-house the occupants (as appropriate)
• Demolish the properties, on which an amicable settlement has been reached, clear the site and incorporate into the Pathfinder cliff top enhancement project.
2.2 Scope
The project will develop and deliver a method of purchasing properties at greatest risk (within the first SMP Epoch – up to 2025) on Beach Road, Happisburgh and seek to meet the needs of the owners.
2.3 Approach
The project will be lead by the NNDC Coastal Management Team with Peter Frew,
Head of Coastal Management as Project Officer. The property advice and negotiations will be provided by Bruton Knowles who will act independently, but on behalf of NNDC.
The local community will be involved through the Happisburgh Project Liaison
Group. They will be updated on the projects approach and progress and are in a position to feedback information from the community to the project team.
The initial stages of the project will focus around the internal policies and decision making structures required for purchasing properties and assisting with the housings needs that this project may create. This will be followed by the development of methodologies in which to approach the property purchase negotiations to enable a suitable method of valuation to proceed taking into account property and ownership circumstances.
2.4 Outcomes
The project will have the following outcomes:
• Assist to enable the community of Happisburgh with its transition, from one which is under stress and has lost its confidence to one which is resilient and positive about its future.
• Improve the vitality and viability of the whole community through the removal of imminently at risk properties therefore reducing a blighting influence.
• Enable the residents included within this project to have the option to move on in their lives without the threat that coastal change imposes.
• Develop a methodology for valuing and negotiating purchase for properties at imminent risk whilst demonstrating methods of meeting the needs of the occupants.
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4. Project Organisation
4.1 Project Structure
The Project will co-ordinated as part of the Pathfinder programme of projects and will be structured as in figure 1.
Figure 1. Property Acquisition, Demolition and Relocation Project structure
PATHFINDER PROJECT BOARD
(Programme management)
PROJECT MANAGEMENT TEAM
Peter Frew (Head of Coastal
Management)
Coastal Management Team
Ian Coupe (Legal Executive)
Karen Hill (Strategic Housing
Manager)
REFERENCE GROUP
(Overseeing Project
Development)
HAPPISBURGH LIASON GROUP
(Overseeing implementation of the project)
PROPERTY ADVISOR
Bruton Knowles
4.2
Roles and Responsibilities
The programme Sponsor is Steve Blatch (Strategic Director, Community Services).
The Project Board will be responsible for the overall management of the demolition and relocation of properties most imminently at risk project. It consists of officers and councillors, augmented by the Chair of the North Norfolk Business Forum. The
Reference and Happisburgh Liaison Group will play key roles involving the community and will feedback to the Project Board through the pathfinder project team.
For information regarding the Project Board and Reference Group please view the
Programme Initiation Document.
The Property Acquisition, Demolition and Relocation Project team will be formed consisting of Peter Frew (Head of Coastal Strategy) as Project Officer and will be supported by the Coastal Management Team. Legal support will be provided by Ian
Coupe (Legal Executive) and Karen Hill (Strategic Housing Manager) will advise in re-housing issues.
Bruton Knowles have been appointed to act as the Councils independent property advisor and will lead in the development of the valuation of properties, negotiations and advising and developing on other property matters.
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The function of the Project Team is to:
• oversee the delivery of the project and provide advice/ideas/input into the project and identify any challenges, issues, risks, lessons learned and costs;
• ensure that the tasks identified within the project plan are carried out in accordance with the timetable of the project plan;
• ensure the project communication is undertaken as identified in the
Programme Communications Matrix and that any further methods are identified;
• report progress to the Project Board.
4.3 Interfaces & Community Engagement
All the North Norfolk pathfinder projects have been based on public engagement and this will be maintained throughout their implementation. The Communications and Community Engagement Strategy sets out how this will be achieved (see the
Programme Initiation Document). Key engagement of the projects in Happisburgh will be public open days to be arranged at key points as the Happisburgh packages of projects are implemented. The Happisburgh Liaison Group will help to share information with residents to keep them updated.
It will be essential to ensure the owners of the properties are kept informed as the project is developed and implemented and that a high degree of sensitivity, particularly when negotiating with those at greatest risk is maintained.
The table below summarises the communications required for this project as identified in the Pathfinder Programme communications matrix.
Who will be informed
NNDC Staff
Council Members
Project Board
How
The Briefing
Newsletter
Members Bulletin
Coastal Management Board
Coastal issues Forum
Newsletter
Meetings
How Often
Monthly
Monthly
At key stages
During scheduled meetings
Quarterly
Monthly
Project Team (Internal)
Parish Council
At scheduled meeting or if required
Weekly
Throughout the project.
Reference Group
Liaison Group
Meetings
Via the Happisburgh Liaison
Group and attending meeting where required.
Meetings
Documents and updates from the Project board
Meetings
Minimum once per quarter
Ongoing
As often as required by the project and the group
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Who will be informed
Property owners
How
Initial meeting introducing the project stating that should they have any queries or require updates to contact the team
Open Day
Letters
One to one meetings
Public Outlook Articles
Pathfinder Newsletter
Press articles
Local newsletter articles
Website
Open days/Workshops
Defra
External government agencies, authorities, & professionals
Quarterly Reports
Final Report
Conferences/Events
Meetings
Workshops
Periodicals
Website
Final Report
4.4 Dependencies
The success of this project is dependent on:
How Often
At the beginning of the project
At key stages
At key stages
During investigation and one-to-one meetings.
Quarterly
Monthly
At key stages
When key information is required to be disseminated
Updated Weekly
At key stages
April, July, October 2010,
January 2011
June 2011
As required
Ongoing
June 2011
• the willingness of property owners to partake in the negotiations.
• the project is able to meet the needs of the residents.
• The levels of the valuation and the cost of meeting the owners needs in relation to the pathfinder funds available.
Other dependencies between pathfinder projects include:
• the need to progress this key project at Happisburgh to enable the cliff top enhancement scheme to develop.
• the property owners must have had the opportunity to take advantage of this scheme before the Beach Debris Project is implemented.
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5. Project Plan
5.1 Project Timetable
The project will progress as outlined in the figure 2.
Figure 2 – Project timescales
1.
2.
3.
Task
Develop project approach
Initial contact with property owners
Advertise for an independent property advisor
Predicted timescale
January – March 2010
February 2010
February – March
2010
March – April 2010 4.
5.
6.
7.
Appraise and select property advisor through tendering system
Brief property advisor
Develop corporate property acquisitions policy
Develop methodology for acquiring the properties and meeting the owners needs.
Initial property assessments
Detailed discussions with property owners
May 2010
May – June 2010
May – June 2010
8.
9.
June – July 2010
August – September
2010
10.
11.
12.
13.
Report to the Project Board of the outcomes of the discussions
Developing amicable arrangements with property owners
Implementing the agreed arrangements
Site clearance/recycling of materials
September – October
2010
October – November
2010
November 2010 –
January 2011
February – March
2011
March – April 2011 14. Site is incorporated into the Cliff top enhancement scheme.
15. Report to Defra
5.2 Project plan
April – June 2011
The project plan will be created and updated using MS Project. The plan will detail all the tasks required to complete the project and will be used to forecast estimated timescales of project completion and aid in the allocation of resources.
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6. Project Constraints
6.1 Time
This project has a defined timeframe and must be completed or have funds committed by April 2011.
6.2 Personnel/contracts
Officer time is limited due to other commitments beyond the Pathfinder programme.
Bruton Knowles, property advisor and negotiator for NNDC during the pathfinder projects will be available to provide property advice and complete the tasks outlined in the tender brief. Bruton Knowles will also be able to complete additional schemes of work should the need arise, they accept and the funds are available.
It may be necessary to engage with external specialists to provide some of the skills required to fulfil the project, this may include for example a planning agent.
It will be necessary for other internal departments to assist in the delivery in the programme, particularly, Planning (including Planning Policy), Finance/Procurement, and Communications. Additional internal assistance may be limited due to other commitments.
6.3 Finance
The pathfinder projects have been allocated budgets to enable them to be planned and proceed. These allocations may be amended as projects progress.
The Property Acquisition, Demolition and Relocation Project has been allocated a project budget of £550,000 with an addition of £27,769 for project management costs, totalling £557,796. The main part of the budget is capital with the remained
£56,177 revenue.
6.4 Legal
Procurement must follow the NNDC Procurement Strategy.
The project supports the corporate aims around coastal management as stated in
Changing Gear, the corporate plan (page 31).
Delegated authority has been granted by the cabinet of NNDC that the Chief
Executive or Strategic Director (Communities) is able to procure works and services within the parameters set out in the Council’s Coastal Change Pathfinder applications.
The Authority has the powers to acquire land for coastal protection works the under the Coast Protection Act 1949. However for this project these powers are not relevant. However under section 120 of the Local Government Act 1972 acquisition of land can be completed for the purposes of the benefit, improvement or development of their area.
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State aid rules are not relevant to private individuals. This would need to be reassessed should it be discovered that any of the properties also include business premises.
It is necessary that all due processes within the council are followed, and should the project deviate from existing policies or conventions it will be assessed and the relevant action taken to ensure that there are no constitutional issues. One element which has arisen is the need for a Corporate Acquisitions Policy.
6.5
Planning Consent/Land Availability
In the development of the methodology it may become necessary to identify suitable land for the relocation of the properties. If this is the case a suitable land parcel will need to be appropriately identified, secured and planning consent granted.
6.6 Assumptions
It is assumed that Defra wish NNDC to complete the projects as we see fit as indicated by to the open nature of the funding offer. The Coastal Management
Team also assume the general support of the Authority and its departments as a whole in the project delivery.
It assumed that most of the property owners involved in this project will wish to partake and that negotiations will be able to reach a mutually agreeable conclusion.
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6.7 Risks
The following risks have been identified with the pathfinder project programme. The risk matrix can be viewed in Appendix C of the
Programme Initiation Document.
Ref Date Logged Owner Title Likelihood Impact Inherent Risk
(Likelihood x
Impact)
Description Summary of Actions/Mitigation Status Subsequent
Likelihood
Impact Residual
Risk
1 03.03.10 PF Funds 3 5 15 Following the property advisors valuation, the project may not have sufficient funds to purchase the properties
Team has discussed and if this was the case project board would need to decide if this project takes priority over the purchase and lease back project and funds are reallocated. open 1
The advisor knows the budget and will present options to the board, the board will need to decide which is the most equitable and achievable option. If not enough funds are available a decision as to which properties will be purchase will be required.
3 3
2
3
4
03.03.10 PF Property availability
3 3 9
03.03.10 PF
24.05.10 PF
Property availability
2
Owners needs 3
5
5
10
15
There is potential that one of the terraced properties is not available to purchase preventing the building being demolished.
If this occurs it will need to be investigated further. open 3
The owners do not wish to Re-scope project, reallocate funds, sell their properties concentrate on owners who do wish to relocate. open 1
We are unable to meet or negotiate to meet with the owners needs
These negotiations will form part of the valuation exercise and may also link to the buy and leaseback project.
Property advisor will evaluate the options and present to the project board. open 2
3 9
5
5
5
10
1 = Low → 5 = High
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7. Project Controls
7.1 Management
The project will be documented with the following; project initiation document, project plan, ongoing issues log, quality log, lessons learned log and change log as required. The project initiation document will be agreed by the Project Board.
The board will be updated during each stage of the project and will make decisions at key points and advise in the project direction. When ‘exceptions’ occur which require a decision to be made urgently by the project board, information will be circulated via email to members of the Board. The discussions and decision will be recorded in the emails and resolution must be met in a maximum of 5 working days.
The minutes of the Liaison Group will be assessed by the Programme Manager and action taken as required. The minutes will be circulated prior to Board meetings and made available to the Reference Group.
Bruton Knowles will meet with NNDC on a monthly basis whereby a monthly report will be submitted identifying progress, issues and any other relevant information.
7.2 Financial
The project must not exceed the total budget of £577,769 unless further funds are assigned to the budget by the project board and the capital and revenue split must be maintained. The accounts will be monitored monthly following a report from the
Accounts Team by the Programme Manager and reported back to the board.
Should the project have an expected under spend of 10% or if there is any predicted overspend, it will be reported to the board.
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8. Quality Plan
The quality log will include the meetings for the Liaison Group and reports public open days and meetings with property owners. Where the quality check reveals the project is off specification or feedback suggest the scope of the project may need amending, the project team with the programme manager will investigate the options and present to the Project Board agree the most appropriate action.
The monthly financial report/check and scheduled re assessment of risks and issues logs will be completed prior to Project board meetings.
9. Miscellaneous
9.1 Document Versions
Project documents will be saved in the pathfinder folders M:\File
System\Pathfinder Programme\Projects\Infrastructure Package\Trimingham village hall of the coastal management section and documents will carry in their title the creation/amendment date to enable current versions to be easily identified.
9.2 Meeting Minutes
Meetings will be concisely recorded with Actions, Decisions and Issues highlighted where appropriate.
10. Defra Reports
The project will be reported quarterly from April 2010 to Defra on the proforma provided.
Report will be produced for the end of the month in:
• April 2010
• July 2010
• October 2010
• January 2011
• April 2011
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